I think it would be more of an issue if there was too much overlap, like two big studios like WB and Paramount merging. Here we have a Streaming service merging with a big studio with a lot of history, and together they compliment each other in ways that I feel make some sense. Netflix as a Streaming service doesn't block out a lot of theatre space, in fact its theatre releases tend to be limited to few locations rather than wide releases.
I actually had more of an issue with Amazon buying up MGM.
Amazon buying MGM created, IMO, the same potential issues with vertical integration and the negative impact on competition, which includes, but is not limited to theater space.
Vertical integration occurs when a company controls multiple stages of a supply chain, here combining upstream content creation (WBD's films, TV shows, and IP like DC Comics and HBO originals) with downstream distribution (Netflix's 280+ million global subscribers).
Post-merger, Netflix could:
- Prioritize its platform for WBD content, sidelining competitors like Disney+, Amazon Prime, or Paramount+.
- Leverage WBD's library to bolster subscriber retention, raising barriers for rivals seeking premium Hollywood titles.
- Use data from streaming to influence production decisions, potentially excluding independent creators or smaller distributors.
This could reduce competition by limiting content availability across platforms, enabling predatory pricing , or enforcing exclusive deals—mirroring oil giants like Standard Oil, which the Supreme Court dismantled in 1911 for similar reasons.
The Paramount case targeted the "Big Five" studios (including Paramount, MGM, and Warner Bros. itself), which controlled ~70% of U.S. film production, distribution, and exhibition through owned theater chains. Key violations included:
- lock booking: Forcing theaters to buy unwanted films bundled with hits, stifling independents.
- Clearance and zoning: Restricting film releases to favor studio-owned theaters, creating geographic monopolies.
- Vertical foreclosure: Owning production and theaters allowed studios to deny rivals access, leading to the court's decree to divest theaters and ban restrictive practices.
In today's digital equivalent, a Netflix-WBD merger could recreate these dynamics with the streaming services as the "theater space":
- Content blocking: Netflix might withhold WBD titles from rivals, akin to block booking, reducing viewer choice and inflating costs for platforms without such libraries.
- Market foreclosure: With Netflix at ~20% U.S. streaming share and WBD's vast IP, the combined entity could dominate ~30-40% of premium content, echoing Paramount's theater control and enabling algorithmic favoritism over independents.
- Barriers to entry: Smaller streamers or traditional studios (e.g., Lionsgate) could face higher licensing fees or exclusion, much like pre-1948 independents squeezed out of exhibition.

