Grupo Televisa SAB (TV) 2020 Q2 法說會逐字稿

Good morning, everyone, and welcome to Grupo Televisa's Second Quarter 2020 Conference Call.

Before we begin, I would like to draw your attention to the press release, which explains the use of forward-looking statements and applies to everything we discuss in today's call and in the earnings release. Please note that during the call, management will be referencing the presentation available in the company's Investor Relations website at www.televisair.com.

I will now turn the call over to Mr. Alfonso de Angoitia, Co-Chief Executive Officer of Grupo Televisa. Please go ahead, sir.

Thank you, Elso. Good morning, everyone, and thanks for joining us today. With me today are Salvi Folch, CEO of Cable; Alex Penna, CEO of Sky; Patricio Wills, Head of Televisa Estudios; and Carlos Ferreiro; Antonio Lara, Corporate Vice President of Finance and Administration, respectively.

I will start with our consolidated financial results, followed with the financial results in our content segment. Then I will turn it over to Patricio, Salvi and Alex. We will then use the time remaining to answer your questions.

COVID continues to be a significant disruptor of the Mexican economy and to people's lives. The number of COVID cases in Mexico has continued to grow over the past few weeks. And unfortunately, we do not seem to have reached a peak yet.

At the economic level, the impact has been very dramatic. The survey conducted by Mexico Central Bank, Banco de Mexico, shows that the expectation is for the economy to contract by 8.8% in 2020. Throughout this period, protecting our people has been our priority. For that reason, we continue to take all necessary measures to protect our employees, such as those in the front lines who are managing our networks and ensuring that people maintain connectivity during this critical time or those in our content operation, who are making sure that people stay informed and entertained.

Just as an example, I would like to mention that we visit through Sky and izzi around 18,000 homes every day throughout our country. In this environment, the results on our various businesses have been very different. We have a strong portfolio of complementary best-in-class assets, and this has proven to be an important differentiator. On the positive side, as you can see on Slide 2, in cable, we posted record additions of broadband customers and of total revenue-generating units or RGUs and double-digit top line growth. Sky added both video and broadband customers, posting its fastest pace of top line growth in over 3 years.

In content, our programming was very strong. In Mexico, ratings were the highest of the last 5 years. In the United States, our content is allowing Univision to lead the industry in ratings growth. On the other hand, in line with the experience of other media and entertainment companies around the world, our ad sales business was substantially impacted by the shutdown of the economy. Also, as expected, our other businesses segment was affected by the closure of our gaming sites, the retail outlets where we sell our magazines, the cinemas that showcase the movies we distribute and by the suspension of sport events.

Moving on to Slide 3. Let me now address our consolidated second quarter results. Revenues were down 7.8%, reaching MXN 22.4 billion, and operating segment income was down 12.4%, reaching MXN 8.6 billion. During the quarter, we put together a cost reduction plan across the company and the most dramatic measures were implemented in our content division. At the net income level, we reported an increase of 57.5%, mainly due to the decline in financial expenses, mostly coming from the appreciation of the Mexican peso.

Moving on to our balance sheet. We maintained our privileged position of liquidity. As shown on Slide 4, we closed the quarter with a liquid position of close to MXN 55 billion and a net leverage ratio of 2.9x. I believe that there are very few companies in Mexico that have this type of liquidity. We have no significant maturities until 2024, and the weighted average life of our dollar debt is 20 years and our peso debt is 7 years. The rating agencies have been supportive of our business strategy and capital structure. And last month, both S&P and Fitch confirmed our investment grade. In their review of Televisa, these 2 agencies highlighted our strong liquidity position, diversified business model, comfortable debt maturity schedule and solid credit profile.

Moving on to our content segment, on Slide 7 and 8, let me briefly address the financial results. Revenues were down 16.3%. As expected, due to the overall macroeconomic weakness, which was exacerbated by COVID, advertising revenue was affected the greatest, dropping 33%. The contraction in advertising spent was across the board. On the other hand, network subscription revenue was up 16.1%. This was in part the result of an increase in the price of our pay television networks across all our affiliate distributors. Also, the depreciation of the peso helped, given that a portion of revenues are dollar-denominated.

Finally, licensing and syndication revenue dropped marginally by 2.3%. We estimate that Univision's royalty will be down by close to 20% during the quarter to $80 million, partially compensated by the depreciation of the peso. As most other media platforms globally, Univision's advertising revenue will be negatively impacted by COVID during the second quarter. On the other hand, Univision's successful renegotiation last year of key distribution agreements has provided a resilient source of revenue, given the increase in subscriber fees.

Now let me talk about our cost reduction program. We were very aggressive in doing this and implementing the reduction program in our content division, which resulted in savings of approximately MXN 462 million during the quarter. For the full year, we anticipate that these measures will result in cost and expense savings of between MXN 2.1 billion and MXN 2.4 billion when compared to 2019. In sum, operating segment income for our content division reached MXN 2.1 billion and the margin was 30.9%.

Now let me turn it over to Patricio, Head of Televisa Estudios.

Thank you, Alfonso. During the quarter, the production of our news cast, certain shows and some sports programming continued uninterrupted throughout the pandemic under strict sanitary

(technical difficulty)

Well, sorry, I think there was some technical problem, but this is in Miami. And the rest of the team, Alex, Salvi, Carlos and I are here in our offices in Mexico City. So before we get Patricio back, I'll turn it over to Salvi.

Thank you, Alfonso. Under several operational challenges, we remain focused on customer service and business continuity. We were able to deliver strong results and reach important milestones during the quarter. We closed the second quarter with more than 5 million broadband subscribers. As shown on Slide 12, total RGUs reached 13.4 million, with broadband representing 38% of the total.

Net broadband additions were 252,000 and net additions for the 3 services were 494,000. Both of these figures are the highest on record for a single quarter. In terms of video RGUs, we grew 27,000 subscribers during the quarter. Our bundling and content strengthening strategy is delivering good results. With social isolation measures in place, reliable broadband services are in high demand.

As shown in Slide 13, total data usage averaged close to 257 gigs per month per customer, which represents an annual growth of more than 35%. Over the last few years, we have made very important investment in our network. So we were able to cope with increased traffic needs. We are confident that our high-quality network will allow us to attract additional customers over time.

In terms of financial results, as per Slide 14, revenue was up 10.7%, reaching MXN 11.3 billion and operating segment income was up 4.1%, reaching MXN 4.7 billion. Within our cable operations, our MSOs business grew in terms of revenue, 7.7%, while our enterprise business revenues grew 26.6%. Collections have remained strong, and we expect that churn will remain healthy. The slowdown of the economy may put a burden on household income in the second half of the year. So we will keep an eye on collections and remain very focused on customer retention.

Capital expenditures reached $136 million or 27% lower than year-over-year. As a percentage of revenue, capital expenditures also came down, reaching 27.4% during the second quarter, down from 34% a year ago. Also, in June, we launched an MVNO. We believe that there is an opportunity for us to leverage our brand name and infrastructure, while at the same time, helping us to reduce churn. The strategy is similar to what cable companies have done in the U.S. Our product is an unlimited postpaid service available only to our customer base in certain markets. We are using the network of Altan or Red Compartida, which allows us to participate in the market in a capital-light manner. In the areas where Altan's network does not have coverage, our customers are roaming with Telcel.

Okay. Thank you, Salvi. Patricio -- we have Patricio back. So Patricio, please go ahead.

Thank you, Alfonso. Sorry for the technical problem of the phone call, but I'm here. During the quarter, the production of our news cast, certain shows and some sports programming continued uninterrupted throughout the pandemic under strict sanitary conditions, and we are continuing to deliver strong ratings across all time slots. In our flagship network Las Estrellas, full week ratings growth was 18%. And during the weekends, it was even stronger at 30%. This is more than twice the growth of free TV to air, the strong performance of our programming was evident across all key genres.

Our dramas and comedies delivered very solid audiences. For example, the first episode of our new prime time drama Rubí was the third most-watched premiere for a drama since 2018, reaching 24% of all Mexican households. Even our late-afternoon drama reruns beat our closest competitor, delivering 1.8x more eyeballs than the prime time programming. In addition, our nightly news cast continued to be the main source of information for the Mexican audience, delivering over 2x more viewers than those of our closest competitor during the quarter.

We have continued to adjust our production strategy by adopting new protocols and have resumed production of non-news programming and live shows under strict sanitary measures. In our San Angel facility, we started producing 3 dramas and 9 daily shows. In Mexico, soccer returned on July 4, with a short tournament and the regular soccer tournament will start in July 24. Consumption of our content in Mexico and through Univision in the U.S. is evolving in dramatically different manner when compared to the consumption of English-language content.

As shown on the Slide #9, while rating for most English language networks during the 2019/2020 broadcast season are down year-to-year, Univision has delivered double-digit growth in viewership. With the help of our content, Univision continues to be undisputed leader in the Spanish-language television in the U.S. Our new prime time drama Te Doy La Vida is out delivering Telemundo's prime time drama with approximately 40% more viewers over the last 9 weeks. Similarly, our new romantic comedy Como Tú No Hay Dos is Univision's highest-rated 10 p.m. program over the last 3 years.

During May, this program has a triple-digit advantage over Telemundo narco drama in the same time slot. Univision market share lead over Telemundo has been expanding since last year, and the trend continued into the second quarter.

Thank you, Patricio. Now let me turn it over to Alex.

Thank you, Alfonso. The strong demand for Sky's video and broadband services continued into the second quarter. As shown on Slide 16, our broadband offer continued growing, adding 72,000 RGUs in the quarter. We now have reached more than 500,000 broadband RGUs, the large majority of which are bundled with video. Also, our video services added close to 20,000 new video RGUs as a result of strong sales and retention efforts throughout the quarter. This is the fifth consecutive quarter of growing the number of video customers. In addition, we saw an increase in the recharge rate of our prepaid video package.

Moving on to Slide 17. Revenue grew 3.1% to MXN 5.5 billion. This is the strongest top line in 8 quarters and the fastest pace of growth in 13 quarters. Operating segment income reached MXN 2.3 billion, posting a margin of 42.1%.

Finally, the majority of our customers subscribed to prepaid video packages, so they are highly sensitive to changes in household income. So far, demand has been strong and the recharge rate of their video service has gone up. Given their expectation for a slower macro in the second half of the year, we will remain very watchful of any change in trends.

Thank you, Alex. Let me now move on to Univision. This quarter, Univision took advantage of favorable market conditions to extend its amortization schedule at very attractive rates, significantly reducing its financing risk. Univision used issued $1.5 billion of bonds due 2027 to refinance bonds maturing in 2023. In addition, Univision executed an amend and extend transaction to increase the maturity of $2 billion of their term loan to 2026 and the maturity of the revolving credit facility to 2025. The fact that Univision had access to the capital markets under such attractive terms shows the strength of its business model and the reach they have in Hispanic media, and is a vote of confidence in the company. We are also extremely happy with our relationship with Eric Zinterhofer and with Wade Davis and their vision for the future of Univision. It will be a great partnership, and you will see a very different Univision when the deal closes.

As I mentioned before, we are very happy to see the results of our structural restructuring and revamping our content division and the success that our new productions are having. Univision ranked the #1 network for 6 consecutive weeks in the key demographic 18 to 34 on prime time. This is a historical performance since 1992.

In closing, it is difficult to predict the shape of recovery in Mexico since a lot depends on how the pandemic evolves. However, in terms of our ad sales operation, June was already better than May. We have the strongest ratings since 2016 in Mexico and a solid strategy to continue delivering strong audiences. In the meantime, Bernardo and I believe that Sky and cable will remain resilient. Cable penetration, within its own footprint, is still only 40%. Sky is just getting started with its broadband offer, and broadband penetration in Mexico remains low at less than 60%.

With that, I'd like to turn the call back to the operator to take your questions.

(Operator Instructions) Our first question will come from the line of Rodrigo Villanueva from Televisa (sic) [Bank of America].

This is Rodrigo Villanueva from Bank of America. My first question is related to advertising. I was wondering if there was any change in advertising deposits of MXN 15 billion that you disclosed during the last conference call. In case there is no change, is it fair to say that these MXN 15 billion in advertising deposits could be perceived as a floor for full year advertising revenue in 2020? And the second question is related to cable. I was wondering if you could please provide more color regarding such strong revenue growth of almost 30% at the enterprise operations within cable and if you expect this new revenue level to be sustainable.

Yes. Thank you, Rodrigo. As to your first question, that has to do with upfront deposits. I mean, of course, we have seen collection of more deposits as time goes by and the clients pay in respect to the agreements that they have executed. Of course, as a result of the pandemic, some clients have lost most of their revenue, and therefore, are not using their upfront commitments or have rescheduled the payments. For example, the tourism industry or movies that have been shut down or have been severely affected. Those industry -- I mean, those clients in those industries have talked to us for basically a rescheduling of the payments, which is logical considering what has happened to those clients. So we -- I mean we have been in constant contact with them. And of course, talking to them and seeing how we can be helpful and how we can restructure some of the payments in such instances. As to cable, we're very happy with the results, 5 million broadband subscribers and the pickup in terms of net adds, we're very, very happy with what happened in that company. And I'll ask Salvi to go into further detail and give you more color.

Yes, Rodrigo. Well, regarding the question of the growth on enterprise during the quarter, the growth is explained mainly by certain projects that we are building broadband infrastructure for some state governments. We do see a great opportunity of continue growing on the enterprise segment. Our market share on that business is limited, and we do see a potential of getting additional projects. So I think that this is sustainable for some quarters, and we will continue trying to win more contracts, both on the private segment and on the government side. I think that the pandemic has brought additional needs on connectivity in all fronts, and we will try to tackle the opportunity and to continue focusing on customer service, both for our residential, small business, medium business and enterprise segment. So I think that we have a good road map ahead of us on the enterprise segment as well.

Our next question comes from the line of John Belton from Evercore.

I just wanted to ask on the cost reduction program at the content segment. I think you said you're targeting MXN 2.1 billion MXN 2.4 billion of savings for the year relative to last year. Any additional comments on where these savings are coming from? And should we think about this as a -- as permanent savings, which will be out of the cost base beyond 2020? So could this -- could we have some margin expansion in the content segment looking out beyond 2020?

John, thank you for your question. Yes, the cost and expense reduction was comprehensive. So it was across the board. We basically reviewed each and every single line item, as you can imagine. So in -- as you mentioned, this will result in savings between MXN 2.1 billion and MXN 2.4 billion this year. And we believe that around 30% to, I would say, 35% of the savings will be kept in 2021. And the balance will be a function of how the economy evolves. We will only produce certain shows, mostly live shows or mostly reality shows if there's demand for them. So of course, it will depend if there's demand, we'll produce more, and you'll see the costs next year. But of course, it will be associated to sales. However, what I can tell you is that the cost reduction plan was harsh, and we intend to remain as lean as we can in 2021.

Our next question will come from the line of Gordon Lee from BTG.

A couple of questions. One, just a follow-up on the cost reduction initiatives. These I see were concentrated on the content division. I was wondering whether you've done similar exercises in the cable and in Sky as well. And then the second question was on CapEx. I think after the first quarter numbers, you said CapEx would be around $750 million to $800 million for the year. Is that still more or less the target range? And then just finally, on Univision, when would you expect that deal to close? What exactly are we waiting for still?

Gordon, yes, as to the first question, cost reduction, we will see an MXN 800 million reduction of cost and expenses in the cable company and Sky. As to your last question that has to do with the Univision closing, it's basically subject to regulatory approvals in the United States. So that is DOJ and FCC approval. And as to your second question, we believe that we will meet the CapEx guidance. The CapEx guidance for 2020 is in the range of $750 million to $800 million. Now if growth in RGUs at Sky and cable exceeds our expectations, then we'll see higher CapEx, but it's like, I would say, good and bad cholesterol, right? If we expect to meet our expectation of $750 million to $800 million, but if CapEx is good collateral in the sense that it's driven by more subscribers, more RGUs, then it will be great news. And you'll see additional CapEx.

Our next question comes from the line of Fred Mendes from Bradesco.

I have 2 questions here as well and both related to the cable segment. I mean, the first one, very strong net adds, 250,000, one of the highest over the last quarters. So just trying to get an understanding here, are you guys being able to poach and to get more clients from the competition? Or you believe that given the, let's say, home office trends, you see more people jumping in and demanding this kind of thing? So just trying to understand if the clients getting bigger or if you're basically getting clients from the competition, that will be the first one. And then on the second one, more towards the strategy in the mid to long term. I do understand that your -- the capacity you have your network is way above the current demand in terms of the usage of data that you have today. But when it looks like 3, 5 years down the road, do you think it makes sense to do some FTTH deployment, let's say, in the main cities in the most competitive regions? Or you think that cable should remain a very high quality at least for next 3 to 5 years, so it doesn't make sense to change to fiber, let's say, in the meantime?

Thank you, Fred, for your questions. I'll ask Salvi to answer them.

Thanks, Fred, for both questions, very relevant. Well, the first one, I believe that the pandemic brought additional needs for connectivity. And as Alfonso pointed out, penetration of broadband in Mexico is still low, below 60%. And there were additional needs for everything, for education, for working from home, for entertainment. So I believe that in this particular quarter, the industry grew overall. I do think that we will see on the results, that there's going to be a faster pace of growth on this quarter than what we saw last year that was really a slowdown. And our investment thesis in cable is that penetration will continue to grow, and we will gain market share, both coming from the growth of the penetration and taking away customers from some of our competitors, right? I do think what will happen in Mexico is similar to what has happened with other countries where cable networks and FTTH takes away market share, especially from DSL offers, right? So I think that will work. And that links me to your second question. The capacity that our network has allows us for -- I would say that in the medium term, we feel comfortable because we -- DOCSIS 3.0 allows us to give faster speed, but the investments that we may make in a very good portion of our network, and especially in the larger city, is DOCSIS 3.1 ready. So basically, the investments that we have to make are to go to gigabit speeds are basically on terminal devices. But well, that's when demand comes, right?

On the new areas where we build, right, since prices of FTTH have come down, we are building some of the new areas with FTTH. But it's basically not something that we have to substitute all our networks for FTTH because we have a strong and reliable network. The peaking demand of data, especially in April and May, there was more demand on those months, and in June, it came a little bit down, shows that our network is prepared for higher demands of data.

Our next question will come from the line of Marcelo Santos from JPMorgan.

The first question is about advertising. So just wanted to know if you could provide a little bit more color on how it behaved during the quarter. You mentioned that June was already better than May. How better? And what could you -- do you already see the client demanding more in this beginning of third quarter? Or is it something that should happen going more forward? And the second question is about Sky. So you discussed launching packages with faster speeds, broadband. I wanted to understand how is the structural separation -- how is your relationship with AMX on the structural separation? Are you being able to advance using their network or so far not? These are the 2 questions.

Yes. Marcelo, thank you for your question. What I can tell you, basically, during the second quarter, the contraction enhancement was across the board. There were some sectors in particular that advertised less, like telecom, which dropped close to 50%, and retail and food and beverages were as close to 30%. And another very important sectors were health, personal hygiene and cosmetics was down mid-teens. So these industries alone accounted for close to 80% of our advertising sales. So it was pretty severe across the board. As I mentioned, June was already better than May. That's the color that I can give you. And what happens to that business in the following quarters is that it will depend on the evolution, I would say, of the pandemic and also the speed of recovery of the economy. But what I would -- I can tell you is that, I mean, we're delivering, as I mentioned, great audiences, audiences that we have not seen since 2016. So those audiences are engaged with our new products, the new products that are working. We're very happy with that performance. So we have the product that is delivering those very good results, and we're working hard on monetizing it. And as to your question that has to do with AMX, I will ask Alex to answer it.

Thank you, Alfonso. Marcelo, just to clarify things, we have over 502,000 broadband subscribers. The bulk of it are fixed wireless broadband. What I mean is 99% of our broadband subscriber base is currently divided pretty much 77% over the Altan network and the 22% over the AT&T network. In terms of fixed broadband that we provide using the América Móvil network, it represents almost nothing, 1% of the subscriber base. And pretty much to answer your question, we have not been able to evolve with the product offer using the Telmex network. So we continue having problems in developing that part of the Internet business.

And our next question comes from the line of Diego Aragão from Goldman Sachs.

I hope all is well with you and family. So look, I was wondering if you can give us some colors on the launch of izzi Móvil business. If you can comment on the main goals for this segment. And in addition, it will be helpful also to understand the terms -- the financial terms regard -- that you set with Red Compartida.

Diego, I'll ask Salvi to answer your question.

Well, thanks, Diego. Well, we launched our MVNO in June, so just a month ago. The strategy is similar to what cable companies have in the U.S. market. Our product is unlimited postpaid service, available only to our broadband customer base because it's not a substitute of the big broadband connections. As I pointed out, our customers of fixed broadband use more than 250 gigs per month, which is many times more than what a user of mobile users in Mexico, that is about 4 gigs per month on the postpaid service. Providing unlimited data, phone and SMS services makes it an attractive offer, and we priced it at a very competitive price of MXN 250, and everything is unlimited.

As you know, we use Altan. That allows us to participate in a capital-light model, where there is no coverage on Altan, the -- we've gone with Telcel. So the offer provides very good coverage in the country, while the usage of Altan's network that has been tested. And as Alex was referring to, it's being used also for fixed wireless. We reached about 14,000 subscribers at the end of the quarter. So for the first month, 14,000 subscribers, I think it was a good number given the target that we are aiming at. One of the main challenges it has to do with devices. As you know, Altan uses the 700 megahertz spectrum band 28 and not all of the devices are compatible with that band. But over time, we believe that, that problem will be solved. So well, those are the initial results of our launch.

That's super helpful. And just a follow-up question on the data connectivity. I guess it's some latency, right, the amount of broadband additions at both cable and Sky Mexico this quarter. So I was wondering if you can tell us the profile of these new customers. I know that penetration of broadband is still low relevant to more developed markets. So you were just commenting that on a different question. So I want to understand if these customers are like greenfield and that in connection from the first time.

Well, I think as you pointed out, I referred to the -- my previous answer, penetration is growing. It's not only greenfield. It's people that probably did not need broadband at home because most of the time they were out or they were using their mobile probably as a substitute. But once they were isolated, they needed connectivity. And that's what I'm saying that the pandemic pushed that. A big -- a great thing of our bundling offer is that we offer a great price because bundling provides a discount opportunity. And that helped us, as you saw, grow and being able to grow in the different segments. I would say that the growth was across the country, probably the most challenging areas where highly dependent on tourism, some of our markets were more challenging like Riviera Maya, Cancún, Puerto Vallarta but there was a general demand for additional services, right? So I would say that this is a one time. I think that it was the need for connectivity, but those needs will probably remain because I do think that the work from home will remain the need for connectivity, education, and our bundling strategy is working. I mean, at the beginning of 2018, 25% of our customer base had triple play offers. Nowadays it's north of 47%. So I think that's why our product is pretty robust and very attractive in terms of price.

Our next question will come from the line of Soomit Datta from New Street Research.

A couple of questions from me, please. Just going back to izzi Móvil, if I could. I just wondered, is there, first of all, any target you can share with us? I think you suggested you were kind of moving towards the target you were looking for, just wondered what that was. And then secondly, the pricing is very aggressive, as you say, the MXN 250 a month. Is that -- partly relates to the first question, is that indicative of a real effort to try and actually go out there and win wireless share? Or is this ostensibly just kind of churn management? And then thirdly, could you maybe talk about the cadence going forward in terms of you need Altan to continue to build out and we know what that coverage and requirements are. And we know the devices will be increasingly able to be used using 700 megahertz. How quickly can this whole project kind of pick up pace and become really quite meaningful? Or maybe that's not quite the intention?

Yes. Soomit, thank you for your question. As to your first question, and I'll ask Salvi to expand, but it is an effective churn reduction mechanism to have a quad play that we have seen in other cable companies, especially what Liberty is doing in Eastern Europe. So that, we believe, will be helpful going on. And however, I mean, it's also a source of revenue, but Salvi can expand on that.

Yes. Well, I mean, we do not want to provide a specific target because this is a problem aimed at our subscriber base additional product, reduced churn, use our own infrastructure because part of the demand can go through our own offloading of data because customers are broadband customers. If we see what Charter has been able to achieve or Comcast has been able to achieve after a couple of years, it's just 5%, 7% of their broadband subscribers are the ones that are subscribed to mobile. But it becomes a churn-reducing mechanism, it's additional ARPU. And since basically, Altan cannot offer directly to the end user, well, we have a guaranteed margin in a CapEx-light model, right?

The price is basically on the cost that we have from Altan and it's an attractive offer for the Mexican market. But we are not targeting the prepaid market. We're going after the postpaid market, that it's a more limited market and it's only on certain areas. The reason why it's limited to where Altan has a footprint is because outside of Altan's footprint, Altan has to pay for roaming on Telcel, which is more expensive. So that's why it's limited. The expansion of Altan, well, they have a commitment of expanding over time. And depending on where the areas where they expand is where we will be able to expand our offer, right? But well, I mean, it's just providing additional services to our customer base with an attractive offer. But I think that you should look more on the strategy of the cable company in the U.S. because we are not going after the prepaid market or for the -- of our customers that are not on our footprint or customers that are not part of our customer base, really.

Yes, that's interesting. I guess one observation would be subject to the Altan network and the devices. The difference in Mexico is you've got a very, very dominant player, which feels kind of ripe for the picking. And when you look at the U.S. market and you look at examples in Europe where cable operators have pushed into mobile, you haven't had such a sort of lopsided market structure. So while the model for cable generally, I think it makes a lot of sense. Mexico strikes me is quite unique in that, in addition to that, you could leverage off what is quite a strange market structure. But that's interesting. I take your point. That's very helpful.

Yes, you're absolutely right, Soomit. And that's why we're going basically after our broadband subscribers to offer this service, but thank you very much for your questions.

And I'm not showing any further questions at this point.

Thank you for joining us. If you have any follow-up questions, please contact our Investor Relations team. Have a great day and stay safe.

Ladies and gentlemen, this concludes today's conference call. Thank you for participating. You may now disconnect.