Para Enrique Beltranena, presidente ejecutivo y director general de Volaris, esto supone la mayor &aacute;rea de oportunidad para la aerol&iacute;nea en el largo plazo. Pero este futuro es tan prometedor como desafiante. Con crecimientos mensuales a doble d&iacute;gito en lo que va del a&ntilde;o, y tras romper el techo de los 2 millones de pasajeros en julio, el directivo a&uacute;n ve un gran potencial en el mercado mexicano, para lo cual el reto es aprovechar y adaptarse a los canales digitales, a la par de mantener tarifas bajas en una industria con costos al alza.EXPANSI&Oacute;N: &iquest;D&oacute;nde ubica al sector a&eacute;reo en el mediano plazo, dentro de 25 a&ntilde;os, y en el siguiente medio siglo?ENRIQUE BELTRANENA: La industria a&eacute;rea tendr&aacute; una transformaci&oacute;n muy importante. En los &uacute;ltimos 10 a&ntilde;os hemos visto c&oacute;mo el n&uacute;mero de viajes per c&aacute;pita de M&eacute;xico se fue de 0.22 a 0.44, es decir, casi el doble. A corto plazo, ese n&uacute;mero tiene que seguir creciendo. Chile anda, por ejemplo, arriba de 0.50 viajes per c&aacute;pita. En Estados Unidos y Europa est&aacute;n arriba de dos. La transportaci&oacute;n tiene que convertirse en un sistema de movimiento para las personas. Esto se logra a trav&eacute;s de tarifas bajas. Las aerol&iacute;neas de bajo costo en M&eacute;xico tienen una participaci&oacute;n de mercado de m&aacute;s de 50%; hay pa&iacute;ses en Asia donde es de 86%, pero &iquest;qu&eacute; pasa cuando ese porcentaje crece? La aviaci&oacute;n se convierte en un commodity y eso es lo que proyecto que suceder&aacute; en M&eacute;xico. Esto tiene varias connotaciones. Una de las cosas m&aacute;s importantes es que se convierte claramente en el puntal de desarrollo econ&oacute;mico. Si una peque&ntilde;a o mediana empresa necesita expandirse &iquest;lo har&aacute; a trav&eacute;s de qu&eacute;? De la transportaci&oacute;n a&eacute;rea.E: Transportar a m&aacute;s pasajeros en un entorno sustentable tiene sus retos, &iquest;c&oacute;mo se logra este objetivo? EB: Evidentemente, ser&aacute; el cambio de los aviones, de los motores, reducir emisiones de sonido, de di&oacute;xido de carbono, de nitr&oacute;geno, pero tambi&eacute;n entra todo un trabajo de sustentabilidad donde trabajamos de la mano con las comunidades. Es una evoluci&oacute;n donde la empresa se vuelve pr&aacute;cticamente un sistema de transformaci&oacute;n social. No podemos seguir construyendo empresas que no se mueven en un r&eacute;gimen de sustentabilidad.<img src="https://magarticles.magzter.com/articles/4945/374503/5d92090c769c9/1569851655302.jpg"" owidth=481 oheight=321" style="height:400px; width:600px" />E: &iquest;Cu&aacute;l es el plan de Volaris para no perder relevancia?EB: La forma en que nos relacionemos con nuestros pasajeros.Dentro de la tendencia global de la digitalizaci&oacute;n, tambi&eacute;n hay una tendencia de la individualizaci&oacute;n del trato con el cliente. No es simplemente trabajar medios digitales sin que logren encontrar cu&aacute;les son tus satisfactores como pasajero. Este a&ntilde;o le estamos dando vuelta a todo el esquema; antes toda la plataforma de distribuci&oacute;n part&iacute;a de la web e iba hacia otros sistemas, ahora partimos del celular y vamos hacia los otros sistemas.E: Como proveedores del servicio, &iquest;qu&eacute; par&aacute;metros plantean para los aviones que deber&iacute;an venir en el futuro? EB: Aviones m&aacute;s grandes dentro de la liga en la que estamos, no hemos tomado esa decisi&oacute;n y no estamosviendo m&aacute;s all&aacute; de eso. Nos vamos a quedar con los A320, A321, y estamos trabajando muy fuerte en que ese tipo de flota sea tremendamente eficiente en todo sentido: en su consumo de combustible, en su aerodin&aacute;mica, en el costo de los componentes, en los sistemas de navegaci&oacute;n. Mantener una flota moderna, en el promedio de cuatro a cinco a&ntilde;os, es un objetivo de empresa porque, en la medida en que lo hacemos estamos renovando la tecnolog&iacute;a y nos trae m&aacute;s eficiencia, lo que nos trae menor costo, que podemos proyectar en tarifas m&aacute;s bajas.E: &iquest;D&oacute;nde visualiza la mayor &aacute;rea de oportunidad para la aerol&iacute;nea en los pr&oacute;ximos 50 a&ntilde;os?EB: En el crecimiento de la clase media. Somos unos creyentes firmes de este proceso de convertir a la aerol&iacute;nea, en vez de un art&iacute;culo suntuoso, de lujo, en un commodity, es la b&uacute;squeda permanente de d&oacute;nde est&aacute; el bloque econ&oacute;mico consumidor m&aacute;s grande. Y en nuestro caso, son las clases medias. Dentro de ese concepto hay en M&eacute;xico un reto enorme en la transformaci&oacute;n de los pasajeros que hoy utilizan el autob&uacute;s para convertirse hacia aviones. Nuestro mayor esfuerzo en los siguientes 20 a 25 a&ntilde;os va a ser a ir hacia esa conversi&oacute;n de esos pasajeros. Aproximadamente, 28% de nuestros vuelos no compiten con aerol&iacute;neas, compiten con los autobuses. Es pr&aacute;cticamente un tercio de la capacidad de la empresa. Encontrar d&oacute;nde colocar la capacidad, en los horarios, d&iacute;as y precios correctos, nos ha ayudado a llenarla a altos niveles.

La Aviacion Como Commodity

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{{magzter}} is the World's largest and fastest growing self-service, cross-platform digital newsstand with over 87 million users since its inception in 2011 and thousands of magazines and newspapers across 40+ categories and 60+ languages. Headquartered in New York, Magzter has its local presence in Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, and will soon be expanding to other countries. Founded by global entrepreneurs, Girish Ramdas and Vijay Radhakrishnan in June 2011, Magzter enables magazine and newspaper publishers around the world to create and deliver digital editions of their titles to global consumers.