On production, I mean, obviously with the new protocols, costs will go up if you -- can you give us any color on what percent or how you think about that? That is an incredibly hard -- seven movies over -- sorry about that, seven movies over $1 billion, that's an incredibly hard comp on a year-over-year. We believed all along that we would have an opportunity to address pricing as we added more content, particularly original content and the price-value relationship went up to the consumer, but it's not a priority of ours right now because we're still very new at this. Your line is now open.Thanks very much. Following comments from Bob and Christine, we'll be happy to take some questions.So, with that, let me turn the call over to Bob Chapek to get started.Thanks, Lowell, and good afternoon, everyone. Longer-term, Bob, I hope you'll accept this question, I'm not, just wondering how you think about the growth function for parks. Results at our direct to consumer businesses had an adverse impact on the year-over-year change in segment operating income of $845 million, which was in line with the guidance we provided last quarter. You know, we haven't seen sort of this idea of subscription service with a kind of a pay-per-view element on top of it, which is really interesting. Personal Finance Christine, why don't you speak to the $5 billion charge? Now also understand that the vast majority came from domestic because we only launched in a couple of territories, Australia, New Zealand and The Netherlands and Canada with this and so these are mostly domestic subs, but I think it's all a very, very positive story in terms of the manner in which people bought this and as I said earlier, the ARPU and the other thing that we noted that was that the bundle with ESPN and with Hulu was very helpful in terms of lowering churn rates and as I said in my remarks, both the conversion from free to pay as well as the churn rates were much better than we expected they would be and much better than we had estimated they would be before we launched and I think, again, that's the result of, it starts with the product and I think the user interface also got incredibly high marks in terms of the ease of use, the ease of navigation, the quality of the product, the value of the brands and the price point which we can't ignore, a very accessible price point, priced purposely because of the brand and our desire to be as accessible as possible on a broad basis.Regarding the studio, look $11 billion plus box office year from the Disney studio alone is not something we're likely to repeat right away, but as we look ahead, we are extremely pleased with the long-term prospects for our studio and the slate. Thanks, Christine. Thanks in large part to our incredible portfolio of great brands, the outstanding content from our creative engines, and a robust technology platform, the launch of Disney+ has been enormously successful, exceeding even our greatest expectations. Your line is now open.Thanks. ESPN's domestic linear advertising revenue was down 4.5% in the first quarter due to lower average viewership primarily for NBA and college football regular season games, which more than offset an increase in viewership from Monday night football. Fast-tracking the debut of Broadway's Hamilton to Disney+, which has been a huge success. This was driven by seven points of growth from higher rates, offset by a four-point decline due to a decrease in subscribers, which benefited by about two points due to the launch of the ACC Network. I guess your conviction that, that success can continue especially when you are taking account kind of the pipeline now from the Fox Studios.First of all, regarding Disney+, the fact that the ARPU by the end of the quarter was $5.56 on a $6.99 subscription suggests that while there are discounts in the market in the packaging that existed enabled consumers to buy in at lower prices, we did extremely well basically with the direct to consumer package and ARPU that was higher and so the 26.5 million in subscribers came roughly 50% directly through disneyplus.com for instance where not only weren't we revenue sharing with others, but a lot of those subscribers -- well, many of them may have bought a year long service or even a three-year, many of them bought basically the month for the full price. But doing it under the Star brand is an interesting twist versus a Hulu.I'm wondering if you could just give us a sense for the strategy there and what you're looking at in terms of case of deployment, anything you can tell us. We see this as a great opportunity to use the proven platform of Hotstar to launch the new Disney+ service in one of the most populous countries and fastest growing economies in the world.Looking across our portfolio of direct to consumer businesses, we're also pleased with the growth of ESPN+. We are launching, as I mentioned on the call, across multiple territories in Western Europe later in March and then in India on March 29th and it is going to continue to roll out across the world going into 2021 including Latin America and we feel that we need to concentrate on those launches and the marketing and the creation of product for those and then come in with Hulu right after or soon after that. We really are not focused right now on price at all. And we've done, I think, a great job on that. Your line is now open.Thanks. And who will be bearing the cost of that? The Walt Disney Company has announced their second quarter 2020 (fiscal year) earnings call will be on Tuesday, May 5th. At Hong Kong Disneyland, we currently estimate the closure of the park could have an additional adverse impact to operating income of about $40 million for the second quarter. August 17, 2021 Disney Data & Analytics Conference Aug 2021 17-18 Disney Data & Analytics Conference Walt Disney World Resort (Florida) Disney's Coronado Springs Resort Just following up on your color -- your commentary on Disney+, is there any more you can share with us in terms of what the -- where the subscribers came from meaning sort of like what type of subscribers they are, meaning like how many maybe a year long or multi-year subscriber deal versus month to month and sort of how many sort of came in for use [Phonetic] versus on wholesale partnerships like Verizon and such. So we've got a I think a great blend and don't feel a real need to adjust and I think the best thing about it all is that the decision that we made to go with quality and not just volume is working.
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