Business
Netflix’s plan to buy Warner Bros. throws the theater industry into upheaval
A man walks past movie posters at at AMC Theater in Montebello, California on May 5, 2025.
Frederic J. Brown | AFP | Getty Images
Movie theater operators woke up Friday to the possibility of a new world order.
Netflix and Warner Bros. Discovery announced a deal for the streaming giant to acquire WBD’s film studio and streaming service, bringing an end to a months-long bidding process that saw Paramount Skydance and Comcast also vying for the assets.
With Netflix as the victor, exhibitors are in a panic.
Unlike traditional movie studios, the streamer has not adhered to conventional theatrical distribution, and there are fears that big changes could be coming to an industry that is still struggling post-pandemic.
“It’s no secret that this was probably the least desired outcome for many theater owners,” said Shawn Robbins, director of analytics at Fandango and founder of Box Office Theory. “There are no two ways around that. This may be one of the most meaningful days in the history of the business, but it could yet be a constructive one for cinema if Netflix honors early indications that it will maintain the theatrical business model of Warner Bros. properties and lean into those unique strengths which are not replicable on the streaming platform.”
Cinema United, the world’s largest exhibition trade association, came out strong Friday morning against the sale of WBD assets to Netflix.
“The proposed acquisition of Warner Bros. by Netflix poses an unprecedented threat to the global exhibition business,” CEO Michael O’Leary said in a statement. “The negative impact of this acquisition will impact theatres from the biggest circuits to one-screen independents in small towns in the United States and around the world.”
A half dozen movie theater operators who spoke to CNBC shared concerns that Netflix’s acquisition of WBD would lead to a significant decline in the number of films made available to cinemas annually and, therefore, hit annual box office ticket sales.
“Netflix’s stated business model does not support theatrical exhibition. In fact, it is the opposite,” O’Leary said.
Cinema United said the deal “would risk removing 25% of the annual domestic box office” putting smaller theater chains and independent cinemas, in particular, at risk.
“We are going to be pulling all of the levers we can because we think that a deal of this magnitude and the potential impact that it will have is something that everyone with regulatory and oversight authority needs to look closely at,” O’Leary said on CNBC’s “Squawk on the Street” Friday. “So, we’ve already been talking to people at the federal level, at the state level and internationally because this is a significant, significant threat, we believe, to the long-term viability of the theatrical exhibition.”
And Cinema United isn’t the only group worried about the future of the industry if the Netflix deal is approved.
A collective of top industry players sent an open letter to Congress detailing the potential economic and institutional blowback that could play out if the merger goes through.
The letter, reported by Variety, stated that Netflix would “effectively hold a noose around the theatrical marketplace” and could alter the footprint of theatrical movies and decrease licensing fees paid in post-theatrical windows.
An uncertain future
Several exhibitors told CNBC that they fear a deal between WBD and Netflix will result in fewer theatrical releases and even shorter theatrical windows for would-be major releases.
Consolidation in the studio space has been a growing issue for the theatrical industry in recent years. When studios merge, they typically decrease the number of films they produce, something the industry saw firsthand when Disney bought 20th Century Fox back in 2019.
The theatrical business has struggled in recent years from pandemic related production shutdowns as well as dual labor strikes that halted film shoots and delayed movie releases. The industry still has not returned to pre-pandemic release numbers or box office ticket sales, and there are worries that it never will.
“If you look historically, when legacy studios are absorbed by other entities, even in the case where those other entities are also legacy studios, the amount of movies produced for theatrical distribution goes down,” O’Leary told CNBC Friday.
Netflix co-CEO Ted Sarandos said during an investor call Friday morning following the deal announcement that planned Warner Bros. releases “will continue to go to the theaters through Warner Bros.”
Sarandos doesn’t plan to alter WBD’s current business practices, a person familiar with the matter told CNBC, speaking on the condition of anonymity to discuss private conversations. Still, he does plan to meet with theater owners in an effort to assuage any concerns and to explain his vision that movies should have shorter exclusive theatrical windows, the person said.
For exhibitors, shrinking theatrical windows pose a major threat.
Prior to the pandemic, movies typically played in theaters for between 70 and 90 days before entering the home market. Following Covid shutdowns, studios and cinemas renegotiated these terms, and the average window fell to 30 to 45 days.
Netflix, however, has never followed these guidelines. The company has long held that its content is meant for its streaming subscribers and therefore should be delivered to them at home, on the service as soon as possible.
If Netflix does release a film in cinemas, it’s usually only for the minimum requirement to be eligible for awards contention or for weekend stints as one-off events.
When Netflix does go to theaters, it doesn’t report box office figures publicly. That’s left industry analysts wondering if the company will continue WBD’s transparency when it comes to ticket sales once the deal is finalized.
“We’ve released about 30 films into theaters this year, so it’s not like we have this opposition to movies in the theaters,” Sarandos said during Friday’s investor call. “My pushback has been mostly in the fact of the long exclusive windows, which we don’t really think are that consumer friendly.”
“Netflix movies will take the same strides they have, which is some of them do have a short run in the theater beforehand, but our primary goal is to bring first-run movies to our members, because that’s what they’re looking for,” he said.
Of course, that strategy could shift in the coming years.
Alicia Reese, an analyst at Wedbush, highlighted in a research note Friday that the theatrical slate has already been negotiated through 2029.
“So any buyer would have to honor those contracts by showing the slated WBD films in theaters for at least the next four years,” Reese wrote.
One theater chain operator, speaking on the condition of anonymity to share candid thoughts, told CNBC, “All exhibition can do is take Netflix at their word.”
“In the deal they have pledged to continue to release legacy WB titles to theatres,” the operator said. “Now does that mean with a one-week window, a four-week window or no window? Netflix will have to diametrically alter their corporate philosophy of streaming first. We just have to wait to see. It’s not great for exhibition.”
— CNBC’s Alex Sherman and Stephen Desaulniers contributed to this report.
Disclosure: Comcast is the parent company of Fandango and NBCUniversal, which owns CNBC. Versant would become the new parent company of Fandango and CNBC upon Comcast’s planned spinoff of Versant.
Business
Volkswagen capex recalibration: Automaker pares 2030 investment to $186 bn; China, US headwinds grow – The Times of India
Volkswagen Group plans to invest €160 billion ($186 billion) through 2030, a scaled-down outlay that reflects tightening capital allocation as Europe’s largest automaker grapples with mounting pressure in its two biggest markets — China and the United States, Reuters reported.The investment figure, announced by Volkswagen CEO Oliver Blume, is part of the company’s rolling five-year capital expenditure plan, which is updated annually. The latest commitment compares with €165 billion earmarked for 2025–2029 and €180 billion for 2024–2028, with 2024 marking the peak year for spending.Since that peak, the group — which houses brands such as Porsche and Audi — has been squeezed by higher costs and weaker margins, hit by US tariffs on imported vehicles and intensifying competition in China. The strain has been felt most acutely at Porsche, which derives nearly half of its sales from the US and China combined.Porsche recently unveiled a significant rollback of its electric vehicle strategy as profits came under pressure. Speaking to Frankfurter Allgemeine Sonntagszeitung, Blume said the focus of the latest investment plan was firmly “on Germany and Europe,” particularly in products, technology and infrastructure.Blume added that discussions on an extended savings programme at Porsche are expected to continue into 2026. He also said he does not expect Porsche to grow in China, though localising production across the wider Volkswagen group remains an option. A China-specific Porsche model could make sense at some point, he said.On Audi, Blume noted that any decision on building a manufacturing plant in the United States would depend on whether Washington offers substantial financial support.Blume, who will step down as Porsche CEO in January to concentrate fully on running Volkswagen Group, said his recent contract extension as Volkswagen chief executive until 2030 signalled continued backing from the Porsche and Piëch families as well as the German state of Lower Saxony, the company’s largest shareholders.“But it is true, of course, that shareholders have suffered losses since Porsche went public three years ago. I, too, must face up to this criticism,” he said.
Business
From the California gold rush to Sydney Sweeney: How denim became the most enduring garment in American fashion
Jodie Foster, Billie Perkins, and Robert De Niro perform a scene in Taxi Driver directed by Martin Scorsese in 1976 in New York, New York.
Michael Ochs Archives | Moviepix | Getty Images
In the dwindling days of the California gold rush, the wife of a local miner faced a problem.
Her husband’s denim work pants kept ripping, so her tailor, Jacob Davis, had the idea to add copper rivets to key points of strain, like the pocket corners and the base of the button fly, to keep them from tearing.
Davis’ “riveted pants” soon became a roaring success and, unbeknownst to him at the time, marked the official birth of the blue jean, a garment that would transform fashion and come to represent the United States around the globe.
“It really has democratized American fashion and it also is the greatest export that we have sent to the world, because people identify jeans specifically with American Western culture,” said Shawn Grain Carter, a fashion professor at the Fashion Institute of Technology in New York. “It doesn’t matter your economic or social class. It doesn’t matter what your views are in terms of the political spectrum. Everybody wears denim.”
Jacob Davis
Courtesy: Levi Strauss & Co.
These days, denim is a major sales driver for retailers big and small, as the global denim market reached $101 billion this year, up 28% from 2020, according to data from market research company Euromonitor International. Major apparel companies from American Eagle to Levi Strauss are in a race to corner that market, leaning on A-list celebrities like Sydney Sweeney and Beyonce to win over shoppers and drive sales in an unsteady economy.
But if it weren’t for Levi Strauss, founder of the eponymous blue jeans company, Davis’ invention may not have gone far beyond the railroad town where it was created in the early 1870s.
How Levi’s created blue jeans
Soon after Davis created his riveted pants, called “waist overalls” or “overalls” at the time, they began selling like “hot cakes” and he needed a business partner to secure a patent, said Tracey Panek, Levi’s in-house historian. So he wrote to Strauss, a Bavarian-born immigrant who was running a successful wholesale business in San Francisco and had supplied Davis the denim he used to create his riveted pants.
“The secret of them Pents is the Rivits that I put in those Pockets and I found the demand so large that I cannot make them up fast enough,” Davis wrote Strauss in a letter, according to PBS.
Levi Strauss
Courtesy: Levi Strauss & Co.
Strauss, an “astute” businessman, recognized the opportunity and agreed to partner with Davis, said Panek.
“This would have been the first time that Levi was actually” manufacturing his own products, said Panek. “He was no longer just importing and selling other people’s goods. He was manufacturing himself and selling to retailers.”
On May 20, 1873, the two men secured a patent for the riveted pants and eventually opened a factory on Fremont Street, close to the modern-day Salesforce tower in San Francisco’s financial district.
They promised to offer workers the most durable jeans on the market and soon, business was booming.
Dude ranch duds and the American worker
Through Strauss’ connections as a wholesaler, the company’s riveted overalls soon spread across the U.S., becoming the garment of choice for working men everywhere: miners, cowboys, farmers – any role that required durable clothing.
Jeans were exclusively reserved for work settings at the time, but as emerging denim manufacturers vied for a similar customer base, they looked to expand their assortment to drive sales.
“Slowly and steadily into the 20th century, you start to see some of these manufacturers making variations,” said Sonya Abrego, a New York City-based fashion historian. “There was this one design called spring bottom pants that was kind of a more form fitted, a more dressed up, a slightly flared, maybe what the factory foreman would be wearing, right? As opposed to just the guy on the shop floor.”
In 1934, Levi created the first ever line of jeans for women. Around that time, denim started to become more popular in settings outside of work, primarily for activities like dude ranch vacations, camping and horseback riding.
“So they were kind of taking on a cowboy’s garment or a worker’s garment but wearing it in a … resort setting,” said Abrego.
Courtesy: Levi Strauss & Co.
Dude ranch vacations had become popular because there were finally highways connecting different parts of the country, and few were willing to venture to Europe during a war. Companies like Levi began releasing advertisements highlighting their denim as “dude ranch duds” and “authentic western riding wear” to capture shoppers looking for jeans to bring with them on vacation, according to archival advertisements from the time.
These cultural moments helped to expand denim beyond workers, but jeans didn’t become widespread casual attire until after World War II, when American fashion overall started to shift.
The rise of the backyard BBQ
By the time World War II ended, the mighty American consumer was beginning to emerge. For years, Americans had been forced to ration common goods like rubber, sugar and meat while simultaneously being encouraged to save their money by buying war bonds and socking away spare cash.
When the country shifted from wartime to peacetime, Americans were ready to splurge and soon began spending big on new cars, appliances and clothes.
“With a little bit more money to spend, you start seeing a bigger push for leisure clothes and fun clothes and play clothes, clothes to wear to backyard barbecues,” said Abrego. “Clothes that we would consider today as just like casual style.”
Courtesy: Levi Strauss & Co.
Slowly and surely, it became more and more acceptable for both men and women to wear jeans outside of work settings. Then, denim manufacturers made a push to allow jeans in schools.
“They wanted to sell to as many people as they possibly could,” said Abrego. “The idea that jeans are good for school means that they’re good for every day.”
By the time the 1960s hit, denim manufacturers had expanded their products and were selling a wide variety of colors, fits and styles. It became a symbol of the hippie movement and a mainstay on Hollywood sets.
Soon, denim was everywhere, and the 1970s brought the iconic bell bottom pants and the first iteration of the “designer jean” — denim pants being produced by labels and brands whose designs had nothing to do with work wear or western wear, like Calvin Klein and Gloria Vanderbilt.
Since then, denim has remained a constant in global fashion. While silhouettes, washes and fits have changed over time, jeans never really go out of style, which is what makes them so enduring, said Abrego.
“This is a design from 1873 … do we see anything else from 1873 on the street? It’s kind of wild if you think about it that way,” said Abrego. “We can talk about all the details, all the changes in manufacturing and all the different fits and finishes but it’s a recognizable thing, it’s still a pair of jeans. For me as a historian, that continuity is so compelling because I can’t really name anything else that has stayed the same to this degree.”
Business
Power as ‘currency’: Experts say data centre growth lifts demand; India poised for global leadership – The Times of India
India’s expanding data centre and artificial intelligence ecosystem could position the country as a global leader in power trade, with experts pointing to surplus electricity capacity and rapid reforms in the power distribution sector, according to speakers at a national conference on energy and technology.Speaking at the National Conference on AI and Machine Learning based solutions in the power sector, Jitendra Srivastava, chairman and managing director of REC Limited, said the rapid rise of AI and data centres is creating a new era where electricity itself becomes a strategic asset, according to ANI.“With the exploding growth of artificial intelligence, with the exploding growth of data centres, with the sheer amount of power required to function these places…We are going to see an era when power will be the currency and we are uniquely placed with its huge potential with its already surplus status. We are poised to become world leaders. We are in a position where we can show the world that power is a tradable commodity and we can be global leaders in this,” Srivastava said.The conference brought together solution providers and power distribution companies with the aim of enabling collaboration and innovation. Shashank Mishra, Joint Secretary in the Ministry of Power, said the initiative was designed to create a common platform for developing new solutions.“Today we are bringing together solution providers and distribution companies on a single platform where they can interact and develop new solutions and ideas. We are also presenting several innovative concepts in the form of solutions, and the best among them will be awarded by the Minister of Power,” Mishra told ANI.He added that the government expects the initiative to be “a transformative” step for the sector.Highlighting ongoing reforms, Srivastava said the Ministry of Power has been driving changes under the Revamped Distribution Sector Scheme (RDSS), with smart metering forming a core pillar of the programme. He stressed that the benefits of smart meters can be fully realised only with the use of advanced analytics.“To understand the advantages of smart metering, it is essential to leverage the power of artificial intelligence and machine learning,” he said, adding that such tools can aid anti-theft measures, load forecasting and system rationalisation.According to Srivastava, the conference seeks to demonstrate how AI- and machine learning-based tools can improve consumer services, assist electricity regulators and help discoms function more efficiently.India’s energy sector has strengthened significantly in recent years, balancing rising demand with sustainability goals. Citing International Energy Agency projections, speakers noted that emerging and developing economies will account for about 85 per cent of the growth in global electricity demand over the next three years, with India playing a central role.As of June 2025, India’s total installed power capacity stood at 476 GW, while power shortages have declined sharply from 4.2 per cent in 2013-14 to 0.1 per cent in 2024-25, according to official data.
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