Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB): ANSOFF MATRIX [Dec-2025 Updated]

You're trying to map out the next five years for Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB), and the Ansoff Matrix shows they are balancing immediate gains with bold expansion. Honestly, the near-term focus is squeezing more from what they have: pushing commercial revenue per passenger toward that MXN 60 goal and maximizing their 96% occupied retail space, all while dedicating 49% of new capital to the booming Monterrey hub. But the real story is the dual push outward-attracting new international carriers to smaller airports while simultaneously exploring major diversification moves like building hotels and launching independent logistics parks. This is a clear, actionable blueprint for growth, and you need to see the details on how they plan to execute each quadrant below.

Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) - Ansoff Matrix: Market Penetration

Targeting existing markets with existing services means driving volume and yield from the current passenger base for Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB).

The goal is to increase commercial revenue per passenger above the Q3 2025 MXN 60 benchmark by optimizing the retail mix across the airport portfolio. Commercial revenues overall saw a 7.0% increase in the third quarter of 2025 compared to the same period in 2024. Key drivers for this non-aeronautical growth were specific segments:

• VIP lounges rose by 9.9%.
• Parking revenue grew by 9.4%.
• Restaurants and retail increased by 9.8% and 8.2%, respectively.

Maximizing utilization of commercial space is critical. The commercial space occupancy rate in passenger terminals was reported at 96% at the end of the quarter. Strategies here involve dynamic pricing and contract renegotiations to extract more value from this near-full capacity.

To boost overall passenger throughput, Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) is focused on driving higher domestic traffic growth, which registered at 7% in Q3 2025. This is part of a larger traffic picture where total passenger volume reached 7.6 million passengers, an 8% year-over-year increase, with seat capacity up 11%.

Here's a quick look at the operational metrics from the third quarter of 2025:

Capital deployment supports this market penetration strategy, with management indicating that about half of the planned Master Development Program (MDP 2026-2030) investment will be focused on the Monterrey Airport to capture its regional economic growth. Monterrey Airport itself showed strong performance, with passenger traffic increasing by +14.1%.

The focus on expanding capacity for services like VIP lounge and parking directly addresses the areas that showed the strongest commercial revenue growth in the quarter. These expansions help capture more spending from the existing, growing passenger base. You're looking at concrete actions to monetize current routes and facilities.

• VIP lounge revenue growth: 9.9%.
• Parking revenue growth: 9.4%.
• Total Revenue Growth (Aeronautical and Non-aeronautical): 9.8% in Q3 2025.
• Adjusted EBITDA Margin: 74.8% in Q3 2025.

Finance: draft scenario analysis on MXN 60 commercial revenue per passenger exceeding inflation by 1.5% for the next two quarters by next Tuesday.

Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) - Ansoff Matrix: Market Development

You're looking at how Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) can take its existing operational model and apply it to new geographic markets or new customer segments within existing markets. This is Market Development, and the recent international traffic surge gives us a clear starting point.

Attract new international carriers to smaller hubs like Tampico and San Luis Potosí, leveraging Q3 2025's 11% international traffic growth.

The momentum is already there. In the third quarter of 2025, international passenger traffic grew by a solid 11% year-over-year. This growth was significantly supported by specific routes, with the San Luis Potosí airport seeing higher traffic on its routes to Atlanta and Dallas, and Tampico on its route to Dallas. These routes, along with Monterrey's San Francisco route, collectively added more than 47,000 passengers during the quarter, representing 46% of the total international passenger growth for Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB). The total passenger traffic for the group in Q3 2025 was 7.6 million passengers.

Here's a snapshot of the operational performance supporting this strategy:

Target new US routes from Monterrey to secondary cities, building on the success of the San Francisco, Atlanta, and Dallas routes.

Monterrey International Airport (MTY) is the main hub, accounting for nearly half of Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB)'s total passenger numbers. The success of the route to San Francisco is a clear indicator of latent demand. The airport currently boasts a network of 41 direct national destinations and 17 international destinations. The next step is identifying secondary US cities that align with the industrial and business profile of the Monterrey metropolitan area, which is Mexico's second-largest business and industrial center.

• San Francisco route success at Monterrey.
• Atlanta and Dallas routes driving growth at San Luis Potosí.
• Tampico route to Dallas showing strength.

Export the Industrial Services model to other Mexican states or Latin American airports via management contracts.

Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) already builds and operates an Industrial Park at the Monterrey airport. This diversification activity saw revenues increase by 8.2% in Q3 2025, driven by additional square meters leased and contractual rent increases. The model could be packaged and offered to other Mexican states or airports in Latin America through management contracts, capitalizing on the proven revenue stream outside of regulated aeronautical charges. The company's total assets increased to over MXN 1,491,671.7 million in 2023.

Partner with tourism boards to promote Acapulco and Mazatlán airports to new international leisure markets.

Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) operates the airports in the tourist destinations of Acapulco, Mazatlán, and Zihuatanejo. While these are part of the existing 13 airport portfolio, the focus here is on developing new international leisure markets, not just serving existing ones. This requires joint marketing efforts with local tourism boards to attract carriers from untapped international origins. The company is currently focused on its Master Development Program (MDP) for 2026-2030, following the one for 2021-2025 which committed an investment of Ps. 15,911 millones.

Secure new airport concessions in Mexico's high-growth southern or central regions outside the current 13-airport portfolio.

Currently, Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) holds concessions for 13 airports primarily in the north and central regions of Mexico, with concession terms beginning in 1998 for an initial 50-year term. The current portfolio excludes major southern hubs. The next round of concession negotiations for the 2026-2030 period is expected to be resolved by December. Targeting new concessions in the southern regions, where air connectivity may be less developed, represents a significant market expansion opportunity, provided the regulatory framework under the Mexican Airport Law permits such expansion and competition.

Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) - Ansoff Matrix: Product Development

You're looking at how Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) can build new offerings on its existing airport infrastructure. The focus here is on developing new services for the passengers and businesses already using the 13 airports it operates.

For high-yield passengers, while specific fast-track service metrics aren't public, the existing premium offerings show traction. VIP lounges revenue in the third quarter of 2025 rose 9.9%, driven by higher market penetration, particularly at Monterrey Airport, alongside the general 8% year-over-year increase in total passenger traffic to 7.6 million in that quarter. This existing growth validates the premium segment's potential for new, expedited services.

Developing a proprietary airport mobile application targets boosting commercial revenue per passenger. In the third quarter of 2025, commercial revenue per passenger stood at MXN 60. This is down slightly from $62 in the second quarter of 2025, suggesting an opportunity for digital pre-ordering of food and retail to drive this metric back up, building on the 7.0% growth in commercial revenues seen in Q3 2025.

Expanding the VIP lounge network with new tiers directly builds on recent success. The 9.9% revenue increase in Q3 2025 for VIP lounges shows strong demand. This is part of a broader non-aeronautical revenue segment that grew 7.3% in the same period. The commercial space occupancy rate across passenger terminals was 95.5% at the end of September 2025, indicating that physical space for lounges is maximized, so new tiers must focus on service level differentiation rather than just physical footprint expansion.

Rolling out electric vehicle (EV) charging infrastructure and dedicated premium parking services addresses evolving passenger needs. Parking revenue itself saw a 9.4% increase in Q3 2025, suggesting existing parking services are performing well. This existing strength provides a base to introduce premium, dedicated services for EV owners, which is a new product layer on the existing parking asset.

For logistics and warehousing, Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) is already expanding beyond its current industrial park. Diversification activities revenue increased 8.2% in Q3 2025. Specifically, industrial services, which relate to the industrial park operation, saw a significant jump of 53% due to higher leased square meters and contractual rent increases compared to the third quarter of 2024. This robust growth in the existing diversification segment supports launching specialized new services like cold chain or e-commerce fulfillment.

Here are the key non-aeronautical performance indicators from the third quarter of 2025 that inform these product development investments, which totaled MXN 472 million in capital expenditures for the quarter:

The overall operational environment supports these new product introductions. Total passenger traffic grew 8% year-over-year in Q3 2025, and total revenues rose 9.8% to 3.5 billion pesos. The company's strong profitability, with an Adjusted EBITDA margin of 74.8% in Q3 2025, provides the financial capacity to fund these new service developments.

You should review the projected capital allocation within the Master Development Program for 2026-2030 to see the specific budget earmarked for technology integration, like the mobile app, versus physical infrastructure upgrades, like EV charging stations.

Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) - Ansoff Matrix: Diversification

You're looking at how Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB) can move beyond its core airport operations, which is the Diversification quadrant of the Ansoff Matrix. This means new services in new markets, or in your case, new non-aeronautical revenue streams that build on your existing footprint.

Your existing diversification efforts show clear traction. For instance, in the second quarter of 2025, non-aeronautical revenues grew by 16%. By the third quarter of 2025, overall diversification revenues were up 8%. This success provides a solid base for expanding into adjacent, non-airport perimeter businesses.

Consider developing non-airport real estate, like hotels and convention centers, adjacent to the Monterrey hub, leveraging the Master Development Program (MDP). Monterrey is key; 49% of new investments were directed there in Q2 2025 to optimize capacity and experience. Your existing hotel operations already show strong performance; as of the second quarter of 2025, the Hilton Garden Inn at Monterrey Airport maintained a 75.9% occupancy rate. The overall MDP investment execution in Q2 2025 was substantial, reaching MXN 916 million, an increase of 64.7% year-over-year. The management anticipates approval for the next MDP (2026-2030) by December.

For ground transportation or last-mile logistics, look at the success of your existing cargo and industrial park operations. In Q3 2025, Industrial Services revenue within diversification grew by 53%, driven by leasing more square meters in the industrial park. This suggests a strong appetite for logistics space near your operations. In Q2 2025, you completed a 5,000 sqm warehouse as part of ongoing diversification activities. This existing industrial park, which had 17 warehouses as of Q2 2025, shows the market for non-aeronautical, non-retail services is robust.

Regarding renewable energy, while I don't see specific 2025 solar farm plans for OMAB, the industry trend is clear for utilizing unused land. For example, one airport is investing approximately £18.5 million to create a 19.9MW solar plant on 40 acres of airport-owned land. Another is planning a project to generate an additional 4.7 MW on 12 acres of land previously used as a construction debris landfill. This shows a viable path to sell power back to the grid using non-operational airport acreage.

Here's a quick look at how your existing diversification segments performed recently, which informs the potential for new ventures:

Launching a dedicated technology consulting service would be a new service line, but it could be supported by the operational knowledge gained from your existing MDP investments and the need for optimization. For example, your Q3 2025 Adjusted EBITDA margin was 74.8%, suggesting strong operational efficiency that could be productized.

Establishing an independent cargo-only logistics park near a major border crossing leverages the success of OMA Cargo, which saw a 35% increase in revenue in Q2 2024. This is a clear move into a new market perimeter using a proven service line.

The potential diversification avenues, supported by recent financial strength, include:

• Expanding non-airport real estate development near Monterrey.
• Acquiring or partnering in ground transport/last-mile logistics.
• Monetizing operational expertise via technology consulting services.
• Developing solar farms on unused land, following industry examples.
• Creating a separate, dedicated logistics park near a border.

Finance: draft the capital allocation plan for the next MDP tranche, focusing on non-aeronautical expansion by next Tuesday.