So, there’s obviously additional advertising relationship’s with some of the larger ones as well. And so we’re leaning kind of heavily into that. So, we see these relationships as critically important, we continue to invest in content to support our viewers, and in the technology to support the delivery of our products, vis-Ã -vis these distributors, in whichever form or fashion consumers would like.
James Dolan: Let me add €“ let me just add into that, the MVPDs particularly the cable companies right, are also in obviously in a state of turmoil there. There is cord cutting, and maybe even more important than cord cutting is changing in viewership habits. These companies you know the likes of Comcast, Charter and Cox et cetera. They’ve been in this business a long time. And they are adept the €“ at creating products for their customers, et cetera. Our goal with them should be and is the €“ to work with them as they create, new platforms and new environments for their consumers. We anticipate that, particularly due to our long relationship, and our support to them that €“ that we will do those things together, that they €“ and that should accrue well to AMC as a company.
Robert Fishman: Great. Thank you very much both of you.
Operator: Thank you. And our next question. One moment, please. Our next question is from Brett Feldman with Goldman Sachs. Your line is open. Please go ahead.
Brett Feldman: Yeah. Thanks for take the question. It was interesting to hear you talk about thinking more about being a retailer, if we think about retail business models. They tend to have higher cost structures and wholesale business models. But they also typically get higher pricing in a retail channel than they get in their wholesale channel. A question we get a lot from investors, they say it seemed like in your traditional linear wholesale model, you had a lot of pricing power. And so as you think about being more retail focus, with your content distribution in future. How are you thinking about the pricing power that you’re going to have in that kind of model to make sure that to the extent your costs are higher your pricing is higher as well? Thank you.
James Dolan: Brett, I think that’s part you know that, that is part of the overall strategy of the company. But the €“ what we’re saying right now is that, those pricing models and those monetization models don’t work. I mean, look essentially €“ you go back to two, two and a half years, there was a lot of optimism about streaming, and the thought process was at that time that a streaming customer was worth $400 or $500 per customer and that was based on the idea that there were a lot like cable customers, right, because they’re going to be with you a long time. The fact is, is that €“ the model for the consumer is very different. When the cable business, right, if you wanted to €“ if you wanted to cancel your subscription, I mean, you really had to work at it.
And the same thing honestly was true with signing up a lot of times, but now in the streaming model, it’s one click of your mouse, that the — so that’s the that’s the new environment and the pricing structures that you know — that the industry has had, but I don’t really reflect that reality. They don’t reflect the reality that a customer can sign up, bins your product for a month and then review. And so what does that make that customer worth? Certainly not $500, that they — so, if there needs to be an adjustment what AMC is doing is essentially maintaining its revenue streams, make stabilizing itself, not doing that kind of investment that values streaming customers of $500, but rather laying back, watching the marketplace, working with retailers like MVPDs, and waiting for our opportunity to take our great content and put it into a vehicle that truly monetizes it.
That might take a little while.
Brett Feldman: Thank you.
