1. The Leading Out-of-Home Entertainment Company in Latin America Corporación Interamericana de Entretenimiento, S.A. de C.V BMV: CIE B Citigroup / Smith Barney Latin America Conference March 2004

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3. - - 3 - Company Overview (continued) Vertical integration = multiple revenue streams and minimal risk Vertical integration = multiple revenue streams and minimal risk Significant commercial revenue from proprietary entertainment and advertising properties Significant commercial revenue from proprietary entertainment and advertising properties Expertise organized by country and business areas = high manager accountability Expertise organized by country and business areas = high manager accountability Free cash flow now increasing after a period of capital intensive growth Free cash flow now increasing after a period of capital intensive growth

4. - - 4 - US$100 in Box Office Receipts$35 Additional Revenue Streams Expenses US $38 Artists US $40 Promotion US $10 Venue US $12 Sponsorship US $27 Ticketing US $7 F&B/Merchandising US $1 Food & Beverages Ticket Sales Venue Operator Sponsorship Promoter + + + + 0%100% Maximum attendance required to breakeven 49% 51% 82% 54% 65% Competitive Advantages: Vertical Integration Enables CIE to generate US$35 in additional revenue for every US$100 in box-office receipts Breakeven attendance is reduced and project risk is minimized

5. - - 5 - 13% 10% 2003 Revenue: Ps. 6,687 Million 77% Entertainment -Live Entertainment in Mexico & Abroad -Las Americas Complex -Amusement Parks Commercial -Commercial activities in Mexico and abroad Services -Ticketing -Teleservices 13% 11% 2003 EBITDA Margin: Ps. 1,530 22.9% 76% Revenue and EBITDA by Segment

6. - - 6 - 9.9% 3.5% 1.8% 1.1% 0.3% 83.4% Mexico Brazil Spain Argentina United States Colombia Revenue by Region 2003 Revenue: Ps. 6,687 Million

7. - - 7 - Growth and Operating Strategy Expand target audiences through new entertainment forms and price niches – –Mexico, Brazil, Argentina: lower priced fairs / gaming / amusement parks – –Spain, U.S. Latin market: higher priced musical theater / “real-play” parks Increase utilization of existing venues through new attractions and facility upgrades Exploit proprietary Sports Book and Gaming opportunities

8. - - 8 - Growth and Operating Strategy (continued) Strengthen commercial sales force and expand its regional presence Control production costs through use of local talent and production labor Leverage strategic partner synergies to increase EBITDA and minimize project risk Optimize project financing (debt, equity, sponsorships) to maintain healthy balance sheet

9. - - 9 - OCESA Entretenimiento Strategic JV with Televisa Leading live entertainment company in Mexico Operates 12 live entertainment venues in Mexico; installed capacity of 686,000 seats Produces musical, theatrical, sporting, family/cultural and corporate events 3,391 live events produced in 2003; 5.6 million attendees Ticketmaster alliance formed in 1991; 19.5 million tickets sold in 2003 Positive cash flow, low project risk due to vertical integration

10. - - 10 - OCESA Entretenimiento 2003 Achievements – –Renewed property operating permits representing 60% of installed capacity – –Expanded target audience by entering the popular fair market – –Added premier content – Cirque du Soleil and CART Series 2004 Opportunities – –Further penetrate the popular fair market – –New sporting events – Nautical Racing, Motor Cross, Monster Trucks, Beach Volleyball, Triathlons and Marathons – –Expand car racing – CART Monterrey / Mexico City, local competitions (Mexican Series) – –Strongest concert calendar in years – –Leverage synergies afforded by Televisa relationship

11. - - 11 - Las Americas Complex Government Concession – –Horse racetrack 25 years – –Surrounding areas 50 years Horse racetrack attracted 600,000 spectators in 2003 Centro Banamex, the largest exhibition and convention center in Latin America, held 47 expositions in 2003 that attracted 1.7million visitors 23 Sports Book / Yaks now open in prime retail locations in Mexico (45 licenses total) One of the only companies in Mexico to have multiple gaming licenses

12. - - 12 - Las Americas Complex 2003 Achievements – –Centro Banamex operated at 75% to 80% occupancy in first full year of operation – –Eight new Sports Books / Yaks opened throughout Mexico – –23 Units in operation 2004 Opportunities – –Opening of La Granja Las Americas children’s park - $7.5 million projected annual revenues, $6.5 million construction cost financed 100% by sponsors – –Ten new Sports Books / Yaks (US$25 million to $30 million total investment)

13. - - 13 - CIE Amusement Parks Parks in Mexico (8) and Colombia (2) attracted 10 million visitors in 2003 Wannado © project in Florida scheduled to open July 2004 In partnership with – –ZN Mexico Fund (Sam Sell) – –The Mills Corporation (largest shopping mall developer in the USA) Wannado management / highly qualified – –CEO Jane Cooper / former CEO of Paramount Parks – –CFO Andrew Barkley / former CFO of Six Flags Amusement Parks

14. - - 14 - CIE Amusement Parks 2003 Achievements – –$45 million Wannado© project 70% complete – –$30 million provided by The Mills Corporation and private equity fund ZN Mexico II – –Interest from 50+ sponsors for additional Wannado© funding – –México Mágico educational park opened in Mexico City 2004 Opportunities – –Wannado© is the first “real-play” park in the world, combining entertainment and educational experiences for children with retail, restaurant and sponsor-based attractions – –Investigating opportunities for Wannado© roll-out throughout U.S. – –Enhancing Salitre Mágico in Colombia with new attractions and sponsorships

15. - - 15 - CIE Commercial Sponsorships of CIE live events / naming rights for CIE venues Dynamic advertising in 1,342 movie theaters (“Cineminutos”) 475 billboard sponsorships on 132 pedestrian overpasses Rotating advertisements for 12 Mexican soccer teams Indoor and outdoor advertising in airports Telemarketing services (in partnership with Sitel Corporation) 2003 Achievements – –Consolidation of all commercial CIE activities into one division = market leverage – –141 new movie theaters / 16 new overpasses (58 new billboards) 2004 Opportunities – –Additional movie theaters / additional overpasses – –Advertising space on the uniforms of First Division soccer teams – –Expand airport advertising – –Promote comprehensive sponsorship packages

16. - - 16 - CIE International Operates live entertainment venues in Brazil (6), Argentina (3) and Spain (3). 1,796 live events produced in 2003; 2.3 million people attendees Operates the Buenos Aires Zoo and nine radio stations in Argentina Alliance with Hauser Entertainment, the leading promoter of Latin talent in the U.S. 2003 Achievements – –Formed alliance with Stage Holding in Amsterdam (theatrical rights) – –Successful local productions in medium-sized cities in Brazil and Argentina – –Healthy attendance at Buenos Aires Zoo and live events in Argentina 2004 Opportunities – –Cats, Phantom of the Opera and Cabaret – major Broadway-type productions in Madrid – –Evaluate new Spanish markets for theatrical productions – –Expand local productions in Brazil and Argentina – –Divest AM radio stations in Argentina

17. - - 17 - Qtr/Qtr 5.9% Financial Performance: Revenue Millions of Pesos 3,401 4,588 5,528 6,228 6,687 1,808 1,914 1,000 2,000 3,000 4,000 5,000 6,000 7,000 19992000200120022003Q402Q403 CAGR: 18.4%

18. - - 18 - Financial Performance: EBITDA 200 400 600 19992000200120022003Q402Q403 Millions of Pesos 25.4% 24.8% 22.5% 23.3% 22.9% 863 1,137 1,298 1,451 800 1,000 1,200 1,400 1,600 1,800 1,530 23.1% 22.5% 417 430 CAGR: 15.4%

19. - - 19 - Debt Short-term Bank Loans Securitized Loans Long-term Bank Loans Securitized Loans Total Cash Net Debt Interest Paid Ratios: Interest Coverage Net Debt / EBITDA Net Debt / Shareholders’ Equity Denomination: Mexican Peso US Dollar UDI Total Interest Rates: Fixed Variable Fixed UDIs December 31, 2003 811 311 500 3,923 1,793 2,130 4,734 700 4,033 417 3.7x 2.6x 0.6x 54% 1% 45% 100% 9.5% 7.0% 8.3% 17% 83% Financial Performance: Debt

20. - - 20 - Financial Performance: Capital Expenditures, Free Cash Flow 200120022003 Resources provided by operating activities62261396 Capital expenditures(1,423)(1,046)(751) Investments in deferred assets-(656)(585) Free cash flow(1,927)(1,441)(940) Financing activities1,295652780 ROIC 8.8%7.8%8.4% WACC 14.0%11.5%9.7% Year Ending December 31, 2003 Millions of pesos, except ratios (566)

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22. Corporación Interamericana de Entretenimiento, S.A. de C.V BMV: CIE B The Leading Out-of-Home Entertainment Company in Latin America March 2004

23. - - 23 - Senior Management  Alejandro Soberón Kuri Chairman of the Board and CEO  Rodrigo H. González CalvilloVice Chairman of the Board and COO  Víctor Manuel MurilloChief Financial Officer  George González AlvaradoManaging Director of Ocesa Entretenimiento  Gabriel Lecumberri PandoManaging Director of Las Americas Complex  René Aziz ChecaManaging Director of CIE Amusement Parks  Manuel Pérez DíazManaging Director of CIE Commercial  Federico González CompeánManaging Director of CIE International  José Manuel Alavéz GonzálezCorporate Director of Development  Alejandro Garza DíazCorporate Director of Planning and Promotion