Matt Strauss

Peacock launched in 2020, and at the time, the market was really focused on on-demand, scripted dramas, binge viewing, and most ad-free, most services were chasing that segment of the market. And we came to market late, if we're being honest about it. But one of the benefits of coming to a market late is you could assess the white space and where you see opportunity.

Peacock launched in 2020, and at the time, the market was really focused on on-demand, scripted dramas, binge viewing, and most ad-free, most services were chasing that segment of the market. And we came to market late, if we're being honest about it. But one of the benefits of coming to a market late is you could assess the white space and where you see opportunity.

And so we believe the opportunity for us was to position Peacock in the premium ad-supported space and not just kind of focus on premium scripted dramas and movies and on-demand, even though that is a piece of the programming strategy, but it was also about live sports and live news and unscripted programming and multicultural programming.

And so we believe the opportunity for us was to position Peacock in the premium ad-supported space and not just kind of focus on premium scripted dramas and movies and on-demand, even though that is a piece of the programming strategy, but it was also about live sports and live news and unscripted programming and multicultural programming.

And so we believe the opportunity for us was to position Peacock in the premium ad-supported space and not just kind of focus on premium scripted dramas and movies and on-demand, even though that is a piece of the programming strategy, but it was also about live sports and live news and unscripted programming and multicultural programming.

And again, playing to the strengths of what we do as a company, as a broadcast company, which was to target a broad household demographic. And the strategy there was that if we anchored ourselves in that place, then we're not directly competing with other streamers, we're more complimentary.

And again, playing to the strengths of what we do as a company, as a broadcast company, which was to target a broad household demographic. And the strategy there was that if we anchored ourselves in that place, then we're not directly competing with other streamers, we're more complimentary.

And again, playing to the strengths of what we do as a company, as a broadcast company, which was to target a broad household demographic. And the strategy there was that if we anchored ourselves in that place, then we're not directly competing with other streamers, we're more complimentary.

It was about completeness and in some ways being like the best of cable TV for a relatively affordable price. And we also believed that the future was not just going to be on demand, even though on demand is a core piece of the way we consume television. But that linear and live, which a lot of people four years ago were saying was dead, that was just nonsense.

It was about completeness and in some ways being like the best of cable TV for a relatively affordable price. And we also believed that the future was not just going to be on demand, even though on demand is a core piece of the way we consume television. But that linear and live, which a lot of people four years ago were saying was dead, that was just nonsense.

It was about completeness and in some ways being like the best of cable TV for a relatively affordable price. And we also believed that the future was not just going to be on demand, even though on demand is a core piece of the way we consume television. But that linear and live, which a lot of people four years ago were saying was dead, that was just nonsense.

And so that's why when we launched Peacock, we wanted to have both linear networks. We launched with dozens of linear channels. We launched with a library of 80,000 hours. We've grown the library to over 80,000 hours of programming. And we were also very intentional about it being ad supported because a dual revenue stream from our point of view was better than a single revenue stream.

And so that's why when we launched Peacock, we wanted to have both linear networks. We launched with dozens of linear channels. We launched with a library of 80,000 hours. We've grown the library to over 80,000 hours of programming. And we were also very intentional about it being ad supported because a dual revenue stream from our point of view was better than a single revenue stream.

And so that's why when we launched Peacock, we wanted to have both linear networks. We launched with dozens of linear channels. We launched with a library of 80,000 hours. We've grown the library to over 80,000 hours of programming. And we were also very intentional about it being ad supported because a dual revenue stream from our point of view was better than a single revenue stream.

And this is also core competency for what we do at MVC with having a very strong ad sales team and deep relationships with different advertisers. And we went to market with five minutes of ads per hour.

And this is also core competency for what we do at MVC with having a very strong ad sales team and deep relationships with different advertisers. And we went to market with five minutes of ads per hour.

And this is also core competency for what we do at MVC with having a very strong ad sales team and deep relationships with different advertisers. And we went to market with five minutes of ads per hour.

which again was a very controversial thing to do at the time, but that's given us an advantage because it's also allowed us to focus on how do we innovate on the advertising beyond 15 and 30 second spots, because it'd been core to our DNA from the beginning. And the only reason I'm giving you all this context

which again was a very controversial thing to do at the time, but that's given us an advantage because it's also allowed us to focus on how do we innovate on the advertising beyond 15 and 30 second spots, because it'd been core to our DNA from the beginning. And the only reason I'm giving you all this context

which again was a very controversial thing to do at the time, but that's given us an advantage because it's also allowed us to focus on how do we innovate on the advertising beyond 15 and 30 second spots, because it'd been core to our DNA from the beginning. And the only reason I'm giving you all this context