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Mobility",{"id":5,"title":6,"translations":1427},[1428,1430,1432],{"title":6,"slug":11,"language":1429},{"code":13},{"title":15,"slug":16,"language":1431},{"code":18},{"title":20,"slug":21,"language":1433},{"code":23},[1435,1438,1442],{"label":1425,"title":8,"subtitle":8,"seoTitle":8,"seoDescription":8,"videoPlaylistUrl":8,"videoTitle":8,"videoSubtitle":8,"slug":1436,"language":1437},"urban-mobility",{"code":13},{"label":1439,"title":8,"subtitle":8,"seoTitle":8,"seoDescription":8,"videoPlaylistUrl":8,"videoTitle":8,"videoSubtitle":8,"slug":1440,"language":1441},"Mobilidade Urbana","mobilidade-urbana",{"code":18},{"label":1443,"title":8,"subtitle":8,"seoTitle":8,"seoDescription":8,"videoPlaylistUrl":8,"videoTitle":8,"videoSubtitle":8,"slug":1444,"language":1445},"Movilidad Urbana","movilidad-urbana",{"code":23},{"id":1447,"status":1448,"segmentId":25,"slug":1449,"title":1450,"editorsPick":1451,"topImage":1452,"coverImage":1453,"slideImage":8,"publishDate":1454,"readTime":81,"maxRelatedEvents":5,"image":8,"imageCredit":1455,"imageCreditColor":978,"breakNewsUntil":8,"seoTagConversionId":8,"seoTag":8,"seoTitle":8,"seoKeywords":8,"seoDescription":8,"seoAbstract":8,"seoImage":8,"visitCounter":530,"createdAt":1456,"updatedAt":1457,"translations":1458,"segment":1473,"categories":1481,"countries":1490,"authors":1493,"urls":1498},4566,"TRUE","capital-riesgo-y-reposicionamiento-mueven-la-hoteleria-en-mexico-y-la-region","Capital, riesgo y reposicionamiento mueven la hotelería en México y la región",false,"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002FSlider_Spotlight_GRI_Hospitality_MX_CA_2026_8_13_10_24_29_1786627469.webp","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002FCover_Spotlight_GRI_Hospitality_MX_CA_2026_8_13_10_24_29_1786627469.webp","2026-08-13T00:00:00.000Z","GRI Institute","2026-08-13T10:24:29.000Z","2026-08-13T10:37:09.000Z",[1459],{"id":1460,"newsId":1447,"languageId":5,"title":1461,"subtitle":1462,"content":1463,"summary":1464,"takeaways":1465,"seoTagConversionId":8,"seoTag":8,"seoTitle":1466,"seoKeywords":1467,"seoDescription":1468,"seoAbstract":8,"seoImage":1469,"createdAt":1470,"updatedAt":1471,"language":1472},5207,"Capital, riesgo y reposicionamiento definen el mercado hotelero en México y América Central ","Ejecutivos debatieron sobre la compresión de márgenes, estrategias value-add y el auge de las branded residences en el mercado hotelero regional ","\u003Ch2>Mercado Hotelero en México y Centroamérica\u003C\u002Fh2>\r\nEl panel inicial estableció el diagnóstico macro del sector: el enfoque del capital se encuentra concentrado en resorts ultra-luxury en destinos consolidados, como Cancún y Los Cabos -\u003Ca href=\"https:\u002F\u002Fnews.griinstitute.org\u002Fes\u002Fmercado-inmobiliario\u002Fgri-barometer-revela-cautela-regulatoria-y-apetito-por-resorts-consolidados\" target=\"_blank\">\u003Cstrong>con más del 50% de las preferencias de los ejecutivos encuestados orientadas a este segmento\u003C\u002Fstrong>\u003C\u002Fa>-, además de la adquisición de activos independientes para su conversión. La inflación y el elevado costo del capital se identifican como los principales riesgos en la ejecución de CAPEX.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLos líderes destacaron que la industria atraviesa uno de los periodos de márgenes operativos más estrechos de la historia reciente, resultado del alza en el salario mínimo, la inflación en los insumos, mayores costos de energía y el incremento en la competencia tarifaria. Las marcas independientes y regionales sin escala son señaladas como las más vulnerables.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn este contexto, el gran elemento diferenciador percibido en las marcas globales no radica en el prestigio de la bandera en sí, sino en su sistema de distribución integrado -citado por el 54% de los participantes como el principal valor agregado-, capaz de reducir la dependencia de las agencias de viajes en línea (OTAs) y garantizar ocupación base mediante programas de lealtad.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBody_6_Spotlight_GRI_Hospitality_MX_CA_2026_8_13_13_15_28_1786626928.webp\" style=\"width:100%\" \u002F>\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa discusión sobre las tendencias de consumo revela un cambio estructural en el comportamiento del cliente, con una asignación creciente del ingreso hacia experiencias, salud y bienestar. El concepto wellness evolucionó de ser un elemento diferenciador estético a un prerrequisito operativo transversal, abarcando desde el segmento ultra-luxury hasta hoteles de negocios.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa asociación del desarrollo hotelero con branded residences se consolida como la principal herramienta de ingeniería financiera para viabilizar el CAPEX de proyectos greenfield, especialmente en el segmento de lujo. La venta anticipada de las unidades residenciales adelanta el flujo de caja, absorbe el costo de construcción del hotel y genera márgenes de rentabilidad significativamente superiores.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cem>\u003Cstrong>Lea también: \u003Ca href=\"https:\u002F\u002Fnews.griinstitute.org\u002Fes\u002Fmercado-inmobiliario\u002Fgri-barometer-revela-cautela-regulatoria-y-apetito-por-resorts-consolidados\" target=\"_blank\">GRI Barometer revela cautela regulatoria y apetito por destinos consolidados en la hotelería\u003C\u002Fa>\u003C\u002Fstrong>\u003C\u002Fem>\r\n\r\n\u003Ch2>Resorts & Leisure\u003C\u002Fh2>\r\nEl debate sobre resorts se enfocó en la dinámica de competencia entre México y la República Dominicana, de manera particular.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nMientras México recibe aproximadamente 90 millones de turistas y tan solo el aeropuerto de Cancún moviliza cerca de 26 millones de pasajeros, la República Dominicana alcanza los 11 millones y crece mediante producto nuevo, incentivos fiscales para la adquisición de inmuebles vía CONFOTUR (Consejo de Fomento Turístico) y una percepción favorable de seguridad. La desaceleración mexicana se atribuye a la apreciación del peso frente al dólar, lo que encarece la estancia para el turista estadounidense, además del alza en costos laborales y el incremento de la percepción de inseguridad en destinos como Puerto Vallarta.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPor otra parte, México posee ventajas competitivas sólidas de largo plazo: un servicio de excelencia reconocido mundialmente, una sólida conectividad aérea y un mercado doméstico extremadamente robusto que sostiene la ocupación durante periodos de retracción del flujo internacional.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBody_3_Spotlight_GRI_Hospitality_MX_CA_2026_8_13_13_15_28_1786626928.webp\" style=\"width:100%\" \u002F>\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nTulum fue señalado como el principal ejemplo regional de fallas en el desarrollo inmobiliario turístico, debido a una sobreoferta desordenada, falta de coordinación con el sector público -lo que deriva en infraestructura básica deficitaria-, escasez de vivienda para la fuerza laboral local y una pulverización extrema de pequeños desarrolladores sin alineación conceptual.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn contraposición, destinos de éxito como Punta Cana son citados como modelos que exigen el control de grandes extensiones de tierra por parte de master developers. La coordinación de usos mixtos (hotelería, área comercial, servicios y zona residencial para empleados) garantiza la preservación del valor del activo a lo largo de los ciclos económicos.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa escasez de vivienda para los colaboradores en Los Cabos y la Riviera Nayarit se identifica como un cuello de botella estructural primario, lo que resulta en elevadas tasas de rotación de personal e incremento en los costos operativos.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nFinalmente, además de preservar el valor patrimonial de largo plazo ante eventos extremos, la conformidad con criterios ESG asegura el acceso a crédito bancario con tasas de interés preferenciales a través de líneas de financiamiento verde.\r\n\u003Ch2>Inversiones Value-Add en Hospitality\u003C\u002Fh2>\r\nLa retracción observada en la hotelería regional es de carácter coyuntural, según los ejecutivos. El capital institucional global se muestra más selectivo, migrando hacia opciones con menor riesgo regulatorio y político. Adicionalmente, la apertura para que las Afores (Administradoras de Fondos para el Retiro) asignen recursos en el exterior genera una menor disponibilidad de equity institucional para el sector inmobiliario local, mientras que los family offices permanecen activos buscando proyectos dolarizados con generación continua de flujo de caja.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBody_4_Spotlight_GRI_Hospitality_MX_CA_2026_8_13_13_15_28_1786626928.webp\" style=\"width:100%\" \u002F>\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nAnte las altas tasas de interés para nuevos desarrollos greenfield, la mejor tesis de inversión reside en la adquisición de activos existentes para su reposicionamiento comercial y operativo (value-add). La estrategia consiste en adquirir resorts u hoteles maduros con un desempeño rezagado, actualizar su infraestructura física y cambiar la bandera en búsqueda de incrementos en la ADR y el RevPAR en el corto plazo.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nExiste una oportunidad significativa en ciudades secundarias y corredores industriales impulsados por el fenómeno del nearshoring. Los hoteles de negocios enfocados en eficiencia de costos requieren montos de inversión menores, presentan una implementación rápida y cuentan con demanda garantizada por el flujo corporativo doméstico.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl modelo tradicional de gestión por parte de las operadoras, basado únicamente en el top-line (porcentaje sobre ingresos brutos), está siendo cuestionado por inversionistas y bancos. Existe una tendencia hacia la negociación de estructuras de honorarios variables vinculadas al ingreso operativo neto (bottom-line \u002F NOI), alineando el riesgo del operador con el del propietario del inmueble.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn el ámbito de los desafíos, la opacidad en los datos sobre el desempeño operativo de los hoteles y los cap rates de las transacciones en el sector se identifica como una de las mayores barreras para los inversionistas institucionales y bancarios en México. Dado que la mayoría de las operaciones se realizan de forma privada entre las partes sin difusión pública, la percepción de falta de liquidez aleja a los fondos internacionales.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPor su parte, la instabilidad regulatoria -especialmente los retrasos en la emisión de licencias ambientales- y legislativa -incluyendo reformas laborales con reducción de jornada, incrementos en cargas sociales y reformas tributarias- se describe como la mayor preocupación de los inversionistas, superando al costo aislado de edificación o mano de obra.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa proliferación del sargazo en las playas de Cancún y la Riviera Maya genera un impacto directo en la satisfacción de los turistas y demanda soluciones institucionales y de ingeniería para no deteriorar la demanda hotelera.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa implementación de medidas de eficiencia energética e hídrica para la obtención de certificaciones de desempeño deja de ser opcional. Los activos con estándares ESG estructurados garantizan diferenciación en el mercado, siendo preferidos por clientes corporativos globales y obteniendo un acceso facilitado a financiamiento verde con tasas de interés preferenciales otorgado por bancos multilaterales de desarrollo (como Bancomext, IDB Invest e IFC).\r\n\u003Ch2>Oportunidades Hoteleras en México\u003C\u002Fh2>\r\nMéxico no debe ser evaluado como un mercado homogéneo, sino como un conjunto de submercados con dinámicas y ritmos propios. Mientras algunas plazas urbanas o turísticas enfrentan una acomodación de márgenes y saturación temporal, los polos industriales impulsados por el nearshoring (como Tijuana, Ciudad Juárez y Mexicali) y los grandes centros económicos (como la Ciudad de México y Monterrey) registran una fuerte demanda e incremento en tarifas.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBody_1_Spotlight_GRI_Hospitality_MX_CA_2026_8_13_13_15_29_1786626929.webp\" style=\"width:100%\" \u002F>\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLas grandes cadenas internacionales, tales como Meliá, Hilton y grupos asiáticos, mantienen su enfoque de expansión mediante contratos de administración y franquicias. Existe una búsqueda activa por la reconversión de propiedades independientes existentes, conectándolas a motores de distribución globales para optimizar ingresos ante el elevado costo de las nuevas construcciones greenfield.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn la actualidad, los hoteles de servicio limitado -con estructuras operativas esbeltas- orientados a estancias prolongadas (long-stay) ofrecen el mayor retorno sobre la inversión (TIR) por metro cuadrado construido en ciudades secundarias y de frontera industrial, atendiendo de manera especializada a ejecutivos en viajes de negocios.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl ecosistema hotelero mexicano es considerado el más desarrollado de América Latina. El surgimiento de FIBRAs hoteleras locales, como \u003Cspan class=\"company-profile-link\" data-id=\"5739\">Fibra Hotel\u003C\u002Fspan> y \u003Cspan class=\"company-profile-link\" data-id=\"170\">Fibra Inn\u003C\u002Fspan>, creó un mercado secundario eficiente para la recapitalización de los desarrolladores.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPara contrarrestar la competencia de las plataformas de rentas vacacionales (Airbnb), la hotelería corporativa y de descanso ha evolucionado hacia modelos de uso mixto e inteligencia en alimentos y bebidas (F&B). Los componentes de entretenimiento, gastronomía de renombre, centros comerciales anexos y programas de wellness dejaron de ser costos operativos para convertirse en los principales generadores de margen y atracción de clientes.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nSegún los ejecutivos, el error más común de los desarrolladores locales es construir proyectos sobredimensionados para la capacidad de absorción de la plaza o diseñar hoteles de ultra-lujo en mercados que pagan tarifas de categoría económica.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa aprobación de licencias ambientales y la garantía de viabilidad en servicios públicos básicos (como el suministro de energía eléctrica y agua potable) representan el principal cuello de botella para la apertura de nuevos hoteles en zonas en desarrollo en México.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa viabilidad de destinos emergentes (como el sur de Quintana Roo, Huatulco o Ixtapa) depende directamente de la coordinación con aerolíneas y gobiernos para garantizar vuelos regulares y chárter. Sin una red aérea establecida, los grandes desarrollos quedan restringidos al mercado doméstico de fin de semana, comprometiendo la tasa de ocupación durante los días laborables.\r\n\u003Ch2>Oportunidades Hoteleras en Centroamérica\u003C\u002Fh2>\r\nAmérica Central vive una transformación relevante en su perfil de viajeros. Históricamente dependiente en más del 70% de la demanda proveniente del turismo y de viajeros de negocios norteamericanos, la región observa un fortalecimiento del mercado corporativo intrarregional. Para diversos hoteles, los viajeros corporativos locales y los visitantes de mercados vecinos -como México y Colombia- se han convertido en el pilar principal de ingresos.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBody_2_Spotlight_GRI_Hospitality_MX_CA_2026_8_13_13_15_29_1786626929.webp\" style=\"width:100%\" \u002F>\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nDestinos que anteriormente carecían de infraestructura formal de hospedaje en países como Guatemala, Costa Rica, El Salvador y Panamá registran una expansión vertiginosa en los últimos diez años, según ejecutivos presentes. La expansión de zonas francas industriales y el avance de plazas comerciales impulsaron una demanda corporativa que exige estándares de servicio más elevados.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl avance de las plataformas de rentas vacacionales en la región es considerado uno de los más altos de América Latina. En países como El Salvador y Costa Rica, la oferta de hospedaje vía Airbnb supera formalmente al inventario de cuartos de hotel. Este fenómeno actúa como una "válvula de escape" para cubrir el déficit hotelero; sin embargo, expone riesgos de estandarización, calidad y seguridad en la imagen del destino.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nCambios en la seguridad pública y un sólido plan gubernamental de infraestructura y turismo generaron un ciclo de expansión significativo en El Salvador. No obstante, algunos players alertan sobre la formación de una burbuja en el precio de la tierra, liderada por inversionistas locales y la especulación del mercado residencial. Precios desfasados de la realidad actual frenan el cierre de corridas financieras para proyectos greenfield y exigen ajustes para atraer a operadores internacionales.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn el turismo de descanso, la definición de lujo se ha distanciado de la ostentación física tradicional. El viajero de alto perfil busca aislamiento, un elevado grado de personalización, sustentabilidad genuina e inmersión en la naturaleza y cultura locales en proyectos rurales, de ecoturismo o en playas aisladas.\r\n\u003Ch2>Conociendo al proyecto Faena Tulum\u003C\u002Fh2>\r\nTulum experimentó una explosión de demanda sin precedentes durante la pandemia (2020), impulsada por políticas sanitarias flexibles y el atractivo mediático de sus playas. Sin embargo, este crecimiento acelerado superó la capacidad de la infraestructura urbana, evidenciando la falta de redes eléctricas y sanitarias adecuadas, caos vial en la carretera costera y desarrollo informal por parte de desarrolladores no calificados.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa discrepancia entre tarifas extremadamente altas (por encima de los 1,200 USD) y la precariedad de los servicios prestados, combinada con la llegada del sargazo y la amplificación negativa de eventos de seguridad en redes sociales, generó un desgaste en su imagen.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBody_5_Spotlight_GRI_Hospitality_MX_CA_2026_8_13_13_15_28_1786626928.webp\" style=\"width:100%\" \u002F>\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn la actualidad, el mercado local atraviesa por una "depuración" natural. Desarrolladores informales, proyectos sin viabilidad jurídica ni financiera, y operaciones de entretenimiento incompatibles con la vocación de la zona están saliendo del mercado. Se abre espacio para la llegada de marcas globales de lifestyle y ultra-luxury respaldadas por grandes grupos estructuradores de bienes raíces.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nFaena Tulum está integrado en el Master Plan "One", cerca del Parque del Jaguar. Su estructuración dentro de una macroparcela planificada y bajo el marco de acuerdos con el sector público blinda al proyecto de las deficiencias de infraestructura del resto del municipio. El desarrollo integra un hotel de la marca Faena como ancla del destino, combinado con unidades residenciales fraccionadas de alto perfil. La comercialización de las residencias financia y acelera la ejecución de la infraestructura del hotel.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nHistoricamente probado en mercados como Puerto Madero (Buenos Aires) y South Beach (Miami), el modelo de desarrollo de la marca Faena combina arquitectura, arte, gastronomía y eventos culturales para elevar la plusvalía del entorno inmediato, atrayendo a un público internacional de muy alto poder adquisitivo, como turistas provenientes de Nueva York.\r\n\u003Ch2>Síntesis\u003C\u002Fh2>\r\nEl GRI Hospitality Mexico & Central America 2026 revela un sector en plena recalibración estratégica. Las discusiones evidencian que el mercado hotelero regional no enfrenta una crisis estructural, sino que opera bajo presiones cíclicas que exigen sofisticación financiera, disciplina en la asignación de capital y adaptación operativa.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa convergencia de los panelistas en torno a tres ejes -value-add sobre greenfield, branded residences como viabilizador financiero y la diversificación hacia mercados de nearshoring- refleja la maduración del ecosistema de inversión hotelera en la región, donde la ingeniería financiera y la inteligencia de mercado sustituyen progresivamente al desarrollo especulativo.","El GRI Hospitality Mexico & Central America 2026, celebrado en Cancún los días 4 y 5 de agosto, reunió a cerca de 100 líderes del sector para una serie de debates a puerta cerrada dedicados al diagnóstico y las perspectivas del mercado hotelero en la región. El evento se consolidó como un espacio de diálogo estratégico entre desarrolladores, operadores e inversionistas institucionales que enfrentan un ciclo de márgenes operativos comprimidos, un costo de capital elevado y una creciente competencia regional.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nA lo largo de las discusiones, se observó un consenso respecto a que el mercado mexicano atraviesa una acomodación cíclica que exige la recalibración de estrategias. La tesis de inversión predominante se desplazó de proyectos greenfield hacia adquisiciones value-add y conversiones de activos independientes, mientras que el modelo de branded residences fue señalado reiteradamente como la principal herramienta de ingeniería financiera para viabilizar desarrollos de mediano y gran tamaño. Paralelamente, América Central se revela como un territorio de oportunidades emergentes y riesgos específicos, tales como la especulación inmobiliaria en El Salvador y la presión de Airbnb sobre la hotelería tradicional.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLos debates sobre el sector continuarán en las agendas del \u003Ca href=\"https:\u002F\u002Fwww.griinstitute.org\u002Frealestate\u002Fevent\u002Fmexico-gri-real-estate-2026_5314\" target=\"_blank\">\u003Cstrong>México GRI 2026\u003C\u002Fstrong>\u003C\u002Fa> y del \u003Ca href=\"https:\u002F\u002Fwww.griinstitute.org\u002Frealestate\u002Fevent\u002Fandean-central-america-gri-2026_5321\" target=\"_blank\">\u003Cstrong>Andean & Central America GRI 2026\u003C\u002Fstrong>\u003C\u002Fa>, durante el mes de septiembre.","\u003Cul>\r\n\t\u003Cli>La estrategia de value-add y conversión de activos existentes se señala como la tesis de inversión de mayor liquidez y menor riesgo en el ciclo actual, ante los costos prohibitivos de proyectos greenfield y la disponibilidad de hoteles independientes con desempeño rezagado que pueden conectarse a sistemas globales de distribución para generar ganancias inmediatas en tarifa diaria promedio (ADR) e ingresos por habitación disponible (RevPAR).\u003C\u002Fli>\r\n\t\u003Cli>Los participantes convergen en que los desarrollos de lujo y resorts difícilmente alcanzan viabilidad financiera sin el componente de branded residences, cuya preventa anticipa el flujo de caja, absorbe el costo de edificación y reduce la exposición a altas tasas de interés, consolidándose como un mecanismo indispensable de ingeniería financiera en la región.\u003C\u002Fli>\r\n\t\u003Cli>México presenta un conjunto de submercados asimétricos, donde los destinos de descanso maduros enfrentan una acomodación de márgenes, mientras que los polos industriales impulsados por el nearshoring (Tijuana, Ciudad Juárez, Mexicali) registran una fuerte demanda de hoteles de servicio limitado y estancias prolongadas, representando el mayor retorno por metro cuadrado construido en la actualidad.\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n","Spotlight: Mercado hotelero en México y América Central","hotelería, México, Centroamérica","Ejecutivos debatieron sobre la compresión de márgenes, estrategias value-add y el auge de las branded residences en el mercado hotelero regional","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002FHub_Social_Spotlight_GRI_Hospitality_MX_CA_2026_8_13_10_35_18_1786628118.jpg","2026-08-13T10:24:48.000Z","2026-08-13T10:35:18.000Z",{"code":23},{"id":25,"color":27,"translations":1474},[1475,1477,1479],{"title":26,"slug":30,"language":1476},{"code":13},{"title":37,"slug":38,"language":1478},{"code":18},{"title":33,"slug":34,"language":1480},{"code":23},[1482],{"id":85,"label":1187,"translations":1483},[1484,1486,1488],{"label":1187,"slug":1198,"language":1485},{"code":13},{"label":1201,"slug":1202,"language":1487},{"code":18},{"label":1205,"slug":1206,"language":1489},{"code":23},[1491],{"name":171,"enName":171,"ptName":171,"iso2":1492},"BR",[1494],{"name":1495,"slug":1496,"image":1497,"order":115},"Henrique Cisman","henrique-cisman","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews_author\u002FHenrique_Marcal_Cisman_GRI_Institute_Profile_PIC_2025_11_04_11_31_12_1762266672.jpg",{"es":1499},"\u002Fmercado-inmobiliario\u002Fcapital-riesgo-y-reposicionamiento-mueven-la-hoteleria-en-mexico-y-la-region",[1501,1502,1503,1504,1505,1506],"Infra Brazil","Infra Latam","Real Estate Brazil","Real Estate Europe","Real Estate India","Real Estate Latam"]