Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS): Business Model Canvas

Tauchen Sie ein in die strategische Blaupause von Volaris, Mexikos dynamischer Billigfluggesellschaft, die den Flugverkehr in ganz Lateinamerika revolutioniert hat. Dieses Business Model Canvas zeigt, wie Controladora Vuela Compañía de Aviación (VLRS) meisterhaft eine schlanke, effiziente Betriebsstrategie entwickelt hat, die traditionelle Geschäftsmodelle von Fluggesellschaften revolutioniert. Durch die Konzentration auf Erschwinglichkeit, digitale Innovation und strategische Partnerschaften hat sich Volaris eine einzigartige Position im wettbewerbsintensiven Luftfahrtmarkt erarbeitet und preisbewussten Reisenden ein zugängliches und flexibles Flugerlebnis geboten, das die Art und Weise, wie Millionen von Passagieren in Mexiko und darüber hinaus reisen, verändert.

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) – Geschäftsmodell: Wichtige Partnerschaften

Flugzeuglieferanten

Volaris unterhält strategische Partnerschaften mit Boeing und Airbus für die Flugzeugbeschaffung. Ab 2023 umfasst die Flottenzusammensetzung der Fluggesellschaft:

Hersteller	Anzahl der Flugzeuge	Flottenanteil
Airbus A320	103 Flugzeuge	86.5%
Airbus A321	16 Flugzeuge	13.5%

Strategische Airline-Allianz

Volaris Mexico hat im Jahr 2022 eine strategische Allianz mit Frontier Airlines geschlossen, die sich auf Folgendes konzentriert:

• Codeshare-Vereinbarungen
• Gemeinsame Vorteile des Vielfliegerprogramms
• Ausbau des Streckennetzes

Technologiepartnerschaft

Volaris nutzt die Reservierungs- und Vertriebstechnologie von Amadeus mit den folgenden Spezifikationen:

Technologiekomponente	Implementierungsdetails
Reservierungssystem	Amadeus Altéa-Reservierung
Jährliche Technologieinvestition	4,2 Millionen US-Dollar

Kraftstoffbeschaffung

Die Kraftstoffversorgungspartnerschaft mit PEMEX umfasst:

• Jährliches Kraftstoffbeschaffungsvolumen: 180 Millionen Liter
• Geschätzter jährlicher Treibstoffaufwand: 135 Millionen USD
• Langfristiger Liefervertrag gültig bis 2025

Bodenabfertigungsdienste

Zu den Bodenabfertigungsdienstleistern an mexikanischen Flughäfen gehören:

Dienstleister	Abgedeckte Flughäfen	Jährliche Servicekosten
Grupo Aeroportuario del Pacifico	12 Flughäfen	22,5 Millionen US-Dollar
Grupo Aeroportuario del Centro Norte	9 Flughäfen	18,3 Millionen US-Dollar

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) – Geschäftsmodell: Hauptaktivitäten

Kostengünstiger Passagierlufttransport

Volaris verfügt ab dem 4. Quartal 2023 über 106 Flugzeuge und konzentriert sich dabei auf das Ultra-Low-Cost-Carrier-Modell. Die Flotte besteht zu 100 % aus Flugzeugen der Airbus A320-Familie.

Flugzeugtyp	Anzahl der Flugzeuge	Passagierkapazität
Airbus A320	81	180 Sitzplätze
Airbus A321	25	230 Sitzplätze

Erweiterung des Streckennetzes in Mexiko und Lateinamerika

Volaris betreibt ab 2023 259 Strecken und verbindet 55 Ziele in Mexiko, den Vereinigten Staaten und Mittelamerika.

• Inlandsstrecken: 187
• Internationale Routen: 72
• Hauptmärkte: Mexiko, USA, Guatemala, El Salvador

Flottenoptimierung und betriebliche Effizienz

Durchschnittliches Flottenalter: 6,8 Jahre. Betriebskosten pro verfügbarem Sitzplatzkilometer (CASK) von 0,036 USD im Jahr 2022.

Betriebsmetrik	Leistung 2023
Lastfaktor	88.7%
Pünktliche Leistung	85.2%
Kraftstoffeffizienz	2,8 Liter pro Passagier und 100 km

Digitales Marketing und Online-Ticketverkauf

Beitrag des digitalen Vertriebskanals: 92 % des gesamten Ticketumsatzes im Jahr 2023.

• Prozentsatz der Website-Buchungen: 65 %
• Prozentsatz der Buchungen über mobile Apps: 27 %
• Online-Plattformen Dritter: 8 %

Kontinuierliches Kostenmanagement und Betriebsstrategien

Betriebskosten im Jahr 2022: 1,2 Milliarden US-Dollar. Die Kosten pro verfügbarem Sitzplatzkilometer (CASK) werden auf branchenführendem Niveau gehalten.

Kostenmanagement-Metrik	Leistung 2023
Treibstoffkosten pro ASK	$0.018
Wartungskosten pro ASK	$0.005
Arbeitskosten pro ASK	$0.012

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) – Geschäftsmodell: Schlüsselressourcen

Junge, treibstoffeffiziente Airbus A320-Flotte

Mit Stand vom vierten Quartal 2023 betreibt Volaris eine Flotte von 112 Airbus A320-Flugzeugen. Durchschnittliches Flottenalter: 6,8 Jahre. Aufschlüsselung der Flottenzusammensetzung:

Flugzeugtyp	Anzahl der Flugzeuge	Prozentsatz der Flotte
Airbus A320	95	84.8%
Airbus A321	17	15.2%

Digitale Technologieinfrastruktur

Technologieinvestitionen: 42,3 Millionen US-Dollar im Jahr 2023 für digitale Plattformen und IT-Infrastruktur.

• Downloads mobiler Apps: 7,2 Millionen Stand Dezember 2023
• Online-Buchungsdurchdringung: 89 % des gesamten Ticketverkaufs
• Website-Verkehr: 24,6 Millionen einzelne Besucher monatlich

Markenbekanntheit im mexikanischen Low-Cost-Markt

Marktanteil im mexikanischen Inlandsflugverkehr: 38,7 % ab Q4 2023.

Markenmetrik	Wert
Markenbewertung	276 Millionen Dollar
Social-Media-Follower	2,1 Millionen

Qualifizierte Arbeitskräfte

Gesamtzahl der Mitarbeiter: 3.412 Stand Dezember 2023

• Piloten: 512
• Flugbegleiter: 1.124
• Technisches Wartungspersonal: 387
• Unternehmens- und Verwaltungspersonal: 1.389

Online-Buchungs- und Kundendienstplattformen

Leistungskennzahlen für digitale Plattformen:

Plattformmetrik	Wert
Jährliche Online-Transaktionen	14,3 Millionen
Reaktionszeit des Kundendienstes	12,4 Minuten (Durchschnitt)
Bewertung mobiler Apps	4.6/5

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) – Geschäftsmodell: Wertversprechen

Erschwingliche Flugreiseoptionen für preissensible Kunden

Volaris bietet in seinem Netzwerk durchschnittliche Einzelfahrkartenpreise von 45 bis 65 USD an. Die Low-Cost-Strategie der Fluggesellschaft richtet sich an preissensible Kunden mit deutlich niedrigeren Basispreisen als bei herkömmlichen Fluggesellschaften.

Tarifkategorie	Durchschnittspreis (USD)	Marktsegment
Grundökonomie	$45	Budget-Reisende
Standard-Economy	$65	Kostenbewusste Passagiere

Umfangreiches nationales und internationales Streckennetz

Ab 2024 betreibt Volaris:

• 128 Routen durch Mexiko
• 25 internationale Reiseziele
• Bedient 55 Flughäfen

Einfaches, transparentes Preismodell

Volaris implementiert eine entbündelte Preisstruktur mit Basispreisen zwischen 30 und 80 US-Dollar, sodass Kunden nur für die Dienste bezahlen müssen, die sie benötigen.

Service	Zusätzliche Kosten (USD)
Sitzplatzauswahl	$5-$15
Aufgegebenes Gepäck	$15-$35
Priority Boarding	$10

Hochfrequenzflüge zwischen mexikanischen Großstädten

Volaris bietet täglich mehrere Flüge an, die die wichtigsten Ballungsräume verbinden:

• Mexiko-Stadt: 35 tägliche Abfahrten
• Guadalajara: 25 tägliche Abfahrten
• Monterrey: 20 tägliche Abfahrten

Flexible Ticketoptionen mit entbündelten Services

Die Fluggesellschaft bietet mehrere Tarifklassen mit unterschiedlicher Flexibilität an:

Tarifklasse	Änderungsgebühr (USD)	Flexibilitätsgrad
Basic	$25	Begrenzt
Klassisch	$15	Mäßig
Plus	$0	Hoch

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) – Geschäftsmodell: Kundenbeziehungen

Digitale Self-Service-Plattformen

Volaris bietet umfassende digitale Self-Service-Plattformen mit folgenden Funktionen:

Plattform	Hauptmerkmale	Monatlich aktive Benutzer
Web-Buchungsplattform	Vollständige Flugreservierungsfunktionen	2,4 Millionen Nutzer
Online-Check-in-System	Komplettes Pre-Flight-Management	87 % der Passagiere

Mobile App für Buchung und Verwaltung

Statistiken zu mobilen Volaris-Anwendungen:

• App-Downloads: 12,6 Millionen
• Durchschnittliche monatlich aktive Benutzer: 3,1 Millionen
• Buchungsabschlussrate über Mobilgeräte: 68 %

Kundenbindungsprogramm (Volaris-Punkte)

Programmmetrik	Wert
Mitglieder des Total Loyalty-Programms	5,2 Millionen
Durchschnittliche Einlösungsrate für Punkte	42%
Jährliche Punktetransaktionen	1,8 Millionen

Social-Media-Engagement und Kundensupport

Kennzahlen zur Social-Media-Unterstützung:

• Durchschnittliche Antwortzeit: 37 Minuten
• Social-Media-Follower: 2,9 Millionen
• Kundenzufriedenheitsbewertung: 4,3/5

Direkte Kommunikation über digitale Kanäle

Kommunikationskanal	Monatliche Interaktionen
WhatsApp-Unterstützung	215.000 Interaktionen
E-Mail-Support	127.000 Interaktionen
Live-Chat	92.000 Interaktionen

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) – Geschäftsmodell: Kanäle

Unternehmenswebsite

Volaris.com dient als primärer Direktvertriebskanal mit 47,3 Millionen einzelnen Besuchern im Jahr 2023. Die Website verarbeitet etwa 62 % aller Buchungstransaktionen der Fluggesellschaft.

Website-Metrik	Daten für 2023
Einzigartige Besucher	47,3 Millionen
Prozentsatz der Buchungstransaktionen	62%

Mobile Anwendung

Die mobile App Volaris wickelt im Jahr 2023 28 % der gesamten Buchungstransaktionen mit 3,2 Millionen aktiven monatlichen Nutzern ab.

Metrik für mobile Apps	Daten für 2023
Aktive monatliche Benutzer	3,2 Millionen
Prozentsatz der Buchungstransaktionen	28%

Online-Reisebüros

Volaris arbeitet mit mehreren Online-Reiseplattformen zusammen und generiert über diese Kanäle 8 % des gesamten Buchungsumsatzes.

• Expedia
• Despegar.com
• Kajak

Callcenter

Volaris betreibt 12 Callcenter in ganz Mexiko und wickelt monatlich 2,1 Millionen Kundeninteraktionen mit einer durchschnittlichen Lösungszeit von 7,4 Minuten ab.

Callcenter-Metrik	Daten für 2023
Anzahl der Call Center	12
Monatliche Kundeninteraktionen	2,1 Millionen
Durchschnittliche Lösungszeit	7,4 Minuten

Ticketschalter am Flughafen

Volaris unterhält 56 Ticketschalter in ganz Mexiko, auf die 2 % der gesamten Buchungstransaktionen entfallen.

Flughafen-Ticketschalter-Metrik	Daten für 2023
Anzahl der Ticketschalter	56
Prozentsatz der Buchungstransaktionen	2%

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) – Geschäftsmodell: Kundensegmente

Preisbewusste Urlaubsreisende

Volaris richtet sich an Reisende, die erschwingliche Flugreisemöglichkeiten innerhalb Mexikos und zu ausgewählten internationalen Zielen suchen.

Segmentmerkmale	Statistische Daten
Jährliche Passagiere	30,1 Millionen Passagiere im Jahr 2022
Durchschnittlicher Ticketpreis	Ungefähr 1.050 mexikanische Pesos
Marktanteil in Mexiko	28,4 % des inländischen Low-Cost-Marktes

Junge urbane Fachkräfte

Wichtige Zielgruppe für digitale Reiseerlebnisse.

• Altersspanne: 25–40 Jahre
• Digitale Buchungspräferenz: 72 % nutzen eine mobile App
• Durchschnittliche jährliche Reisehäufigkeit: 3-4 Fahrten

Preisbewusste Geschäftsreisende

Firmensegment mit kostenbewusstem Reisebedarf.

Geschäftsreisekennzahlen	Datenpunkte
Unternehmenskonten	1.250 aktive Geschäftspartnerschaften
Business-Class-Sitze	15 % des gesamten Sitzplatzbestands
Durchschnittliche Dauer einer Geschäftsreise	2,1 Tage

Studenten und Wanderarbeiter

Kritische Bevölkerungsgruppe für innerstädtische und grenzüberschreitende Reisen.

• Reiseaufkommen der Studierenden: 18 % aller Passagiere
• Routen für Wanderarbeiter: Hauptverbindungen zwischen Mexiko und den USA
• Durchschnittliche Reisehäufigkeit: 2-3 Mal pro Jahr

Aufstrebende mexikanische Verbraucher der Mittelschicht

Wachsendes Segment mit zunehmender Reisezugänglichkeit.

Wirtschaftssegmentindikatoren	Quantitative Daten
Bevölkerung der Mittelschicht	42,4 Millionen Menschen
Jährliche Reiseausgaben	8.500 Pesos pro Kopf
Volaris-Marktdurchdringung	35,6 % der Zielgruppe

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) – Geschäftsmodell: Kostenstruktur

Treibstoffkosten

Im Jahr 2023 meldete Volaris Treibstoffkosten in Höhe von 10.714 Millionen mexikanischen Pesos, was etwa 33 % seiner gesamten Betriebskosten ausmacht.

Jahr	Treibstoffkosten (Millionen MXN)	Prozentsatz der Betriebskosten
2023	10,714	33%

Flugzeugleasing und -wartung

Volaris betreibt ab dem vierten Quartal 2023 eine Flotte von 112 Airbus A320-Flugzeugen mit Wartungs- und Leasingkosten von insgesamt 3.456 Millionen mexikanischen Pesos.

• Gesamte Flugzeugflotte: 112 Airbus A320
• Flugzeugwartungskosten: 2.100 Millionen MXN
• Kosten für Flugzeugleasing: 1.356 Millionen MXN

Gehälter und Schulungen der Mitarbeiter

Im Jahr 2023 gab Volaris 2.890 Millionen mexikanische Pesos für Personalkosten aus.

Kategorie	Ausgaben (Millionen MXN)
Gehälter der Mitarbeiter	2,450
Schulungskosten	440

Flughafenbetriebsgebühren

Die Flughafen- und Navigationsgebühren für Volaris beliefen sich im Jahr 2023 auf 4.215 Millionen mexikanische Pesos.

• Landegebühren am Flughafen: 2.100 Millionen MXN
• Navigationsgebühren: 1.350 Millionen MXN
• Bodenabfertigungsgebühren: 765 Millionen MXN

Kosten für Marketing und digitale Infrastruktur

Volaris investierte im Jahr 2023 890 Millionen mexikanische Pesos in Marketing und digitale Infrastruktur.

Kategorie der Marketingausgaben	Betrag (Millionen MXN)
Digitales Marketing	450
Traditionelles Marketing	290
Digitale Infrastruktur	150

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) – Geschäftsmodell: Einnahmequellen

Verkauf von Passagiertickets

Im Jahr 2023 meldete Volaris einen Passagierumsatz von 36,6 Milliarden mexikanischen Pesos. Die Fluggesellschaft beförderte im Laufe des Jahres 24,7 Millionen Passagiere mit einem Durchschnittspreis von 1.482 Pesos.

Metrisch	Wert 2023
Gesamte Passagiereinnahmen	36,6 Milliarden MXN
Insgesamt beförderte Passagiere	24,7 Millionen
Durchschnittlicher Tarif	1.482 Pesos

Zusatzleistungen

Volaris generiert erhebliche Einnahmen durch zusätzliche Dienstleistungen:

• Gepäckgebühren: 3,2 Milliarden Pesos im Jahr 2023
• Gebühren für die Sitzplatzauswahl: 1,5 Milliarden Pesos im Jahr 2023
• Bordumsatz: 0,8 Milliarden Pesos im Jahr 2023

Gütertransport

Der Frachtumsatz von Volaris erreichte im Jahr 2023 1,1 Milliarden mexikanische Pesos, was 2,5 % des Gesamtumsatzes entspricht.

Treueprogramm-Partnerschaften

Das Treueprogramm VolarisMás generierte im Jahr 2023 durch Partnerkooperationen 0,5 Milliarden Pesos.

Verkauf von Reiseversicherungen

Der Verkauf von Reiseversicherungen trug im Jahr 2023 0,4 Milliarden Pesos zur Einnahmequelle von Volaris bei.

Einnahmequelle	Betrag 2023 (Milliarden MXN)	Prozentsatz des Gesamtumsatzes
Verkauf von Passagiertickets	36.6	82%
Zusatzleistungen	5.5	12.4%
Gütertransport	1.1	2.5%
Treueprogramm	0.5	1.1%
Reiseversicherung	0.4	0.9%

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) - Canvas Business Model: Value Propositions

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) centers its value on making air travel accessible, which is key for stimulating demand from the bus-to-air conversion market.

Lowest Base Fares: Making air travel accessible to the bus-to-air conversion market

The core appeal is the low entry price point. For the second quarter of 2025, the average base fare per passenger was just $38. This low fare is deliberately visible on the website to stimulate demand, allowing customers to secure the lowest possible ticket price well in advance. This strategy is what helps Controladora Vuela Compañía de Aviación, S.A.B. de C.V. target cost-conscious leisure and VFR (Visiting Friends and Relatives) travelers.

Unbundled Service Model: Allowing customers to customize and pay only for services they use

The ultra-low-cost carrier model means the base fare is just the starting point. Customers build their journey by selecting only the extras they need. This customization is reflected in the revenue mix from the second quarter of 2025, where ancillary revenues were a significant component. Controladora Vuela Compañía de Aviación, S.A.B. de C.V. successfully generated an average of $54 per passenger in total ancillary revenue during that period, which accounted for 58.9% of total operating revenues. Furthermore, a portion of the customer base actively manages their add-ons, with between 25% and 30% of customers choosing to pay airport fees before check-in rather than at the time of purchase.

The breakdown of revenue per passenger in Q2 2025 clearly shows this structure:

Revenue Component	Average Amount Per Passenger (Q2 2025)	Percentage of Total Operating Revenue (Q2 2025)
Average Base Fare	$38	41.1%
Total Ancillary Revenue	$54	58.9%

Extensive VFR Network: Connecting friends and relatives across Mexico and the US/Central America

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. positions itself as the airline of choice for the VFR base, which management noted is the most resilient customer segment. The network is built to facilitate these essential connections. As of late 2025, the airline offers around 500 daily flight segments. This extensive reach connects 44 cities within Mexico and 30 cities across the United States, Central, and South America. Management has stated that if demand trends persist, the strategy favors broadening this footprint with new routes over adding depth to existing ones, enhancing network diversification.

The network scale as of late 2025 includes:

• Over 222 total routes.
• Service to 44 cities in Mexico.
• Service to 30 cities in the US/Central/South America.
• Around 500 daily flight segments.

Operational Reliability: Maintaining a consolidated load factor of 85.3% (Nov 2025)

High utilization of assets is critical for the low-cost model to work. For November 2025, Controladora Vuela Compañía de Aviación, S.A.B. de C.V. reported a consolidated load factor of 85.3%, having transported 2.7 million passengers during that month. This metric shows the efficiency in filling available seats, even with a slight year-over-year decrease. International Revenue Passenger Miles (RPMs) showed strong growth at 9.2% in November 2025, while domestic RPMs grew by 0.6%.

Young, Modern Fleet: Offering a more comfortable and fuel-efficient travel experience

The fleet composition supports both cost efficiency and passenger comfort expectations. As of the second quarter of 2025, the fleet totaled 149 aircraft, with the company adding four A320neos and one A321neo during that quarter. By November 2025, the fleet had grown to 154 aircraft. A key value driver is modernity; at the end of Q2 2025, the average age of the fleet was only 6.5 years. Moreover, 63% of the total fleet consisted of New Engine Option (NEO) models, which directly translate to better fuel efficiency, a major component of operating costs.

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) - Canvas Business Model: Customer Relationships

You're looking at how Controladora Vuela Compañía de Aviación, S.A.B. de C.V. keeps its customers engaged while keeping costs down. It's all about making the interaction fast and digital, which is key for an ultra-low-cost carrier.

Automated Self-Service

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. leans heavily on customers doing things themselves online. This means booking, changing flights, and checking in happens mostly through their digital storefronts. This approach helps keep the cost structure lean, which is the whole point of their model. For instance, ancillary revenue per passenger in Q3 2025 was $56, reflecting successful upselling through these digital touchpoints. This self-service focus is critical when you're moving millions of people; in November 2025 alone, they transported 2.7 million passengers.

The primary digital interfaces for this are:

• Volaris official website (www.volaris.com).
• Volaris official mobile application.
• Airport ticket sales modules.

VClub Loyalty Program

The VClub loyalty program, which also incorporates the altitude benefits, is structured to lock in repeat business through tiered annual subscriptions. This isn't just about miles; it's about guaranteeing access to the lowest published fares. You can choose the plan that fits your travel style, which is a smart way to segment the relationship.

Here are the starting annual costs for the membership tiers as of late 2025:

Membership Tier	Annual Subscription Price (Starting)
Individual	$29.99 USD per year
Duo	$49.99 USD per year
Friends & Family	$149.99 USD per year

The goal is to make the membership fee an easy decision when compared to the guaranteed savings on every flight.

Transactional Focus

The relationship is fundamentally transactional, prioritizing efficiency over deep, personalized hand-holding for every customer interaction. This is evident in the pricing structure. In Q3 2025, the average base fare per passenger was $44, which was a 17.8% decrease year-over-year, showing the commitment to low base pricing. The total operating revenue per passenger for that quarter settled at $100. The company manages its customer service to handle high volume, low-touch needs effectively. They operate a fleet of 153 aircraft, connecting 44 cities in Mexico and 30 cities across the US, Central, and South America, all managed with this cost-conscious approach.

Social Media and Digital Support

When issues arise, Controladora Vuela Compañía de Aviación, S.A.B. de C.V. directs customers toward high-volume digital channels. They recently launched new customer service initiatives, including the use of AI agents, to help manage the flow of inquiries efficiently following their Q3 2025 report. For international flights to and from the United States, they commit to providing prompt information on known delays or cancellations via the customer's registered telephone number, including through WhatsApp, and by email.

Key operational and customer metrics from recent reports include:

• Q3 2025 Net Income: $6 million.
• Q3 2025 Total Operating Revenues: $784 million.
• November 2025 Passengers Transported: 2.7 million.
• Fleet Size (Late 2025): 153 aircraft.
• Ancillary Revenue per Passenger (Q3 2025): $56.

Finance: draft 13-week cash view by Friday.

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) - Canvas Business Model: Channels

You're looking at how Controladora Vuela Compañía de Aviación, S.A.B. de C.V. gets its product-seats on ultra-low-cost flights-to the customer in 2025. The scale of operations is significant; for instance, in November 2025, the company transported 2.7 million passengers. This volume flows through several distinct avenues.

Company Website and Mobile App: Primary and most cost-effective direct sales channel.

This is where Controladora Vuela Compañía de Aviación, S.A.B. de C.V. pushes for the highest margin sales. The focus here is on driving direct bookings to avoid third-party commissions. The company's operational scale supports this, with total operating revenues reaching $784 million in the third quarter of 2025 alone. The digital channels are key to upselling ancillary products, which are vital given the average base fare per passenger stood at $44 in Q3 2025.

• Digital sales are essential for ancillary revenue capture.
• The platform supports the ultra-low-cost model's efficiency.

Global Distribution Systems (GDS): Used for reaching corporate and travel agency customers (e.g., SabreMosaic™).

While Controladora Vuela Compañía de Aviación, S.A.B. de C.V. is an ultra-low-cost carrier, GDS access is necessary for certain segments, including corporate travel programs. The use is selective, balancing reach against the associated distribution costs. The company's international segment, which saw international RPMs rise by 9.2% in November 2025, likely utilizes GDS to a greater extent for cross-border bookings. The company's liquidity position, with cash and short-term investments totaling $794 million at the end of Q3 2025, provides a buffer to manage these channel costs.

Call Centers and Airport Ticket Offices: Used for complex bookings and last-minute purchases.

These channels handle transactions that require immediate human interaction or are made at the point of departure. Airport ticket offices serve last-minute demand, which is important when the consolidated load factor was 85.3% in November 2025. The cost structure of these channels is higher, but they support customer service for the 2.7 million passengers moved in November 2025.

Third-Party Online Travel Agencies (OTAs): Selective use to expand reach in international markets.

OTAs provide incremental reach, particularly in international markets where brand awareness might be lower or where specific market segments prefer the OTA interface. This is a tactical lever. For context, international RPMs grew by 9.2% in November 2025, suggesting a need for broad market access. The company's Q1 2025 total operating revenues were $678 million. Any OTA contribution must be weighed against the pressure on unit revenues, as TRASM (Total Revenue per Available Seat Mile) declined 7.7% in Q3 2025.

Here's a look at the financial scale these channels supported in the third quarter of 2025:

Metric	Value (Q3 2025)
Total Operating Revenue	$784 million
Net Income	$6 million
EBITDAR Margin	33.6 percent
Cash & Short-Term Investments	$794 million

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) - Canvas Business Model: Customer Segments

You're looking at the core customer groups for Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) as we close out 2025. The ultra-low-cost carrier strategy is all about volume, and these segments are where the growth is coming from.

Visiting Friends and Relatives (VFR): The core segment for cross-border and domestic travel

This group remains foundational, especially for the international routes connecting Mexico with the United States, Central, and South America. We saw international Revenue Passenger Miles (RPMs) expand by a strong 9.2% in November 2025, showing continued momentum in this core cross-border traffic. To be fair, earlier in the year, in January 2025, there was some noted softness in VFR traffic to the U.S. due to geopolitical uncertainty, which required tactical fare adjustments. Still, the overall trend shows resilience. The company transported 2.7 million passengers in November 2025, part of a year-to-date total of 13.1 million passengers carried from January through July 2025, a 6.8% increase over the same period in 2024.

Cost-Conscious Leisure Travelers: Individuals and families prioritizing the lowest possible fare

This segment is the lifeblood of the ultra-low-cost model, driven by the lowest possible base fares. In the third quarter of 2025, the average base fare per passenger stood at $44, which was a significant 17.8% decrease year-over-year. This aggressive pricing is balanced by ancillary revenue, which is key to profitability; total ancillary revenue per passenger actually increased by 4.7% in Q3 2025. The total operating revenue per passenger for that quarter was $100. This shows you how critical the non-ticket revenue is when the base fare is being aggressively managed to capture the most price-sensitive travelers.

Bus-to-Air Conversion Market: First-time flyers shifting from long-haul bus travel

This is the long-term structural opportunity Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) was built to capture. The company has historically cited a massive market where air travel is positioned as both quicker and cheaper than long-haul bus journeys. While a 2021 estimate suggested about 700 million annual bus trips of six or more hours were in play, the opportunity for this segment is framed by the company as a $1.5 billion market potential. A major milestone was reached when the airline converted over 10 million bus travelers into first-time air travelers by late 2022, setting the stage for continued conversion.

Small to Medium-Sized Business Travelers: Price-sensitive business users on short-haul routes

These travelers need reliability and low cost for short-haul domestic and near-border business trips. The domestic network shows solid demand, with domestic RPMs in Mexico seeing a slight upturn of 0.6% in November 2025. The domestic load factor reached a high of 88% in the second quarter of 2025, indicating strong utilization on these routes. To better serve this group, Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) reaffirmed its focus in Q3 2025 on new product offerings, including a new loyalty program specifically for business travelers.

Here's a quick look at the operational metrics that touch these segments:

Metric	Period	Value	Comparison
Total Passengers Transported	November 2025	2.7 million	Up 5.0% year-over-year
Average Base Fare per Passenger	Q3 2025	$44	Down 17.8% year-over-year
International RPM Growth	November 2025	9.2%	Year-over-year
Domestic Load Factor	Q2 2025	88%	Domestic Segment Focus

The airline's overall strategy involves maintaining a lean cost structure, as evidenced by the Q3 2025 CASM ex fuel being $0.0548 cents, up only 2% year-over-year despite inflationary pressures. This cost discipline directly supports the low base fares that attract the leisure and bus-conversion segments.

• Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) fleet size at the end of Q2 2025 stood at 149 aircraft.
• Total liquidity position at the end of Q3 2025 was $794 million.
• The company operates approximately 550 daily flights connecting 44 cities in Mexico and 23 in the United States as of late 2025.

Finance: draft 13-week cash view by Friday.

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) - Canvas Business Model: Cost Structure

You're looking at the core expenses that keep Controladora Vuela Compañía de Aviación, S.A.B. de C.V. flying, which is crucial for an ultra-low-cost carrier (ULCC) like this one. Their entire model hinges on keeping these costs, especially the variable ones, as low as possible relative to revenue, so every cent matters.

Fuel is the big variable hit, naturally. For the second quarter of 2025, the average economic fuel cost was $2.46 per gallon. To give you a slightly later snapshot, the average economic fuel cost in the third quarter of 2025 ticked up a bit to $2.61 per gallon. This is why their fleet modernization, with 63% NEO (New Engine Option) models in their 149-aircraft fleet, is so important; those newer planes directly fight this major expense.

Aircraft leasing and maintenance are significant fixed and variable buckets. You saw some specific pressures here in Q2 2025, with higher costs reported in maintenance and variable lease expenses tied to scheduled aircraft returns. The total lease liabilities were reported at $3,057 million at the end of that quarter, showing the scale of the asset base commitment. On the flip side, Q1 2025 saw a benefit of $54 million recognized from the re-measurement of redelivery accruals on some lease extensions, which is a good example of how accounting adjustments can temporarily shift this line item.

Personnel costs cover the people powering the operation. As of a late 2025 profile, the company has 6,901 total employees. Keeping salaries and benefits competitive while maintaining a lean structure is key to the ULCC proposition. The operational scale is supported by running around 500 average daily flight segments connecting 44 cities in Mexico and 30 cities across the United States, Central, and South America.

Airport fees and navigation services scale directly with flight volume. Operating those ~500 daily flights means consistent, non-negotiable charges for landing, gate usage, and air traffic control services across their network. The distribution cost structure is where Controladora Vuela Compañía de Aviación, S.A.B. de C.V. really shows its discipline. Their focus on direct sales keeps third-party distribution costs low, which is reinforced by ancillary revenue being a massive component of their top line-it exceeded 50% of total operating revenues in Q1 2025.

Here's a quick look at some key operational cost and revenue metrics for context:

Metric	Value (Q2 2025)	Unit/Context
CASM (Cost per Available Seat Mile)	$0.0805	Cents
CASM ex Fuel	$0.0569	Cents
Average Economic Fuel Cost	$2.46	Per Gallon
Ancillary Revenue per Passenger	$54	USD
Total Lease Liabilities	$3,057 million	USD (End of Q2 2025)

The cost structure is constantly managed against revenue performance. For instance, CASM ex-fuel increased 7% year-over-year in Q2 2025, showing that even with fuel down, other operational costs were rising, which is a near-term risk you need to watch.

You should keep an eye on these specific cost drivers:

• Fuel Price Volatility: Direct impact on CASM.
• Aircraft Redelivery Accruals: Variable impact from fleet changes.
• CASM ex-Fuel Inflation: The 7% rise in Q2 2025 needs to be contained.
• Foreign Exchange Risk: Peso depreciation pressures USD-denominated costs.

Finance: draft 13-week cash view by Friday.

Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) - Canvas Business Model: Revenue Streams

You're looking at the core money-makers for Controladora Vuela Compañía de Aviación, S.A.B. de C.V. (VLRS) as of late 2025. The business model leans heavily on getting you in the door with a low price, then upselling you on everything else.

Ancillary Revenue: This is the dominant stream, accounting for approximately 58.9% of total operating revenues as reported in the second quarter of 2025. To be fair, by the third quarter of 2025, this figure had settled slightly lower at 56.4% of total operating revenues.

Base Ticket Fares: The average base fare per passenger was quite low, sitting at $38 during the second quarter of 2025. That low entry price is key to their ultra-low-cost model.

Ancillary Fees: These fees are where the real margin comes from. The total ancillary revenue per passenger reached approximately $54 in the second quarter of 2025. By the third quarter of 2025, this number had ticked up to $56 per passenger. These fees cover a range of services you might need.

• Baggage fees
• Seat selection charges
• Priority boarding revenue
• Change fees

Cargo and Mail Services: Controladora Vuela Compañía de Aviación, S.A.B. de C.V., through its subsidiary, provides air transportation services for passengers, cargo, and mail in Mexico and internationally. The company operates approximately 550 to 590 daily flights connecting cities across Mexico, the United States, Central America, and South America, utilizing this existing capacity for freight. Specific revenue amounts for this stream weren't broken out in the latest reports I have access to.

VClub Membership Fees: This is the recurring revenue component, tied to the frequent-flyer subscription program. Management noted that nearly 30% of their bookings include at least one membership product as of the second quarter of 2025, showing strong customer engagement with their loyalty offering.

Here's a quick look at those key Q2/Q3 2025 revenue-related figures you asked about:

Metric	Value (Q2 2025)	Value (Q3 2025)
Total Operating Revenues	$693 million	$784 million
Ancillary Revenue as % of Total Operating Revenues	58.9%	56.4%
Average Base Fare per Passenger	$38	Not explicitly stated
Ancillary Revenue per Passenger	$54	$56
Booked Passengers	7.5 million	Not explicitly stated

The total operating revenue for the second quarter of 2025 was $693 million, which was a 5% decrease year-over-year. By the third quarter of 2025, total operating revenues were $784 million. Finance: review the Q3 2025 cargo/mail revenue contribution against the Q2 2025 total operating revenue to estimate its scale by next week.