Grupo Televisa SA Fundamental Company Report Including Financial, SWOT, Competitors and Industry Analysis

Date: May 15, 2018
Pages: 50
US$ 499.00
Grupo Televisa SA Fundamental Company Report Including Financial, SWOT, Competitors and Industry Analysis
Publisher: BAC Reports
Report type: Strategic Report
Delivery: E-mail Delivery - PDF (on default),
Hard Copy Mail Delivery (+US$ 190.00)
ID: G1784F369B4BEN

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Grupo Televisa SA Fundamental Company Report Including Financial, SWOT, Competitors and Industry Analysis
Grupo Televisa SA Fundamental Company Report provides a complete overview of the company’s affairs. All available data is presented in a comprehensive and easily accessed format. The report includes financial and SWOT information, industry analysis, opinions, estimates, plus annual and quarterly forecasts made by stock market experts. The report also enables direct comparison to be made between Grupo Televisa SA and its competitors. This provides our Clients with a clear understanding of Grupo Televisa SA position in the Media Industry.

  • The report contains detailed information about Grupo Televisa SA that gives an unrivalled in-depth knowledge about internal business-environment of the company: data about the owners, senior executives, locations, subsidiaries, markets, products, and company history.
  • Another part of the report is a SWOT-analysis carried out for Grupo Televisa SA. It involves specifying the objective of the company's business and identifies the different factors that are favorable and unfavorable to achieving that objective. SWOT-analysis helps to understand company’s strengths, weaknesses, opportunities, and possible threats against it.
  • The Grupo Televisa SA financial analysis covers the income statement and ratio trend-charts with balance sheets and cash flows presented on an annual and quarterly basis. The report outlines the main financial ratios pertaining to profitability, margin analysis, asset turnover, credit ratios, and company’s long-term solvency. This sort of company's information will assist and strengthen your company’s decision-making processes.
  • In the part that describes Grupo Televisa SA competitors and the industry in whole, the information about company's financial ratios is compared to those of its competitors and to the industry. The unique analysis of the market and company’s competitors along with detailed information about the internal and external factors affecting the relevant industry will help to manage your business environment. Your company’s business and sales activities will be boosted by gaining an insight into your competitors’ businesses.
  • Also the report provides relevant news, an analysis of PR-activity, and stock price movements. The latter are correlated with pertinent news and press releases, and annual and quarterly forecasts are given by a variety of experts and market research firms. Such information creates your awareness about principal trends of Grupo Televisa SA business.

About Grupo Televisa SA

Grupo Televisa, S.A.B., together with its subsidiaries, operates as a media company in Mexico and internationally. The company has interests in television production and broadcasting, production of pay-television networks, international distribution of television programming, direct-to-home satellite services, cable television and telecommunication services, magazine publishing and distribution, radio production and broadcasting, professional sports and live entertainment, feature-film production and distribution, the operation of a horizontal Internet portal, and gaming.

As of December 31, 2009, the company had exported 65,449 hours of programming to approximately 57 countries. The company publishes the Spanish-language magazine in the world approximately 153 million magazines with 178 titles in approximately 20 countries. The company produces pay television channels with national and international feeds, which reach subscribers throughout Latin America, the United States, Canada, Europe and the Asia Pacific.

The company owns 58.7% of Sky, a DTH satellite television provider in Mexico, Central America, and the Dominican Republic. The company is also a shareholder in three Mexican cable companies, Cablevisión, Cablemás, and TVI. The company owns 51% of Cablevision, 50% of TVI, and 58.3% of Cablemás. The company also owns, a digital entertainment Web portal in Latin America, a gaming business which includes bingo parlors, a 75% stake in a radio company as of December 31, 2009 of the Mexican territory, a feature film production and distribution company, soccer teams, and a stadium in Mexico.


The company conducts its operations through six segments: Television Broadcasting, Pay Television Networks, Programming Exports, Publishing, Sky, and Cable and Telecom.

Television Broadcasting

The Television Broadcasting segment includes the production of television programming and nationwide broadcasting of Channels 2, 4, 5 and 9 (television networks), and the production of television programming and broadcasting for local television stations in Mexico and the United States. The broadcasting of television networks is performed by television repeater stations in Mexico, which are wholly-owned, majority-owned or minority-owned by the company.

Pay Television Networks

The Pay Television Networks segment includes programming services for cable and pay-per-view television companies in Mexico, other countries in Latin America, the United States and Europe. The programming services consist of both programming produced by the company and programming produced by others.

Programming Exports

The Programming Exports segment offers international licensing of television programming.


The Publishing segment primarily publishes Spanish-language magazines in Mexico, the United States, and Latin America.


The Sky segment provides direct-to-home broadcast satellite pay television services in Mexico.

Cable and Telecom

The Cable and Telecom segment operates a cable television system in the Mexico City metropolitan area (Cablevisión); beginning in 2009, the operation of cable and telecommunications networks covering Monterrey and suburban areas (TVI). This segment also provides data and long-distance services solutions to carriers and other telecommunications service providers through its fiber-optic network in Mexico and the United States.

Other Businesses

The Other Businesses segment includes the company's domestic operations in sports and show business promotion, soccer, feature film production and distribution, Internet, gaming, radio, and publishing distribution.

Strategic Alliances

In 2009, the company entered into a strategic alliance agreement with Genomma Lab Internacional, S.A.B. de C.V., (Genomma Lab), to sell and distribute personal care and over the counter pharmaceuticals in the United States and Puerto Rico. The strategic alliance would operate through Televisa Consumer Products USA, (TCP), a company owned 51% by Televisa and 49% by Genomma Lab. The sale and distribution of Genomma Lab’s products would be an integral part of the activities of TCP.

In February 2010, the company entered into an Investment and Securities Subscription Agreement, or Investment Agreement with NII pursuant to which the company would acquire a 30% equity interest in Comunicaciones Nextel de Mexico, S.A. de C.V., (Nextel Mexico).

In 2009, the company entered into new agreements, by which Multijuegos obtained from Scientific Games a license for the lottery software and the electronic terminals, communications equipment and hardware of the lottery system to operate directly the same.


Grupo Televisa, S.A.B. was founded in 1990.

The above Company Fundamental Report is a half-ready report and contents are subject to change.
It means that we have all necessary data in our database to prepare the report but need 2-3 days to complete it. During this time we are also updating the report with respect to the current moment. So, you can get all the most recent data available for the same price. Please note that preparation of additional types of analyses requires extra time.




1.1. Key facts
1.2. Financial Performance
1.3. Key Executives
1.4. Ownership and Major Holders
1.5. Company History


2.1. Business Description
2.2. Major Products and Services
2.3. Markets and Sales Activities
2.4. Locations, Subsidiaries, Operating Units


3.1. Overview
3.2. Strengths
3.3. Weaknesses
3.4. Opportunities
3.5. Threats


4.1. Financial Statements
  4.1.1. Income Statement
  4.1.2. Balance Sheet
  4.1.3. Cash Flow
4.2. Financial Ratios
  4.2.1. Profitability
  4.2.2. Margin Analysis
  4.2.3. Asset Turnover
  4.2.4. Credit Ratios
  4.2.5. Long-Term Solvency
  4.2.6. Growth Over Prior Year
  4.2.7. Financial Ratios Charts
4.3. Stock Market Snapshot


5.1. Grupo Televisa SA Direct Competitors
5.2. Comparison of Grupo Televisa SA and Direct Competitors Financial Ratios
5.3. Comparison of Grupo Televisa SA and Direct Competitors Stock Charts
5.4. Grupo Televisa SA Industry Analysis
  5.4.1. Media Industry Snapshot
  5.4.2. Grupo Televisa SA Industry Position Analysis


6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events


7.1. Experts Opinion
7.2. Experts Estimates



9.1. Political Factors
9.2. Economic Factors
9.3. Social Factors
9.4. Technological Factors
9.5. Environmental Factors
9.6. Legal Factors


10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix





Grupo Televisa SA Key Facts
Management Effectiveness
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
Grupo Televisa SA Key Executives
Key Executives Biographies1
Key Executives Compensations1
Grupo Televisa SA Major Shareholders
Grupo Televisa SA History
Grupo Televisa SA Products
Revenues by Segment
Revenues by Region
Grupo Televisa SA Offices and Representations
Grupo Televisa SA SWOT Analysis
Yearly Income Statement Including Trends
Income Statement Latest 4 Quarters Including Trends
Yearly Balance Sheet Including Trends
Balance Sheet Latest 4 Quarters Including Trends
Yearly Cash Flow Including Trends
Cash Flow Latest 4 Quarters Including Trends
Grupo Televisa SA Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Credit Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
Grupo Televisa SA Capital Market Snapshot
Grupo Televisa SA Direct Competitors Key Facts
Direct Competitors Profitability Ratios
Direct Competitors Margin Analysis Ratios
Direct Competitors Asset Turnover Ratios
Direct Competitors Credit Ratios
Direct Competitors Long-Term Solvency Ratios
Media Industry Statistics
Grupo Televisa SA Industry Position
Company vs. Industry Income Statement Analysis
Company vs. Industry Balance Sheet Analysis
Company vs. Industry Cash Flow Analysis
Company vs. Industry Ratios Comparison
Grupo Televisa SA Consensus Recommendations1
Analyst Recommendation Summary1
Price Target Summary1
Experts Recommendation Trends1
Revenue Estimates Analysis1
Earnings Estimates Analysis1
Historical Surprises1
Revenue Estimates Trend1
Earnings Estimates Trend1
Revenue Revisions1


Grupo Televisa SA Annual Revenues in Comparison with Cost of Goods Sold and Gross Profit
Profit Margin Chart
Operating Margin Chart
Return on Equity (ROE) Chart
Return on Assets (ROA) Chart
Debt to Equity Chart
Current Ratio Chart
Grupo Televisa SA 1-year Stock Charts
Grupo Televisa SA 5-year Stock Charts
Grupo Televisa SA vs. Main Indexes 1-year Stock Chart
Grupo Televisa SA vs. Direct Competitors 1-year Stock Charts
Grupo Televisa SA Article Density Chart

1 – Data availability depends on company’s security policy.
2 – These sections are available only when you purchase a report with appropriate additional types of analyses.
The complete financial data is available for publicly traded companies.

SWOT Analysis

SWOT, which stands for Strengths, Weaknesses, Opportunities and Threats, is an analytical framework that identifies the internal and external factors that are favorable and unfavorable for a company.

Enhanced SWOT Analysis

Enhanced SWOT is a 3×3 grid that arranges strengths, weaknesses, opportunities and threats into one scheme:

  • How to use the strengths to take advantage of the opportunities?
  • How to use the strengths to reduce likelihood and impact of the threats?
  • How to overcome the weaknesses that obstruct taking advantage of the opportunities?
  • How to overcome the weaknesses that can make the threats a reality?

Upon answering these questions a company can develop a project plan to improve its business performance.

PESTEL Analysis

PESTEL (also termed as PESTLE) is an ideal tool to strategically analyze what influence different outside factors – political, economic, sociocultural, technological, environmental and legal – exert on a business to later chart its long term targets.

Being part of the external analysis when carrying out a strategic assessment or performing a market study, PESTEL gives an overview of diverse macro-environmental factors that any company should thoughtfully consider. By perceiving these outside environments, businesses can maximally benefit from the opportunities while minimizing the threats to the organization.

Key Factors Examined by PESTEL Analysis:

  • Political – What opportunities and pressures are brought by political bodies and what is the degree of public regulations’ impact on the business?
  • Economic – What economic policies, trends and structures are expected to affect the organization, what is this influence’s degree?
  • Sociological – What cultural and societal aspects will work upon the demand for the business’s products and operations?
  • Technological – What impact do the technological aspects, innovations, incentives and barriers have on the organization?
  • Environmental – What environmental and ecological facets, both locally and farther afield, are likely to predetermine the business?
  • Legal – What laws and legislation will exert influence on the style the business is carried out?

IFE, EFE, IE Matrices

The Internal Factor Evaluation matrix (IFE matrix) is a strategic management tool helping audit or evaluate major weaknesses and strengths in a business’s functional areas. In addition, IFE matrix serves as a basis for identifying and assessing relationships amongst those areas. The IFE matrix is utilised in strategy formulation.

The External Factor Evaluation matrix (EFE matrix) is a tool of strategic management that is typically utilised to assess current market conditions. It is an ideal instrument for visualising and prioritising the threats and opportunities a firm is facing.

The essential difference between the above mentioned matrices lies in the type of factors incorporated in the model; whilst the latter is engaged in internal factors, the former deals exceptionally with external factors – those exposed to social, political, economic, legal, etc. external forces.

Being a continuation of the EFE matrix and IFE matrix models, the Internal External matrix (IE matrix) rests upon an investigation of external and internal business factors integrated into one suggestive model.

Porter Five Forces Analysis

The Porter’s five forces analysis studies the industry of operation and helps the company find new sources of competitive advantage. The analysis surveys an industry through five major questions:

  1. What composes a threat of substitute products and services?
  2. Is there a threat of new competitors entering the market?
  3. What is the intensity of competitive rivalry?
  4. How big is the bargaining power of buyers?
  5. How significant is the bargaining power of suppliers?

VRIO Analysis

VRIO stands for Value, Rarity, Imitability, Organization. This analysis helps to evaluate all company’s resources and capabilities and bring them together into one aggregate table that includes:

  • Tangible resources
    • Financial
    • Physical
    • Technological
    • Organizational
  • Intangible resources
    • Human
    • Innovation and Creativity
    • Reputation
  • Organizational capabilities

The result of the analysis gives a clear picture of company’s competitive and economic implications, answering the questions if the resources mentioned above are:

  • Valuable?
  • Rare?
  • Costly to imitate?
  • Organized properly?
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