From sports results to the entertainment business

Brian Rodríguez, analyst at Monex Grupo Financiero, explained that the monetization of the brand – through experiences, digital content, concerts and other events – represents an opportunity to diversify income and attract new audiences, even with greater international exposure. However, he acknowledged that Grupo Águilas’ challenge will be to build an entertainment ecosystem that capitalizes on the value of the brand and explores innovative models in line with a new era for sports teams.

In recent years, although it is not a general trend, investors have sought to inject capital into sports teams with the aim of diversifying and enhancing their commercial capabilities. For example, General Atlantic has a 24% stake in the English club York City FC.

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“The traditional income from football continues to be the box office or the sale of shirts, but digital monetization represents a new path of growth for clubs. This transformation has not been completely clear for the industry, but it is inevitable given the evolution of business models and the consumption habits of fans,” said the specialist.

Until now, Club América has 30 million fans in Mexico and another 15 million in the United States, a country that has hosted the most team matches in the last year, according to Ollamani data.

This panorama allowed the company to bill 2,726 million pesos throughout fiscal year 2024. As of the third quarter of 2025, revenues totaled 823 million pesos, a growth of 30% compared to the same period of the previous year. However, the company recorded a loss of 39.6 million pesos, so the new strategy aims to gradually improve this area.

The commitment to monetize the hobby in the digital age

The first turns of the strategy would begin with the Soccer World Cup, when the Banorte Stadium would show synergies focused on the user experience, with the aim of capitalizing more efficiently on the venue, which in the third quarter involved an investment of 474.7 million pesos.

The financial analyst considered that, beyond the commercial strategy, the creation of Grupo Águilas also reflects a strategic repositioning of Emilio Azcárraga Jean’s portfolio.

Although it could be interpreted as a greater emphasis on Ollamani—where it maintains a greater stake than in Televisa—the movements do not indicate that the television station has ceased to be relevant for the businessman, but rather that they are part of a broader strategy of balance and prioritization of investments.

According to the specialist, the orientation towards Grupo Ollamani has been evident since “Emilio Azcárraga assumed the absolute presidency of Ollamani, while at Televisa he maintains a co-presidency. The movements of purchase and sale of shares reflect long-term planning rather than recent specific decisions, consolidating his business portfolio in recent years,” he assured.