Paramount Confronts Netflix as AI Redefines Streaming Power

The increasingly heated fight for Warner Bros. Discovery (WBD) is, on its face, about libraries: HBO’s prestige slate, DC’s franchises and Warner’s studio machine. But the bidding war now featuring Netflix and Paramount is also a referendum on something less visible and arguably more defensible than IP: the consumer-facing algorithms that decide what gets watched, when and how often.

Netflix reached a $72 billion equity deal for WBD’s studio and streaming assets, while Paramount Skydance has countered with a $30-per-share hostile bid, prolonging a contest already drawing regulatory scrutiny and pricing questions. After WBD initially rejected Paramount’s bid, Paramount Skydance announced Dec. 22 it was beefing up a deal bid.

Streaming has become one of the most refined subscription machines in the consumer economy. Recurring card-on-file behavior, churn management, bundled offers and fast-growing ad tiers all depend on how well a platform can keep viewers engaged. In this model, the storefront is the product. Recommendations, rankings, searches and even the artwork people click on have become machine-learned decision systems built to maximize engagement and lifetime value.

And consumer numbers show it. As PYMNTS reported, streaming surpassed both cable and broadcast TV for the first time last June. Almost 45% of consumers now watch streaming services.

How Algorithms Shape Streaming

Netflix created the playbook for this category. WIRED noted that over 80% of viewing comes from recommendations. This shows that the algorithm is the main way for content distribution. Personalization also affects how titles are displayed. Netflix’s published research says it uses artwork-personalization models that can deliver tens of millions of customized images every second during busy times. Recently, the company has improved the infrastructure that supports these decisions by integrating a foundation model into its personalization system.

Rivals are pursuing the same goal. Warner Bros. Discovery has detailed an automated promotion system for HBO Max that pulls in watch-time signals, metadata and editorial inputs, then runs them through a machine-learning ranking model to score content for predicted uplift and relevance before placing it across the interface. Max is also tightening its feedback loop with a new “Love/Like/Not For Me” ratings tool that trains recommendations directly on user sentiment.

Amazon is pushing artificial intelligence deeper into discovery and navigation. Prime Video has tested “AI Topics” that organize content around themes rather than traditional genres, introduced AI-powered recaps and added a Fire TV feature that lets viewers jump to specific moments in a show by describing them in natural language. That shift moves discovery from “recommend a title” to “retrieve a moment,” expanding what a subscriber can do inside the interface.

Disney’s roadmap shows the same trend. Disney+ uses a real-time data architecture for actions like providing title recommendations, and Reuters has reported that ESPN plans to use AI to personalize “SportsCenter” in its standalone app, including clip creation and narration.

Personalization Moves Into Pricing

Pricing follows naturally from this shift. Streamers built artificial intelligence systems to predict what each viewer will watch, how long they will stay and what will push them to cancel. Those same signals let platforms forecast which offers a viewer will accept and which price points trigger churn. Once AI optimizes discovery, it inevitably starts to optimize revenue.

The industry is already functioning this way. Platforms run models for predicting behavior, churn predictors, quick tests, and algorithms for bundling that update recommendations in real time. They still issue fixed-price cards, but the AI-driven pricing system is already in place below the surface.

PYMNTS data shows how quickly consumers balk at price increases. In fact, the data also shows that cost is the primary factor in consumer cancellations of streaming services.

A Balancing Act

Netflix showed how quickly pricing can move. During the WBD talks, the company argued that a combined Netflix–HBO Max bundle could lower consumer costs. That pitch targets regulators, but it also hints at bundles assembled by algorithms that calculate predicted value and retention lift. Personalized pricing is spreading across industries, raising new questions about fairness and transparency.

That shift is now visible across the broader subscription economy. Enterprises in every sector are moving away from static price cards and toward models built on ongoing billing, experimentation and full lifecycle visibility.

Payments infrastructure is starting to match those needs. PYMNTS reported that Nuvei and Zuora’s new recurring-payments solution gives international enterprises a unified system for billing, global payment acceptance and transaction optimization. The integration aims to increase authorization rates, streamline reconciliation and support subscription, usage-based and hybrid revenue models at scale. Those capabilities mirror the kind of operational backbone that supports large-scale streaming subscriptions. With stronger payment performance and consolidated workflows, enterprises can move faster on new offers and remove friction across the subscription lifecycle.