STRATEGIE

The VEB has asked for segment reporting for years but the Alfen explanation is that strategic decisions are taken based on segment revenue. We agree to disagree, but what has to happen in order for Alfen to report per segment.

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Continue ReadingThe VEB has asked for segment reporting for years but the Alfen explanation is that strategic decisions are taken based on segment revenue. We agree to disagree, but what has to happen in order for Alfen to report per segment.

Regarding the last question, I disagree that Disney has an obligation to take political positions that are detrimental to the overall company. Anyway, your comments earlier about concentrating on the streaming service going forward as a primary business front ma de me do some quick calculations. If there are a 100 million households in America and you get a 100% of them at $7 a month times 12 months, that’s $8bn a year, less than 10% of the revenu of Walt Disney Corporation. It’s a capped amount, so I’m questioning the comments you made. Notably about Netflix, which has produced volumes of second tier content, I can say that my own watch list has 400 or 4000 things I am gonna watch later but I never seem to get to it having gone through the video store business in 1980s and see how wide store business was destroyed not by Netflix but by oversupply of content to the consumers overwhelming their ability to make choices. Can you reevaluate that because it’s not playing an infinite game but a finite game? Is it wise for the company to take political positions that set to satisfy a very small portion of the people when he primary mission is entertainment ?

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Continue ReadingRegarding the last question, I disagree that Disney has an obligation to take political positions that are detrimental to the overall company. Anyway, your comments earlier about concentrating on the streaming service going forward as a primary business front ma de me do some quick calculations. If there are a 100 million households in America and you get a 100% of them at $7 a month times 12 months, that’s $8bn a year, less than 10% of the revenu of Walt Disney Corporation. It’s a capped amount, so I’m questioning the comments you made. Notably about Netflix, which has produced volumes of second tier content, I can say that my own watch list has 400 or 4000 things I am gonna watch later but I never seem to get to it having gone through the video store business in 1980s and see how wide store business was destroyed not by Netflix but by oversupply of content to the consumers overwhelming their ability to make choices. Can you reevaluate that because it’s not playing an infinite game but a finite game? Is it wise for the company to take political positions that set to satisfy a very small portion of the people when he primary mission is entertainment ?

In the second quarter 2022, the company spent one billion to essentially buy back license content to stream exclusively on its properties. The CEO has emphasized the focus on producing content for the DTC platforms, mainly from the core four, and potentially licensing undifferentiated content from other own studios and UP or possibly producing new content for others. What content required the one billion last year and wether we can expect any future revenue derived from producing content for others? If so, could you swing getting the Marvel theme park rights east of Mississippi back from during the negotiations?

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Continue ReadingIn the second quarter 2022, the company spent one billion to essentially buy back license content to stream exclusively on its properties. The CEO has emphasized the focus on producing content for the DTC platforms, mainly from the core four, and potentially licensing undifferentiated content from other own studios and UP or possibly producing new content for others. What content required the one billion last year and wether we can expect any future revenue derived from producing content for others? If so, could you swing getting the Marvel theme park rights east of Mississippi back from during the negotiations?

part from investors’ strong mistrust of FAURECIA’s management with regard to their strategy and results, do you see other serious reasons for the gigantic valuation differential between FORVIA (FAURECIA + HELLA) and VALEO, which even has a higher capitalisation?

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Continue Readingpart from investors’ strong mistrust of FAURECIA’s management with regard to their strategy and results, do you see other serious reasons for the gigantic valuation differential between FORVIA (FAURECIA + HELLA) and VALEO, which even has a higher capitalisation?