| Phase |
Key Developments |
Strategic
Rationale |
| Early Stages
1910–1984 |
- El Correo (1910)
- El Diario Vasco(1934)
- Consolidation of both newspapers (1910)
|
- Media group with strong regional presence
- Synergies in content, purchasing power and advertising management
|
| Focus on
Local Press
1984–1996 |
- Local / regional press expansion
- Launch of Grupo Correo
- Expansion into supplements
|
- Regional leadership consolidation
- Brand strength
- Local diversification
|
| Initial
Multi-Media
Diversification
1996–1999 |
- Audiovisual and Internet
- Establishment of central sales
- International expansion
|
- Capture new media and markets growth
- Provide comprehensive advertising platform to clients
- Create defensive barriers against potential new entrants to generate growth opportunities
|
| Acceleration of
Multi-Media
Strategy
2000–2006 |
- Merger of Grupo Correo and Prensa Española (ABC), later named Vocento
- Multi-media acceleration (radio, local / regional TV, content, DTT)
|
- Significant market reach / scale
- Focus on digital channels: growth and profitability (Internet, audiovisual)
- Expansion into content - structural growth
|
| 2006–Today |
- Stock market listing
- Bringing out the value of strategic assets
- Developing efficiencies across the different areas
|
- Improvement of the position in local media
- Becoming stronger in the national market
- Internet as the axis for strategic development
|
