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“Berlusconi really went into politics to defend his media interests and establish Mediaset as the dominant operator in Italy,” said Enders’ Godard. “You would have to call that a success from a broadcasting and a lobbying point of view. Private broadcasting exploded in the 1970s without any legal framework, and he was brave in buying companies and being the best of the entrepreneurs. Then, when the state threatened to establish legal order, he managed to move into power and protect Mediaset.”

Consolidation has been the name of the game in the recent past, but Godard believes the group ultimately has struggled with the global transition to digital, instead relying more heavily on advertising while rivals diversify.

“They made some really good commercial decisions with their converged products,” said Karen Egan, an analyst at Enders. “But the big strategic question mark — and I think the question mark’s getting bigger every day — is Nexfibre.” She said it would have to speed up its build up from about 100,000 homes a quarter to 300,000 if it is to hit that target without a deal.

“The show’s going to be 35 years old this October and it’s had presenters come and go,” says Alice Enders at Enders Analysis. “The point is that it’s the format that drives the audiences.”

Douglas McCabe, analyst at Enders, said newspaper stewardship “is not the same as widget factory management . . . For some proprietors, influence and relevance are important factors alongside commercial success.”

McCabe added that since 2018 the newspaper had “expressed quality digital publishing nous, with lower story volumes but impressive impact. Its digital subscription model, and product development, have been well executed.”

According to François Godard of the research company Enders Analysis, the landscape has changed quickly.

“Discovery already had sports in Europe and were seeing this as an opportunity to upgrade their business model,” he says. “If you have something high profile like Premier League and Champions League rights you can go direct to consumer [with Discovery+], which is where everyone wanted to go. Now companies like Disney are not only cutting costs on content but they are willing to consider licensing it too. Now you must look at [the content it will get from] BT Sport alone: does it make sense and how can it make a profit? It’s not that it’s impossible but it’s something that’s long term and it will depend a lot on relationships with third parties, like Sky, selling it to consumers for you.”