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Paramount questions Warner Bros. Discovery on ‘fairness and adequacy’ of sale process: Read the full letter
A bus passes near Warner Bros. Studio on Sept. 12, 2025 in Burbank, California.
Mario Tama | Getty Images
Paramount Skydance is calling foul on how Warner Bros. Discovery has conducted its sale process.
In a letter reviewed by CNBC, Paramount attorneys told Warner Bros. Discovery CEO David Zaslav that Paramount was questioning the “fairness and adequacy” of the process, which officially launched in October. This week, Paramount, Netflix and Comcast submitted second-round bids to acquire some or all of Warner Bros. Discovery’s assets, CNBC previously reported.
“It has become increasingly clear, through media reporting and otherwise, that WBD appears to have abandoned the semblance and reality of a fair transaction process, thereby abdicating its duties to stockholders, and embarked on a myopic process with a predetermined outcome that favors a single bidder,” reads the letter from attorneys at Quinn Emanuel. “We specifically request and expect this letter will be shared and discussed with the full board of directors of WBD.”
In particular, Paramount’s letter calls out reports that WBD’s management appears to favor Netflix’s offer.
Netflix has made an offer of mostly cash, while Paramount’s latest bid was all cash, according to people close to the matter who declined to be named speaking about confidential dealings. All three companies submitted higher bids than their initial offers, the people told CNBC.
As of Thursday morning, Netflix was the leading bidder based on how WBD is valuing the offers, people familiar told CNBC. Comcast executives, for their part, continue to be disciplined in the company’s offer as to not anger shareholders by taking on additional debt and risking its balance sheet, according to people familiar with that company’s thinking. Comcast leadership has previously said that its bar for M&A is generally high.
Warner Bros. Discovery told CNBC it confirmed to Paramount that it had received the letter and would share it with members of the WBD board.
“Please be assured that the WBD Board attends to its fiduciary obligations with the utmost care, and that they have fully and robustly complied with them and will continue to do so,” the company said in its response to Paramount.
WBD requested third-round bids from the potential buyers, due Thursday, sources told CNBC. The company expects to announce a winner as early as next week, sources said.
While first-round bids arrived in mid-November, Paramount has been vying to acquire the entirety of Warner Bros. Discovery — which includes its streaming service HBO Max, film studio Warner Bros. and a portfolio of cable TV networks like TNT and TBS — since September, CNBC previously reported.
Warner Bros. Discovery rebuffed three offers made by Paramount, the last of the those for $23.50 a share, before launching a formal sale process to beckon other buyers, CNBC previously reported.
Netflix and Comcast are interested only in WBD’s streaming and film studio business, CNBC has reported. Prior to the sale process Warner Bros. Discovery had begun the process of splitting its company into two — Warner Bros., the streaming and studio businesses which would be led by Zaslav, and Discovery Global, the cable TV networks division that would be run by current WBD CFO Gunnar Wiedenfels.
Paramount attorneys sent the letter as the company suspects that Zaslav has been biased against a merger with Paramount since the outset, and instead, would rather complete its path toward a separation, some of the people familiar told CNBC. Paramount and its advisors have viewed WBD’s contact with them as more obstructionist rather than constructive, two of the people said.
Before the sale process, Zaslav had been known to tell colleagues that Amazon’s Prime Video or Netflix would likely be interested suitors in Warner Bros. Discovery, or specifically HBO Max and the film studio, the people said. In the letter, Paramount asks the WBD board if reporting that WBD management has “chemistry” with Netflix management is accurate.
Paramount is seeking confirmation, according to the letter, of whether Warner Bros. Discovery appointed an independent special committee of disinterested members of its board to steer the sale process and consider offers.
“If not, we strongly urge you to empower such a special committee comprised of directors with no potential appearance of bias or beholdenness to others whose interests may differ from those of the stockholders,” the letter reads. “This would seem to be an important step at this stage, to ensure the fairness and unimpeachability of the transaction process and to maximize the value of whatever outcome WBD determines to pursue.”
Read the full letter from Paramount to WBD:
Dear Mr. Zaslav: We write on behalf of Paramount Skydance Corporation (“Paramount”, “we” or “us”) to express our serious concerns about the fairness and adequacy of the bidding process for a potential combination with Warner Bros. Discovery (“WBD” or “you”). It has become increasingly clear, through media reporting and otherwise, that WBD appears to have abandoned the semblance and reality of a fair transaction process, thereby abdicating its duties to stockholders, and embarked on a myopic process with a predetermined outcome that favors a single bidder. We specifically request and expect this letter will be shared and discussed with the full board of directors of WBD.
We have recently seen reporting in the U.S. and foreign media that gives serious cause for concern. The German newspaper Handelsblatt recently reported on a meeting that reportedly took place in Brussels between Gerhard Zieler, President of WBD’s International Business and a direct report to WBD’s Chief Executive Officer, who “arrived with a three-person team,” with the E.U. Commission Vice President Hena Virkkunen, to discuss the potential merger prospects for WBD. In that conversation, the article reports that “concerns were raised that the Ellison family’s planned acquisition of Warner Bros. Discovery could lead to excessive media concentration,” and that the E.U. Commission would consider intervening in a potential merger with Paramount for this reason. The article quotes “sources close” to Zeiler as saying “that the talks with the Commission were important because both Warner and the EU wanted to preserve media diversity.” The implications of such a meeting, if it occurred, are clear and evince a tacit resistance to, if not active sabotage of, a Paramount offer.
While this report is concerning in itself, this is not an isolated report regarding purported WBD resistance to a combination with Paramount. Several U.S. media outlets have reported on the enthusiasm by WBD management for a transaction with Netflix, and on statements by management that a transaction between WBD and Netflix would be a “slam dunk,” while also referring to Paramount’s bid in a negative light. Additional reporting since the submission of revised bids on December 1 has indicated that WBD’s “board has really warmed to” a transaction with Netflix due to the “chemistry between” WBD management and Netflix management. We have come to you first to inquire whether this reporting is accurate, and to engage in a productive discussion with you around any actual or perceived issues that it may reflect.
Moreover, these media reports echo similar indications that we have been hearing throughout this process, despite what we viewed as otherwise productive conversations that we have had with WBD leadership. Paramount has a credible basis to believe that the sales process has been tainted by management conflicts, including certain members of management’s potential personal interests in post-transaction roles and compensation as a result of the economic incentives embedded in recent amendments to employment arrangements. These concerns are amplified by indications of director bias and beholdenness to others whose interests may not align with the stockholders’, and the fact that alternatives involving only certain WBD assets are being prioritized notwithstanding their heightened regulatory risk and potential to deprive stockholders of consideration for the entirety of WBD’s enterprise value.
Further, as you know, Paramount agreed to certain standstill arrangements in exchange for the opportunity to participate in a truly competitive and unbiased bidding process. Paramount did not bargain for WBD to foster, whether intentionally or unintentionally, a tilted and unfair process. We believe that all parties to this process should have a shared desire for, and will mutually benefit from, an unimpeachable transaction process. As we assume you agree, even discounting the accuracy of any media reports, just the appearance of a flawed process imperils any potential transaction that might result and may undermine the potential value maximization to WBD stockholders from any prospective transaction.
In light of our grave concerns regarding the integrity of WBD’s process, we seek confirmation as to whether WBD has appointed an independent special committee of disinterested members of its board to consider the potential transaction opportunities and to make a final determination regarding a sale or break-up of all or part of the company. If not, we strongly urge you to empower such a special committee comprised of directors with no potential appearance of bias or beholdenness to others whose interests may differ from those of the stockholders. This would seem to be an important step at this stage, to ensure the fairness and unimpeachability of the transaction process and to maximize the value of whatever outcome WBD determines to pursue. Engaging with WBD throughout this process, we have been encouraged by the enormous potential from a combination of our entities. We remain confident that the Paramount offer would provide the maximum value to WBD stockholders and look forward to the opportunity to continue to engage with you productively in this process. But at this point we must insist on assurances and steps taken to ensure that a truly fair and independent process is being conducted, both for Paramount’s benefit and in the interest of WBD’s stockholders.
Disclosure: Comcast is the parent company of NBCUniversal, which owns CNBC. Versant would become the new parent company of CNBC upon Comcast’s planned spinoff of Versant.
Business
Meta and YouTube found liable in social media addiction trial
A woman has been awarded $6m in a verdict that could have implications for hundreds of other cases in the US.
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Business
Tesco and Sainsbury’s non-loyalty brand prices more expensive than Waitrose
Tesco and Sainsbury’s customers are paying more than Waitrose shoppers for some common branded groceries if they are not using a loyalty scheme, analysis by Which? has found.
The watchdog compared a list of 245 branded items including Heinz, Nescafe and Mr Kipling in February, finding that it was, on average, most expensive for customers at Sainsbury’s and Tesco who were not using the Nectar or Clubcard loyalty schemes.
Which? acknowledged that most shoppers are part of a membership scheme, but said some may be unwilling to sign up to loyalty cards for reasons such as data privacy, while others have no choice because of eligibility criteria.
Tesco customers who are under 18 can not sign up to a Clubcard, although the supermarket has announced it will review this before the end of the year.
The Which? list of items was most expensive at Sainsbury’s for non-Nectar members at £942.66 – 14% more than the cheapest retailer in the study Asda, which cost £823.58.
Tesco followed behind Sainsbury’s, with its non-Clubcard price totalling 11% more than Asda at £916.56.
Which? said it did not include discounters Aldi and Lidl in the study because they did not stock a sufficiently large range of branded goods.
Both Tesco and Sainsbury’s – the UK’s two largest grocers – were more expensive for non-members of their loyalty schemes than Waitrose, which cost £899.05.
Waitrose was 9% more expensive than Asda and emerged as a “more competitive option”, Which? said.
Which? found several products that were cheaper at Waitrose, including Amoy Straight To Wok Noodles, which were on average £1.25 at both Waitrose and Morrisons but most expensive at Sainsbury’s and Tesco without a loyalty card at an average of £2.15 – a 72% difference.
Sea salt and vinegar Ryvita Thins were also cheapest on average at Waitrose at £1.25, but shoppers buying this product at Morrisons, Tesco, and Sainsbury’s without a loyalty card would all have paid an average of £2.30, making them 84% more expensive.
For customers with a Clubcard, Which? found that the same list of groceries at Tesco fell to £837.43 on average – just 2% more expensive than Asda.
Which? found various instances of branded products where the Tesco Clubcard price was the cheapest on average.
Carex Hand Wash was 95p at Tesco with a Clubcard but £1.70 at Waitrose where it was the most expensive.
Another example showed Kellogg’s Crunchy Nut cornflakes was £1.55 on average in February, while the highest average price among the supermarkets was at Waitrose where it cost £2.50.
Which? said the figures showed the “dramatic price gulf” created by loyalty pricing.
In one example at Tesco, Which? found a 200ml bottle of L’Oreal Paris Elvive Bond Repair Shampoo was double the price on average for shoppers without a Clubcard – at £13 compared to £6.50.
The higher price was also found at both Morrisons and Sainsbury’s.
Which? found that a 200g jar of Kenco Smooth coffee cost shoppers at Tesco and Sainsbury’s without a loyalty card £8.35 – the highest price on the market.
In contrast, the same jar was £7 at Waitrose and £6.32 at Asda, on average.
Similarly, Waitrose had the cheapest average price for Nescafe Gold Blend at £6.25, while non-members at Sainsbury’s were asked to pay £8.35.
Meanwhile, Which? found customers who used a Nectar card at Sainsbury’s could expect to pay only 3% more than Asda at £848.56 for the entire list of items.
Morrisons averaged 4% more expensive than Asda when using a More card and 5% more expensive without one.
Ocado was also 5% more expensive than Asda.
Which? retail editor Reena Sewraz said: “Our analysis reveals a shocking truth and shows the impact loyalty schemes have had on grocery pricing.
“Branded favourites can actually be cheaper at Waitrose than at the UK’s biggest supermarkets for shoppers who don’t use a loyalty card – something that would have seemed unthinkable until a few years ago.
“If you’ve got your heart set on specific brands, your best bet is to shop around, keep a close eye on the unit price, and stock up whenever you see a good deal – otherwise, you’re likely to end up paying way over the odds.
“While loyalty cards definitely offer some savings, if you don’t use one you’re better off heading to Asda, where the pricing is usually cheaper on a range of branded goods.”
A Sainsbury’s spokesman said: “We have invested over £1 billion in recent years to help keep prices low and we know more customers are choosing to do their shop at Sainsbury’s.
“We are committed to helping customers access great quality at lower prices and remain focused on offering outstanding value across thousands of products through our Aldi price match scheme, Nectar prices, Your Nectar Prices and our own-brand value lines.”
A spokesman for Tesco said: “It’s no secret that Tesco Clubcard unlocks exceptional savings for the 24 million UK households who have one.
“More than 80% of our sales are made with a Clubcard – but it’s just one of the ways our customers get great value.
“Though everyday low prices we keep prices consistently low on thousands of branded products, and our Aldi price match ensures shoppers can be confident they’re getting competitive prices.”
Business
MLB faces a historic shift as potential lockout, media rights and other league changes loom
Thursday’s Opening Day may be the calm before the storm for Major League Baseball.
The league’s collective bargaining agreement with its players expires at the end of this season. Owners, with the commissioner’s backing, are almost sure to push for a salary cap (which would likely come with a salary floor to get players to the negotiating table).
MLB owners have never been able to get a cap passed by the players union. It’s unclear if the end of the 2026 season will lead to a different result, but MLB Players Association Interim Executive Director Bruce Meyer told ESPN last month he expects a lockout is “all but guaranteed.”
In addition to the CBA’s expiration, there are major shifts underway for baseball media rights. One-third of the league’s teams didn’t have local TV deals in place for this season until this week.
Nine MLB teams – the Washington Nationals, Seattle Mariners, Milwaukee Brewers, St. Louis Cardinals, Miami Marlins, Tampa Bay Rays, Cincinnati Reds, Kansas City Royals, and Detroit Tigers – announced Wednesday their brand new MLB-operated team channels will be carried by DirecTV.
Most of those teams had previously been part of Main Street Sports (previously Diamond Sports Group), which operates FanDuel Sports Networks (previously Bally Sports). That entity has been teetering with liquidation, and the teams terminated their contracts with the company due to missed payments earlier this year.
A 10th team, the Atlanta Braves, is launching a new network called BravesVision. The Braves and Charter’s Spectrum announced a multiyear distribution agreement earlier this week.
MLB ideally wants the rights to all 30 teams in its control by the end of the 2028 season so that it can sell the in-market local games as a national package to a streamer. That would become the modern replacement to regional sports networks, and it would likely be a new, coveted package for streaming services such as ESPN and Amazon Prime Video.
Also at the end of the 2028 season, MLB’s national media rights for all of its packages will expire, allowing the league to redistribute games to its partners and potentially select new ones.
NBC, ESPN, Fox and a combined CBS/Turner have dominated national rights for the past few decades.
“The key in media negotiations now is having all of your rights available,” MLB Commissioner Rob Manfred told me last year. “If you have all of your content – all of your playoffs, all of your regular season – available, there will be buyers, and I’m confident there will be buyers at a higher price for us.”
Manfred has even floated the idea of expanding to 32 teams and realigning the league geographically, upending or even eliminating the American and National leagues that have existed for more than 100 years.
Soaring TV ratings
It’s, of course, unclear how much of this hypothetical change will actually come to fruition.
But the potential for transformation at MLB is greater than at any of the other Big 4 professional leagues in the U.S.
And yet, baseball isn’t struggling — on the contrary. The implementation of the pitch clock in 2023 has led to shorter games, rising attendance and higher TV ratings.
Rob Manfred, Commissioner of the MLB, attends the annual Allen and Co. Sun Valley Media and Technology Conference at the Sun Valley Resort in Sun Valley, Idaho, U.S., on July 9, 2025.
David A. Grogan | CNBC
More than 50 million people in the U.S., Canada and Japan watched Game Seven of the World Series last year – the most-watched baseball game in 34 years. MLB recently wrapped up the World Baseball Classic – a global preseason tournament – which captured nearly 11 million viewers on Fox and Fox Deportes for its final game.
MLB team valuations rose 13% from last year. The average MLB team is now worth $2.95 billion, according to CNBC Sport data.
Still, the profitability of the league is in far worse shape than it is for the NFL, NBA and NHL, according to CNBC’s calculations. In 2025, MLB’s 30 teams had an EBITDA — earnings before interest, taxes, depreciation and amortization — margin of under 2%. Team average revenue was $426 million with average EBITDA of $7 million, including non-MLB ballpark events. In contrast, the comparable margin for the NFL was 20%; the NBA, 21% and the NHL, 22%, according to CNBC’s most recent valuations.
The new CBA at the end of this season could be the first significant step toward a very different MLB. But, similar to the WNBA, which announced its new CBA earlier this week, MLB must ensure negotiations to get a new labor agreement don’t jeopardize a wave of positive momentum.
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