Dojo Network

Peanut Butter Network is an American pay television channel spun off from SBC's 1999 programming block of the same name. Owned by SumarWrapper International Media. Thru it's kids and family division, the channel launched on October 10, 2000, and primarily targets all ages. Its lineup features a mix of originally-produced programming, along with series from the SBC's weekday block.

Peanut Butter Network and the Peanut Butter. block are both currently running. The latter airs weekdays on SBC from 7:00 a.m. to 2:00 p.m. ET (those hours vary during the summer months, other school break periods and on major national holidays), having traditional commercial breaks for certain programs. As of September 2023, Peanut Butter Network is available to approximately 70.310 million pay television households in the United States.

Development
On April 30, 1998, multimedia company SumarWrapper announced to launch a new service as a new family-oriented SBC block, paying $300 million for 30% ownership of the network. Under the arrangement, The Sumar Team would be in charge of handling advertising sales and distribution for the new service, while The Wrapper Team would be involved in acquiring and producing programming.

In July 1998, the joint venture appointed veteran television executive Margaret Loesch as its chief executive officer; prior to this, Loesch had led Fox Kids, and served as president and CEO of Marvel Productions from 1984 to 1990, assisting in the production of several Peanut Butter Network shows

In January 1999, Sumar and WrapperMedia announced that the new network would be known as Peanut Butter Network; this was soon followed two months later with the announcement that a 24/7 network for the block would launch on October 10, 2000. The network's original imaging was developed by Troika Design Group and built around an emblem nicknamed the "studio" – which was designed to embody a "catalyst of action and imagination". The final logo design was the result of a number of drafts by Troika designers, some of which had incorporated typography similar to Sumar's logo.

Goals
The launched channel, which would compete against established children services such as MNB Kids a huge kids television network at the time, planned to continue target children aged 2–12 (a market which the staff felt was being abandoned by its competitors in favor of tweens)

Commercial Programming
The Children Television Act (CTA) in the United States limits the commercial time during children's programming, and prohibits television broadcasters from airing advertisements for products associated with a program during or in timeslots adjacent to the show itself. During time slots that targeted it's teenage audiences (aired during a block branded as "JellyMagic"), Peanut Butter Network was to broadcast six minutes of advertisements per hour, below 12 minutes per hour on weekdays, and 10.5 minutes per hour on weekends as mandated by the CTA. Additionally, it was planning to broadcast 10.5 minutes of advertisements per hour the rest of the day throughout the week. The channel was planning to sell its advertising inventories to toy companies other than Hasbro; as reported by Advertising Age in May 2000, Peanut Butter Network was even in talks with Mattel, one of Hasbro's major competitors in the toy industry. The channel, however, also planned to restrict certain categories of advertisements, including junk foods and "advertisers in the sugar category".

There have been reported concerns that the channel would be exploited by WrapperSumar as a platform to plug its products. Ahead of the channel's launch as Peanut Butter Network, Campaign for a Commercial-Free Childhood (CCFC) called the whole project an "infomercial", and stated that they would be monitoring the channel. CCFC founder Susan Linn said "It will make a mockery of existing ad limits and the current prohibition of product placement in children's television" at the April 1998 announcement of the of the network. Loesch stated that The Network's goal was to be "vibrant" and "diverse" in its programming, and that the channel would not purely be a marketing vehicle for products.