The agreement between Volaris and Viva (Viva Aerobus) that will create the Más Vuelos Group, although surprising, was necessary in Mexico; moreover, it will result in a giant of Latin American aviation, however, it could create a duopoly where Grupo Aeroméxico will have to implement strategies to remain competitive , agreed specialists in the aviation sector.
Ricardo Dadoo, president of Logistics Dadoo , considered that this announcement creates an oligopolistic situation that, although it was indicated that they will remain separate, once they have the required approvals in both Mexico and the United States, the operations will be integrated, which would be happening in three years.
“They will coordinate schedules, set fares, offer discounts, and achieve significant commercial and cost synergies. This will generate a return on investment for Volaris’ owners within three to five years, something they wouldn’t have achieved with any other available option. Volaris secured a great deal because the Viva brand, its profitability, productivity per aircraft, and the commercial synergies it has through passenger buses make it more valuable. However, a 50/50 merger is very difficult to believe and conceive,” he told T21.
He mentioned that due to the lack of interest from airline investors, as well as from other companies to buy Volaris, among other circumstances, the shareholders of this company opted for a merger with another Mexican airline .
Fabricio Cojuc, aviation consultant and co-founder of the Altitude Aviation Leaders podcast , commented that the union of both airlines will result in a giant of Latin American aviation , with more than 250 A320 family aircraft and more than 60 million passengers annually.
Furthermore, the efficiencies that will be achieved will translate into an improvement of the low-fare model, which is the backbone of Viva and Volaris’ success.
“Together, the two airlines will be able to develop some secondary airports in Mexico as regional hubs and grow others into major key cities, thus expanding air service coverage beyond their individual capacities,” he stressed.
Ricardo Dadoo added that this new alliance will prompt Grupo Aeroméxico to explore options to remain competitive. “Aeroméxico’s product is the best of the three, but Viva has found its niche and has been very well received, maintaining excellent relationships with its suppliers and employees. For passengers, the addition of Volaris is excellent news.”
According to Grupo Financiero Monex , the new group aims to generate economies of scale that reduce fleet ownership costs , improve access to capital, and strengthen the financial profile—critical factors in an environment marked by supply chain pressures and rising maintenance and engine costs.
“Both airlines emphasized that they will share an operating model based on point-to-point flights and low fares, which will facilitate commercial and technical integration. Compatibility in fleet, infrastructure, and reservation systems anticipates substantial synergies in costs and distribution. From our perspective, this move positions the group to compete more aggressively against regional and global rivals in a market where the recovery of air traffic and the expansion of tourism remain key catalysts,” he stated.
Looking ahead to 2026, he considered that the focus should be on how consolidation will allow the new company to reduce some vulnerability to operational shocks , the expansion of the Ultra Low Cost Carrier model, savings from joint purchases, optimization of modern fleets, among others.
Furthermore, this merger should generate greater domestic and international connectivity , with new operational bases and potential agreements that contribute to greater exposure in the region.
Also, an equitable shareholding structure and the expectation of operational synergies in the medium term , although the challenge will be that the transaction is still subject to conditions and regulatory approvals, expectations on market perception and rating agencies.
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