business

Decathlon has just bought Intersport in Spain. And with this, a business model closes: multi-brand sports retail.

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Decathlon has notified the CNMC the acquisition of Intersport CCS in Spain. The operation would add some 120 stores (30 owned and 90 franchised) to the 176 stores that Decathlon already operates in the country. Now the regulator You have one month to make a statement in first phase. Why is it important. This purchase closes one business model and consolidates another: Intersport represented the retail traditional sports: multi-brand, with Nike, Adidas, Puma and company on its shelves. Decathlon is the opposite: the own brand (Van Rysel, Quechua, Kiprun…) is what dominates, with mainly low prices, or at least lower than those of the big brands, and total control of the value chain. The first has gone bankrupt and the second keeps its locations. The background. Intersport entered bankruptcy in March 2025 with a debt of between 14 and 30 million euros. Tried to get 70% cuts with banks like BBVA and Sabadell, and with suppliers like Nike and Puma, but it didn’t work. In November, Intersport France bought the business for 300,000 euros and now it is Decathlon who takes it entirely. Between the lines. The battle of retail sports is no longer so much about what brands you sell as about how many square meters you control and what you sell within. The big sports brands have opted for direct sales to the consumer (Nike closing distributors, for example, although he got a frog). Intersport was trapped selling brands that no longer needed it to reach the customer, without great differentiation of its own and with very high inventory costs. Nike and Asics are not Kalenji and Artengo. Yes, but. Decathlon buys Intersport largely because it buys key locations before they are occupied by Amazon, Shein (which is about to physically disembark in Europe) or any other e-commerce actor that needs a physical presence at least to facilitate returns and collections. In it retail 2026, the physical store continues to be differential, but only if you sell products that cannot be easily purchased online. A Van Rysel cycling set is not on Amazon. Some Nikes, yes. The contrast. This is not very different from what happens in the food sector: Mercadona dominates because it sells its few own brands and controls the chain. Multi-brand supermarkets (those that only distribute) are in a more complicated position. He retail sports follows the same pattern: consolidate or die. Stores without their own identity tend to disappear. And now what. If the CNMC approves the operation, Decathlon will reinforce its hegemony in Spain. But the news is not so much the number of stores as the model that remains standing. In 2026, those who control what they produce, how they sell it, and where they distribute it survive survive. The rest is noise. In Xataka | Wallapop taught us how to sell used things. Decathlon has learned to make money with it Featured image | Decathlon, Intersport

Three chains are devouring the supermarket business in Spain year after year: Mercadona, Lidl and Aldi

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From ugly duckling to goose that lays the golden eggs. The white label revolution seems to find no ceiling in the retail Spanish. Until not so long ago, the brands associated with supermarkets carried a stigma in Spain compared to items from manufacturer brands clearly recognized by customers. It was not even strange for words like “Estandado” to be used in a pejorative way. Buying white was synonymous with buying ‘poor quality’‘option B’. Not anymore. Spanish families are increasingly betting on white label. And that is making gold for some of the country’s big chains. What has happened? That the white label is experiencing his particular revolution in it retail Spanish. And that is still striking if you take into account that until not so long ago, firms like Hacendado or Auchan carried a certain stigma compared to their competitors, the brands associated with manufacturers. It’s nothing new. For a long time we have been confirming how the white label is driving some chains of “short assortment”supermarkets that are committed to offering customers a limited selection of items. That is, instead of including a dozen different brands of cookies (or other items) on their shelves, they offer only two or one, among which they include their own brand. Chain Market share in value Difference (PP) compared to the 2024 quota Mercadona 37.0% 0.9 Carrefour Group 12.3% -0.2 Lidl 8.0% 0.5 Day Group 4.7% 0.1 Consum Group 4.5% 0.0 Eroski Group 4.4% -0.1 Alcampo Group 3.6% -0.3 aldi 2.5% 0.4 Bon Preu Group 2.4% 0.0 You save 23% 0.1 Gadis Group 1.7% 0.0 Magnifying glass 1.1% -0.1 El Corte Inglés Group 1.0% -0.2 dinosol 0.9% 0.0 Froiz 0.8% 0.0 Alimerka 0.8% 0.0 Rest of Modern distribution 12.0% -1.1 Why is it news? Because the latest data from 2025 reveal that this strategy is driving some brands to catapult them to unprecedented market shares. This is suggested by at least one recent report from Algori on consumption prepared with data from the first ten months of the year. The study shows that at the end of October the three chains that were gaining the greatest market share (in terms of value) in Spain were Mercadona (0.9 percentage points), Lidl (0.5 pp) and Aldi (0.4). Between the three, they also held a market share of 47.5%, a share clearly led by Juan Roig’s company, which alone holds 37%. DIA and Ahorramás are also growing, while others like Carrefour, Alcampo or Eroski are stagnating or decreasing. Chain % of white label sales 2023 % of white label sales 2024 % of white label sales 2025 Lidl 79.7% 81.9% 80.7% Mercadona 72.9% 74.5% 77.8% aldi 68.8% 69.1% 74.5% Day 54.2% 56.3% 65.1% consumption 33% 35.9% 37.4% Carrefour 29.3% 31.4% 33.3% Eroski 25.6% 28.4% 31.2% Alcampo 21.5% 24.3% 23.8% Why is it important? Because Mercadona, Lidl and Aldi are not just any chains. They are precisely the ones that give the greatest prominence to their own brands. At least according to another recent study from Worldpannel by Numerator, which shows that if we talk about the weight of private labels in total sales, Lidl heads the list with 80.7%, followed by Mercadona (77.8%) and Aldi (74.5%). In summary: the chains that gained the greatest market share in 2025 were the ones that most clearly opted for their own products, a strategy that often arrives backed by aggressive price differentiation. elEconomista.es precise Furthermore, Mercadona, Lidl and Aldi have increased their market shares to record figures. Their 47.5% share is more than two percentage points higher than last year, when they accounted for a total of 45.2% of the market. Everything, they explain from Algori, while the entire sector experiences growth both in terms of volume and value. And what are the forecasts? The sector is optimistic. AECOC, the consumer association, states in one of its latest reports that 44% of companies expect to close 2025 with growth data above 5%. 28% expect to increase their activity, although to a lesser extent, and 11% expect to fall. They are led by Lidl and especially Mercadona, which has been expanding its market share until it approaches or even surpasses 30% thanks to a strategy based on white label, territorial dispersion and ready-made foods. Images | Wikipedia and Vitaly Gariev (Unsplash) In Xataka | Mercadona has found a vein to grow beyond its white label and prepared food: tourism

Christmas has become the big business of happiness, and that turns sadness into something revolutionary

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“The second most important fact about Christmas is that it is one of the times of year when the suicide rate increases.” This is how a text by Alasdair MacIntyre, one of the most important moral philosophers of the 20th century, begins. circulates on the internet every Christmas. We know that the data is not true (no more people commit suicide at this time) and, in fact, we are not even sure that this text was written by MacIntyre (although the reference also appears in his main work): However, it is something that keeps repeating itself over and over again. It will be because, despite the lights and the fanfare, there are many people who approach the ‘happy holidays’ as something deeply sad. The great Christmas dissonance. There are many ways to view Christmas, but in almost all of them there is something of a great social celebration of happiness. It is the time of sharing, of meeting loved ones, of reconciliation, of taking advantage of the time as if another spring were not going to come after the barren winter. But what if we don’t want/need/can feel that way? That is, what if in the middle of that chorus of messages, posters and songs that tell us that we should be fine, what we feel is that, simply, “we are not”? Usually, when the implicit norm is “feeling grateful, generous and happy”, anything that goes beyond that is perceived with a mixture of shame and self-criticism; puts on a “good face” (emotional performance) and fatigue, irritability and you end up burning. And everything we lack. “Christmas is also a recounting”, said the writer Gonzalo Torné. “It is the day that as children they taught us what our family landscape was, the people who were interested in us and whom we could count on. And the day that, absence after absence, we confirmed the fragility of what as children we learned as something stable.” The duels. It is a quite precise text: during this type of festival, all the duels that we carry behind us are also activated. It’s not just about “nostalgia”, it’s about everything a ritual of remembering absences on which we have built our lives. Just as the idea that MacIntyre mentioned at the beginning does not fit the data, the truth is that, among the population treated in psychiatric emergencies at Christmas, the “stressors that are repeated the most“are loneliness and being-without-family. A “pressure cooker.” Because, let’s face it, last year up to 20% of Spaniards They experienced political fights at some family dinner. Six out of ten, in fact, avoid talking about controversial topics not to argue: the great “polarization” is converting all in one problem (that adds to material stress and unequal loads). Many reasons, only one why. MacIntyre said that much of this is because “we have lost any ability to understand our lives as something that embodies a narrative structure—not to mention narratives in which there is hope for a happy ending.” No need to go that far. Everything seems to indicate that it is something simpler: Christmas runs the risk of becoming something sad when it becomes an emotional obligation. That is the great design problem of these parties, which, being made to “feel accompanied”, by contrast, make losses, inequalities and fractures visible. We need to reclaim sadness… also at Christmas. In recent years, and with increasing force, positive thinking has become fashionable. Ideas like “You have to be optimistic”, “Don’t give up” or “Always positive, never negative” have become true mantras of our time. But as he says the teacher Jose César Peralesfrom the University of Granada, positive thinking has serious problems that we overlook due to its friendly and adorable appearance. Our culture, increasingly full of characters, is gradually distancing us from a simple truth: that “we suffer, hate or are envious because they are the way we live reality. Denying it, embracing an irrational and meaningless positivism, is the contemporary way of denying ourselves.” Isn’t Christmas a good time to accept ourselves? Image | Bryan Heng In Xataka | Toledo promised them happy holidays with its 49-day mega Christmas. Until the neighbors said ‘not so fast’

Russia’s ghost fleet has changed its business model. Oil has given way to a much bigger target: Europe

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Since the full-scale invasion of Ukraine in 2022, Russia has not only built a vast fleet of tankers to avoid Western sanctions and continue exporting crude oil from the Baltic and the Black Sea, but has turned that logistical infrastructure into something much more ambitious. How much? The size of an old continent. The fleet in the shadows. According to Western and Ukrainian intelligence sources cited by CNN, Part of this so-called shadow fleet is being used as a covert platform for espionage and hybrid operations in European waters. We are talking about hundreds of ships that routinely sail near the coasts of EU and NATO countries, generating income of hundreds of millions of dollars for Moscow while, at the same time, expanding the radius of action of its security services away from Russian territory. “Civilian” crews with a detail. The pattern detected by the intelligence services is revealing. Many of these tankers, registered under flags of convenience and with mostly Asian or African crews, incorporate just before setting sail to one or two Russian citizens additional. The crew lists show as simple “technicians”but his background tells another story: former police officers, members of special units of the Ministry of the Interior, veterans of the Russian army or former mercenaries linked to Wagner. They are often the only Russians on board and, according to testimonies of Danish maritime pilots and European observers, exercise an authority that goes beyond the civilian chain of command, even imposing itself over the ship’s captain. Moran Security and privatization. Many of these men would be linked to Moran Security Groupa private Russian company with deep ties to the FSB, GRU, and the Kremlin’s military contractor ecosystem. Moran was sanctioned by the United States Treasury in 2024 for providing armed security services to Russian state companies, and his history connects directly with Wagner and with operations in scenarios such as Syria or Somalia. Its corporate structure (with registrations in Moscow and in opaque jurisdictions such as Belize) and its professional profile, explicitly oriented to recruit veterans of special forces, fit perfectly into the logic of hybrid warfare: formally private actors that allow the Russian state to operate with a high degree of plausible deniability. Espionage and internal control. The functions of these “technicians” would not be limited to protecting the cargo. Ukrainian and Western sources maintain that also supervise captains non-Russian vessels to ensure that the ships are acting in the interests of the Kremlin and that, in at least one documented case, took photographs of European military installations from one of these tankers. Furthermore, although details are scarce, intelligence services suggest that some of these men have participated in acts of sabotage. These would not be direct confrontations, but rather low-profile actions designed to collect information, generate uncertainty and strain the limits of the Western response. The Boracay case. He Boracay tanker illustrates this dynamic well. Sanctioned, with frequent changes of name and flag, two Russian citizens embarked in September in the port of Primorsk, near Saint Petersburg. Both were listed as technicians and were the only Russians among a crew of Chinese, Burmese and Bangladeshis. Coincidence or not, his crossing through Danish waters overlapped with a wave of sightings of drones near the Copenhagen airport and Danish military bases. Days later, the ship was boarded by the French navy against Brittany for irregularities in their documentation. No drones were found on board, but the presence of the two Russians came to light and they were discreetly questioned. For some analyststemporal correlation proves nothing, but for others It fits too well with the pattern of trial and error in the “gray zone.” Drones, sensors and something new. Beyond Boracay, Swedish and Danish authorities have detected on other ships in the shadow fleet antennas and masts not usually found on civilian merchant ships, as well as hostile behavior towards inspectors and an obsession with photographing critical infrastructure. In an environment like the Baltic, a strategic bottleneck surrounded by NATO countries, any anomalous activity becomes a disproportionate weight. For European security services, these ships are ideal mobile platforms: seemingly legal, difficult to intercept without diplomatic escalation and capable of approaching ports, cables, bases and airports without raising immediate alarms. Hybrid warfare at sea. All this fits with a broader strategy that senior intelligence officials, such as the new head of British MI6describe as constant testing “below the threshold of war.” Drones near airports, aggressive activity at sea, discreet sabotage and covert espionage are part of the same repertoire. The shadow fleet is not only an economic instrument to circumvent sanctions, but an extension of the Russian security apparatus, capable of operating in a space where Western legal and military responses are slow and politically sensitive. The European dilemma. Europe thus faces an uncomfortable decision. Intercepting ships without insurance, with dubious documentation or with armed personnel on board could stop these practices, but it also carries the risk of a direct russian reaction. As summarized on CNN a veteran Danish maritime pilot, no small country wants to be the first to make the move. The answer, if it comes, will have to be collective. Meanwhile, the shadow fleet continues growing and sailingdemonstrating that for the Kremlin the war is not only being fought in Ukraine, but also in the seas surrounding Europe, silently and in civilian uniform. Image | kees torn, Greg Bishop In Xataka | For years Europe has wondered how to stop the Russian ghost fleet. Ukraine just showed you the way: with AI In Xataka | A ghost fleet has mapped the entire underwater structure of the EU. The question is what Moscow is going to do with that information.

Warner series, franchises and business units that will be owned by Netflix

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Netflix did not need to demonstrate creative capacity: its own production had become the reference for global streaming. However, the announced agreement to acquire Warner Bros. Discovery’s studio and streaming business introduces a change in scale if regulators end up approving the operation. It is not about adding a few more series, but about integrating a studio with decades of history, the area where HBO is located and a very relevant part of its catalog, in addition to several franchises that have marked popular culture. Faced with such a move, the inevitable question is what, exactly, will become under the control of Netflix, without this meaning that everything will appear tomorrow in its application. The agreement is not closed yet and depends on several formal steps. Netflix and Warner Bros. Discovery have announced that the operation, valued at $72 billion in capital and some $82.7 billion in enterprise value, can only be completed after spinning off the new Discovery Global company. From there, the process will be in the hands of the regulators, which could take between 12 and 18 months to review an integration of this magnitude and could impose additional conditions or, in the worst case scenario, block it. The perimeter of the deal: what actually goes into the package. Official communications and media analysis agree that the operation covers the historical core of the study. That includes Warner Bros. Pictures, responsible for its film catalog, and Warner Bros. Television, the basis for some of the most influential series of recent decades. Added to that block are HBO and the HBO Max platform, which are part of the streaming business that Netflix intends to integrate, as well as DC Studios. The inclusion of Warner Bros. Games is not detailed in the first press release. What’s left out: the new Discovery Global. The operation does not cover the entire Warner Bros. Discovery. Before completion, the company must spin off a block of channels and services that will not come under Netflix control. Warner Bros. Discovery’s corporate plans indicate that this group will be integrated into the new Discovery Global, an independent company that will maintain assets such as CNN, Discovery Channel, TBS, TNT in the United States, Food Network, HGTV, Discovery+ and part of the sports operations, including TNT Sports US. Film franchises: from Hogwarts to Gotham. Netflix and Warner’s own joint communication serves as a guide to understanding the caliber of the film franchises involved. It mentions specific titles such as ‘Harry Potter’, the DC Universe, ‘The Wizard of Oz’, ‘Casablanca’ and ‘Citizen Kane’, along with television brands such as ‘Friends’, ‘The Big Bang Theory’, ‘The Sopranos’ and ‘Game of Thrones’, as a sample of the archive that accompanies the study. From that base, media like Newsweek and What’s on Netflix broadens the focus and they point out that, within Warner’s recent filmography, sagas such as ‘Dune’ or ‘The Matrix’ also appear as part of the fund that would remain under the management of the studio controlled by Netflix, always with the caution that it is not an official list title by title. Warner’s animated treasure. Among the assets least visible to the general public, but widely cited in coverage of the agreement, There is the extensive animation catalog that accompanies the Warner studio. There, icons like ‘Looney Tunes’, ‘Tom and Jerry’ and ‘Scooby-Doo’ are mixed with series that defined Cartoon Network’s identity, from ‘The Powerpuff Girls’ and ‘Dexter’s Laboratory’ to ‘Adventure Time’, ‘Regular Show’ and ‘Steven Universe’. The interactive leg of the deal is best understood if we look at what it means, in practice, for Warner Bros. Games to change ownership. Although the first corporate communication did not go into that level of detail, specialized media such as GameDeveloper have cited to a company spokesperson to confirm that the video game division is entering into the operation with Netflix. What is confirmed and what remains unknown. At this point we can draw a relatively clear line between what is confirmed and what still depends on third parties. The perimeter of the agreement falls into the first group: Netflix and Warner have explained that the package includes film and television studiosthe area where HBO and HBO Max and the video game division are included, while the linear channels are grouped into Discovery Global. We also know that franchises such as ‘Harry Potter’, the DC Universe, ‘Friends’ or ‘Game of Thrones’ are mentioned by the parties themselves as examples of the archive they provide. What remains open is when and how this will be reflected in the catalog of each country, what will happen with co-productions and previous licenses already signed and to what extent regulators will impose additional conditions or, in the most extreme scenario, decide to stop the operation. The real impact of this operation will be noticed over time, not from one day to the next. If the agreement receives the approval of regulators, Netflix will manage a studio with a historical weight that is difficult to replicate and a library that has defined much of recent audiovisual culture. What the viewer will see will be a gradual transition, marked by pre-existing licenses and agreements that must be respected, with different schedules depending on the country and type of content. Even so, the movement anticipates a stage in which the platform will stop depending so much on third parties and will consolidate its own base of content that, until now, it could only license. Images | Netflix | Warner In Xataka | All the unanswered questions left by Netflix’s purchase of Warner: a huge mess

The premises that were occupied by the business reopen as tourist houses and apartments

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“That’s one and there’s another one. See that one over there? It was a bar. Now it has four rooms in it.” A neighbor speaks de Vallecas and what he points his finger to are street-level premises that once housed fruit shops, haberdasheries, drugstores, grocery stores, pharmacies or bank branches and have now mutated into homes. Some of them are home to families who have resigned themselves to going about their daily lives in spaces that, warn from a neighborhood association in the area, they are poorly ventilated. Others are dedicated to a business juicier: vacation rental. It is the umpteenth example of the tourism from Madrid. A neighborhood in transformation. The Puente de Vallecas district is changing. And in a way that does not convince a good part of its neighbors. Over the last few years, people who go about their daily lives there have found that premises that previously housed neighborhood businesses, such as fruit shops or bakeries, have lowered the blinds to reopen, converted into something very different. In what? Housing. Or (increasingly) tourist accommodation, spaces designed for millions of tourists who visit Madrid every year. The residents of Vallecas know this from the flow of tourists they see through the streets because it is not strange that the new tourist apartments located on ground floors operate 100% virtually: customers make their reservations through platforms such as Booking, pay and access through code opening systems or the padlock boxes that have become so popular in other destinations. “It is increasing”. The phenomenon is striking enough to have caught the attention of Europa Press, which recently visited the Puente de Vallecas for talks with its inhabitants and some neighborhood associations. The nuances change, but not the discourse: all the people interviewed by the agency agree that the spaces left free by the businesses that close in the area are ‘reborn’ converted into homes, either for families or (increasingly) for tourists. “It’s increasing,” Javier Moral recognizesfrom the Dona Carlota de Numancia Neighborhood Association. The emphasis is not only on this reconversion of spaces at street level, but on what it represents for the life of the neighborhood. Occupied by tourists… and families. In Moral’s opinion, new homes often do not meet “habitability conditions”, which leads him to be suspicious of the real effectiveness of habitability cells. Europa Press explains that within these converted premises you can find tourists who demand cheaper accommodation than those advertised in the heart of Madrid (without giving up being just a few minutes from Atocha station), but also families conditioned by the price escalation of the rent. The problem, Jorge Nacarino insistsfrom the Federation of Neighborhood Associations of Madrid, is that “many times” these apartments “do not meet sufficient requirements due to size or ventilation.” The trend is more important than it may seem at first glance because it does not just represent a change in use. By replacing hairdressers, shoe stores or pharmacies with tourist apartments, the neighborhood loses neighborhood “meeting points” and forces residents to travel further and further away to find basic services, such as supermarkets or a bank. The arrival of tourists low cost encourages the opening of new businesses, but above all they are self-service laundries or convenience stores. fast food. Far beyond Vallecas. The change in the use of commercial basements in neighborhoods such as Palomeras Bajas, Entrevías, San Diego or Nueva Numancia is striking, but Puente de Vallecas is not the only area that is seeing how tourism transforms its landscape. not long ago we told you how a company had transformed an old bank office into a public bathroom in the historic center of Madrid. The business ended up going bankrupt, but its objective was clear: to nourish itself avalanche of tourists who visit the city. Precisely to alleviate the effects of growing tourist pressure, the Reside Plan prevents transforming commercial basements into apartments for tourists in the historic center or converting premises into homes on the main tertiary roads. In the case of Puente de Vallecas, this shields certain areas. “Low quality”. Beyond Madrid, other cities that receive thousands of tourists every year, such as Malaga or Santiago, have noted similar changes. In the first, Malaga, the City Council prepared a report which warns that “tourist pressure can cause the expulsion of native and value-added businesses” that end up being “replaced by souvenir shops and other businesses oriented exclusively to tourists.” The report does not stop there and also warns of the creation of “illegal or low-quality accommodation.” In the Galician capital, another study has confirmed that if at the beginning of the 1990s the historic center housed some 645 businesses aimed at residents (grocery stores, clothing and furniture stores, kiosks, drugstores, pharmacies…) today there are only 202. What’s more, food stores as such have collapsed more than 70% during that period. It is not something exceptional. In other cities, such as Valencia, what they call “tourist cages”lodgings for visitors, gated and at street level. Images | Wikipedia and Daquella Manera (Flickr) Via | Europa Press In Xataka | Northern Spain has been complaining about mass tourism for years. Asturias has discovered the bitter consequences of losing it

OpenAI will show ads on ChatGPT because it has no choice: the free AI business is unsustainable

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OpenAI has started laying the groundwork to introduce advertising on ChatGPT. The code for the latest beta version of your Android app includes explicit references to search adsadvertising carousels and commercial content. It is something that can be seen coming from afar and has been rumored, but there is a trace of OpenAI itself. Why is it important. The company cannot sustain free access to a technology that is very expensive to operate indefinitely. Google and Meta can afford something like this because they finance their chatbots with huge prior advertising deals, but OpenAI continues to accumulate debt and burning cash without a clear profitable model. A $200/month Pro plan user has already reported seeing a Peloton ad during a conversation. The publicity seems inevitable, perhaps even for those who pay… in the absence of knowing if that was a mistake or part of the next new normal. In Xataka Privacy is dying since ChatGPT arrived. Now our obsession is for AI to know us as best as possible Between the lines. Sam Altman has gone from calling ads “the last resort” in 2024 to praising Instagram’s advertising model months later. Leaked internal forecasts anticipated $1 billion in “free user monetization” by 2026. The company has been hiring specialized personnel in advertising platformsattribution systems and campaign tools. The discourse has changed: it now talks about finding a format that “benefits the user.” Yes, but. Reuters informs that OpenAI has declared internal “code red” to improve ChatGPT (just the opposite of what happened when ChatGPT arrived) and is postponing initiatives such as advertising. The priority now is to respond to the launch of Gemini 3do not monetize free users. {“videoId”:”x9rqykw”,”autoplay”:false,”title”:”Apps in ChatGPT”, “tag”:”technology”, “duration”:”69″} The hidden advantage. Conversational AIs know their users better than anyone cookie or web tracking pixel. We tell them our concerns, intimacies and interests without filters. We navigate obsessed with not being tracked, but We give ChatGPT a perfect advertising profile. Google knows what you are looking for. ChatGPT knows what you think. The difference determines the value of the ad. At stake. OpenAI handles 800 million weekly users processing 2.5 billion daily queries. That beastly audience turns any advertising model into potential billions of annual revenue. The current free plan isn’t going away, but it will likely include ads. Payment plans could become more expensive when the restructuring comes. The company needs revenue that doesn’t rely solely on subscriptions to close its huge operating deficit. In Xataka |ChatGPT has been a tool. If you start remembering all our conversations, it’s going to be something else: a relationship. Featured image |Solen Feyissa (function() { window._JS_MODULES = window._JS_MODULES || {}; var headElement = document.getElementsByTagName(‘head’)(0); if (_JS_MODULES.instagram) { var instagramScript = document.createElement(‘script’); instagramScript.src=”https://platform.instagram.com/en_US/embeds.js”; instagramScript.async = true; instagramScript.defer = true; headElement.appendChild(instagramScript); – The news OpenAI will show ads on ChatGPT because it has no choice: the free AI business is unsustainable was originally published in Xataka by Javier Lacort .

Ryanair thought it could build loyalty with a subscription service. Until you’ve remembered what your real business is

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“It has cost more money than it generates” With a brief note and the statements of Dara Brady, CMO of the company, Ryanair has confirmed the closure of Prime, the membership program that sought to retain its customers with advantages that have generated greater costs for the company than benefits. The subscription service of the company has not lasted even a year before its cancellation. Surgical. A test, some results eight months later and a decision: close Prime. Ryanair has confirmed that it is closing its subscription program just eight months after it was launched on the market in a decision that is as firm as it is clean. Subscribers will maintain their benefits but those who had not signed up until last Friday, the 28th, will now no longer be able to do so. They report on the company’s website that customers will maintain their benefits “of exclusive savings on flights and seats for the remaining 12 months of membership.” However, the company’s Prime program already has its days numbered. two million. It doesn’t seem like much for a company like Ryanair, but it speaks volumes about the rigorous cost control that the company manages. The statement includes the words of Dara Brady, CMO of Ryanair, who points out that the program has collected 4.4 million euros in subscriptions but that the benefits delivered are greater than six million euros. That is, in the eight months in which the service has been active, the company has lost less than 250,000 euros per month in the new program. Doesn’t seem like much for a company that has obtained 2,540 million euros in the first quarter of 2025. What did they offer? In its announcement last March, Ryanair offered the following benefits For your subscribers: Priority sale on selected flights Exclusive discounts for some flights Free seat selection for the member and one companion To access these benefits, the client had to pay 79 euros per year. According to the company’s accounts, seat selection alone already amortized the investment from three flights a year. With four flights made per year, we would be amortizing 26 euros on average. The subscription extended for a maximum of one year or 12 flights per year. In addition, I had travel insurance to cancel flights due to injuries or illnesses, the delay of other flights or theft of luggage. Of course, those over 70 years of age were excluded from sickness coverage. Unattractive. “With more than 207 million passengers this year, Ryanair will remain focused on offering the lowest fares in Europe to all our customers, and not just this group of 55,000 Prime members.” The closing of the press release published by the company is a clear confirmation of what happened. The most attractive thing that Prime offered was that the customer could choose (and save money) in the choice of seats but it did not even guarantee that two passengers (one being “non-Prime”) could travel together. It is an incentive that has not been attractive enough for a company where the customer looks for the cheapest way to travel and chooses to add services little by little, depending on how much money you are willing to pay. Nothing premium. Ryanair’s test has convinced the company that it has no room to delve into policies that bring it closer to premium or higher-cost companies. Many of the airlines with higher prices offer cards or loyalty services to keep their customers retained, but this way of acting has not caught on among the Irish company’s customers. The reasons are obvious. When someone chooses Ryanair it is because they expect the lowest possible price for a short flight. And you are willing to sacrifice by traveling with less luggage or accepting 100% digital boarding. You either take it or leave it. And Ryanair knows that the customer will leave it when the competition offers that same flight at a cheaper price. On the other hand, customers who are loyal to higher-cost companies obtain other advantages that do receive greater attention on flights of higher cost and time. For example, loyalty cards companies like Iberia They allow access to VIP lounges or priority boarding, secondary values ​​for those who aspire to travel through Europe at the lowest possible price. To this we must add that the high price paid for the ticket ends up subsidizing these companies for the economic effort they have to make to deliver the benefits to their customers. Photo | Markus Winkler In Xataka | Now we know why Ryanair charges its passengers for everything: it is the key to having a profit of 2,540 million euros

Parmersan cheese is extremely serious business in Italy. To the point of having his own agent in Hollywood

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The most famous cheese in the world (with permission from Cabrales) has just hired representation in Hollywood. The Parmigiano Reggiano Consortium (which is what the Italians call what we simply call Parmesan) has signed United Talent Agency (UTA), one of the leading agencies in the film industry, to boost the presence of the Italian product in films, television series and platforms streaming on an international scale. The agreement. The strategy seeks to position this cheese with a Protected Designation of Origin in global productions in a more or less natural way, taking advantage of the fact that it is known throughout the world. According to statements by Carmine Forbuso, marketing manager of the Italian organization, the cheese represents “simplicity, quality and depth” thanks to only three ingredients, all natural, and centuries of tradition in its artisanal production. Exports of the product reached 53.2% in the first eight months of 2025. How’s the thing going? product placement. The global advertising placement market reached $33 billion in 2024 with a growth of 12.3% annually, which far exceeds the increase in traditional advertising investment. This marketing strategy has been experiencing four consecutive years of double-digit expansion, and as a marketing strategy it has doubled in size compared to 2018, so no, we are not just talking about the jar of soluble cocoa in ‘Family Doctor’. Specialized agencies as UTA ​​Entertainment Marketingwhich will represent parmesan, have doubled revenue in two years. And it seems to work: the success of this tactic lies in its naturalness, since more than 52% of US consumers They prefer these appearances over conventional advertisements. Some precedents in Hollywood. The history of product placement modern food has its founding moment in 1982when candy brand Reese’s Pieces focused all the attention on a crucial scene from Spielberg’s ‘ET.’ Mars refused to allow M&M’s to be used and it was quite a mistake, as Hershey, makers of Reese’s Pieces, tripled sales in two weeks. Currently it is a popular resource: in 2024, for exampleCoca-Cola appeared in 561 films and series. When it goes wrong. However, the forced placement It often generates rejection, and it is something that brands have to take into account. The oldest people in the place remember with a shudder the movie ‘My Friend Mac’ (curiously, a plagiarism of ‘ET’), full of covert advertising for Pepsi and MacDonald’s, and in whose restaurants even a musical number took place. When the brand interrupts the logical narrative of the film The viewer perceives it as invasive advertising, and that is what happened in this classic of eighties alien dandruff. Header | Brands&People in Unsplash In Xataka | Italy’s forbidden dish: a cheese so extreme in its preparation that the European Union had to put limits on it

If the question is why we continue to be drunk on airplanes, the answer is simple: because it is a business.

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We may all be more sensitive to flying from 9/11 attacksbut so is the feeling that every time there are more altercations inside airplanes with a common denominator: the alcohol. Scenes of drunk passengers causing delays, fights, vomiting or even attempts to open doors in mid-flight they are already part of the collective imagination of air travel. The question is almost obligatory: is there really no solution? An increasingly visible phenomenon. They remembered on CNN the recent case of the man who, completely intoxicated, forced to evict a plane in Chicago after vomiting during filming is just one example among hundreds of incidents documented year after year. In the United States alone, a review of more than 1,600 reports from the federal system revealed an incontestable pattern: alcohol in almost all levels of bad behavior, from arguments and disobedience to physical and sexual attacks. And although public perception confirms the problem (more than half of passengers in the United Kingdom claims to have dealt with with drunk travelers), there is still no consensus on how to stop it. Safety in the air. Plus: cabin crews operate in a space that is, by definition, a metal tube thousands of meters above the ground. They are the ones who must manage both the emotional tension of passengers and the consequences of alcohol mixed with fear of flying, long delays or increasingly narrow cabins. Without the ability to expel anyone mid-flight and with companies that do not always support their decisions, the attendants become in the first and last containment line. Although they receive de-escalation training, they face a type of passenger that did not exist a decade ago: the traveler who mixes alcohol with medications, stimulants or recreational substances, generating episodes of aggressiveness that are difficult to predict and control. Distribution of blame. And here comes the crux, because no one wants to assume the root of the problem. Airlines blame airports for allow consumption unlimited in bars and restaurants prior to boarding, pointing that they hardly sell alcohol on board, especially on short flights. The airports, in turn, point out that their role is commercial, not disciplinary, and that responsibility falls on the air operators. And within the flights themselves, the auxiliaries They blame gate agents for not blocking access to obviously intoxicated passengers, while pilots denounce that insufficient disciplinary measures are taken against repeat offenders. The fragmentation between ground and air causes each party to offload the problem on another, creating an operational vacuum that allows the situation to repeat itself flight after flight. The economic dimension. Behind the debate lies a factor that possibly outweighs any security protocol: alcohol, whether we like it or not, is one of the most lucrative businesses of the aeronautical industry. In airports it generates large margins for shops and restaurants, while in the cabin it is used as an incentive in higher categories. Precisely for this reason, rarely clear data is provided on income derived from its sale, and any attempt to limit consumption before boarding is met with resistance from both airport operators and airlines. The result is a permanent contradiction: The industry recognizes that alcohol causes problems, but depends on it financially. In other words, alcohol (and as a consequence, drunks) “interest(s)”, but with a small mouth. Public pressure. The number of passengers support restrictive measures It grows as incidents go viral and attract media attention. Some proposals already have a favorable majority: drinking limits at airports, breathalyzer controls before boarding or even total restrictions on certain routes. Meanwhile, regulators are toughening penalties: the FAA imposed its largest fine in history (more than $80,000) to an extremely violent passenger, and the airlines are expanding their ban lists to repeat travelers. However, the approach remains reactive, not preventive, and each solution encounters resistance in the chain of interests that sustains global air tourism. Between I want and I don’t want. Thus, the problem of the drunk passenger does not arise only from alcohol, but from a fragmented system where no one wants to bear the cost of controlling it. Airports that maximize profits, airlines that fear losing revenue, overloaded crews, regulators who act after the fact and frustrated passengers who see a drink as the instant answer to discomfort. Everyone agrees that there is a problem, but no one wants to be who imposes the solution. The result is a sky increasingly tensewhere safety depends on the professionalism of the crews and a kind of unstable balance that is broken too easily. Image | Instagram, X In Xataka | “This is the last time I pay 10 euros for a gin and tonic”: the anger of British tourists at the price of alcohol in Spain In Xataka | The “tourist cages” arrive in Valencia: holiday gentrification in Spain goes up a gear

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