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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":115,"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":1456,"createdAt":1457,"updatedAt":1458,"translations":1459,"segment":1473,"categories":1481,"countries":1490,"authors":1500,"urls":1505},3324,"TRUE","como-la-hoteleria-se-ajusta-a-los-mercados-de-alto-flujo-turistico-en-latam","Cómo la hotelería se ajusta a los mercados de alto flujo turístico en Latam ",false,"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002FID_Visual_HUB_hospitality_2026_3_19_16_57_19_1773950239.webp","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002FW_Punta_Cana_Adult_All_Inclusive_1_1_2026_3_19_16_57_19_1773950239.webp","2026-03-19T00:00:00.000Z","Credit: Divulgación \u002F Marriott International ",735,"2026-03-19T16:57:19.000Z","2026-03-19T18:22:09.000Z",[1460],{"id":1461,"newsId":1447,"languageId":5,"title":1462,"subtitle":1463,"content":1464,"summary":978,"takeaways":1465,"seoTagConversionId":8,"seoTag":8,"seoTitle":1466,"seoKeywords":1467,"seoDescription":1468,"seoAbstract":8,"seoImage":1469,"createdAt":1470,"updatedAt":1471,"language":1472},3925,"Cómo la hotelería se ajusta a los mercados de alto flujo turístico en América Latina","Exclusivo: players evalúan la cualificación de la oferta y nuevos modelos de crecimiento en México, Colombia y Centroamérica","El turismo en América Latina cerró 2025 con una fuerte concentración en mercados clave, con México y Colombia entre los principales destinos en ingresos por turismo internacional. México lideró la región con 45 millones de visitantes, mientras que Colombia registró cerca de 6,5 millones.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn Centroamérica, la actividad también avanzó, impulsada por el desempeño de Panamá, que superó la marca de 3 millones de visitantes, y por Costa Rica, que consolidó su estrategia de alto valor agregado al atraer 2,69 millones de turistas con foco en sostenibilidad y un ticket promedio elevado.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nAnte este escenario, \u003Cspan class=\"company-profile-link\" data-id=\"1\">\u003Cspan class=\"company-profile-link\" data-id=\"20971\">GRI Institute\u003C\u002Fspan>\u003C\u002Fspan> entrevistó a ejecutivos de grandes cadenas hoteleras globales para entender cómo el sector viene respondiendo al aumento del flujo turístico en la región, con foco en México, Colombia y Centroamérica, además de las perspectivas para 2026.\r\n\u003Ch2>\u003Cstrong>México: nearshoring y demanda doméstica sostienen el desempeño hotelero\u003C\u002Fstrong>\u003C\u002Fh2>\r\nEn México, el sector hotelero presenta una recuperación más acelerada y resiliente, sostenida por fundamentos estructurales que amplían y diversifican la demanda. Según \u003Ca href=\"https:\u002F\u002Fwww.griinstitute.org\u002Frealestate\u002Fmember-profile\u002Flatam\u002Fluis-alberto-tito_4502\" target=\"_blank\">\u003Cspan class=\"data-profile-link\" data-id=\"4502\">Luis Alberto Tito\u003C\u002Fspan>\u003C\u002Fa>, director de desarrollo hotelero para América Latina de \u003Ca href=\"https:\u002F\u002Fwww.griinstitute.org\u002Frealestate\u002Fcompany-profile\u002Fbwh-hotels-latam_2787\" target=\"_blank\">BWH Hotels\u003C\u002Fa>, este desempeño está directamente vinculado a la fortaleza del mercado doméstico, la amplia conectividad aérea y, sobre todo, al avance del nearshoring en destinos industriales.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n“La relocalización de cadenas productivas ha generado un dinamismo adicional en ciudades estratégicas, diversificando la demanda hotelera más allá del turismo tradicional. Como resultado, el país cuenta hoy con una base de demanda más estable”, comenta.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEntre enero y octubre de 2025, la ocupación hotelera en el país registró un promedio de 60,2%, según la Secretaría de Turismo (Sectur), lo que evidencia un nivel consistente de demanda y ya por encima de los niveles prepandemia.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPara 2026, la realización de la Copa del Mundo debería elevar los niveles de ocupación en las ciudades sede y reforzar la visibilidad internacional del país como destino turístico y de inversión.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLas oportunidades de crecimiento en esta clase de activo son amplias. Mientras los segmentos upscale y luxury ganan tracción en destinos de playa consolidados, las categorías midscale y upper midscale avanzan en mercados industriales, acompañando el movimiento del nearshoring. \u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPor su parte, el segmento extended stay surge como uno de los más prometedores, directamente vinculado a la permanencia prolongada de profesionales asociados a las nuevas cadenas productivas.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n“Nosotros vemos una oportunidad significativa en la conversión de hoteles independientes que buscan integrarse a marcas globales en búsqueda de incrementar su visibilidad, competitividad y rentabilidad sin incurrir en inversiones estructurales elevadas”, añade Tito.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nBWH Hotels ha capitalizado esta tendencia a través de la marca WorldHotels, con operaciones ya establecidas en ciudades como Cuernavaca y Guadalajara, además de nuevas incorporaciones previstas para 2026 en destinos como Los Cabos y Chihuahua. En paralelo, amplía su presencia con la marca Best Western en Puebla, Querétaro, Tijuana y Tulum.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"WorldHotels Acueducto Guadalajara\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002F40194524_2026_3_19_21_11_44_1773954704.jpg\" style=\"width:100%\" \u002F>\r\n\u003Cdiv style=\"text-align:center\">\u003Cspan style=\"font-size:12px\">WorldHotels Acueducto Guadalajara, propiedad de BWH Hotels (Imagen: Divulgación \u002F WorldHotels)\u003C\u002Fspan>\u003C\u002Fdiv>\r\n\u003Cbr \u002F>\r\nCabe destacar la sólida presencia de la compañía en México, con 41 hoteles afiliados distribuidos en distintos segmentos, desde midscale hasta lujo, en destinos urbanos, industriales y turísticos.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl país ocupa una posición estratégica en su portafolio, que contempla la incorporación de 18 nuevos proyectos en el territorio en los próximos años. “Es uno de los mercados estratégicos más relevantes en la región por su dinamismo económico y su profundidad en la demanda doméstica e internacional”, señala Tito.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa cadena hotelera avanza en el fortalecimiento de sus canales directos de distribución, una estrategia que viene impulsando sus indicadores operativos en el país. De acuerdo con el ejecutivo, México registró un crecimiento de cerca del 10% en los canales digitales de marca, además de un aumento del 3,5% en la tarifa media.\r\n\u003Ch2>\u003Cstrong>Colombia: cualificación de la oferta y diversificación de productos\u003C\u002Fstrong>\u003C\u002Fh2>\r\nColombia mantiene fundamentos sólidos en destinos estratégicos y avanza de forma consistente en la profesionalización de la oferta hotelera, con elevación de estándares y diversificación de productos.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn el acumulado de 2025, la ocupación hotelera nacional alcanzó el 56,7%, según la Asociación Hotelera y Turística de Colombia (Cotelco), lo que indica estabilidad en la demanda a lo largo del período.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa operación de BWH Hotels en el país es más selectiva, con foco en ubicaciones estratégicas. Actualmente cuenta con cuatro hoteles en Bogotá, Santa Marta, Puerto Gaitán y Medellín, donde realizó su apertura más reciente.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa presencia en Santa Marta, por ejemplo, adquiere relevancia estratégica por su conexión con la región montañosa de Sierra Nevada, capturando la demanda de viajeros que vienen migrando desde las grandes capitales hacia destinos con mayor atractivo natural y cultural.  “El turista busca experiencias más inmersivas, sostenibles y conectadas con la identidad local”, observa Tito.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEste tipo de movimiento forma parte de una ola de demanda orientada por atributos como autenticidad y biodiversidad.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n“Las oportunidades las podríamos encontrar en el segmento boutique y lifestyle en mercados de naturaleza, en el midscale urbano y en el upscale vacacional”, señala el ejecutivo.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"Best Western Plus Santa Marta Hotel\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBWP_Santa_Marta_Pool_01_2026_3_19_20_50_06_1773953406.jpg\" style=\"width:100%\" \u002F>\r\n\u003Cdiv style=\"text-align:center\">\u003Cspan style=\"font-size:12px\">Best Western Plus Santa Marta Hotel, propiedad de BWH Hotels en Santa Marta (Imagen: Divulgación \u002F Best Western Plus)\u003C\u002Fspan>\u003C\u002Fdiv>\r\n\u003Cbr \u002F>\r\n\u003Ca href=\"https:\u002F\u002Fnews.griinstitute.org\u002Fes\u002Fmercado-inmobiliario\u002Fexperiencias-y-marcas-de-prestigio-marcan-la-hospitalidad-latinoamericana\" target=\"_blank\">El modelo de franquicias tiende a ganar espacio de manera más gradual\u003C\u002Fa>, especialmente en un entorno financiero más cauteloso, al permitir que los propietarios accedan a marcas internacionales, sistemas globales de distribución y programas de fidelización consolidados sin necesidad de desarrollar una marca propia.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nAunque la expansión es más acelerada en México, debido a su mayor escala y profundidad financiera, Colombia sigue ofreciendo oportunidades estratégicas, especialmente en activos bien ubicados y con propuestas claras de reposicionamiento.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nCon cuatro nuevos proyectos previstos en el país para los próximos años, la operación de BWH también muestra avances relevantes en sus indicadores de desempeño, con una expansión de aproximadamente el 25% en los canales digitales de marca y una valorización del 10% en la tarifa media.\r\n\u003Ch2>\u003Cstrong>Centroamérica: avance del segmento midscale y de las conversiones hoteleras\u003C\u002Fstrong>\u003C\u002Fh2>\r\nEn Centroamérica, el sector hotelero ha consolidado una trayectoria de recuperación consistente en los últimos años. \u003Ca href=\"https:\u002F\u002Fwww.griinstitute.org\u002Frealestate\u002Fcompany-profile\u002Fmarriott-international-miami_392\" target=\"_blank\">\u003Cspan class=\"company-profile-link\" data-id=\"23582\">Marriott International\u003C\u002Fspan>\u003C\u002Fa> expande su portafolio en la región, con presencia relevante en mercados clave como Costa Rica, donde la cadena suma 25 propiedades en operación y un pipeline de 20 proyectos, y Panamá, que concentra 17 propiedades, además de avances en países como El Salvador y Guatemala, mientras que destinos como Belice y Honduras aún presentan una presencia más puntual.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEste movimiento contribuye a la evolución de sus indicadores operativos en América Latina: en el cuarto trimestre de 2025, el RevPAR (ingreso por habitación disponible) de la cadena creció un 2,1% en comparación con el mismo período del año anterior, acompañado por un aumento del 1,1% en la ocupación y una leve alza en la tarifa media diaria (0,3%).\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl Vicepresidente Regional de Desarrollo para \u003Cspan class=\"company-profile-link\" data-id=\"23582\">Marriott International\u003C\u002Fspan> en el Caribe y Latinoamérica, \u003Ca href=\"https:\u002F\u002Fwww.griinstitute.org\u002Frealestate\u002Fmember-profile\u002Flatam\u002Falejandro-acevedo_1651\" target=\"_blank\">\u003Cspan class=\"data-profile-link\" data-id=\"1651\">Alejandro Acevedo\u003C\u002Fspan>\u003C\u002Fa>, considera que Centroamérica mantiene perspectivas positivas para 2026, con destaque para Costa Rica, que se posiciona como el mercado más dinámico, combinando un flujo robusto de turistas internacionales, fuerte atractivo en ecoturismo y tarifas elevadas.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl país registró niveles de ocupación entre el 75% y el 80% en ciertos períodos de 2025, además de un crecimiento continuo del ingreso por habitación disponible, con niveles que suelen superar el promedio regional, sostenidos por una demanda estable y tarifas premium en resorts de naturaleza.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n“Costa Rica cuenta con uno de los pipelines de desarrollo más robustos en Centroamérica, lo que es indicativo de la fuerte confianza de los inversionistas en el país”, destaca. \u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FJW_Marriott_All_Inclusive_Costa_Elena_Costa_Rica_[1]_2026_3_19_20_31_40_1773952300.jpg\" style=\"width:100%\" \u002F>\r\n\u003Cdiv style=\"text-align:center\">\u003Cspan style=\"font-size:12px\"> Nuevo resort de lujo all-inclusive en Costa Rica, JW Marriott refuerza la estrategia de expansión de la cadena en el país (Imagen: Divulgación \u002F Marriott International)\u003C\u002Fspan>\u003C\u002Fdiv>\r\n\u003Cbr \u002F>\r\nOtros mercados avanzan a distintos ritmos. El Salvador recibe un nuevo impulso en la oferta hotelera con la entrada de la marca City Express by Marriott, orientada a viajeros que buscan calidad a precios accesibles. Con cuatro hoteles previstos hasta 2028, la iniciativa debería ampliar la conectividad del país con la red global de \u003Cspan class=\"company-profile-link\" data-id=\"23582\">Marriott International\u003C\u002Fspan>, al mismo tiempo que impulsa el turismo de negocios en polos como San Salvador y el entorno del aeropuerto.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPanamá mantiene una dinámica más estable. Aunque presenta un ritmo de crecimiento más moderado, sigue sostenido por su posición como hub regional de negocios, lo que garantiza una demanda corporativa consistente y previsible. Durante el último año, registró una ocupación hotelera del 56,6%, según la Autoridad de Turismo de Panamá.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nTe recomendamos: \u003Ca href=\"https:\u002F\u002Fnews.griinstitute.org\u002Fes\u002Fmercado-inmobiliario\u002Fventajas-competitivas-panama-costa-rica-real-estate-centroamerica\" target=\"_blank\">Ventajas competitivas de Costa Rica y Panamá en el real estate de Centroamérica\u003C\u002Fa> \u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nDos vectores se destacan como principales motores de crecimiento: el avance del segmento midscale y el aumento de las conversiones de hoteles existentes. Este movimiento responde a una creciente demanda de viajeros locales y regionales por opciones confiables a precios más accesibles, al tiempo que atiende al interés de desarrolladores por proyectos de menor costo y mayor escala operativa.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLas conversiones han desempeñado un papel central en la estrategia de expansión. En 2025, cerca del 30% de las habitaciones firmadas en la región por Marriott correspondieron a hoteles convertidos.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n“Esto nos permite crecer rápidamente en mercados donde antes no estábamos presentes y añadir valor al ofrecer a los dueños opciones eficientes de renovación con nuestras marcas”, explica Acevedo.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nIniciativas como Series by Marriott introducen un modelo más flexible de conversión, orientado a la incorporación de portafolios de hoteles independientes, especialmente en los segmentos medio y alto.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa propuesta permite preservar la identidad local de estos activos, al mismo tiempo que los conecta a plataformas globales de ventas, reservas y fidelización, ampliando el potencial de expansión en mercados con fuerte presencia de hoteles boutique. “Creemos que esta estrategia ganará protagonismo en mercados como Costa Rica y Panamá”, indica el ejecutivo. \u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl interés de los inversionistas por Centroamérica se mantiene elevado, sustentado en la combinación de potencial de crecimiento y retornos competitivos. La región reúne, por un lado, destinos ya consolidados, con flujos turísticos robustos, y, por otro, mercados aún en desarrollo, que ofrecen espacio para expansión bajo marcas globales.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n“La región seguirá demostrando una competitividad notable en rentabilidad frente a otros mercados de Latinoamérica”, concluye Acevedo.","\u003Cul>\r\n\t\u003Cli>Desempeño hotelero en México está impulsado por el nearshoring, la demanda doméstica y una mayor diversificación de segmentos.\u003C\u002Fli>\r\n\t\u003Cli>Colombia avanza en la cualificación de la oferta y la diversificación de productos, con foco en experiencias, sostenibilidad y reposicionamiento de activos.\u003C\u002Fli>\r\n\t\u003Cli>Centroamérica gana protagonismo con el crecimiento del segmento midscale y la expansión a través de conversiones.\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n","Cómo la hotelería se ajusta al alto flujo turístico en Latam","hotelería en américa latina, turismo en méxico, mercado hotelero colombia, hoteles en centroamérica, nearshoring méxico hoteles, inversión hotelera latam, segmento midscale hoteles, conversión de hoteles, demanda turística latinoamericana","Análisis exclusivo sobre cómo la hotelería se adapta al crecimiento del turismo en América Latina, con foco en México, Colombia y Centroamérica, destacando nearshoring, nuevos modelos de expansión y tendencias de inversión para 2026","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002Fid_visual_hub_hospitality_2_[1]_2026_3_19_17_12_10_1773951130.jpg","2026-03-19T16:57:25.000Z","2026-03-19T18:19:29.000Z",{"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},[1491,1494,1496,1498],{"name":233,"enName":233,"ptName":1492,"iso2":1493},"Colômbia","CO",{"name":249,"enName":249,"ptName":249,"iso2":1495},"CR",{"name":567,"enName":567,"ptName":567,"iso2":1497},"MX",{"name":664,"enName":664,"ptName":664,"iso2":1499},"PA",[1501],{"name":1502,"slug":1503,"image":1504,"order":115},"Paulo Alfaro","paulo-alfaro","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews_author\u002FPaulo_Alfaro_GRI_Institute_Profile_Pic_2025_11_04_10_47_53_1762264073.jpg",{"es":1506},"\u002Fmercado-inmobiliario\u002Fcomo-la-hoteleria-se-ajusta-a-los-mercados-de-alto-flujo-turistico-en-latam",[1508,1509,1510,1511,1512,1513],"Infra Brazil","Infra Latam","Real Estate Brazil","Real Estate Europe","Real Estate India","Real Estate Latam"]