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Clean energy employment increased by 142,000 jobs last year, accounting for more than half of new energy-sector jobs, according to recent data from the Department of Energy.
As presidential nominees Kamala Harris and Donald Trump prepare to face off in their first debate, voters will be tuning in for clarity on their plans to handle issues including the economy, inflation and job growth.
Ameresco, which integrates clean tech and develops, owns and operates renewable energy projects, is forging ahead with hiring plans regardless of the election’s outcome.

As presidential nominees Vice President Kamala Harris and former President Donald Trump prepare to face off in their first debate Tuesday night, voters will be tuning in for clarity on their plans to handle issues including the economy, inflation and job growth.
One sector that faces particular uncertainty after the election is clean energy, which has received a boost from the Biden administration but faced skepticism from Trump.

Climate change and a move toward more sustainable energy have bolstered job growth in the sector in recent years, thanks in part to funding from the Inflation Reduction Act and the Chips and Science Act.  Recent data from the Department of Energy showed clean energy employment increased by 142,000 jobs last year, accounting for more than half of new energy-sector jobs.
The rate was more than double the growth for the rest of the energy sector and the overall U.S. economy, according to the newly released 2024 U.S. Energy and Employment Report.
Since the implementation of the IRA and the CHIPS and Science Act, there’s been more “long-term certainty” for jobs related to energy efficiency, renewables and climate resilience, the nonprofit Environmental and Energy Study Institute said. The IRA is projected to generate more than 300,000 jobs annually for new energy project construction and about 100,000 permanent jobs each year, according to the EESI.
While job growth in the sector faces uncertainty after the election, industry watchers say the future of energy production and consumption is always changing.
“Energy systems have been in transition for decades — it’s always in transition, it’s always in a state of flux,” Daniel Bresette, president of EESI, said of the upcoming election’s impact.

Ameresco, which integrates clean tech and develops, owns and operates renewable energy projects, is forging ahead with hiring plans regardless of the election’s outcome. It will increase its hiring by 300 workers in the U.S. and Europe this year, in positions ranging from engineers to project managers, developers, analysts and more. Ameresco provides efficient energy solutions for clients that range from federal and state governments to colleges and hospitals.
“Everyone needs energy no matter what, regardless of who is in the White House. So the driver is going to be increasing that need for more secure energy sources, for cheaper energy sources and for cleaner energy sources,” said Nicole Bulgarino, executive vice president and general manager of federal and utility solutions at Ameresco. 
The company is also looking to Gen Z to fill the jobs, as fewer applicants are coming up through trade and vocational schools and younger workers have shown an interest in climate-friendly opportunities. Ameresco, which offers tuition reimbursement and mentorship programs, said it has had success in recruiting recent college grads and investing in their training.
Caroline Leilani Stevenson, a 22-year-old associate electrical engineer at Ameresco, is part of the Gen Z hiring push. Stevenson interned with Ameresco and came back full-time after graduation, working today on projects with the Department of Defense.
She was able to work on a solar project in Honolulu, which was particularly meaningful, as she grew up on Maui. Like others in her generation, she found the idea of working toward more sustainable energy solutions appealing.
“I wanted to make an impact and build something really big,” she said. “The energy needs of a large naval base are not the same as a small elementary school and the suburbs of New York or the energy usage of a hospital are not the same as a large data center … It’s great to be able to design something for a specific site and make a difference in that way. Being able to see and know that the power from these lines is going somewhere and it’s eventually going to improve life at large.”
As Harris and Trump prepare to debate their policies, neither candidate has put forth a comprehensive plan on energy and climate change so far, leading to uncertainty for the sector. But their experiences in the White House can help to inform possible paths.
Harris was a key part of implementing the Inflation Reduction Act, as she cast the tiebreaking vote to pass the bill as vice president to President Joe Biden. She also backed the Green New Deal while serving in the Senate but has walked back some of her earlier stances that veered further to the progressive left. Harris also said during an interview with CNN that she would not ban fracking, a position she’d taken in her previous bid for the White House.
Trump meanwhile has promised to make energy cheaper and focused on drilling for oil in the U.S. He also rolled back major climate policies and has said he would rescind the IRA’s unspent dollars if elected. He called the Green New Deal the “Green New Scam” at an event at the Economic Club of New York last week.
One thing is for sure: Industry analysts are projecting the need for energy to increase significantly, regardless of November’s outcome.
“There [is] lots and lots of new, especially in the electricity space, lots of new demand, [from] the transportation sector, electrification, data centers, artificial intelligence. All of that adds up to a lot of electricity demand,” said Bresette. “It is almost difficult to imagine how much more energy we’re going to need in the future.” More

The NFL’s recent slew of media rights deals with streaming services showcases the league’s push to broaden its fanbase and audience, speakers at CNBC x Boardroom’s Game Plan event said Tuesday.
The NFL has streamed games on Amazon’s Prime Video, Google’s YouTube TV and NBCUniversal’s Peacock.
Next up, streaming giant Netflix will air NFL games on Christmas Day, the league’s first media rights deal that “is truly global,” said Hans Schroeder, the NFL’s executive vice president of media distribution.

Running back John Kelly Jr. #33 of the Baltimore Ravens carries the ball during the second quarter of an NFL preseason football game against the Green Bay Packers, at Lambeau Field on August 24, 2024 in Green Bay, Wisconsin.
Todd Rosenberg | Getty Images Sport | Getty Images

The National Football League’s bet on streaming is paying off — and helping to broaden its fanbase in the U.S. and globally.
Hans Schroeder, the NFL’s executive vice president of media distribution, said at CNBC x Boardroom’s Game Plan sports business event on Tuesday that the league’s recent slew of exclusive streaming deals with media companies showcases its push to grow its audience.

When the NFL signed an 11-year, $111 billion media rights deal in 2021, streaming was already part of the mix. “Thursday Night Football” found its exclusive home on Amazon’s Prime Video under that deal, while other legacy media broadcast partners got the green light to begin streaming games on their services.
And that was just the beginning. The following year, the NFL’s “Sunday Ticket” package that allows viewers to see out-of-market games went to Google’s YouTube TV. Comcast’s NBCUniversal started streaming “Sunday Night Football” games on Peacock alongside its regular broadcast, and it later landed an exclusive Wild Card game that would only show on its streaming service. Streaming giant Netflix then secured a deal to air games on Christmas Day, beginning this year.
“I think these latest steps are the latest in a journey that goes back probably 15 years ago, where we had a meeting with Steve Jobs and a small group of us,” Schroeder said, referring to when the former Apple CEO showed the group an early iteration of the iPhone and described how it would affect consumers. “That led us, in part, to retain the rights for live games on mobile phones.”
Schroeder said that was the first of various steps the NFL took to get its current day, in which much of its media rights strategy is focused on streaming.
The NFL Wild Card game that aired exclusively on Peacock earlier this year was a sign the strategy is paying off. It is considered the most-streamed live event in history with 27.6 million viewers, according to Nielsen.

“I think for us that was maybe the most transformative moment in the last few years that we could put a Wild Card game, one of the truly highest valuable, highest viewed games of the year [on Peacock],” Schroeder said.
The expansion into streaming has carried over into this season. Last week, the NFL’s first-ever game in Brazil was available exclusively on Peacock, averaging 14 million viewers.
“I give the NFL a lot of credit putting the white lab coat on with us and experimenting,” said NBC Sports President Rick Cordella at the Game Plan event.
He noted that Peacock’s sports strategy started with its launch in 2020 with English Premier League games, along with other sports like the NFL, and will keep growing in the 2025-26 season with NBA games.
Similarly, Lori Conkling, YouTube global head of TV, film and sports partnerships, said during the Tuesday session that the data the company has across its various platforms shows high sports viewership and underscores why “Sunday Ticket” made sense as an offering.
The majority of the NFL’s media rights deals are sewn up with traditional broadcast partners. Live sports broadcasts have maintained a large audience on traditional TV, even as consumers flee the cable bundle for streaming services. The majority of viewership still comes from traditional TV, according to ratings data.
Schroeder said Tuesday that the NFL’s strategy exists in both the traditional TV and streaming worlds. Still, the league has said it wants to grow its fanbase and move in the same direction as the consumer, which is toward streaming. The league has also been trying to expand beyond its U.S. footprint, and playing games overseas is just part of the equation.
“The Netflix deal will maybe be the first of its kind that is truly global,” Schroeder said. “And for us, I think there’s expectations that our global audience alone is going to rival what a window would do in the states.”
Netflix will stream NFL games for the next three years, with two games being streamed this year on the platform, and at least one matchup in both 2025 and 2026.
Disclosure: Comcast’s NBCUniversal is the parent company of CNBC. More

New Starbucks CEO Brian Niccol explained four priorities for the U.S. business.
Starbucks is hoping Niccol can turn around the coffee chain’s slumping sales, just like he did at Chipotle.
Niccol plans to focus on the U.S. business initially before he turns to challenges in international markets.

Brian Niccol, incoming CEO of Starbucks.
Anjali Sundaram | CNBC

New Starbucks CEO Brian Niccol will focus on improving the chain’s U.S. business in his early days on the job before he moves to fix its issues abroad, according to an open letter published on Tuesday.
“… In some places — especially in the U.S. — we aren’t always delivering,” Niccol wrote in the open letter addressed to customers, employees and stakeholders. “It can feel transactional, menus can feel overwhelming, product is inconsistent, the wait too long or the handoff too hectic. These moments are opportunities for us to do better.”

Niccol, who calls himself a longtime Starbucks customer, outlined four areas for improvement: the barista experience, morning service, its cafes and the company’s branding.
“This is our plan for the U.S., and where I need to focus my time initially,” Niccol wrote in the letter.
To tackle those challenges, Starbucks will invest in tech to improve baristas’ working conditions and allow them to craft drinks more quickly, make the company’s supply chain more efficient and upgrade its app and mobile ordering.
Later, Niccol plans to address its international business, such as in China, its second-largest market. Starbucks’ business in China has struggled to bounce back from the Covid-19 pandemic, and increased competition has led the coffee chain to lean more on discounts and promotions to win back customers.
“In China, we need to understand the potential path to capture growth and capitalize on our strengths in this dynamic market,” Niccol said.

He also said the company will try to curb what he called “misconceptions” about its brand in the Middle East. Many U.S. brands, including Starbucks and McDonald’s, have faced boycotts tied to backlash against U.S. support for Israel’s offensive in Gaza.
But for Niccol’s first 100 days, he plans to spend time in the chain’s cafes and offices and meet with key suppliers in the U.S.
“Today, I’m making a commitment: We’re getting back to Starbucks,” said Niccol.
The coffee giant named Niccol as chief executive in August, in conjunction with the company’s ouster of then-CEO Laxman Narasimhan. The leadership shake-up followed several quarters of slumping sales for Starbucks as demand for its drinks declined, particularly in the U.S. and China.
Niccol’s official first day was Monday. He joined Starbucks from Chipotle Mexican Grill, where he spent six years as chief executive, turning it from a burrito chain in crisis into a consistent favorite of both diners and Wall Street. Now, he is tasked with executing a turnaround for Starbucks.
Read the full letter below:

An open letter for all partners, customers and stakeholders
As I step into my first week as ceo, I do so not only as a leader, but as a long-time customer. Over the past few weeks, I’ve spent time in our stores, speaking with partners and customers, and talking with teams across operations, store design, marketing and product development.
In each conversation, two truths emerged: First, Starbucks is a beloved brand with wonderful people. We are woven into the fabric of people’s lives and the communities we serve. Second, there’s a shared sense that we have drifted from our core. We have an opportunity to make the store experience better for our partners and, in turn, for our customers.
Starbucks was founded on a love for high quality coffee — handcrafted by our outstanding green apron partners and enjoyed with intention. Coffee is our heart. We own and operate Hacienda Alsacia, our coffee farm on the slopes of Costa Rica’s Volcano Poás, which serves as the heart of our research and innovation efforts. From our network of Farmer Support Centers, Starbucks agronomists share research, education and best practices with local farmers. We invest in the finest quality beans. Our skilled team of roasters carefully prepare these beans in five Starbucks roasting facilities across the U.S., in Amsterdam to serve EMEA markets, in Kunshan for China, and in Karnataka, India, for that growing market. We also operate Starbucks Reserve Roasteries in Milan, Shanghai, Tokyo, New York City, Chicago and Seattle, where we roast small batch Reserve coffees. We design the best equipment for our stores and invest in training for our baristas to ensure every cup reflects our commitment to excellence. Each cup is more than a drink; it’s a handcrafted moment, made with care.
Our stores have always been more than a place to get a drink. They’ve been a gathering space, a community center where conversations are sparked, friendships form, and everyone is greeted by a welcoming barista. A visit to Starbucks is about connection and joy, and of course great coffee.
Many of our customers still experience this magic every day, but in some places — especially in the U.S. — we aren’t always delivering. It can feel transactional, menus can feel overwhelming, product is inconsistent, the wait too long or the handoff too hectic. These moments are opportunities for us to do better. 
Today, I’m making a commitment: We’re getting back to Starbucks. We’re refocusing on what has always set Starbucks apart — a welcoming coffeehouse where people gather, and where we serve the finest coffee, handcrafted by our skilled baristas. This is our enduring identity. We will innovate from here.
We’ll focus initially on four key areas that we know will have the biggest impact: 

Empowering our baristas to take care of our customers: We’ll make sure our baristas have the tools and time to craft great drinks every time, delivered personally to each customer. For our partners, we’ll build on our tradition of leadership in retail by making Starbucks the best place to work, with career opportunities and a clear path to growth.
Get the morning right, every morning: People start their day with us, and we need to meet their expectations. This means delivering outstanding drinks and food, on time, every time.
Reestablishing Starbucks as the community coffeehouse: We’re committed to elevating the in-store experience — ensuring our spaces reflect the sights, smells and sounds that define Starbucks. Our stores will be inviting places to linger, with comfortable seating, thoughtful design and a clear distinction between “to-go” and “for-here” service.
Telling our story: It’s time for us to tell our story again — reminding people of our unmatched coffee expertise, our role in communities and the special experience that only Starbucks can provide. We won’t let others define who we are.

To support this vision for our U.S. business, we’re making investments in technology that enhance the partner and customer experience, improve our supply chain and evolve our app and mobile ordering platform. 
This is our plan for the U.S., and where I need to focus my time initially. But Starbucks is a global company. We operate in 87 markets around the world, where thousands of talented green apron partners share their love of coffee with customers every day. I know I have much to learn from these outstanding teams and I look forward to getting on the road and spending time with them. In China, we need to understand the potential path to capture growth and capitalize on our strengths in this dynamic market. Internationally, we see enormous potential for growth, especially in regions like the Middle East, where we’ll work to dispel misconceptions about our brand, and in Asia Pacific, Europe and Latin America, where the love for Starbucks is strong. 
My focus for the first 100 days is clear. I’ll spend time in our stores and at our Support Centers, meeting with key partners and suppliers, and working with our team to drive these critical first steps. Together, we will get back to what makes Starbucks, Starbucks. 
On we go, 
Brian  More

Bling is in the air. On September 9th Apple released its latest iPhone 16 series at an event called “It’s Glowtime”. The name referred to the sheen around Siri, its souped-up voice assistant. But it was just as appropriate for the new colour of its snazziest iPhone 16 Pro model: “desert titanium”—in other words, gold. More

The Securities and Exchange Commission has charged Keurig Dr Pepper over claims about the recyclability of its K-Cups.
The agency said the beverage giant failed to disclose that two of the biggest U.S. recyclers said they wouldn’t accept the pods for recycling.
Keurig has agreed to pay a $1.5 million civil penalty without admitting or denying the agency’s findings.

A green tea pod inside a Keurig brand coffee maker, Dec. 17, 2022.
Gado | Archive Photos | Getty Images

The Securities and Exchange Commission has charged Keurig Dr Pepper over what the agency said are inaccurate claims by the company about the recyclability of its disposable K-Cup pods, the agency said Tuesday.
Keurig has agreed to pay a $1.5 million civil penalty without admitting or denying the agency’s findings.

As consumers have become more conscious of their carbon footprints, questions about K-Cups’ environmental impact have dogged Keurig for more than a decade. The pods’ inventor told the Atlantic that he feels bad “sometimes” about creating K-Cups because of the waste they generate. A 2018 lawsuit over recycling claims led to a $10 million class-action settlement. By the end of 2020, K-Cups became fully recyclable, according to the company.
But before the company reached that milestone, it was already telling investors that the pods could be recycled.
Keurig said in its annual reports for fiscal 2019 and 2020 that testing with recycling facilities found that K-Cups could be effectively recycled. However, the SEC said the company failed to disclose that two of the largest U.S. recyclers told Keurig that they didn’t intend to accept the disposable coffee pods for recycling and had expressed “significant concerns” about the financial viability of recycling K-Cups collected curbside.
The company’s claims could have swayed some consumers, boosting sales of both K-Cups and its brewers. Research conducted earlier by a Keurig subsidiary found that environmental concerns were a key factor that some shoppers considered when buying a Keurig coffee machine, according to the SEC.
In Keurig’s fiscal second quarter, sales of K-Cup pods and the company’s brewing systems accounted for nearly a quarter of the company’s revenue, according to a company filing.

In a statement, a company spokesperson said, “We are pleased to have reached an agreement that fully resolves this matter.”
“Our K-Cup pods are made from recyclable polypropylene plastic (also known as #5 plastic), which is widely accepted in curbside recycling systems across North America,” the spokesperson said. “We continue to encourage consumers to check with their local recycling program to verify acceptance of pods, as they are not recycled in many communities. We remain committed to a better, more standardized recycling system for all packaging materials through KDP actions, collaboration and smart policy solutions.” More

Southwest’s chairman Gary Kelly said he will retire in 2025.
The change comes under pressure from Elliott Investment Management.
Kelly said the board continues to back CEO Bob Jordan, who also began at Southwest nearly 40 years ago.

A Southwest Airlines plane takes off from Hollywood Burbank Airport above other Southwest planes on July 25, 2024 in Burbank, California. 
Mario Tama | Getty Images

Southwest Airlines said Tuesday that executive chairman and former CEO Gary Kelly will retire next year and announced a board shakeup, moves that come as the carrier faces pressure for changes by activist investor Elliott Investment Management.
“Now is the time for change. It’s time to shake things up, not just stir them a bit,” Kelly said in a letter to shareholders. “The wisdom comes in knowing what to change and what not to change.”

Kelly, who has worked at Southwest for nearly four decades and has been chairman since the carrier’s co-founder, Herb Kelleher, retired in 2008, announced he would step down hours after a meeting with Elliott, which has been calling for leadership changes at the Dallas-based carrier.
Elliott in June revealed a nearly $2 billion stake in Southwest, seeking to oust leadership, including CEO Bob Jordan, who has also spent nearly four decades at the carrier. The firm said Southwest has had “stunning underperformance” under their leadership.
On Tuesday, Kelly’s statement said Southwest’s board and leadership “unanimously support Bob Jordan as CEO.”
Six of Southwest’s board members will retire in November, and the company will appoint four new independent directors “in the near future, including due consideration of up to three of Elliott’s candidates,” Kelly said.
The activist investor crossed the 10% threshold needed to call a special meeting last week. Elliott did not immediately return a request for comment. Elliott has previously mounted campaigns at companies like AT&T, Salesforce and Texas Instruments, but it had never publicly pushed for change at an airline before.

Southwest has also brought in outside experts, including Bob Fornaro, former CEO of Spirit Airlines and AirTran, which Southwest acquired.
The carrier has struggled as it faces an oversupplied domestic U.S. market, higher costs and aircraft delivery delays from Boeing, its sole supplier.
Southwest for years resisted changes to its simple business model that changed the U.S. airline industry, and earned nearly unbroken decades of profits, which helped it build an investment-grade balance sheet.
But in July, it announced it would offer extra legroom on its aircraft and do away with its open seating policy, the biggest changes in its more than 50 years of flying. It also plans to over overnight, or “redeye” flights next year.
Southwest has an investor day scheduled for Sept. 26 in Dallas to expand on these and other initiatives. More

New York led the U.S. in the number of homes sold for $10 million or more, with 72, its highest total in two years, according to real estate firm Knight Frank.
The biggest sale of the quarter was the $150 million deal for Palm Beach’s only private island, which was reportedly purchased by Australian infrastructure investor Michael Dorrell.

Tarpon Island, a private island in Palm Beach, Florida, sold for $150 million in May 2024.

A version of this article first appeared in CNBC’s Inside Wealth newsletter with Robert Frank, a weekly guide to the high-net-worth investor and consumer. Sign up to receive future editions, straight to your inbox.
Sales of ultra-luxury homes surged in New York, Miami and Palm Beach, Florida, in the second quarter, even as they fell in much of the rest of the world, according to a new report.

The number of homes that sold for $10 million or more in the second quarter jumped 44% in Palm Beach, 27% in Miami and 16% in New York, according to a report from real estate firm Knight Frank.
New York led the U.S. in $10 million-plus sales, with 72, its highest total in two years, according to the report. Miami came in second with 55, followed by Los Angeles with 42 and Palm Beach with 36. Los Angeles saw a 29% decline in $10 million-plus sales, due largely to the new “mansion tax,” which adds a 5.5% charge on homes sold for over $10 million, the report said.
The biggest sale of the quarter was the $150 million deal in May for Palm Beach’s only private island, reportedly purchased by Australian infrastructure investor Michael Dorrell, according to The Wall Street Journal. In June, a historic 3.2-acre estate in Palm Beach sold for $148 million, while in Manhattan, the penthouse of the Aman New York was sold for $135 million in July.

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While demand in many top luxury markets is slowing from the 2021 peak, ultra-wealthy buyers continue to pay record prices for rare trophy properties, boosted in large part by rising financial markets, Knight Frank said.
“Substantial wealth creation has supported the growth in the global super-prime sales market,” said Liam Bailey, global head of research at Knight Frank. “The transformation of markets like Dubai, Palm Beach and Miami has more than offset the slowing experienced by some more mature markets.”

Globally, in the 11 top luxury markets that Knight Frank tracks, sales of $10 million-plus homes fell 4% over last year to $8.5 billion.
Dubai leads the world in ultra-luxury real estate, with 85 sales in the second quarter, the report said. The city has seen a stratospheric rise, as the ultra-rich from Russia, China, Europe and other areas moved to Dubai for its friendly tax and regulatory regimes. In 2019, Dubai had only 23 sales over $10 million. In the past 12 months, it has had 436 sales — although sales in the most recent quarter fell slightly from last year and the first quarter, Knight Frank said.
London saw one of the largest declines in the world, with sales of $10 million-plus homes plunging 47% from last year on fears of higher taxes on the U.K. wealthy, according to Knight Frank.
Although ultra-luxury buyers usually pay cash for their properties, falling interest rates throughout the world are expected to help support sales in the second half, according to the report.
Last week, 29 contracts were signed in Manhattan for properties priced over $4 million, according to the Olshan Luxury Market report — the strongest post-Labor Day week since at least 2006.
“With rates moving lower, total transaction volumes are likely to tick higher into 2025,” Bailey said. More

Millions of DirecTV customers lost Disney networks, including pay-TV networks like ESPN and FX, last week amid a battle over contract bundling and fees.
The blackout left customers without access to the U.S. Open and the debut of college football this season — and now could mean they won’t be able to see the NFL’s opening “Monday Night Football” game
Disney and DirecTV are not likely to reach a deal in time for “Monday Night Football” according to people familiar with the matter.

A general view of the ESPN Monday Night Countdown booth prior to the game between the Jacksonville Jaguars and the Cincinnati Bengals at EverBank Stadium on December 04, 2023 in Jacksonville, Florida. 
Mike Carlson | Getty Images

Millions of DirecTV customers will likely be unable to watch the NFL’s opening “Monday Night Football” game on ESPN as the company has yet to reach a deal with network parent Disney as of Monday evening.
Disney’s TV networks went dark on Sept. 1 for DirecTV’s customers amid a carriage battle over fees and bundling. Those networks include pay-TV channels ESPN and FX, as well as broadcast network ABC in some markets.

Disney and DirecTV are not likely to reach a deal in time for “Monday Night Football” according to people familiar with the matter. However, negotiations are still ongoing and things could change, they added, with a deal possibly coming as early as tomorrow.
The satellite and streaming company called Disney anti-consumer as DirecTV is pushing for an option in which it could create genre-specific bundles, such as kids, entertainment and news, which Disney opposes.
As a result of the fight, DirecTV customers were unable to see the U.S. Open and the first full weekend of the college football season.
Live sports continue to attract big audiences and, in turn, high media rights deals, which in turn have created some of the most expensive networks on TV. ESPN is said to reap some of the highest fees paid by pay-TV companies to carry the network and its sister channels, CNBC previously reported.
Meanwhile, sports have long been considered the glue holding the traditional pay-TV bundle together as customers flee for streaming services. There have been 4 million pay-TV customer losses this year to date, according to a recent MoffettNathanson report.

DirecTV’s carriage fight comes as its latest ad campaign has highlighted its streaming options to woo consumers.
“The Walt Disney Co. is once again refusing any accountability to consumers, distribution partners, and now the American judicial system,” said Rob Thun, DirecTV’s chief content officer, in a release last week.
Last month, a U.S. judge temporarily blocked sports streaming service Venu — a joint venture between Disney, Fox Corp. and Warner Bros. Discovery — from launching in time for the NFL season. The lawsuit was started by internet TV bundle provider Fubo TV and supported by DirecTV and EchoStar’s Dish.
The lawsuit argued there were antitrust concerns related to Venu. The companies also argued Venu would be detrimental to their businesses as it would offer a sports-only bundle. Pay-TV distributors have argued they are losing customers at a fast clip due to high programming costs that have caused the price the bundle to soar when streaming was initially a more inexpensive option.
DirecTV alerted customers on Friday to competitor alternatives for watching ESPN and also said it would provide a $30 credit to customers.
On Saturday, DirecTV said it filed a complaint with the Federal Communications Commission, stating that Disney failed to negotiate in good faith.
DirecTV has said that Disney has “insisted that DirecTV agree to a ‘clean slate’ provision and a covenant not to sue, both of which are intended to prevent DirecTV from taking legal action regarding Disney’s anticompetitive demands, which would include filing good faith complaints at the Commission.”
Disney has said that it is “open to offering DirecTV flexibility and terms which we’ve extended to other distributors,” and added that it “will not enter into an agreement that undervalues our portfolio of television channels and programs.”
“We never want to black out. It’s not good for either side. It’s not good for the customer, of course. We did everything we could,” ESPN chairman Jimmy Pitaro said on CNBC last week.
Disney later added that more than 90% of DirecTV households watched its channels every month last year, and has the highest performing content on the platform, citing Nielsen. The company also said it has proposed a variety of packages to DirecTV and is also asking for rates that are in line with other distribution partners.
The NFL in particular is often the reason carriage disputes have been resolved. The most recent example happened only last year.
Last September, cable giant Charter Communications and Disney went through a similar battle that ultimately lasted 10 days. However, Charter and Disney reached a deal hours ahead of “Monday Night Football” that allowed customers to tune in that night.
Last year Charter had argued the pay-TV business model was broken, noting that programmers like Disney had siphoned much of their content for their streaming services. In response, Charter pushed for its customers to receive access to Disney’s ad-supported streaming apps, Disney+ and ESPN+, at no additional cost.
ESPN’s Pitaro referenced those negotiations that took place with Charter a year ago in his remarks last week.
“While we know that deal was very hard to get done … I give Charter a ton of credit because they walked into the room and they had very specific ideas. They had a vision that they wanted to execute against,” Pitaro said on CNBC.
The dispute between DirecTV and Disney has led to mudslinging between the two companies reminiscent of most carriage fights.
In this case, ESPN reporter Adam Schefter called out on social media platform X the Monday matchup on ESPN between the New York Jets and San Francisco 49ers, noting what other platforms DirecTV subscribers could sign up for to catch the game.
DirecTV also expressed its displeasure.
“Disney is in the business of creating alternate realities, but this is the real world where we believe you earn your way and must answer for your own actions,” DirecTV’s Thun said in a release. “They want to continue to chase maximum profits and dominant control at the expense of consumers – making it harder for them to select the shows and sports they want at a reasonable price.” More