giant

Digi has installed its first 5G antenna in Palencia. It is a giant step to become a third operator in Spain

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Digi is not just a Giant in quality-quality. He is an aspiring to third operator from Spain and Your first 5G antennalocated in Palencia is the best proof of how it is heating the way to achieve its goal. Digi was born like A little OMV Romanian and has ended up being The fourth operator in Spain. The installation of This first antenna It is a milestone that goes beyond the technical. It is the sample of how it is becoming a giant capable of looking at the operators that, to date, seemed untouchable. The agreement with Telefónica. One of the keys to Digi finishes killing the perception of virtual mobile operator (OMV) that you could have about it has to do with its according to Telefónicaone that covers both national roaming services and Ran Sharing (radio access network). DIGI will continue to use coverage and infrastucure Shared with Movistar For another 16 years, although one of the keys is what this operator allows to access one of the fastest and most efficient 5G networks in the market. Mutualization of the spectrum. This strange term is understood so simple, based on the fact that the key to win in 5G is to have the best possible connectivity to networks 5G SA (The “real” 5g, the fastest and most latency). This 5G Eral works in the spectrum of 3.6 GHz. Digi had 20 MHz in this bandinsufficient to offer a competitive 5G, and Movistar with 100 MHz. Thanks to the mutualization of the spectrum, both Ópedoras have access to a total of 120 MHz shared, something that allows theoretical speeds of 2.2 Gbps and a reduced latency of 8 and 12 ms. Shared heart, own soul. Digi shares part of Movistar’s physical network, and has access to both its spectrum and its antennas. But the company completely manages its traffic, has its own infrastructure, and its first 5G antenna in Palencia is proof of this: there are areas in which it is capable of offering connectivity without intermediaries. The use of its own antennas allows Digi to release part of the traffic that depended on Movistar antennas, giving preference to its customers with their own antenna, and releasing Telefónica. Sweeping in Spain. Digi’s figures are applause. In 2022 he managed to with 60% of total portability In Spain, and at the end of 2024 it ended up winning almost one million lines. It is currently the fourth operator (CNMC itself catalogs it as such, outside the OMV), with a market share that touches 10%. It is still far from 19% of Vodafone, 26% of Movistar and 41% of Masorange, but the figure is spectacular for an operator who, until just a few days ago, did not have a single antenna of his own. The price strategy. Digi works what we like most in Spain: the quality-quality. Its product portfolio Fight for the most adjusted pricewith especially aggressive offers in unlimited lines. Do not neglect, despite this, additional services such as television centered on the LaLiga footballor cloud storage. Where does Digi look. Digi wants to enter the top 3 of operators in Spain. As you collect Xataka mobileif it maintains the current growth rate, it is an objective that will achieve in the short term: in 2026 it will become the third operator in terms of fiber lines. It is not such a simple challenge in regards to mobile lines, where distances regarding large operators remain broad. On the other hand, both Masorange and Vodafone are in loss of lines, with an especially unavailable situation for this last operator. Image | Digi In Xataka | Avoid surprises when hiring digi: advantages and disadvantages that should be known

Germany is installing giant concrete spheres under the sea. You have a good reason: store renewable energy

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While France and Germany reinforce their energy alliances with a renewed bet For nuclear energy, within the German country they are developing a completely different system. The focus is on marine depths, with the aim of redefining the way in which renewable energy is stored. Under the sea. A group of researchers the Fraunhofer Institute of Germany They have created the Stensea project (Stored Energy AT Sea acronym). Since 2011, the equipment has worked in a solution to reduce land use, reaching the conclusion of sinking huge concrete spheres into the seabed to store energy. The operation. These spheres sink at 600 and 800 meters deep, where water pressure is so high that it can rotate turbines with great efficiency. Each one measures about 9 meters in diameter and weighs about 400 tons. The idea is that they work as giant batteries: by letting the sea water in, it moves a turbine connected to a generator. To recharge it, water pumps out, using network energy to overcome environmental pressure. A design of what a Stesea plant would be A real test. The system has already been successful at Lake Constanza, and now the next step is marked in the calendar by 2026. It is expected to install a prototype real and 3D printed on the coast of Long Beach, in California. This model can generate about 0.5 megawatts and store up to 0.4 megawatts-Hora, which would be enough to cover the consumption of a middle home in the United States for about two weeks. The future idea is ambitious: building much larger spheres, up to 30 meters in diameter, capable of storing much larger amounts of energy. The objective is to climb the system with spheres up to 30 meters in diameter, which would allow a much larger storage capacity. According to They have detailed Newatlas researchers, the estimated storage cost around the 5 cents per kilowatt-hora, a very competitive figure compared to other current solutions. Renewables in Germany. Although it seems contradictory for its climate, the country has been strongly betting on solar energy, especially In self -consumption facilities. However, it faces an important challenge: intermittent production, or Dunkelflaute. For this reason, projects such as Stesea can act as a shock absorber of the electrical system, because it stores excess renewable energy and releases it when it is most needed. So hydroelectric plants? Unlike traditional pumping storage –which requires mountains and large fresh water reserves-, this system does not need limited elevations or water resources. Its modular design allows it to install it on coasts around the world. In addition, this system has raised An economic advantage since it allows energy arbitration, buying electricity when it is cheap and selling it in moments of high demand. Forecasts The researchers They believe that this technology He has barely shown the tip of the iceberg. They estimate that, if it was deployed on a large scale, it could reach a global storage capacity of about 817,000 gigawatts-Hora. Translated to something more tangible, it would be enough to supply about 75 million homes in Europe for a whole year. However, although the project is presented as a solution to avoid intensive soil use, it does not stop moving that occupation to the seabed. Until now, the approach has been mainly technical, but it would be expected that in future phases rigorous environmental evaluations will be included that analyze its impact on oceanic ecosystems. Image | Stesea Xataka | Europe’s turn to nuclear: Germany and France have signed a pact to reconfigure the continent

Inditex has discovered that its giant stores are less and less profitable. The problem is that you can’t close them

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Barclays has put his finger on the sore of the Inditex business model. His analysts question whether the megatiendas of the textile giant can continue to generate the productivity improvements that have promoted their growth during the last decade, according to Five days. The origin of the doubts is in its weak growth of the start of the fiscal year, which has slowed that until now it was a strong and almost uninterrupted growth. What has happened. Between 2019 and 2024, Inditex has increased its sales by 37% despite reducing the number of stores by 29%. The average size of its establishments grew 23% to 836 square meters, but sales growth is deflated: 11% in March 2024 to 4% in March this year. Why is it important. The figures show an uncomfortable paradox: While online sales grow with higher margins and minor costs … … physical megatiendas devour resources and generate decreasing profitability. However, closing those megatiendas, in emblematic or high visibility locations, with very high costs that eat a good part of the margin, could be counterproductive. The context. The Inditex megatiendas They are not just stores: they are Showrooms strategic Its real function goes beyond maximizing sales per square meter, they also serve to legitimize online prices. A jacket of 80 euros on the Zara website seems reasonable because the customer can touch it, try it and validate its quality in a store, especially in a 1,000 square meters in the center of Madrid or Barcelona. And because of the fact that this brand is there, conquering that space. In detail. The model works like this: Megatiendas create the perception of premium brand that justifies online prices. It is not something that has invented Inditex or exclusive to fashion stores. McKinsey already talked about this phenomenon Before pandemic. Without that physical presence, Zara would lose some reputational credibility in the face of much cheaper purely digital competitors such as Shein. Physical spaces act as confidence anchors that allow to collect higher prices on the digital channel. Yes, but. The equation is complicated when the profitability of these Showrooms It deteriorates. Barclays estimates that the growth of sales per square meter will decelerate 8% historical annual to 3% in the next four years. Maintaining very expensive spaces that do not generate proportional direct benefits is a bit more difficult to sustain in the long term. Turning point. Inditex will possibly redefine your megatiendas without loading your strategic value. Closed would save costs but destroy a part of the credibility that supports online prices. Keep them as the margins are erodes. The departure is to reinvent them as brand theaters that justify their cost through their impact on the digital business. It is something very similar to what happens with telecos stores, especially Flagship: They maintain strategic establishments in central and privileged locations for a more reputational and Awareness (Brand recognition, perception, prestige) that by pure profitability. Outstanding image | Inditex In Xataka | Wallapop taught us to sell what was used. Decathlon has learned to earn money with it

Xiaomi has turned the windshield of his Yu7 into a giant screen. Electric SUV will be a technological deployment

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Tomorrow is the big day for Xiaomi. The company will present its second electric car, a SUV under the name of Yu7brother of the sedan su7. The expectation is maximum: the company’s first car is dying of success in Chinaand with this new Xiaomi SUV, it has the opportunity to consolidate even more as a avant -garde manufacturer in the territory of electric cars. As a little pill of what we will see tomorrow, the company He has shown what the interior of the Xiaomi Yu7 will be. While drinking in a certain part of his “little” brother, there is a technological bet that will mark a before and after: his hud. Why does an electric car have less autonomy than the announcing The interior of the Xiaomi Su7. Xiaomi has given some brushstrokes about what we will see inside his new SUV. In the central part, a huge similar screen (if not identical) to that of the Xiaomi Su7, with a very minimalist philosophy, very tesla. The steering wheel also seems practically identical to that of the Berlina, and that is that the main change that we will see in this new model is not so much in the design, but in technology. In Xataka we could go up to the previous version And the summary was clear: the screen was the protagonist, but there was also room for the buttons. This is something to maintain If Xiaomi wants to bring this car to Spain one day. Xiaomi’s head-up. First, a little context. What you are seeing just up is the Head-Up Display of the Xiaomi Su7. It is a striking, but not new technology. It is an optical projection system on a small front windshield area, showing information about GPS indications, speed, safety warnings ADAS and others. It is completely adjustable in height and brightness, and even adapts to the driver’s height. An essential in a car that wants to lead at the technological level, but with little to do with what Xiaomi will show in SU7. Xiaomi Yu7, revealed in a new emerald green. The next step. Xiaomi wants to take this head-up display a step further, and will do it with its SUV. It will be the first to release what Xiaomi calls how Hypervision Hud. The image is not projected here in a small portion of the windshield: it is projected in the entire lower part. Projection area. They have not transcended details about the additional information it will provide, but the margin of maneuver is much higher. Everything indicates that it is not thought so that only the driver has access to information: all passengers can perfectly visualize what is being projected. More technological product than car. The Xiaomi Yu7 comes to continue marking its own story for Xiaomi. One in which their cars do not depreciate, demand is absolutely triggered And, according to the brand, it has the competition worried in launching discredit campaigns. Tomorrow we will know Xiaomi’s second proposal for the electric car, while we are still waiting for the first to end up arriving in Spain. Image | Xiaomi In Xataka | Electric cars with more autonomy that can be bought in 2025

Telefónica has a plan to become a giant. Has lit the alarms among local operators

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The Spanish telecommunications market enters a new phase of concentration. With Masorange already underway and A possible movement between Telefónica and Vodafonethe president of the first, Marc Murtra, defends a consolidation of the sector to win scale. But Aotec – the association that groups more than 150 local telecommunications operators – has been more than reluctant to The declared objective of Telefónica to create a “European champion”. What has happened. During the presentation of the Congress AOTEC 2025which will be held in June in Madrid, the main representatives of the Association have raised the tone, as he has collected Digital economy. Its executive director, Gonzalo Elguezábal, has been clear: “We are not against consolidation, but that it is forced by legal or regulatory means.” Between the lines. AOTEC does not oppose concentration per se. What rejects is the political and regulatory thrust to facilitate great mergers, to the detriment of an alternative model that is already working: Small operators, with local implementation. Direct attention, without subcontractors. Physical stores that open where the big ones close. For his part, María Jesús Cauhé, vice president of AOTEC, has valued that “close operators are generating more and more business, compared to the destruction of employment that is taking place in large operators.” A growth that, remarks, occurs especially in the rural environment. The context. The notice is not free. In recent months, the CNMC has approved an average rise of 20% in wholesale prices of the Framework model, for which alternative operators pay Telefónica for using their infrastructure. This measure, according to AOTEC, lacks technical and economic justification, and “can strangle the competitiveness of the sector.” The dossier has already reached the European Commission, and the association is confident for Brussels to force a review. The pulse. Beyond prices, what is at stake is the future of the operator ecosystem. AOTEC defends a decentralized, competitive and rooted model in the territory, in front of a vision that Prioritize European concentration and scale To compete better worldwide. Antonio García Vidal, president of the association, summarizes it as follows: “Where others see fear, we see opportunity. The bigger they are, worse they attend.” The contrast. While the big ones seek efficiency based on mergers, local operators put the focus in the vicinity, use of proximity and capillarity in areas where no one else wants to be. According to AOTEC, the consolidation proposed by Telefónica does not guarantee a better service, and can translate into less real competition and more client disconnection. The Murtra Teleco is complicated by his great project. Of course there are many pages to write in that book. Outstanding image | Telefónica In Xataka | 100 years after his birth, Telefónica faces the greatest existential dilemma in its history: what wants to be older

A giant gas pipeline to China

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The dependence of Europe with Russia, despite the sanctions, has long been extended. Now, the European Union has decided to take control and break Russian gas imports, According to Euronews. From the Kremlin they will have to redirect their flow to other markets and China is receiving you with open arms. A change of direction. Russia has put its focus more east, betting on the Power of Siberia 2. According to Reutersthis project would allow transporting 50,000 million additional cubic meters of gas per year to China, crossing Mongolia. However, negotiations between the two countries have not been easy. The Bloomberg medium has pointed out that the project was stagnant for years due to disagreements on the route, prices and its urgency. Moscow has constantly pressed to close the agreement, but Beijing has maintained a prudent position, even delaying the signing of a preliminary agreement, since it wants to avoid passing through Mongolia. And now? According to has had access the New York medium, the internal industrial and commercial difficulties of China make A cheaper gas supply Be a difficult opportunity to ignore. During Xi Jinping’s visit to Moscow, it has been speculated, how He has collected Economist, that Beijing could be willing to negotiate a higher price, adjusted to the cost of Russian domestic gas and paid in the original gas pipeline, Power of Siberia. However, according to sources close to negotiations, the signing of a formal agreement is not expected in the short term. It has not gone unnoticed. The European authorities have not yet pronounced in this regard, since they remain focused on their own efforts to diversify their energy sources towards renewables, According to Reuters. However, we must not forget that during the commercial war against the US, China offered Europe imported from the US, so we will have to look at the origin of gas That arrives in Europe. Moving the pieces in his favor. On this geopolitical board, China is playing with advantage. While Russia desperately tries to replace its lost markets in Europe, Beijing has the opportunity to ensure a long -term energy supply in favorable terms. In addition, with the increase in global tensions, the Asian giant could be using his negotiation power to strengthen his global hegemonic position. In this sense, Xi Jinping is promoting a transformation towards A more electric economywhich gives China a strategic mattress against potential Western sanctions and reinforces it in global resources and energy markets. Image | Pixabay and Kremlin.ru Creative Commons Attribution 3.0 Unported License Xataka | Europe is caught in gas contracts with Russia. Now look for a way to break them without paying the price

You think your flight is managed by an airline, but in reality it sends a silent giant from Linear City: Amadeus

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From its central offices in Linear City, to eastern Madrid, Amadeus controls the largest travel reservation system on the planet with an almost suspicious discretion. This technological colossus, which barely sounds in the Spanish daily conversations beyond salmon pages, It is the invisible technological brain of global tourism. When you reserve a flight, a hotel room or a rental car, it is very likely that Amadeus technology intervenes at some point in the process. Its software processes billions of daily transactions According to your own data —Ans consultations, reserves and technical efforts, and connects more than 2,500 airlines and 800,000 hotels with their clients in almost all countries in the world. The 2025 first quarter data confirm your strong position: Benefit of 364 million euros (+12.3%). Revenues of 1,632 million euros (+9.1%). Unseen. The really interesting thing is how Amadeus has built a global model without giving up its European identity: Madrid is still its strategic center. Nice (France) is its ideas laboratory. And Erding (Germany) processing data. In this way he has created a viable alternative to the Californian or Chinese model. And without making too much noise. The contradiction. While the company celebrates the historical results published on Friday, the Stock Exchange He punished his shares with a 5.3%drop. The company has recognized that aerial incidents, weather problems and government developments in the United States have affected its reserves, and has cut its growth forecast due to the impact of the dollar-European exchange rate. In perspective. In times where in Europe Technological sovereignty is increasingly worried – Another question is how in time this concern comes – Amadeus is practically an anomaly. It has shown that it is possible to build critical technology with Spanish DNA and compete worldwide. Growth has been especially strong in Asia-Pacific, where reserves rose 10% and embarked passengers increased by 12%, consolidating this region as its main expansion engine. The next. Its net financial debt is at 1,875 million euros, now equivalent to 0.79 times its ebitda Of the last twelve months, 23.7% less than a year ago. As He has pointed out his CEO, Luis Marotothe company is confident in counteracting current challenges with price increases, collection of new customers and extension of services, while keeping attentive to the global uncertainty environment. The elimination of your debt instead of taking advantage of good inertia to try to grow out of control leaves us another reading between lines: Amadeus, rather than for the next quarter, is preparing for the coming years. Outstanding image | Amadeus In Xataka | The Empire of the PowerBanks of rent everywhere: the Chinese solution that should not take to reach Spain

of a 19 second video in front of some elephants to become the global video giant

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“Here we are facing the elephants.” With that phrase, simple and somewhat clumsy, the history of YouTube started. It was April 24, 2005. Jawed Karim, one of his co -founders, uploaded a Video of just 19 seconds in the San Diego Zoo. There were no tripods, no hand microphones, or an editing plan. Only one person pointing animals with long tubes, a fresh spring afternoon. No one knew it then, but those 19 seconds would mark the beginning of a revolution. They say that in January 2005, Chad Hurley and Steve Chen, two PayPal employees, were at a party. People took photos and recorded videos, but sharing those videos was an incompatible formats, formats and software. “We try to simplify it as much as possible,” Chen remembered a year later in a television interview.. With that frustration in mind, Hurley, Chen and Karim began to develop a place that allowed Upload videos and share them without headaches. The first prototype, Inspired by an appointment site called Hotornotsoon evolved towards something broader: a platform where anyone could show anything. YouTube found a great ally in MySpacethe social network created by Tom Anderson: Young people filled their profiles with videos on the most popular platform of the moment. The great impulse would arrive in December 2005, when A Saturday Night Live sketch It circulated like gunpowder and triggered YouTube traffic by 83%. Suddenly, the video on the Internet was popular culture. The viral explosion and the jump to Google In October 2006, Google bought Youtube for 1,650 million dollars. Hurley and Chen became Millionaires overnightbut there were many challenges ahead: the platform had to dodge the demands for copyright, maintain community essence and turn attention into money. YouTube was born as a spontaneity showcase. There were no filming sets or careful postproductions: only people recording in their rooms and many others uploading ads, video clips or television fragments. With the arrival of Partner Program In 2007, creators began to professionalize. Someone’s video in front of elephants gave way to an industry of Vlogs, Sketches, Tutorials and Gameplays, many of them already with television quality. The main page of YouTube in January 2006 On Spanish -speaking YouTube, the first years were marked by creativity as free as disorderly. Rubius improvised ‘Epic Vlogs’, Fernanfloo overflowed a very particular humor, Auronplay launched videos recorded in his room talking about games, and Willyrex and Vegetta published their first games of ‘Call of Duty’ and ‘Uncharted‘. The videos were homemade, the Artisanal miniatures And the goal was not to like algorithm, but to have fun. With the passage of time, the rules changed: that spontaneous spirit was left behind, buried by the professionalization and new dynamics of the platforms. In 2012, Vine broke into six second clips. Although it closed in 2017 in the hands of the original Twittersowed the seed of brevity that Tiktok It would end up germinating. YouTube, although it was born with the spontaneity of homemade videos, had to adapt: In 2021 he officially launched Shorts. The evolution of miniatures But the line that separated what is YouTube from what television is blurring. Every day, in addition, more than one billion hours of content on smart televisions are seen. Neal Mohan, Executive Director of YouTube, He did not hesitate to proclaim this year: “YouTube is the new television” And not only because we watch Youtube on TV. Also because traditional televisions are uploading their programs to YouTube. From Disney+, which has published the first episodes of ‘Andor’ on the platformeven chains that already bet fully for uploading their contents to YouTube. Is YouTube the new television? The evolution of YouTube has broken all imaginable barriers. Mrbeastwhich accumulates more than 388 million subscribers, leads a generation of creators who no longer record home videos: They produce blockbusters with film budgets. Beside him, the Sidemen, Mark Rober either Doube Perfect They show how far the professionalization of the platform has arrived. In the Hispanic world, many of the youtubers mentioned above are still present. And we in Xataka have been working on Our YouTube channelalso carrying our essence the audiovisual format. Although traditional television continues to exist, access to content is no longer exclusive. Simply open YouTube to see live newssporting events, entertainment programs or debates in real time, from any device and without fixed schedules. The main streaming platforms have also embraced this transformation: services such as Netflix or Max, for example, already include live broadcasts, sports competitions and news channels. Streaming, which was born as an alternative to linear television, It begins to look more than it seemed to the traditional offer. On YouTube, The amount of ads has increased remarkably in recent yearsand some users have detected increasingly frequent and extensive advertising pauses. Max, meanwhile, He has recovered usual cable television dynamics: content packages, programmed emissions and quality limitations according to the hired plan. The initial promise of absolute freedom is blurred among more classic market strategies. The amount of ads on YouTube has increased remarkably in recent years. To celebrate their first two decades, YouTube has deployed figures that reflect To what extent it has become a colossal platform. Every day more than 20 million videos are uploaded; More than 100 million comments are published; And users click on more than 3.5 billion “Like” daily. More than 300 video clips have exceeded 1,000 million views, a club that does not stop growing. According to similar dataYouTube is the second most visited website in the world, just behind Google, with more than 20 minutes on average per visit and more than 13 pages seen in each session. Two decades after that first video in front of the elephants, YouTube not only stands up: it dominates a good part of the global traffic on the Internet. Twenty years have passed since that first video in front of the elephants. YouTube, today part of the Google ecosystem, is still standing, stronger than ever; But in the world of technology nothing is eternal. Microsoft … Read more

We thought we had solved the mystery of the giant “trees” of the Paleozoic. We couldn’t be more wrong

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More than a century ago, when the first known fossils of Prototaxitesintuition said that it should be the remains of a tree. Decades of study revealed to paleontologists that this fossil did not belong to a plant, so everything seemed to indicate that it was an immense fungus. Now a new study has reopened this unknown. Neither plant nor fungus. The study in question has revived the discussion About the nature and taxonomy of Prototaxitesprehistoric beings that so far the catalog scientific consensus as fungi. The involvement of “taking out” these beings from the evolutionary branch of fungi is that perhaps these beings belonged to an extinct and unknown branch of the tree of evolution. 400 million years ago. What we do know about Prototaxites For the fossil registry, it is that being trafficking with organisms that were alive towards the middle of the Paleozoic era, does Between 420 million and 375 million years. These beings had a more or less cylindrical structure, similar to a trunk and stood up to eight meters above the sky with a diameter that the subway could reach. These measures and their age make them one of the first large beings of those of which we have record in the fossil registry. The debate on the nature of these prehistoric living beings seemed to mid -2000s. It was then that an analysis revealed that the Prototaxites They did not obtain their carbon from photosynthesis, as is the case of plants, but obtained from other living organisms, as fungi do. Rhynie Chert. The new study that reopens the case It now contributes tests that this being did not belong to the kingdom of fungi and focuses on one of the known species of this genus, Taiti prototaxites. The team resorted to the fossils found at the Rhynie Chert site in Scotland. This site contains not only fossil remains of this species, but also of fungal species and others belonging to other kingdoms of nature. Similarities and differences. The new analysis of the fossils of this species ran into some similarities with fungal structures such as those that could be expected. However, despite having tubular internal structures similar to those of fungi, these tubes in P. Taiti They branched and linked in a different way from what they could expect. That was not, however the strangest detail. The analysis did not detect in fossils evidence of the products that are associated with the presence of chitina, a compound present in the cell walls of all contemporary fungi and that we know was also present in prehistoric fungi. They found that the chemical “firm” was more similar to that left behind by lignin, a polymer that we associate with vascular plants. The study has been published for now draft In the repository Biorxivso the standardized scrutiny of peer review has not yet passed. So what? This detail implies that we must extreme caution when drawing conclusions from the study we have in front. Even so, the signing team of the study outlines in this its conclusions, in principle preliminary. In his study, the team concludes that “the morphology and the molecular footprint of P. Taiti It is clearly different from that of fungi and other organisms preserved with it in Rhynie Chert, and we suggest that it is better considered a member of a group not described and totally extinct of eukaryotes. ” In Xataka | An amateur fossil search engine is behind a curious finding: vomiting of the dinosaurs era Image | Іщн

LaLiga breaks with mediopro. Production passes to Telefónica and a Swiss giant who comes from retransmitting world

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LaLiga has closed the contest to renew its audiovisual production and has done so marking distances: Mediapro disappears after decades to the front, and enters strong HBS (Host Broadcast Services), which takes three of the five blocks offered. This Swiss company is the new person in charge of showing the world the first and second division matches during the next five seasons, which at least until 2027 will continue to be broadcast in Spain by Movistar and Dazn. This affects production. Why is it important. Production is no longer an addition, it is part of the product. In an industry that competes for global attention, how football looks is almost as important as the game itself. And LaLiga, which in this sense has been winning for years, wants to play in the same league as the Premier and the Champions. The backdrop. HBS is not new in this. It has been producing all soccer World Cups since 2002, and has worked in Champions, Eurocups and Olympic Games. His arrival in LaLiga is marked by the technical and quality approach to retransmissions, with a commitment to international standards and centralization of key services. In detail: HBS will be in charge of the production of LaLiga EA Sports and LaLiga Hypermotion (1st and 2nd division) parties, in addition to technical and centralized services. TSA (Telefónica Audiovisual Services) will deal with the contribution and distribution block, that is, to bring these signals to national and international operators. Mediapro is out of the scheme after years being the main supplier. Telefónica, which already distributes LaLiga and European competitions, reinforces its position as a sports technical infrastructure, in turn part of Its strategy of being less and less telecus and more technological. He is not the protagonist, but a key part of the ecosystem that holds the viewer’s experience. Yes, but. One of the five blocks has been deserted: the content creation. LaLiga reserves that space to integrate it with other contracts. Perhaps for wanting to have more control and flexibility about the narrative that surrounds its most valuable product. The big question. Why now? The change is part of a new stage for LaLiga: greater control, greater international projection And an answer to criticism – as those of Real Madrid– On the editorial approach of retransmissions. In fact, six years ago The White Club already broke with Midopro For these same criticisms. In Xataka | There are people paying $ 100 to see basketball matches in the cinema. The immersion is amazing Outstanding image | LaLiga

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