PHAN NGOC ANH
S u p e r v i s o r : D r N g u y e n D a n g Tu e
This presentation is prepared for academic purposes of the Financial Investment course at HUST only and
does not constitute financial advice, investment recommendation, or professional consulting.
,The form of Warner Bros. Discovery
Gross Profit and Ticket Sold (1995-2025)
It is no longer being “Time Warner” Strategic Move:
1990 Time Inc. merged Warner
Communication= Time Warner Dominant in publishing + entertainment
=> A traditional media giant.
2001 AOL aquired Time Warner Combine old media (TV, film) with new
media (internet).
=> poorly executed => losses.
2008 Time Warner separates from Refocus on core entertainment (film, TV,
AOL publishing).
=> Strategic unwinding
2018 AT&T acquired Time Warner Combine content (Time Warner) with
distribution (telecom services). (Vertical
integration) Market share and IP Produce (1995-2025)
2021 AT&T spin off WarnerMedia and Due to debt pressure and lack of
merge with Discovery synergy, focused content powerhouse
without telecom distractions.
WarnerMedia + Discovery = Platform unification + IP leverage.
2022 Warner Bros. Discovery => Compete in the global streaming wars
INTRODUCTION FINANCIAL BENCHMARKING FINANCIAL PLANING
, WBD’s core
3 segments Revenue by segments
51,3 %- cash engine.
Studios: Film & Television Production,
$25,000
Distribution, Consumer Products, Gaming. 21,244
20,175
$20,000
$15,000 10,313
$12,192 $11,607
Networks: Domestic & International 10,154
$10,000 Rac
Television Networks
Stre
$5,000 Wa
$-
Direct-to-Consumer (DTC): Streaming &
Studios Networks DTC
Premium Services
2023 2024
Segment Monetization Models:
1. Advertising (linear TV ads)
Networks
2. Affiliate Fees from cable/satellite providers
1. Box Office Sales (for theatrical releases)
2. Licensing to platforms (e.g., Netflix)
Studios
3. TVOD/EST (pay-per-view or sell-through digital
content)
1. SVOD (monthly/yearly subscriptions via Max)
Streaming 2. AVOD (ads on ad-supported plans)
(DTC) 3. Bundled content licensing (B2B syndication or
co-production deals)
INTRODUCTION FINANCIAL BENCHMARKING FINANCIAL PLANING
S u p e r v i s o r : D r N g u y e n D a n g Tu e
This presentation is prepared for academic purposes of the Financial Investment course at HUST only and
does not constitute financial advice, investment recommendation, or professional consulting.
,The form of Warner Bros. Discovery
Gross Profit and Ticket Sold (1995-2025)
It is no longer being “Time Warner” Strategic Move:
1990 Time Inc. merged Warner
Communication= Time Warner Dominant in publishing + entertainment
=> A traditional media giant.
2001 AOL aquired Time Warner Combine old media (TV, film) with new
media (internet).
=> poorly executed => losses.
2008 Time Warner separates from Refocus on core entertainment (film, TV,
AOL publishing).
=> Strategic unwinding
2018 AT&T acquired Time Warner Combine content (Time Warner) with
distribution (telecom services). (Vertical
integration) Market share and IP Produce (1995-2025)
2021 AT&T spin off WarnerMedia and Due to debt pressure and lack of
merge with Discovery synergy, focused content powerhouse
without telecom distractions.
WarnerMedia + Discovery = Platform unification + IP leverage.
2022 Warner Bros. Discovery => Compete in the global streaming wars
INTRODUCTION FINANCIAL BENCHMARKING FINANCIAL PLANING
, WBD’s core
3 segments Revenue by segments
51,3 %- cash engine.
Studios: Film & Television Production,
$25,000
Distribution, Consumer Products, Gaming. 21,244
20,175
$20,000
$15,000 10,313
$12,192 $11,607
Networks: Domestic & International 10,154
$10,000 Rac
Television Networks
Stre
$5,000 Wa
$-
Direct-to-Consumer (DTC): Streaming &
Studios Networks DTC
Premium Services
2023 2024
Segment Monetization Models:
1. Advertising (linear TV ads)
Networks
2. Affiliate Fees from cable/satellite providers
1. Box Office Sales (for theatrical releases)
2. Licensing to platforms (e.g., Netflix)
Studios
3. TVOD/EST (pay-per-view or sell-through digital
content)
1. SVOD (monthly/yearly subscriptions via Max)
Streaming 2. AVOD (ads on ad-supported plans)
(DTC) 3. Bundled content licensing (B2B syndication or
co-production deals)
INTRODUCTION FINANCIAL BENCHMARKING FINANCIAL PLANING
