Paramount Skydance plans to acquire Warner Bros. Discovery and align HBO Max with Paramount+. Executives there also plan to fold BET+ into Paramount+ this year to scale reach and streamline offerings. 

Meanwhile, Disney is deepening its Hulu integration by bringing its content into the Disney+ app. The company has signaled a move toward a single viewing destination with distinct brand hubs for Disney+, Hulu, and ESPN. 

Across the industry, streamers are scaling up ad-supported tiers and lean harder into live sports as they compete for audience attention and ad dollars. Yet, even as services pour billions into original programming, viewers struggle to explain what truly differentiates one streaming brand from another. 

That gap between investment and perception sets the stage for new research from Hub Entertainment. Its study, Evolution of Video Branding, examines how TV and streaming brands shape viewer decision-making in an increasingly crowded marketplace. The findings show strong brand recognition but weak brand clarity. Roughly two-thirds of viewers say they feel confident explaining how a streamer differs from competitors. That figure shows no improvement from last year, suggesting that confidence outpaces actual clarity. 

Exclusive originals no longer drive streaming differentiation 

Many services attempt to stand out through exclusive original programming, but that strategy no longer delivers the impact it once did. Original series now appear across nearly every major platform, turning exclusivity into an expectation rather than a true differentiator. 

Hub’s research highlights the limits of that approach. Viewers still cite exclusive originals as a key differentiator for leading services. However, they struggle to identify meaningful differences in value, usability, or content focus. As a result, scripted content feels increasingly interchangeable across platforms, making it harder for viewers to associate any one service with a distinct genre or identity. 

Viewers cannot remember where to watch programming 

Confusion also extends to where shows live. In a crowded streaming environment, viewers frequently forget which platform carries which title. Less than half of viewers correctly identify where to watch signature series such as Landman on Paramount+, The Pitt on HBO Max, or High Potential on Hulu within Disney+. Awareness drops even further for newer buzz-driven titles. Barely one in 10 viewers correctly identifies HBO Max as the home of Heated Rivalry. 

That confusion carries real consequences. If viewers cannot remember where a show lives, that show fails to reinforce the brand behind it. Original programming loses power as a brand signal when it does not anchor clearly to a service in viewers’ minds. 

For streamers, sports still breaks through the noise 

Sports programming shows a greater ability to cut through the interchangeable scripted landscape in Hub’s research. Peacock’s February coverage of the Super Bowl and Winter Olympics drives stronger differentiation around sports. It underscores that live, culturally significant events can deliver clear brand signals. 

YouTube moves closer to a TV identity 

While traditional streamers wrestle with differentiation, YouTube continues to move deeper into the television conversation. Long viewed primarily as a social and creator driven platform, YouTube increasingly functions like a TV network in the eyes of many viewers. 

Hub’s research shows a near split between viewers who see YouTube as a creator platform and those who see it as a TV or streaming service. Younger audiences lead that shift. Thirty-two percent of viewers under the age of 35 consider YouTube more of a TV or streaming service, compared with 24% of viewers age 35 and older. The growth of long form content and living room viewing pushes YouTube further into traditional television territory. 

As consolidation accelerates and platforms bundle more content under fewer destinations, scale alone does not solve the branding problem facing streamers. Hub’s research shows that brand clarity comes less from the volume of originals and more from the consistency of what a service represents to viewers. Services that send clear signals around value, quality, genre focus, or viewing experience stand out more, even as individual programs blur together in viewers’ minds. 

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According to Gracenote’s 2025 State of Play report, audiences still love streaming, but the thrill of seemingly infinite choices has become an endless maze. The challenge isn’t that viewers don’t want to watch; it’s that they can’t easily find what they want. Streaming is maturing, and the next phase of growth depends on improving how people discover and engage with content. 

The paradox of streaming abundance  

The data shows a streaming market still expanding. The number of free ad-supported streaming (FAST) channels continues to climb, and global streaming services keep expanding their catalogs. As the supply of entertainment keeps rising, viewers bounce among apps and subscriptions in search of something to watch. 

Nearly half of all streaming viewers say it’s getting harder to find what they want. They spend an average of 14 minutes searching before pressing play, with younger audiences spending even more time. Nearly 50% state they would consider canceling a service because they can’t find something to watch. 

The challenge is especially evident in live sports. To watch every NFL game, fans need access to several different services. That complexity turns loyal fans into frustrated detectives. Streaming freed audiences from linear schedules, but freedom without guidance risks undermining engagement.  

Audiences aren’t turning away from streaming; they are asking for better experiences. Many viewers want a service that tells them where to find a specific program, even if it’s on another platform. Others want recommendations shaped by their own preferences such as release year, mood, or country of origin. And 84% say layout, images, and program descriptions define the value of a service 

Streaming is no longer just about access to endless content. It’s about how people feel when they engage with a service. The viewer experience has become the product, and personalization now sits at the center of every strategy. 

AI and the future of streaming discovery

Gracenote’s report identifies a powerful accelerant. Generative AI and large language models (LLMs) can transform how audiences search, browse, and decide what to watch.  

Traditional search depends on keywords. Type “Seattle TV shows” and you get a static list. LLM-driven discovery understands nuance: “What’s a good comfort show set in Seattle?” or “Where can I watch the Dodgers game tonight?” 

AI models trained on harmonized entertainment data can connect viewers with accurate, real-time results. They can unify metadata across multiple catalogs and rank results by popularity, critical acclaim, or mood. 

For media content companies, these capabilities mean stronger engagement. Better discovery leads to less searching, fewer abandoned sessions, and lower churn. AI-enhanced interfaces can reintroduce a sense of curation, the element many viewers miss from traditional TV, while still offering the flexibility of streaming. 

Common standards for streaming navigation

The real opportunity isn’t to compete for every minute of attention, but to help audiences navigate abundance. Unified discovery doesn’t require every service to merge libraries; it requires smarter metadata, richer taxonomies, and collaboration on common standards. 

Companies that take this approach can turn fragmentation into differentiation. They can become a trusted guide, not just another destination. By understanding how mood, time of day, or current events influence viewing decisions, they can deliver more relevant recommendations and seamless journeys. Currently, when looking for something to watch, only 28% of streaming viewers report choosing content based on a service recommendation (30% in the U.S.). 

Viewers don’t resent moving between services; they resent confusion. Helping them find something to watch, even if it’s hosted elsewhere, builds loyalty through transparency. This is about expanding the value exchange between viewers and brands. Companies that empower discovery, even beyond their own platforms, strengthen trust and remind audiences that the success of streaming depends on serving people first. 

Search for streaming success  

For media executives, Gracenote’s data affirms what many already sense. Engagement isn’t just about how much people watch; it’s about how confidently they navigate the streaming environment. When viewers spend 14 minutes searching, that’s 14 minutes of potential disengagement. When they give up entirely, that’s a lost connection and possibly a lost subscriber. 

Fragmentation won’t reverse itself. If anything, it will deepen as new services, FAST channels, and specialized platforms emerge. The solution isn’t to rebuild the old cable bundle. It’s to create bridges of intelligent, data-driven, audience-centered pathways that make the ecosystem easier to explore. AI can help.  

Success comes down to intention: seeing curation not as nostalgia, but as streaming’s natural next chapter. Engagement thrives when innovation is paired with clarity and when abundance feels accessible rather than overwhelming. Elevating content discovery will define the future, not by expanding catalogs, but by guiding viewers through them. This is a moment to transform data into discovery, and discovery into delight. 

Opening image source: Netflix TechBlog 

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Sports is transforming faster than ever. HUB Entertainment Research’s latest study, “What’s the Score? The Evolution of Sports Fans and Sports Media – Wave 4,” reveals how streaming, social media, and shifting fan behavior reshape the sports experience. HUB’s findings show that while enthusiasm for sports remains strong, the ways fans discover, watch, and engage are changing rapidly.

HUB’s data confirms that streaming now anchors this transformation. Fans increasingly identify digital platforms rather than traditional broadcasters as their primary source for live games, highlights, and commentary. This marks a profound shift in where attention and media investment converge.

Streaming takes the lead

Sports continue to move full speed into streaming, expanding opportunities for rights holders and audiences. Viewers rely on ESPN+, Prime Video, and Netflix for live games and highlights. According to HUB, fans overwhelmingly believe ESPN+ provides the best sports coverage, while Prime Video and Netflix rate comparably to cable and broadcast networks.

This report reveals a new hierarchy in sports media. The value of live rights now depends on how well a service integrates sports into a broader digital experience. According to consumers, streaming offers flexibility and personalization, traits that align with younger, mobile-first audiences.

Streaming also strengthens brand perception. Two-thirds of avid sports fans and 40% of casual sports fans say they view a streaming service more favorably if it includes live sports. For companies like Disney, Amazon, and Netflix, sports is a differentiator and a retention tool, creating real-time engagement in an on-demand environment.

At the same time, more choices bring new challenges. Fans juggle multiple subscriptions to follow their favorite teams, and nearly half say finding the sports they want to watch is getting more confusing. Yet engagement remains strong. The passion for live sports continues to drive audiences to adapt, even as the media model evolves.

Social media becomes the stadium

As streaming changes where fans watch, social media redefines how they connect. HUB finds that 42% of teens aged 13–17 and 24% of adults aged 18–34 consume most of their sports content through social media, compared with just 12% of fans aged 55 and older.

This generational divide reveals a new form of engagement. For younger fans, social media isn’t just a companion to live sports; it is the experience. Platforms like YouTube, Instagram, TikTok, and X deliver nonstop clips, commentary, and behind-the-scenes access. Fans scroll, post, and share in real time, creating a participatory environment that often replaces traditional broadcasts.

For leagues, rights holders, and brands, this shift demands a new strategy. Discovery now happens through short-form video rather than scheduled programming. Advertisers view social platforms as critical spaces to reach fans who may not watch full games but still connect deeply with teams and athletes.

HUB’s data makes it clear that this shift is permanent. Younger fans’ reliance on social media represents a lasting reordering of the sports media value chain, one where fans don’t just consume content—they shape it.

Confusion and competition

While streaming brings more choices, it also adds more complexity. HUB finds that fans increasingly struggle to navigate multiple platforms and shifting rights. Nearly half say it’s harder to find the sports they want to watch, and more than one in four call it a hassle to use multiple services during a season.

This fragmentation mirrors the early days of entertainment streaming. To counter this, former competitors are collaborating. HUB highlights the rise of “new bundles,” partnerships that unify sports rights across services to simplify access and improve scale.

New tools also aim to reduce friction. Some services help fans track games across platforms or buy short-term passes for key events. These efforts show the industry’s awareness of fan fatigue and its push to restore the convenience that once defined pay TV. Even with these challenges, enthusiasm keeps steady. Fans continue to adapt, proving that while fragmentation frustrates, it isn’t diminishing the passion for live sports.

The big picture

HUB’s research confirms that sports fandom is as strong as ever, but how fans watch is evolving fast. Nearly half of viewers are frustrated by fragmented access across platforms, even as overall engagement continues to climb. For networks, leagues, and streaming platforms, this shifting landscape is both a challenge and an opening. Those streamlining the viewing experience while staying agile across digital channels are driving the next wave of growth. By aligning affordability, accessibility, and authenticity, media players will shape the future of sports storytelling and keep fans connected to the game wherever and however they watch.

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Sports, social video, and AI-driven targeting are rewriting the rules of engagement. For executives, the opportunity is clear: act now to secure share, or risk losing ground to platforms and competitors who move faster.

Sports and streaming: a new business lever

Live sports remain the most valuable premium video inventory, commanding CPMs north of $14, according to MediaRadar 1H 2025 estimates. Yet the structure of rights is rapidly shifting. In the 2025–26 NFL season, MediaRadar projects:

• 46% of games will be simulcast across linear and streaming
• 46% will be linear-only.
• 8% of games (20 total) will stream exclusively.

This fragmentation isn’t chaos. It’s leverage. Publishers are using it to their advantage by bundling across platforms and segmenting audiences more precisely, tapping into the 11% year-over-year growth in digital channels and the projected $220 billion in video ad spend by 2028, according to MediaRadar analysis.  With Amazon, YouTube, and Netflix expanding coverage, publishers positioned across both linear and streaming can bundle inventory, maximize yield, and deliver addressable audiences at scale.

Case in Point: In 2024, live sports streaming alone neared $6 billion in ad spend according to MediaRadar analysis. Platforms like Amazon and Peacock benefited most. However, publishers who can sell across channels stand to capture premium demand.

Social and user-generated video: the budget shift

Scripted content once accounted for 70% of U.S. viewing; today, it’s closer to 30%. User-generated content (UGC) now represents nearly half of all viewing according to MediaRadar 1H 2025 estimates. While CPMs average just $4, the scale is undeniable – and advertisers and media executives alike are chasing it.

Automotive, finance, and CPG brands are redirecting budgets from scripted into YouTube, Instagram, and TikTok. For publishers, the strategic question is no longer whether to invest in these ecosystems, but how – via influencer collaborations, branded content, and social partnerships that extend reach and diversify revenue.

AI: from wild card to margin engine

AI is often positioned as experimental, but for publishers it’s becoming a margin mandate. According to MediaRadar’s analysis, AI is reshaping three critical areas:

• Search & discovery: AI helps audiences cut through fragmentation to find premium content — and helps publishers surface it more efficiently, compressing the cost of audience acquisition while expanding the yield from discovery.
• Information management: By automating insights and replacing armies of analysts with real-time optimization, AI dramatically compresses operational costs and expands yield through faster, smarter decisioning.
• Content generation: In creative and bidding workflows, AI streamlines production and media planning, compressing content development costs and expanding yield by scaling personalization and campaign throughput.

For media executives, the implication is simple: AI compresses cost and expands yield. Integrating AI into targeting and personalization is no longer optional; it’s the difference between competing on price versus competing on value.

What publishers need to do now

The next 24 months will determine market leaders. Here’s how to protect and grow share:

• Align with sports: Premium live events still command the highest CPMs. NFL streaming rights on Amazon, YouTube, and Netflix open fresh monetization channels.
• Leverage social and UGC: Nearly half of viewing happens here. Automotive and finance brands are already investing heavily in YouTube and Instagram. Publishers need to meet them where spend is flowing.
• Invest in AI-driven targeting: Precision targeting turns fragmented inventory into measurable, ROI-driven campaigns. Dynamic ad personalization increases yield.
• Double down on data: First-party insights are pricing power. Even in a soft ad market, MediaRadar analysis found digital channels grew 11% YoY in H1 2025.

Looking ahead

The path forward is clear: streaming, sports, and AI will define the next era of video advertising. Together, they represent the pillars of a new video economy—one where reach, relevance, and rights management will determine who thrives and who fades.  

As we said in our recent webinar from the State of the Industry Series: “In times of change, data is your greatest advantage.” Executives who act now—before platforms consolidate power again—will set the pace for the industry.

About the Author

Matt Krepsik, CEO of MediaRadar, is an experienced media executive with a demonstrated history of working across the media and information technology industries. Skilled in big data, artificial intelligence, technology, marketing, and market research, he is a seasoned business development professional with global leadership experience.

The post The streaming shift in media strategy appeared first on Digital Content Next.

That fragmentation isn’t going away—but it is driving a new wave of strategy. To combat subscription fatigue and stay relevant, both streaming and publishing companies are experimenting with bundles, sometimes even partnering with longtime competitors. These partnerships are less about bold innovation and more about survival: simplifying a cluttered landscape for consumers, while helping providers hold on to their audiences.

Tom Harrington, Head of Television and Enders Analysis, told DCN: “You had this sort of a decade where the impetus, the direction of travel, was doing things alone.” This let companies take control of their IP and have a direct relationship with customers. However, “that was never going to be sustainable for most businesses in the long run, because most people don’t need 789 different services doing quite similar things.”

Christy Tanner, a digital media veteran who has helped create streaming businesses for CBS and others, and who currently chairs women’s sport focused streamer Swerve, shares a similar view. She believes that “from a consumer perspective, the space is too complicated. It’s a nightmare for consumers to navigate.” As well as the rising costs, “it’s just too hard to find what you’re looking for.” Anyone who has had to jump between three or four services to uncover the show they want will surely agree. Rebundling, if the services are consolidated into a single app, can help with this.

Jaanika Juntson, Research Manager at Ampere Analysis adds: “Rebundling – where streaming platforms, after a period of competing for individual dominance, pool together and form bundled service offerings not vastly different to those found on pay TV – is continuing to play a key role in streaming services’ subscriber growth.” Essentially, these companies need to work together to keep drawing viewers in. Working with rivals can lead to tricky situations though. NBC and YouTube only recently ended a fraught negotiation, with NBC programming now back on the popular platform.

In the end, though, it is a numbers game. “If you are not in the top tier of streaming services in terms of number of subscribers, then there’s not enough money in the world that’s going to propel you into the top tier,” says Tanner. “If subscribers are only going to subscribe to five, let’s say, if you’re number six or seven, you have to bundle.”

Bundling with friends and enemies

As a result of the above, we are seeing various deals done. In the UK, ITV and Disney struck an arrangement whereby some of the other’s content would be available on the rival platform – ITVX and Disney+ respectively. Making the announcement, Kevin Lygo, Managing Director of Media and Entertainment at ITV, described the strategic partnership as a “mutually beneficial alliance,” adding that it “allows us to show our complementary audiences a specially selected collection of titles.” The argument is that strategic rebundling makes everyone – company and customer alike – a winner.

Elsewhere, Netflix is hosting live programming from TF1 in France. More dramatically, Disney’s ESPN bundled with Fox One, a product offering both complimentary sports rights and Fox News.

Disney is also at the heart of perhaps the most compelling streaming bundle. It is offering Disney+, Hulu and the new ESPN app for one monthly payment. There are various options. But the most straightforward bundle, which has Disney+ (no ads), Hulu (No ads) and ESPN Select, costs $26.99 (rising to $29.99 later this month.) If you want that bundle with ESPN Unlimited, it’s $35.99 a month. The Unlimited Premium version, which removes ads from Disney+ and Hulu, costs $44.99.

This bundle illustrates a few things. Firstly, The Walt Disney company is in an incredibly powerful position, given the assets it holds. Secondly, it’s lot easier to offer a bundle if the company own all the services within it. Thirdly, rebundling doesn’t totally clear up the landscape for the consumer. I counted five different bundles that include all three services and a further two that include just Disney+ and Hulu. There are also options that replace ESPN with HBO Max. You need to login to all the separate apps too. Are you keeping up at the back?

As we see with the Fox and ESPN tie-up, companies not under the same parent company can also bundle. “The rationale around that is always incremental reach,” says Harrington.  For instance, in the UK, customers can buy a package that includes Sky Cinema and Paramount+. The telco’s are part of the picture too. Three is offering access to Paramount+. I got Netflix included in my internet and TV bundle from EE and can get Disney+ for free via an annual Uber One subscription.

Building cross-business relationships is no easy task, especially in the world of live sports. Not only do the parties involved have to agree, but so do the regulators. In January, Venu, a long-discussed streaming product that would have brought fans sports coverage from ESPN, Fox, and Warner Bros. Discovery, collapsed after legal challenge from Fubo. In the end, Disney ended up pairing its Hulu + Live TV business with Fubo.

Bundling the news

It is not only streaming services getting into bundling, however. Written news outlets are getting into bundles too.

Han-Menno Depeweg, Chief Digital Officer at Mediahuis Group outlined how his firm is bundling news outlets that it runs in Holland and Belgium. “We’re trying to bundle national news with regional news and vice versa,” he says. If someone in Holland takes out a subscription to a Dutch national newspaper that Mediahuis runs, they also have the option to bundle that in with a regional outlet. (These bundles cannot be done across borders i.e. you cannot bundle a Dutch publication with a Belgium one.)

Depeweg explains that the company does this so that one of the limited number of subscriptions a user has is with Mediahuis, and “if you can read the regional news from your region within our ecosystem, that means that you will probably stay a subscriber longer.”

The tricky thing here is setting the right price. “Pricing here is it’s mostly about cannibalization,” notes Depeweg. You don’t want to set the price point of a bundle at such a level that it makes paying for your other products unappealing. In the case of Mediahuis, “you need a Plus subscription just to get a higher tier to get into the ecosystem, and that way we leverage the subscription pricing.”

The New York Times has been hugely successful in bundling its products. From combining games, cooking and news, to making The Athletic and Wirecutter part of its subscription offering, The Gray Lady has become expert at leveraging all the assets at its disposal to drive customer and revenue growth.

Bundling won’t reverse fragmentation—but it might just keep audiences from checking out completely. As attention becomes harder to earn, simplicity might be the smartest bet in the streaming wars ahead.

The path forward is clear: make bundling work smarter, not just bigger. For media leaders, this means rethinking siloed business models, pricing strategies, and even long-standing rivalries. It has to be about providing audiences with more value for less hassle. The companies that deliver that will be the ones that remain essential, even in an age of endless choice.

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Content spending by top streaming platforms

The 12 leading content players studied for the report – which include Disney, Amazon, Paramount, Netflix, Comcast, and YouTube- spent about 210 billion dollars on content in 2024. This represents a 10% compounded annual growth rate since 2020. Comcast led the way in 2024 with 37 billion in spending, followed by YouTube at 32 billion, Disney at 28 billion, and Amazon at 20 billion. The top 12 spenders were primarily U.S. based platforms and media companies.

Among the big takeaways:

• Investments in live sporting events continue to rise, while investment in scripted and reality programming has slowed.
• The rising popularity of free streaming platforms such as PlutoTV and Tubi is poised to accelerate content expansion.
• The future will rely on a blend of traditional high budget film and television series material with nimbler user-generated content.

The rising impact of user-generated content

User generated content, enabled by social media platforms, has become an essential part of the media content landscape and one that increasingly overlaps traditional studio TV and film models. A few takeaways:

• The rapid expansion of user-generated content is outpacing other content categories and that trend is expected to continue.
• User-generated content has become its own genre. As such, rather than replacing traditional TV and film material, it has become a critical part of a hybrid media model.
• The line will continue to blur between traditional studio models of financing content and social media and streaming platforms that enable individuals to profit from content through ads, sponsorships, and memberships.
• Fierce competition for influential individual content creators is likely to heat up in the future, requiring innovative collaboration and partnership strategies.

Partnerships at home and abroad

To remain fully competitive, major media companies will need to partner with individual content creators, as well as other media entities, technology companies, and telecommunications outlets. It’s also essential to interact effectively with global markets.

International audiences prefer lower price points and ad-supported structures. They also gravitate towards local content, which can mean “localization” of exported U.S. material to suit international markets. To be competitive in the global marketplace, media companies need to tailor their content and services to include flexible pricing and audience customization.

AI and data analytics influence strategic content spending

Data is the key to gaining insights and making decisions that drive return on investment. The ability to leverage consumer data to enhance personalization and target content investment wisely will be critical going forward. AI utilization will be integral to this process, with AI tools increasingly relied upon to automate, enhance, and extract insights from data.

AI isn’t just playing a role in data analytics, however; it’s also impacting content. This report lists “Choose-your-own adventure narratives, automated local dialogue, and ultra-low-cost formats” among the content AI could generate. However, the authors opine that, due to the importance of human talent and fandom, AI will augment rather than take over the content production process.

Smart choices for content spending

As media continues to evolve, content leaders face pivotal choices. The blending of studios, platforms, and creators, alongside the growth of ad-supported streaming and AI-powered personalization, is changing how content is made, shared, and monetized.

To stay competitive, leaders need to adopt flexible business models, invest wisely across formats, and connect directly with audiences. Success will hinge on spending smarter by leveraging data, technology, and partnerships to grow new value in the shifting media ecosystem.

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Young, connected, and culturally rooted 

Hispanic viewers are the youngest demographic in the U.S., with a median age of 31. Approximately 37% of Hispanic households have children under 18, fueling media habits that emphasize flexibility, mobility, and personalization. Multigenerational households foster dynamic viewing environments where cultural traditions influence media choices. 

Media curators in the attention economy 

Hispanic audiences engage with media deliberately. They curate their own experiences. Streaming services, social platforms, and podcasts are central, offering entertainment and connection on their terms. 

Streaming dominates, particularly among younger audiences who cut the cord in favor of on-demand programming. Yet linear television remains an anchor, especially Spanish-language content that resonates deeply with cultural identity. 

Variety shows and conversational formats remain highly popular. Nearly 20% of Hispanic broadcast viewing goes to variety programming, well above the national average. These formats maintain traditions of community and shared humor, from classics like Sábado Gigante to sketches influencing mainstream shows such as Saturday Night Live. 

Podcasts and radio continue to thrive, with radio reaching 93% of Hispanic listeners monthly, and podcast listeners are 62% more likely than average to act on ads. Low-clutter, trusted environments offer significant brand opportunities. 

Algorithm Influencers: taking control of digital spaces 

Representation matters. More than half of Hispanic consumers want to see themselves reflected in social media and advertising, especially Spanish-speaking audiences. In response, many become creators themselves, producing content that elevates voices and curates culturally relevant feeds. 

Hispanic audiences are digital trendsetters. They are 29% more likely to use AI tools like ChatGPT, 115% more likely to use video editing apps like CapCut. They are also 80% more likely to leverage platforms like Linktree to control their online presence. Social shopping is also strong, 51% frequently buy products they see on social media, and 35% say shoppable ads make purchasing easier. 

Nielsen’s 2025 report shows marketers chasing audiences on digital and streaming, but many are missing Hispanic viewers. In Q1 2025, online retailers spent $363M on English-language ads versus just $3.4M on Spanish-language, mostly on YouTube. This is a missed opportunity for marketers to engage with the Hispanic consumers. 

Soccer champions: passion that drives engagement 

Hispanic audiences are avid “fanáticos”, shaping U.S. soccer culture. They are 39% more likely than the general population to follow Major League Soccer, and 58% become fans through friends. The majority, 72%, are Gen Z or Millennials, driving a youthful, influential fan base. 

The 2026 FIFA World Cup, playing across North America, amplifies this impact. Already, 40% of U.S. Hispanic consumers identify as World Cup fans, particularly among first- and second-generation audiences. Cities like New York and Miami, with large Hispanic populations, are places of deep engagement. 

Soccer fandom is active, not passive. They are 21% more likely to stream sports and gravitate toward mobile-first content. On social media, they’re setting the pace, turning to TikTok for sports news at rates 38% higher than the average fan. Hispanic fans are also more likely to buy from sponsors and recommend sponsoring brands, making them a powerful force for growth in the sports economy.  

Learning from Hispanic audiences: culture as strategy

The message is clear. Culture is not an accessory; it is a strategy. Hispanic consumers are young, digitally savvy, and culturally connected. They curate media, influence algorithms, and champion cultural touchpoints that resonate far beyond their community. 

Media companies are already leaning in, building audience growth strategies that put Hispanic viewers at the center. They’re partnering with creators who reflect identity and values, and develop content that resonates with family, culture, and digital habits. For media companies, the payoff goes beyond capturing attention. It’s about shaping how Hispanic audiences tell their stories, connect through culture, and influence the broader media landscape. 

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This shift is more than a change in formats. It reorders the industry’s growth engines. Some media businesses are already reshaping how they create value through advertising and streaming, while they are exploring AI’s potential and new gaming models. PwC’s Global Entertainment & Media Outlook 2025–2029 identifies agility as the defining trait of success. The U.S. is still in the lead. However, its future position depends on how effectively companies adapt to new business models and consumer expectations. 

Connectivity is the backbone of the media & entertainment industry 

Connectivity remains the backbone of the industry, providing the infrastructure for everything from streaming to gaming. According to PwC, U.S. spending in this category will reach $1.3 trillion by 2029, with mobile internet services leading the way. Some companies are leveraging this foundation to reach broader audiences and enhance engagement. As advertising accelerates, the balance between connectivity and ad spending is reshaping how value is measured across the sector.  

Advertising emerges as the revenue growth engine 

With connectivity as the foundation, advertising has become the primary driver of industry revenues. Internet advertising in the U.S. will increase steadily over the next five years, fueled by connected TV, retail media, and mobile video. With connectivity as a base, advertising continues to drive much of the sector’s revenue growth.  

Some U.S. companies are expanding into connected TV, retail media, and mobile video, and globally, advertising revenue is on track to surpass consumer spending. In the U.S., digital formats already capture the majority of ad dollars, and companies that are leaning into these channels are seeing the benefits of monetizing engagement over subscriptions. 

Streaming shifts to hybrid models  

Streaming remains central to media consumption, and many companies are already leveraging hybrid models that combine subscriptions and ad-supported services. While subscriptions are essential, much of the growth now comes from ad-supported services.

By the end of the decade, ad-supported video-on-demand will account for more than a quarter of total streaming revenue. Leaders like Netflix and Amazon are embracing hybrid models that combine subscriptions with advertising, which reflects consumers’ appetite for more affordable options. This balance between cost and value is driving the next phase of streaming growth. 

Gaming is becoming an entertainment industry powerhouse 

Gaming is one of the fastest-growing segments of the entertainment industry, but some companies are still experimenting with monetization strategies, especially in mobile free-to-play formats. Global gaming revenues should rise sharply, outpacing both movies and music.  

A growing share of gaming revenue is expected to come from advertising, particularly in mobile free-to-play games where consumers are embracing ad-supported experiences. Companies that blend gaming with social media and e-commerce are exploring entirely new pathways for monetization and audience engagement. 

Cinema and live events remain resilient

Even with the rise of digital platforms, live experiences continue to hold significance for audiences – and the bottom line. Cinema, concerts, and other events still capture a majority share of U.S. consumer spending, underscoring the enduring appeal of shared experiences.  

Box office revenues are predicted to climb in the coming years, bolstered by demand for locally produced films. Studios that diversify storytelling and innovate distribution models are positioning themselves to remain competitive even as global competition increases. 

AI drives reinvention in the entertainment industry 

Some companies are investing heavily in generative AI to enhance content creation, personalization, ad targeting, and production efficiency. In advertising, AI helps deliver more precise campaigns; in streaming, it improves recommendations and pricing strategies; and in gaming, it enables dynamic, adaptive experiences. These early adopters are uncovering new revenue streams and operational efficiencies. 

PwC’s outlook makes one point clear: agility is the key to success. Many media companies are already combining hybrid models with AI-driven innovation and emphasizing a sharp focus on consumer needs. Their long-term growth will come from rethinking revenue strategies, building stronger connections with audiences, and moving quickly when new opportunities emerge. 

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Who Is watching and how

According to new research from Parks Associates, 43% of U.S. internet households consider themselves Sports Viewers. Of these, 40% watch sports exclusively through streaming platforms, including subscription video-on-demand (SVOD) services, direct-to-consumer (D2C) league apps, and virtual multichannel video programming distributors (vMVPDs) such as YouTube TV. Another 30% combine streaming with traditional TV or antenna-based access.

Sports Viewers spend more on streaming than non-sports fans. Those subscribing to D2C sports apps spend an average of $111 per month across services. The average for Sports Viewers overall is $88, compared to $64 for those who avoid sports content entirely.

Challenges with fragmentation and discovery

Sports programming airs across platforms as leagues strike deals with multiple platforms. Viewers often need multiple subscriptions to watch games across different conferences, leagues, or even within a single sport’s season. Thirty percent of Sports Viewers report being unable to access games because they do not subscribe to the required service.

This frustration compounds as content discovery remains inconsistent. It’s often unclear where a game is airing, on a streaming app, a linear channel, or both. Digital antennas are making a comeback and they offer free access to select games. Approximately 20% of sports viewers use digital antennas today.

Current sports rights landscape, who owns what?

Compounding the complexity is the fact that live rights are spread across multiple platforms and formats:

• NFL: Broadcasts are distributed across CBS, FOX (including Tubi for highlights), NBC, Peacock (for Sunday Night Football and select exclusive games), and ESPN. Amazon Prime Video holds exclusive rights to Thursday Night Football. YouTube TV now carries the NFL Sunday Ticket package.
• NBA: Beginning with the 2025 season, the NBA has a new 11-year deal with Disney (ABC and ESPN), Comcast, and NBCUniversal (NBC and Peacock), as well as Amazon Prime Video.
• NHL: ESPN and ABC, along with TNT (a Warner Bros. Discovery property), currently hold NHL rights, which include both streaming and traditional broadcast components.
• College Football: Major networks, including ESPN, FOX, CBS, and NBC, share rights across various conferences. Peacock streams select Big Ten and Notre Dame games.
• March Madness (NCAA Men’s Basketball Tournament): CBS and Warner Bros. Discovery’s Turner networks (TNT, TBS, and truTV) share rights with streaming through March Madness Live and affiliated apps.

Technical hurdles: latency, buffering, and scale

Delivering live sports via the internet introduces technical problems. Streaming services must deal with latency (lag behind real-time action), buffering (playback interruptions), and scalability (serving millions of concurrent users without crashing).

During Super Bowl LIX in 2025, Tubi had the lowest delay among streamers at 26 seconds, while Fubo lagged by 78 seconds. These variances reflect the trade-offs each platform makes between video quality, compression, and speed.

Advanced video codecs such as H.265 (HEVC) and the newer H.266 (VVC) are gaining adoption to reduce file sizes and improve video delivery. However, many devices still lack full compatibility with these codes, and widespread adoption remains limited.

Interactivity and viewer behavior

Interactive features, such as multi-game viewing, real-time statistics, and in-app betting, are emerging as key differentiators. Fifty-two percent of Sports Viewers use at least one interactive feature. Among viewers under 35, that number jumps to 80%.

Still, the use of interactivity is uneven. Only 19% of viewers place sports bets during a game, though interest rises among fans of MMA, boxing, and rugby. The majority of viewers, particularly older ones, remain focused on watching the live game itself.

Streaming is not a simple replacement for traditional sports television. It brings new opportunities for monetization and fan engagement. However, it also new layers of fragmentation, access challenges, and technical hurdles. While streaming continues to grow, the industry faces pressure to enhance delivery, simplify access, and cater to a broader and more diverse fan base.

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For broadcasters, the challenge can appear especially acute. Unlike streaming-first platforms, broadcasters aren’t digital natives. They are often navigating change while juggling strict regulations, legacy systems, broad audience demographics, and a different media economy. But with the right focus, they can keep pace and also lead. In this article, we explore three areas where broadcasters can take control and future-proof their business and find streaming success.

1. Make the viewer experience the priority

Audiences today have many options to choose from when watching content. While broadcasters still have an edge when it comes to trusted, high-quality content, they can’t afford to take it easy when it comes to UX. The viewing experience – especially the ad experience – can make or break a viewer’s loyalty.

As we’ve seen, advertising is becoming a conduit to access premium video. Viewers aren’t against it; they just don’t want a bad ad experience. Repetitive, irrelevant, or disruptive ads are what turn people away. For broadcasters making their journey into streaming, there are ways to address these issues. Our research at FreeWheel shows that simple steps like managing ad frequency, rotating creative more effectively, and improving relevance go a long way toward keeping viewers engaged.

Tools that smooth out the ad experience can help broadcasters strike the right balance: keeping viewers satisfied while delivering results for advertisers. But it’s not just about tech. It’s also about data. By building stronger first-party data strategies, broadcasters can better understand what drives their audiences’ choices, and how to attract new viewers.

This data can inform everything from better content recommendations to granular ad targeting. It also makes it possible to serve more relevant ads across devices, which matters more than ever as viewing continues to fragment. A data-led approach leads to a viewing experience that feels consistent, relevant, and personal, whether someone’s watching live sports on streaming or catching up on dramas on VOD. That kind of seamlessness builds deeper customer trust, and keeps viewers coming back.

2. Be ready for live, technically and strategically

Live programming has always been a stronghold for broadcasters. Sports, news, and major televised events are all familiar territory. But in the streaming world, live comes with new demands.

When audiences tune in en masse for a live event, there’s no room for error. Spikes in viewership, inventory exclusions, and creative approvals not lining up are just a few of the critical challenges. When they have an impact, it’s not just the experience that takes a hit. It’s also revenue and the value of the inventory.

This is why tech readiness is critical. Broadcasters need the right infrastructure to handle the unpredictability of live events in a streaming environment. That means being able to adjust campaign pacing in real time, ensure creatives are pre-approved and ready to go, and facilitate access to a broader range of advertisers, even those without the optimal tech stack.

Traditionally, programmatic technology has offered an answer to some of these issues. And recent advancements have made it easier to automate and scale ad delivery on live content. Even when viewership spikes unexpectedly, advertisers can still reach their intended audiences, and broadcasters can capture the full value of that demand.

This is where technology and live experience can intersect to create seamless transactions and efficient audience targeting. Broadcasters know how to do live. With the right tools in place, they can now do it better, faster, and more profitably in a streaming world.

3. Streamline access to unified inventory

The push for simpler, more efficient supply paths isn’t new, but with the evolution of the premium video landscape, it has taken on a new meaning. Advertisers want easier, direct access to quality inventory. However, that inventory is now fragmented across screens, channels, and types of transactions. So, while broadcasters have what advertisers seek – premium, brand-safe environments with scalable reach – the trick is making those connections easier in a unified manner.

A streamlined, unified access to inventory doesn’t just help advertisers. It helps broadcasters, too. It enables them to gain better visibility across all demand sources, optimize ad decisions (including pacing and frequency), and reduce friction in transactions. It ultimately unlocks more value across all screens and sales channels.

Bottom line: Focus on the viewer

As the lines between traditional TV and streaming continue to blur, broadcasters who focus on the viewer, live content and unified inventory, can position themselves to lead. Yes, they already have unique advantages, including the quality of the content, audiences at scale and engaged viewers. However, there are other areas that TV stakeholders will need to further work on to compete effectively, not least working together and facilitating access to their inventory.

This is an increasingly important issue which deserves to be looked into separately. Ultimately, broadcast (premium video) quality will continue to be the gold standard. So, it is important that advertisers and their agencies consider these points carefully when planning their media buys.

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