turnover

Moeve has a turnover of 1.8 billion euros. The Prosecutor’s Office asks to dissolve the company because, they claim, they did not pay 7.7 million in taxes

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Now Cepsa is Moeve. And now it is Moeve who has to fight against an accusation from the Public Prosecutor’s Office for fraud in the payment of taxes. The court case has been dragging on since 2022 but has its origins almost a decade ago. Now, the Prosecutor’s Office is asking for 28 years in prison for its board, targeting three senior officials of the Canary Islands Tax Agency and, in addition, the dissolution of the company. What has happened? In short, the Prosecutor’s Office accuses Moeve of tax fraud in the Canary Islands. According to their investigations, the company would have stopped paying 7.7 million euros to the Treasury by passing off diesel fuel as fuel oil when paying taxes between 2016 and 2021. The change is substantial because the tax rate on fuel oil (€0.56/tonne) is much lower than that on diesel (€222/1,000 liters). They stand out in Motorpassion that diesel has a tax 400 times higher than the change of units and, from there, would come the 7.7 million euros that the company would have omitted when presenting its taxes. What does the Prosecutor’s Office ask for? The Prosecutor’s request is harsh: That criminal proceedings be opened against the company The dissolution of the company Fine of 13 million euros for the company 28 years in prison and more than 25 million euros in fines for the board Two-year disqualification for three senior officials of the Canary Islands Tax Agency How did the events happen? As described in Fuerteventura Diarythe Prosecutor’s Office maintains that between January 2016 and October 2021, the then Cepsa, through its subsidiary Petróleo de Canarias (Petrocan), settled the taxes by passing off diesel fuel as fuel oil with “a clear intention of defrauding” the regional Public Treasury. According to their calculations, the company would have stopped paying the following amounts: 2016: 781,295 euros 2017: 404,134 euros 2018: 1.4 million euros 2019: 2.3 million euros 2020: 1.6 million euros 2021: 1.2 million euros In all that time, the Prosecutor’s Office accuses the Canary Islands Tax Agency of ignoring the complaints that came to it from the oil company. And the company IR Maxoinversiones, which manages various local gas stations, already reported the events in 2019, repeated it, expanding the complaint in 2020, and some time later filed a third complaint. The officials indicated by the Prosecutor’s Office, however, did not file any measures to investigate the events. What does Moeve say? Company sources point to Xataka that “the case is appealed. We reject the accusation and we hope that the actions of justice confirm the correct application of the taxation carried out by Moeve to the product called Diesel Oil, for industrial use and not linked to the activity of service stations.” They explain that Diesel Oil is a much heavier product than the diesel that we can consume for the car, so its use can only be industrial to start a machine or power a heater. That is, the usual use given to fuel oil. Thus, they point out that their taxation has always adjusted to what the Treasury has demanded at all times and that they are not trying to pass the product off as what it is not in their accounts. Disproportionate? Although the Prosecutor’s accusations are on the table and they say they can support them with data, it remains to be seen what the resolution of the case is. The claims refer to an alleged evasion of 7.7 million euros over six years, a very small figure for a company that only in the first nine months of the year 2025 (latest data published) earned 472 million euros in net profits and invoiced more than 1.8 billion euros in 2024. Therefore, beyond proving that Moeve did not pay the taxes due, it will have to be demonstrated that this omission was made with the intention of enriching himself and not because of a mistake when filing taxes, an element that seems essential for a judge to order the dissolution of the company. a company with more than 11,000 employees. Photo | moeve In Xataka | There is a hidden war to sell us the cheapest possible gasoline. One that Ballenoil and Plenergy already dominate

2.5 million turnover and 60 employees explain why

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Last Tuesday, November 11, El País confirmed What had been a rumor in Spanish audiovisual circles for months: Javier Calvo and Javier Ambrossi, Los Javis, had ended their romantic relationship after thirteen years together. The news leaves us, beyond the inevitable morbidity of any media breakup, an additional question: what happens when one of the most profitable creative partnerships in Spanish cinema of the last decade breaks? Who are they? The Javis were, in addition to a couple, a brand: a business model that had turned complicity into aesthetics through the romantic narrative of two boys who had met on Facebook in 2010. Both were actors and shared a particular vision, which came to fruition in 2013 with ‘The Call’, a modest musical that began being performed in the hall of the Teatro Lara in Madrid. It ended up becoming a phenomenon with more than 600 performances, 300,000 spectators and a film in 2017 that would gross 2.7 million euros. There they discovered that there was a public hungry for their particular cocktail of kitsch and LGTBIQ+ claim. The takeoff. came with ‘Paquita Salas’. What started in 2016 as a prank video recorded with friends (among them, Brays Efe and Anna Castillo) while watching ‘Big Brother’, became a web series for Flooxer shot in eight days. Netflix saw the potential, signed the series in 2017 and for the second season, the budget multiplied and ‘Paquita Salas’ became a viral product and basic for the penetration of the then young platform in Spain. The definitive consecration was ‘Poison‘ (2020), the miniseries about Cristina Ortiz for Atresplayer Premium that It became the most viewed content in the history of the platformskyrocketing subscriptions from 147,000 to 235,000 in just one month. Its free-to-air premiere on Antena 3 swept 2.5 million viewers and shares of 14.9% and 18.9%, won multiple awards and consolidated Los Javis as creators of international prestige. The Javis SL. In parallel, they built their business empire. First with Suma Latina, its original production company, and then, in 2021, with Suma Contenta strategic evolution that allowed them to encompass non-fiction and entertainment. Since then they have produced hits like ‘The Messiah‘ (her most ambitious project, for Movistar Plus+, also winner of multiple awards at the Forqué and Feroz and with international distribution) or ‘Superstar‘. The core company valuation and its subsidiaries reaches 2.5 million euros, with assets close to 20 million and more than 60 employees. The Javis have gone from creators to brands with success, appearing as a couple on television shows mainstream like ‘Mask Singer’, ‘Operation Triumph‘, or as presenters of the gala of the Goya 2024. One of the two questions. In 2019, the Javis They went to ‘La Resistencia’ and they answered the famous question of how much money they have in the bank. The response was spectacular: each one had 300,000 euros in their personal accounts, in addition to a shared account, to which was added, of course, what they had invested. Six years later, the joint assets have multiplied to become a business and real estate network. For example, his mansion in Pozuelo de Alarcónvalued at 1.5 million euros, acquired in 2024 after moving from Malasaña. Three floors with a swimming pool, garden, barbecue area and a basement conceived as a creative space that includes a private nightclub, cinema and gym. And now what. For all these reasons, the breakup not only implies an emotional risk, but also an economic one. The Los Javis brand implicitly included that narrative of an inseparable couple. But… how much are the platforms willing to pay for “half Javi”? But the truth is that the breakup is not as recent as it seems: apparently They attended the Primavera Sound in Barcelona together in June 2025 and already stayed in different rooms. Social networks also launched warnings when Ambrossi deleted his Instagram accountsomething unusual for someone whose digital presence is a basic part of their brand. Calvo kept his profile active but stopped publishing photographs with his partner. The lace In it ‘La Revuelta’ program dedicated to RosalíaBroncano’s program had a handful of special guests as a “neighborhood’s patio.” Calvo appeared, for the first time, alone. A few hours later, El País confirmed the breakup and, when other media reported the news, some pointed because the real separation had occurred several months ago. And there is an important strategic detail: they have not made the breakup public until they finished filming their new film, ‘The Black Ball’. It is inevitable to think about a strategic decision, and it underlines the extent to which the couple’s brand was essential to their business. And it also explains why, for the moment, the common company remains in place so that they can continue together. Professionally, at least. Header | Wikipedia In Xataka | There are many people who hate Santiago Segura’s films. The problem is that they “save” Spanish cinema every year

one has a turnover of 250 million and the other is going into bankruptcy

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Mr. Wonderful appealed to the Supreme Court against Ale-hop in January. nine months later is about to enter bankruptcy. The chronology reveals that the court battle was never about intellectual property: it was the last attempt to externalize one’s own failure. Why is it important. Two companies that sell “cuquis” products with positive messages have had opposite trajectories. One has been litigating while sinking. The other has been growing without going into debt. The facts. Mr. Wonderful sued Ale-hop in 2021 for unfair competition, alleging that he copied his style of animated objects, motivational phrases and pastel tones. In 2022, the Commercial Court No. 5 of Valencia rejected the claim. In 2023, The Provincial Court ratified the ruling. And in January 2025 sent an appeal to the Supreme Court as the last bullet. In October 2025 it is about to enter bankruptcy. The argument. The courts have been clear: the kawaii style (objects with eyes and expressiveness) has been in the public domain since the sixties. “Styles are not the object of a monopoly,” the Court ruled. That Mr. Wonderful applied it with initial success (his first years were of meteoric growth) did not give him a monopoly over it. In addition, Ale-hop had products of this style in its catalog in 2010, a year before Mr. Wonderful was established as a company. The figures. While they litigated, they achieved very different financial results. Figures for the year 2023 (last year with figures for both presented): Billing: Ale-hop, 224 million euros (there are already 254). Mr. Wonderful, 26 million. Number of stores: more than 300 in five countries for Ale-hop. Mr. Wonderful he was 50 and now he has 10 left. Margin: 20% profitability on income for Ale-hop, 7 million euros of losses for Mr. Wonderful. It is a difference in model, not scale. They are two opposite philosophies. Ale-hop has a rotating catalog of 6,000 references that is constantly renewed. It “forces” the customer to return frequently. It buys directly from factories in large volumes (the key behind its high margins despite low prices) and has a strict anti-debt philosophy. Mr. Wonderful was born in 2011 as a design studio specialized in personalized wedding invitations. Its cheerful tone and colorful aesthetic connected with its clientele, and within a few years it became a phenomenon. In 2016 it reached 30 million in turnover. It was present in El Corte Inglés, in Fnac, in stationery stores throughout Spain. Then he decided to make the leap to his own stores, but the pandemic arrived right after and completely hit a business model that depended on physical traffic. Sales fell and losses began. The sentence. In October 2024, A Barcelona judge approved a restructuring plan for Mr. Wonderful. CaixaBank, its main financial creditor with 6.8 million debt (45.47% of liabilities), he challenged it and now justice has ruled him right. The sentence, collected by Five Daysis devastating: He questions whether the sales forecasts – an increase of 10 million between 2024 and 2028 – are “reasonable” or based on “a historical reality.” He considers it “surprising” that the company did not have audited accounts or updated sales data during the judicial process. And he concludes that the projections “cannot be objectively justified.” It’s the same kind of argument the courts used against Mr. Wonderful in the Ale-hop case: your numbers don’t hold up in reality. Only this time they weren’t talking about whether they had the right to claim a style, but rather whether the company was viable. The Court adds something else: given that Mr. Wonderful has closed physical stores and its main channel is now online, the logical thing would have been to make estimates close to the results of the years prior to the pandemic, when that was its model. Instead, it presented projections that the court considers hardly credible and based on provisional, unaudited data. He timing. Nine months have passed since the appeal to the Supreme Court until the bankruptcy proceedings. Nine months between pointing out a competitor and admitting the internal problem. It is common in companies in crisis: to outsource, to look for blame outside (unfair competition, plagiarism) when the problem comes from within (strategy, adaptation, business model). Mr. Wonderful has come this far by a deadly trident: bet on him retail physical just before the pandemic, opening more than 50 stores that coincided with COVID, in addition to investing too much in premium areas that would not give the expected return. Going into debt without sustainable competitive advantages. Operate in a market where you never had moat. Mr. Wonderful tried to build his moat about an aesthetic style that he could not legally possess exclusively. Business Insider public a report in November 2023 in which he provided other keys to this fall, alluding to internal sources: Exhaustion of your core business: The product was copied by other companies and buyers were no longer willing to pay extra for the brand. The online channel was adulterated with too many discounts and offers that generated conflicts with the rest of the sales channels. It went from being the jewel in the crown to being outsourced. Business model with high structural risk: almost half of the income came from school agendas, return rates ranged between 30% and 50%, and there was dependence on the price set by Amazon’s algorithms, which again… represented a multichannel conflict. The logistics crisis of September 2022. It caused serious delays at a critical time for sales (back to school) and eroded the trust of some customers. They also pointed to a drain on managers motivated by strong discrepancies with the leadership style. The contrast. Ale-hop has not shown signs of fearing his competition because he knew that they did not compete in the same thing. Grimalt, its founder, saw a simple opportunity: cheerful and cheap products, for impulse purchase, in tourist areas. It didn’t take revolutionary genius, but rather consistent execution over time. Mr. Wonderful did have a great connection with his … Read more

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