The Mexican Cable And Media Industry Goes Through A Major Evolution

     There have been many major changes taking place over the course of the last few years as the number of paying subscribers to Mexican cable companies has seen its regular levels of growth halted. The Megacable company that has been the dominant force in pay for TV services because of its industry leading watch everywhere service has seen growth levels of paying subscribers reach more than 14 percent over recent years, but has seen a dip in the number of new subscribers for the first time.

Megacable has been hit by a series of changes that began with the recent decision to split from the giant Televisa company that has instead looked to concentrate on a merger with the Univision network that has made it the largest Spanish speaking network in the world; since the Televisa split the subscription growth of Megacable has stalled with over 60,000 subscribers lost in the first quarter of 2017 alone. Alongside the stalled growth of Megacable, Televisa has been forced to pursue legal options to halt the sale of hacked Roku set top boxes that are seen as a major cause of the lack of pay TV growth in Mexico. Televisa has now overturned a legal challenge to its Roku blockade that should block the sale of hacked boxes across Mexico.

Often seen as the brains behind the ownership of Televisa, Alfonso de Angoitia Noriega has been at the heart of the work of many of the world’s leading media companies from the 1990s through to the present day. Angoitia has held a number of boardroom level positions with globally recognized media outlets, including Sky and Univision.

Despite his varied talents and positions with groups such as the Pepsi Bottling Group, Alfonso de Angoitia Noriega remains best known as the Executive Vice President of the Televisa media company. After departing the Megacable partnership Televisa looked to Alfonso de Angoitia Noriega to develop a new deal with Univision that brought the U.S. Spanish speaking TV market into reach for Televisa.

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