Grupo Aeroportuario del Pacifico Business Model Canvas

GAP executes its Master Development Plan building runways and terminal expansions; by end-2025 it prioritized modernizing Guadalajara and Los Cabos to absorb record passenger flows (Guadalajara handling ~16.2M pax in 2024, Los Cabos ~8.9M), while continuous runway/taxiway maintenance ensures safety and NAV/Aeropuerto regulations; projects are phased to limit flight disruptions and stay within capex guidance of ~$220–240M for 2024–2025.

GAP runs day-to-day air traffic coordination and ground handling oversight, ensuring safe, efficient landings and takeoffs across its 12 Mexican airports; in 2024 GAP handled 15.8 million passengers and recorded a 22-minute median turnaround time, improved 8% via gate-occupancy software.

The most valuable resource GAP holds is its 12 Mexican airport concessions and two in Jamaica, covering ~70m annual passengers pre-COVID and generating MXN 23.4bn revenue in 2023; these multi-decade contracts grant exclusive rights to operate major Pacific- and Caribbean-region gateways. They create a predictable legal and cash-flow framework for capex and long-term revenue, and without them GAP would lack the operational platform for its network.

Grupo Aeroportuario del Pacífico's runways, terminals, hangars and control towers are a capital-intensive moat—Guadalajara and Tijuana alone handled 34.2 million passengers in 2024 and anchor route networks that rivals cannot copy; by end-2025 GAP completed smart terminal upgrades and added 18 gates, raising annual capacity ~12% and cutting turnaround times—this physical backbone directly supports airline operations and passenger service delivery.

GAP gives airlines and passengers fast access to high-growth regions like Guadalajara and Tijuana, handling 54% of its 2024 passenger volume through these hubs and supporting MXN 120 billion in regional tourism revenue in 2024.

Its airports act as natural gateways for domestic and international traffic, and by end-2025 GAP cut average transit connection times by 18% to 45 minutes, boosting transfer throughput and cargo link efficiency.

GAP manages airline relationships through multi‑year contracts with quarterly performance reviews, acting as a strategic partner on collaborative marketing and slot management to hit joint growth targets; in 2024 airlines accounted for ~62% of aeronautical revenue (MXN basis).

By 2025 GAP implemented clearer communication channels for tariff adjustments, reducing dispute resolution time by ~40% and increasing airline contract renewals to about 88%, reflecting high interdependence and shared commercial goals.

GAP engages passengers via its mobile app and social channels to send real‑time updates and personalized offers, aiming to connect during trip planning as well as at the terminal; in 2025 personalized notifications lifted engagement with airport services by about 18%, driving a 7% rise in retail conversion. Feedback loops from digital surveys allow GAP to triage service gaps quickly, improving Net Promoter Score trends and passenger satisfaction year‑over‑year.

The primary channel is GAPs 14 airports, handling all aeronautical and commercial activity and serving as the physical interface with passengers, airlines and tenants; terminals processed ~52 million pax in 2023 and are designed to optimize passenger and cargo flow. By late 2025 terminals added automated touchpoints—self-bag drop, biometric gates and automated retail checkouts—reducing average processing time by ~18% and raising non-aero revenue per pax.

GAP uses its official websites and mobile apps for flight status, parking reservations, and terminal maps, driving non-aeronautical sales—prebooked services grew 22% in 2024, contributing roughly MXN 210 million to ancillary revenue. In 2025 the app added augmented reality wayfinding to cut passenger navigation time by an estimated 30%, supporting higher per-passenger spend.

Airlines are GAP’s core B2B customers: low-cost carriers (LCCs) such as Volaris accounted for about 45% of GAP’s domestic passenger volume in 2024 and drive high-frequency, low-yield operations requiring quick turnarounds and lower fees. Legacy carriers supply international connectivity—Guadalajara’s hub traffic was 32% international in 2024—so by end-2025 GAP offered differentiated tariffs, dedicated apron slots, and tailored ground handling contracts to match LCC and legacy operational profiles.

International leisure travelers, chiefly tourists to Los Cabos and Puerto Vallarta with above-average discretionary spending, are core users of duty-free shops and premium services; GAP reports a 22% rise in luxury passenger arrivals from North America and Europe by Q3 2025, lifting non-aeronautical revenue per passenger to MXN 137.

Capital expenditure is GAP's largest cost, driven by the Master Development Plan requiring several billion pesos—Grupo Aeroportuario del Pacífico budgeted about MXN 8.2 billion in capex for 2025 to build terminals, extend runways, and buy advanced systems.

The Passenger Service Charge (TUA) is GAP’s main revenue source, levied per departing passenger via the airline ticket and covering terminal use and basic services; in 2025 TUA income hit a record as passenger traffic rose to 76.4 million across GAP’s 14 airports, driving TUA-related revenue up ~28% year-over-year to MXN 14.9 billion by year-end.

GAP earns material non-aeronautical income by leasing retail, F&B and car-rental space under mixed contracts combining fixed rent plus percentage rent tied to tenant sales; in 2024 commercial and parking revenue reached MXN 3.1 billion, ~28% of non-aeronautical revenue. By late 2025 optimized commercial layouts raised average spend per passenger to about USD 4.20, boosting commercial margins and diversifying cash flows.