When HBO first emerged as an original programming powerhouse around the turn of the century, it promoted itself with the tagline, “It’s not TV. It’s HBO.” It was both an immodest marketing slogan and, to those who worked at the company, a mantra. HBO — reliant on subscriber revenue rather than ads, more interested in Emmys than ratings — considered itself apart from the rest of the television business. That sense of separation even extended to its corporate structure, allowing HBO to exist as its own stand-alone silo through decades of mergers and acquisitions with other media companies. But no more: AT&T, which bought HBO as part of its purchase of the former Time Warner (now WarnerMedia), has, as expected, officially stripped the pioneering pay cable service of its independence and combined its operations with the ad-supported networks of its Turner division (TNT, TBS, and TruTV). AT&T execs believe pulling all of their new TV toys together into one playhouse, with former Showtime and NBC boss Robert Greenblatt in charge, will make it easier to compete against Netflix, Amazon, and the slew of other streaming services about to launch. That may be, but by changing up a business model which… Read full this story
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Wrong Number? How AT&T’s WarnerMedia Shake-up Could Spoil HBO’s Winning Recipe. have 275 words, post on www.vulture.com at March 5, 2019. This is cached page on Konitono News. If you want remove this page, please contact us.