Matt Strauss

Well, I'm describing price value. And there's a high value on sports. And that's obviously manifesting itself when you just look at sports rights and the price that sports rights are going for in the market. And so essentially, yes. I mean, yes to your question that we see ourselves. I mean, if you look at Peacock just as an example, we have more live sports than any other streaming service.

You know, when you look at the NFL, the Premier League, Big Ten, the Olympics, obviously the NBA that's coming to Peacock later next year. And, you know, over the course of a year, we have like some live sports 300 of 365 days. And so we didn't get there by accident. You know, we got there through real intention. Like we've had a very consistent strategy and vision. from the beginning.

You know, when you look at the NFL, the Premier League, Big Ten, the Olympics, obviously the NBA that's coming to Peacock later next year. And, you know, over the course of a year, we have like some live sports 300 of 365 days. And so we didn't get there by accident. You know, we got there through real intention. Like we've had a very consistent strategy and vision. from the beginning.

You know, when you look at the NFL, the Premier League, Big Ten, the Olympics, obviously the NBA that's coming to Peacock later next year. And, you know, over the course of a year, we have like some live sports 300 of 365 days. And so we didn't get there by accident. You know, we got there through real intention. Like we've had a very consistent strategy and vision. from the beginning.

And I think what you're just seeing is us executing against that strategy. We would say internally, like, look, this is not a sprint, it's a marathon. Maybe at a sprinter's pace, you know, because obviously the market's moving very quickly, but we're fortunate to be part of a much broader diversified company at Comcast. with a senior management team that believes in our vision and our strategy.

And I think what you're just seeing is us executing against that strategy. We would say internally, like, look, this is not a sprint, it's a marathon. Maybe at a sprinter's pace, you know, because obviously the market's moving very quickly, but we're fortunate to be part of a much broader diversified company at Comcast. with a senior management team that believes in our vision and our strategy.

And I think what you're just seeing is us executing against that strategy. We would say internally, like, look, this is not a sprint, it's a marathon. Maybe at a sprinter's pace, you know, because obviously the market's moving very quickly, but we're fortunate to be part of a much broader diversified company at Comcast. with a senior management team that believes in our vision and our strategy.

And that's allowed us to not do things like chase low value subs or do wholesale bundling deals without the right economic relationships. And I think it's positioned us in a really, really good way going forward because we don't feel like we have to do things artificially just to kind of grow our sub base. Like we want to grow subs at the right ARPU, revenue per subscriber,

And that's allowed us to not do things like chase low value subs or do wholesale bundling deals without the right economic relationships. And I think it's positioned us in a really, really good way going forward because we don't feel like we have to do things artificially just to kind of grow our sub base. Like we want to grow subs at the right ARPU, revenue per subscriber,

And that's allowed us to not do things like chase low value subs or do wholesale bundling deals without the right economic relationships. And I think it's positioned us in a really, really good way going forward because we don't feel like we have to do things artificially just to kind of grow our sub base. Like we want to grow subs at the right ARPU, revenue per subscriber,

at the right level of engagement, you know, and build a subscriber base in the right way. And that's essentially what we've been doing. And we haven't wavered from that strategy or that vision from the beginning.

at the right level of engagement, you know, and build a subscriber base in the right way. And that's essentially what we've been doing. And we haven't wavered from that strategy or that vision from the beginning.

at the right level of engagement, you know, and build a subscriber base in the right way. And that's essentially what we've been doing. And we haven't wavered from that strategy or that vision from the beginning.

Yeah. Well, remember, though, the decline in paid TV isn't I mean, this may sound crude, it's not just because older people are passing away. I mean, some of it is people at all ages are making decisions where they might feel like it's more valuable, where they want to just cut the cord, so to speak, and get streaming services. And you could be at any age to do that.

Yeah. Well, remember, though, the decline in paid TV isn't I mean, this may sound crude, it's not just because older people are passing away. I mean, some of it is people at all ages are making decisions where they might feel like it's more valuable, where they want to just cut the cord, so to speak, and get streaming services. And you could be at any age to do that.

Yeah. Well, remember, though, the decline in paid TV isn't I mean, this may sound crude, it's not just because older people are passing away. I mean, some of it is people at all ages are making decisions where they might feel like it's more valuable, where they want to just cut the cord, so to speak, and get streaming services. And you could be at any age to do that.

But to answer your more broad question, yes. I mean, that is essentially the strategy where, which is why Peacock exists within NBCUniversal, is as we see the pay TV business still being a very good business, it still is a very profitable business for our company. And we've built really strong brands in the pay TV ecosystem.

But to answer your more broad question, yes. I mean, that is essentially the strategy where, which is why Peacock exists within NBCUniversal, is as we see the pay TV business still being a very good business, it still is a very profitable business for our company. And we've built really strong brands in the pay TV ecosystem.

But to answer your more broad question, yes. I mean, that is essentially the strategy where, which is why Peacock exists within NBCUniversal, is as we see the pay TV business still being a very good business, it still is a very profitable business for our company. And we've built really strong brands in the pay TV ecosystem.

that streaming is a way for us to kind of drive more growth and offset that decline and eventually become the broader growth engine for the company. But as I mentioned before, I think sometimes it's interpreted that legacy networks are somehow like dinosaurs and that that's not really where people are spending a lot of time. I see it very, very differently. I see it as a strength.