{"id":3434,"date":"2026-07-10T23:08:01","date_gmt":"2026-07-10T23:08:01","guid":{"rendered":"https:\/\/uspropertymoves.com\/?p=3434"},"modified":"2026-07-10T23:08:01","modified_gmt":"2026-07-10T23:08:01","slug":"banijay-ceo-marco-bassetti-on-all3media-mega-merger-and-what-comes-next","status":"publish","type":"post","link":"https:\/\/uspropertymoves.com\/?p=3434","title":{"rendered":"Banijay CEO Marco Bassetti on All3Media Mega-Merger and What Comes Next"},"content":{"rendered":"
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\nBanijay Entertainment was already the largest independent television producer in the world. So it decided to get bigger.<\/p>\n

Read more Legendary DP Robert Richardson on New Doc About His Life, Upcoming Film \u2018Madden\u2019 and Why Hollywood Should \u201cRegulate and Embrace\u201d AI<\/a><\/p>\n

\n\tBanijay\u2019s mega-merger with fellow indie giant All3Media, completed this week, creates a true TV colossus. The new London-based production and distribution group brings together nearly 200 production companies and labels across 25 territories, including the companies that make and sell such shows as The Traitors<\/em>, Big Brother<\/em>, Survivor<\/em>, MasterChef<\/em>, Peaky Blinders<\/em> and Black Mirror<\/em>, some hundreds of thousands of hours of programming, and combined revenues of $8.5 billion.<\/p>\n

\n\tComing fast on the heels of the $2.1 billion offer by Comcast-owned Sky to acquire British commercial network ITV, the Banijay-All3Media deal is a further sign that traditional TV is scaling up in an effort to survive, perhaps even thrive, in a rapidly changing digital marketplace.<\/p>\n

\n\tBanijay CEO Marco Bassetti is betting not only that the company can again scale up, as it\u2019s done with previous acquisitions \u2014\u00a0of Zodiak Media in 2015 and Endemol Shine in 2019 \u2014\u00a0but also that it can maintain its still highly profitable TV business while extending and expanding its reach into live events, sports and across social media. Speaking to The Hollywood Reporter<\/em> shortly after completing the deal, Bassetti outlined his plans to grow Banijay while holding on to the \u201centrepreneurial DNA\u201d that has defined its success to date. \u201cWe have to preserve the flexibility that defines our company. Our industry changes constantly. We have to keep adapting.\u201d<\/p>\n

\nBanijay was already the world\u2019s largest independent TV producer. Why did you need to get even bigger?<\/strong><\/p>\n

\n\tIt was never about simply becoming the biggest. Our ambition is to create the best home for creative talent \u2014 a place where producers can better monetize their intellectual property, distribute it around the world, remain independent, and feel supported. That has always been our goal.<\/p>\n

\n\tAll3Media was highly complementary to Banijay. The U.K. is Europe\u2019s largest television market and one where we wanted to strengthen our presence. By bringing the two groups together, we can offer All3Media\u2019s producers access to a much larger international footprint and more opportunities to maximize the value of their IP. That\u2019s the logic behind the deal.<\/p>\n

\nEven if scale wasn\u2019t the primary objective, it clearly matters. What advantages does scale bring in the market today?<\/strong><\/p>\n

\n\tScale is increasingly important because our industry remains fragmented. But it\u2019s important to understand what Banijay actually is. We don\u2019t operate as one centralized production company. We\u2019re a federation of creative businesses that retain enormous autonomy. We don\u2019t tell producers which broadcaster to work with or what genres to make. They remain entrepreneurial. Our job is to support them \u2014 with financing, market intelligence, distribution, investment and by helping them retain ownership of their IP.<\/p>\n

\n\tSize allows us to provide those services. With our global distribution business and a catalogue of more than 260,000 hours, we can give shows a much longer life internationally. We can negotiate better deals, both for our own companies and for third parties who use our distribution arm. We can monetize content through digital platforms, FAST channels and social media, and we can invest in IP we believe has long-term value. Scale isn\u2019t the goal in itself. It\u2019s what enables us to better serve creative talent.<\/p>\n

\nDoes that mean it\u2019s becoming increasingly difficult for smaller independent producers to survive?<\/strong><\/p>\n

\n\tI think it\u2019s harder today to remain independent on your own than as part of a group like ours. The people who join Banijay generally stay because they retain their independence while gaining access to services they couldn\u2019t build themselves. We support them in good times and bad.<\/p>\n

\n\tBeing part of a larger group also creates opportunities. Formats travel between countries. Producers share ideas and best practices. Successful formats generate royalties across the network. Those advantages are much harder to achieve as a standalone producer in today\u2019s market.<\/p>\n

\nOne thing that stood out about the merger was how modest the projected cost synergies were. You\u2019re projecting \u201cjust\u201d \u20ac50 million ($57 million) in savings there. That suggests this isn\u2019t a deal driven by job cuts.<\/strong><\/p>\n

\n\tThat\u2019s right. The businesses are complementary rather than overlapping. All3Media brings strengths we didn\u2019t have, including [All3Media\u2019s social media agency and digital production company] Little Dot Studios, which gives us a much stronger digital and social media capability. The U.K. business also significantly strengthens our position in the English-speaking market.<\/p>\n

\n\tThe efficiencies we\u2019re targeting come from procurement, real estate, insurance and support functions \u2014 not from cutting producers or creative teams. The whole purpose of the merger is to bring together creative talent and preserve the IP they\u2019ve built. That\u2019s why the announced synergies are relatively modest.<\/p>\n

\nWhere do you see the biggest opportunities for growth now that the merger is complete?<\/strong><\/p>\n

\n\tThere is still growth in our traditional production business if we become even better at exploiting our IP globally. But the biggest opportunities go beyond television production.<\/p>\n

\n\tWe\u2019re investing in extending our brands into live experiences, gaming and immersive entertainment. We\u2019re launching theatre productions, we\u2019ve developed a Black Mirror<\/em> VR experience, we\u2019re expanding Peaky Blinders<\/em> into new formats, and we\u2019re creating live events around brands like The Traitors<\/em>. We see significant opportunities wherever strong IP can travel beyond television.<\/p>\n

Read more Former MP and Reality TV Star Ann Widdecombe Found Killed at Her Home, Man Arrested<\/a><\/p>\n

\n\tSport is another important growth area. Sport and entertainment are increasingly overlapping, and major sporting events need creative storytelling. Through Balich Wonder Studio, we produced the opening ceremonies for the FIFA World Cup in the U.S. and Mexico, just as we\u2019ve worked on the Milano Cortina Olympic ceremonies.<\/p>\n

\n\tDigital monetization is another major focus. With our catalogue, FAST channels and enormous social media reach, we believe there\u2019s still considerable upside.<\/p>\n

\nWhat about more acquisitions? With ITV Studios being spun off from the Sky-ITV deal, a new big target just came on the market. Are you interested in adding them to your stable? <\/strong><\/p>\n

\n\tIt\u2019s far too early to talk about that. We completed this merger only hours ago. We need to, shall we say, digest this first, to execute this merger. But I think if there are new opportunities, we know our shareholders support our strategy, they believe in us and our management team. <\/p>\n

\n\tSo if there is a good opportunity for us, we\u2019ll take a look. But right now, there is nothing on the table [regarding ITV Studios], so there is no plan there. Our immediate priority is integrating Banijay and All3Media successfully.<\/p>\n

\nDoes strengthening your U.K. business and expanding more into the English-language production mean you\u2019ll compete more directly with the major Hollywood studios?<\/strong><\/p>\n

\n\tOur model won\u2019t change. We\u2019ve always followed what I\u2019d call the European model. We develop projects, invest in ideas, pitch them and, once they\u2019re commissioned by broadcasters or platforms, we produce them. That gives us a balanced level of risk.<\/p>\n

\n\tWe\u2019re not trying to become a studio, another Warner Bros. or Universal. Our strength is television. We\u2019re the world\u2019s largest producer of unscripted programming and one of the biggest scripted television producers. We will continue expanding in scripted series, unscripted entertainment and documentaries. But I believe that there will be more opportunity for us to take limited risk on projects that allow us to be more direct to consumers on the other side of the ocean.<\/p>\n

\n\tSo far, for example, we haven\u2019t done much business in theatrical movies. But now we have a film like [Oscar-winner] Hamnet<\/em>, which was sitting in All3Media [Hamnet<\/em> producer Neal Street Productions is an All3Media company]. We will probably do more but that won\u2019t be a priority. We will stay more with where we are, as the biggest producer in the world for unscripted and one of the biggest for scripted, but doing scripted mostly as series, not as theatrical movies.<\/p>\n

\nWhat about newer formats like vertical dramas or microdramas?<\/strong><\/p>\n

\n\tWe\u2019re experimenting in some markets because our production companies have the freedom to pursue local opportunities. But strategically, it\u2019s not a major focus today. We\u2019re still assessing how sustainable those business models are.<\/p>\n

\nNow that you\u2019ve completed this merger, what\u2019s the biggest challenge facing Banijay?<\/strong><\/p>\n

\n\tThe first challenge is delivering the integration successfully, although we\u2019ve done this before with Zodiak (in 2015), and with Endemol (in 2019), so we\u2019re confident we\u2019ll manage.<\/p>\n

\n\tThe bigger challenge is cultural. We have to preserve the flexibility that defines our company. Our industry changes constantly. Consumption habits evolve, distribution evolves, new business models emerge. We have to keep adapting.<\/p>\n

\n\tI\u2019ve just read that [French broadcaster]\u00a0TF1 has had a very successful couple of weeks with its new deal with Netflix. So maybe they are going to change their strategy. We need to be ready to change ours to adapt in that market. It means staying lean and mean and focusing on what the market is asking for. And adjusting our business model to fit. <\/p>\n

\n\tViewing continues to grow, but people consume entertainment in very different ways than they did even a few years ago. Our challenge is making sure we create value wherever audiences are watching.<\/p>\n

\nBanijay has completed several major mergers while many media mergers have struggled. What\u2019s your secret?<\/strong><\/p>\n

\n\tIf I had the secret, I wouldn\u2019t tell, but there isn\u2019t one. From the beginning we\u2019ve built a model that can absorb new businesses without changing what makes them successful. Producers in our \u201cfederation\u201d keep their identities and their entrepreneurial culture. Country managers support them, try to help them to focus as much as possible just on creativity, not on bureaucratic reporting. <\/p>\n

\n\tYou know, our business is IP and it\u2019s people. You need to work with the people that feel comfortable working with you. All of us, including myself, come from production. We all come from the set, from the stage. We share that common experience. We speak the same language, we understand their challenges because we are all producers here. <\/p>\n

Read more New York Times Countersues U.S. Over Claim It Discriminated Against White Male Employee<\/a><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Banijay CEO Marco Bassetti on the opportunities created by the new $8.5 B super indie, expanding beyond TV and whether ITV Studios is on his radar.<\/p>\n","protected":false},"author":1,"featured_media":3433,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[2489,486,2,1053,2490,2491,1054],"class_list":["post-3434","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-interesting","tag-all3media","tag-banijay","tag-international","tag-itv","tag-jeff-zucker","tag-marco-bassetti","tag-sky"],"yoast_head":"\nBanijay CEO Marco Bassetti on All3Media Mega-Merger and What Comes Next - US Property Moves<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/uspropertymoves.com\/?p=3434\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Banijay CEO Marco Bassetti on All3Media Mega-Merger and What Comes Next - 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