ISTAT Jetrader - Summer 2022 - 11

It is around 50% of our total revenue, which brings incremental revenue and
takes pressure off base fares, whose low levels are very important to driving
high load factors and growth.
* Selling direct - We sell directly to a Mexican market that has very low credit
card penetration. Fifteen years ago, we were the first airline in Mexico to
develop the " book online/pay offline " option, allowing passengers to book on our
web/mobile site and pay cash at a convenience store.
* Bus to air strategy - We have a strategic relationship with the IAMSA bus
group, allowing Viva to sell airline tickets in more than 300 bus stations, and
offering a multi-modal (bus to air) option to our customers, allowing them to
book a bus journey and a flight in a single transaction. This is a one-of-a-kind
technological integration of two forms of transportation, which has been crucial
for our bus-to-air conversion strategy.
* People - We have the most talented and committed staff an airline could
wish for. We´ve navigated through many crises together, such as the 2008 fuel
crisis, 2009 H1N1 influenza, the 2010 economic crisis and, most recently, the
COVID-19 pandemic in which airlines in Latin American countries like Mexico did
not get any support from the governments. Viva has led the COVID-19 recovery
thanks to more than 3,000 fully committed staff that are willing to share the
pain during tough times and share the gains during good times. We wouldn't be
here today if we didn't have our " Gente Viva! " culture.
Jetrader: How badly did COVID-19 impact the Mexican market?
JCZ: As bad as you could imagine. Sales fell off a cliff, and there was no government
support to our industry. Every airline had to navigate the crisis on its own.
Jetrader: With the bankruptcy of
AeroMexico and the demise of
Interjet, what opportunities did this
offer VivaAerobus, and how did
you respond?
JCZ: Viva has continued its growth
plans and aircraft deliveries. We
managed to get support from 100%
of our suppliers, and we focused on
getting back passenger trust in air
travel. We implemented more than
20 different initiatives to support our
passengers and to provide confidence
in our service. That was fundamental
for our recovery; we have been
operating at more than our 2019
capacity since October 2020.
Jetrader: What is your view on the
industry's recovery from COVID-19?
JCZ: Leisure and VFR travel are two
very strong segments where ULCCs
like Viva do very well; business travel
will perhaps take a little longer to fully
recover. We will have an important
shift with the " home office " staying
for several days a week in most
companies. This will stimulate more
flights for people looking to work
remotely. This is a trend that we are
seeing develop very strongly. Why work
from home if you could work from a
beach with a short one-hour flight for
US$25?
Jetrader: What plans do you have
for fleet expansion, and what are
your preferences for aircraft size?
Would you ever consider widebodies
or turboprops?
JCZ: As a ULCC, we need fleet
commonality and operational simplicity.
We are very clear on our fleet strategy
with A320s and A321neos. We love the
brand-new A321neo with 240-seats; it
delivers the best economics, allowing
us to continue offering the best fares to
our passengers.
Jetrader: What are your views about
owing aircraft versus leasing?
JCZ: We continue to analyze both
We have a strong environmental, social and
governance agenda, which includes our environmental
culture, " The Future is Green. " We are by far the
greenest airline in Mexico.
Jetrader * SUMMER 2022 * 11
ISTAT Jetrader - Summer 2022

Table of Contents for the Digital Edition of ISTAT Jetrader - Summer 2022
