Grupo Aeroportuario del Pacifico Business Model Canvas

Partner with leading retail, duty-free and F&B brands to maximize non-aeronautical revenue across GAP’s 13-airport network and enhance passenger spend.

Curate tenant mixes by traveler profile and dwell time using flow and POS data to improve capture rates.

Share data-driven insights to optimize assortments and pricing; in 2024 non-aero sales accounted for roughly 34% of total revenue, and coordinated promotions and seasonal activations raise conversion and per-passenger spend.

Collaborate with domestic and international airlines to grow routes across GAP’s 13 airports and recover demand; handled ~46.8 million passengers in 2023 to guide 2024 network planning.

Work with Mexican/Jamaican authorities, ATC, customs and major retail/F&B tenants to maximize safety, throughput and non‑aero revenue (≈34% of total in 2024).

Engage EPCs for 2024 modernization CAPEX, deploy biometrics/common‑use/baggage tech and co‑market with tourism boards to boost inbound traffic.

Plan and execute terminal expansions, runway rehabilitations and capacity upgrades across GAPs 12 airports, targeting delivery with under 5% operational downtime per project and aligning investments to 2024 traffic growth, which averaged roughly 8–10% year‑on‑year. Capex in 2024 is concentrated on phased works to match concession timelines and traffic forecasts, with sustainability measures—LED, solar and HVAC upgrades—installed to cut energy use by an estimated 15–20%. Smart‑airport tech (biometrics, advanced BHS, A-CDM) is integrated to boost throughput and reduce dwell times, while projects are sequenced to honor concession commitments and ROI thresholds.

Operate 13 airports ensuring safe, on‑time service with KPI monitoring, A-CDM and root‑cause analytics to manage passenger flow and baggage. Maintain ICAO/national compliance with quarterly 2024 audits and drills, access control and risk management. Deliver phased capex (2024 focus) to expand capacity with <5% downtime, targeting 8–10% traffic growth and 15–20% energy savings. Drive non‑aero revenue via leases, analytics and tenant yield management.

Skilled staff in operations, safety, engineering and commercial roles across Grupo Aeroportuario del Pacífico’s 13-airport network drive on-time performance and revenue growth. Specialized security, emergency response and customer service teams underpin operational resilience and incident readiness. Management know-how in multi-airport operations delivers scale efficiencies, supported by recurrent ICAO-aligned training and certifications to sustain standards.

Core assets: long‑term concessions (awarded 1998) covering 13 airports (operator in 2024) plus terminals, runways and commercial real estate. Traffic base: 47.4 million passengers in 2024 underpinning aeronautical and non‑aeronautical revenues. Capabilities: skilled ops staff, common‑use systems, BHS/APS, data lakes and cybersecurity enable throughput and regulatory compliance.

Grupo Aeroportuario del Pacífico leverages its 13-airport network and over 50 million annual passengers in 2024 to offer diverse retail and F&B options tailored to traveler segments. Flexible leases and revenue-sharing align incentives with tenants, improving space productivity. High footfall and curated locations boost sales, while targeted marketing support and promotions lift tenant performance and conversion rates.

Grupo Aeroportuario del Pacífico delivers reliable, safety-first airport operations across a 13-airport network, handling 56.2 million passengers in 2024; scalable infrastructure and standardized systems speed airline onboarding and protect schedules. Data-driven queue management and curated retail/F&B boost non-aeronautical yields while energy-efficiency and waste programs lower OPEX and improve ESG.

Passenger Service and Care delivers multi-channel assistance via info desks, mobile apps and active social media, covering GAP’s 13 airports; in 2024 the network handled about 52.6 million passengers. Service recovery protocols prioritize rapid disruption response and compensation workflows to limit delays. Accessibility services include dedicated lanes and trained staff for diverse needs. Regular CX surveys (quarterly) drive targeted service enhancements.

Dedicated airline account teams and joint planning optimize capacity and revenue across Grupo Aeroportuario del Pacífico s 13 airports, supported by real-time ops coordination and CRM-driven personalization. Tenant lease management and merchandising use KPI dashboards for revenue alignment. Passenger care handles 52.6 million pax (2024) via multi-channel service and quarterly CX surveys.

Engage airlines at forums to pitch new routes and capacity increases, leveraging GAPs >50 million annual passengers (2023) to demonstrate demand. Benchmark route performance and commercial yields against peers and share best practices to raise load factors. Build strategic networks with tourism boards and suppliers to package connectivity with destination marketing. Showcase MX expansion projects to attract airline and investor partners.

Omnichannel digital hub (website, apps, in-terminal screens, signage) manages parking/lounges, flight info and IR disclosures across GAP’s 13 airports and supports >50M pax (2023). Account teams and shared dashboards drive airline/tenant sales, QBRs and yield improvements; GAP listed on NYSE/BMV (2024). Social, PR and WhatsApp enable real-time disruption management, marketing campaigns and passenger feedback to sustain pre‑pandemic traffic in 2024.

Brands and operators lease commercial space across GAPs 12 airports, targeting footfall, dwell time and sales conversion to maximize non-aeronautical yield; GAP served 34.1 million passengers in 2024. Tenants require fit-out support and stable operations to protect service standards and revenue per passenger. They value GAP’s passenger flow and sales data for merchandising and co-funded promotions to drive conversion and joint ROI.

Passenger airlines, cargo integrators, commercial tenants, passengers (47.2 million in 2024) and government/institutional stakeholders form GAP’s customer segments, prioritizing operational reliability, slot/turnaround performance, retail yield and regulatory compliance across GAP’s 12 airports.

Investments in expansions, rehabilitations and equipment drive Grupo Aeroportuario del Pacíficos capital expenditures, financed project-by-project to support traffic growth. Infrastructure assets are depreciated over concession lives—typically 50 years for GAPs original concessions (to 2048). Project management and permitting add non-capex operating costs and timeline risk. Long-duration financing of these projects materially pressures cash flow timing and debt service.

Salaries, maintenance, concession fees and security are GAPs largest cost pools, with recurring OPEX for operations, energy and compliance and CAPEX for runway/terminal rehab. Concession assets depreciated over ~50‑year concession lives (to 2048) and projects require long‑term financing. Target operational reliability >99.5% and 2024 focus on energy efficiency and spare‑parts inventory management.

Parking fees, car rentals and landside access generate recurring cash flow—non‑aeronautical revenues accounted for about 31% of GAP’s total revenue in 2023, supported by post‑pandemic passenger recovery (2023 passenger traffic ~46.1 million). Office, logistics and hangar leases provide lease‑back stability and predictable NOI. Development rights across terminals unlock long‑term land value, while dynamic pricing tools boost utilization and margin.

Aeronautical fees (passenger, landing, parking) drove core revenue as GAP handled 50.2 million passengers in 2024, under multi‑year regulated tariffs. Commercial concessions, parking and landside services plus advertising and premium ancillaries raised non‑aeronautical yield; non‑aeronautical was ~31% of revenue in 2023. Ground support, leases and Jamaica ops add recurring and currency‑diverse income.