Easytrip was set up to provide new mobility services to road users such as contactless and electronic tolling, parking, and other added-value services. After successful ventures in Ireland, the Philippines and across Europe for Heavy-Good Vehicles, Easytrip successfully expanded to Mexico and launched its services in 2022. Today, a dedicated team of 22 employees provide electronic toll and mobility services to concessionaires, private users and companies. Egis is a 50% shareholder in Easytrip Mexico, along with ICA, a Mexican infrastructure construction and concession company. We talked to Rossana Estrada, CEO of Easytrip Mexico, and Alejandro Guerra, CCO, to find out more about the business.
What is the background to Easytrip Mexico?
The company was born during the pandemic and had to compete with several established competitors. This was not going to be “easy” !
Easytrip stood out by focusing on digital, interoperability, and customer service. We also put into motion a strategy of broad distribution through retailers and convenience stores, ensuring accessibility across Mexico with 25,000 points of sale nationwide. We offer bundled tags to customers to encourage immediate use and develop our business-to-business (B2B) activities working with companies with heavy users.
What is the B2B vs business-to-consumer (B2C) mix?
B2C represents 90% of the tags in circulation, and B2B 10%.
How do you manage to follow both strategies with a small team?
While our team is intentionally lean, we've strategically allocated resources to maximise impact within the B2B segment. Our dedicated sales team, leveraging its extensive experience in fleet solutions, provides great expertise and drives our efforts. The B2B segment offers significant potential for increased transaction volume, with each tag capable of generating between 40 and over 100 crossings per month. While the sales cycle for B2B accounts can be longer, ranging from 3 to 12 months, the long-term value and recurring revenue make this segment a strategic priority. Our B2C strategy focuses on establishing nationwide tag accessibility through retail and convenience store partnerships, to expand our reach and build strong brand recognition in the consumer market.
Our overall approach is built on three pillars. First, direct engagement: we build relationships with existing contacts and generate new leads through targeted cold calls. Second, industry presence: we increase brand awareness and networking by participating in key industry conventions. Third, personalized presentations: we deliver compelling service presentations to potential clients.
Could you share more details about your overall business strategy?
We always run tests for new technologies and services, which provide valuable insights and help refine our approach before full-scale implementation. We also tailor our strategies to the specific needs and behaviours of our B2B and B2C customers, recognising the longer sales cycles in B2B and the importance of retail presence in B2C. We invest in digitalisation, as digital tools and platforms are essential for efficient customer service and streamlined operations.
Finally, we focus on key performance indicators. We measure our Average Daily Traffic, as well as how our brand is doing versus our competitors. We also keep track of statistics – how many transactions per tag, per channel, where the tag was acquired, to plan and prioritise our strategy, as our primary business is transactions, not selling tags.
What are the main challenges to reaching your strategic objectives?
A key challenge is the extended sales channel setup process, which can take up to a year, involving complex negotiations and legal reviews. The primary focus then shifts to driving “sell-out” through effective demand generation, promotions, and strategic marketing initiatives. This is our critical performance indicator.
To maximise sales, we implemented an annual plan that combines seasonal strategies, targeted promotions, social media communication, and point-of-sale demand generation, all aligned with channel-specific sales quotas.
What investments support your strategy?
We aim to offer Easytrip top-up services at all sale points where our tags are available, enhancing user convenience and driving repeat transactions. The cost structure for this segment includes competitive profit margins for our retail partners, logistics costs, and marketing investment: budget allocation for trade marketing, demand generation, promotions, and communication.
This investment serves a dual purpose: to expand our user base and strengthen our brand. To expedite nationwide coverage and optimize costs, we are also developing strategic alliances with retail gift card distributors. These partnerships will enable us to rapidly expand our presence in key retail locations.
What is the Easytrip point of difference with all these established competitors?
We have three key areas of difference:
- Human – Serving our clients as consultants for their business and needs, delivering rapid response times, and focusing on providing an excellent customer journey and customer experience.
- Technology & digital platforms – Our app is efficient and easy to use, antennae maintenance is important too, to ensure tags are being read correctly. While Easytrip is only responsible for chips, we can encourage concessionaires to maintain their equipment.
- Pricing - Easytrip's tags are more affordable than those of our competitors, priced at 130 Pesos compared to 150 Pesos.
What advice would you have for ‘On the Move’ readers based on your experiences so far?
I’d advise prioritising a culture of service. In Mexico, as in any market, a strong commitment to service is a key differentiator, with a focus on building trust and delivering exceptional customer
experiences. It is also very important to embrace strategic partnerships, collaborating with established partners, like retail chains and gift card distributors, or Taxi Apps. This can significantly accelerate market penetration and expand your reach.
What are the opportunities ahead?
In a very competitive context, we are committed to achieving steady and prudent growth while prioritising the well-being of our customers and partners. In 2026, thanks to NFC technology, we will extend usage beyond roads to parking. We are exploring innovative methods for consumers to engage with digital platforms and are dedicated to transforming our app and services. We also plan to hire a post-sales executive to improve our service focus.
