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hotelería",false,"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002Fslider_hospitality_2026_6_03_11_22_00_1780496520.webp","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002Fcover_hospitality_2026_6_03_11_22_00_1780496520.webp","2026-06-03T00:00:00.000Z","Unsplash","2026-06-13T00:00:00.000Z",330,"2026-06-03T11:22:00.000Z","2026-06-03T11:47:55.000Z",[1461],{"id":1462,"newsId":1447,"languageId":5,"title":1463,"subtitle":1464,"content":1465,"summary":978,"takeaways":1466,"seoTagConversionId":8,"seoTag":8,"seoTitle":1467,"seoKeywords":1468,"seoDescription":1464,"seoAbstract":8,"seoImage":1469,"createdAt":1470,"updatedAt":1471,"language":1472},4644,"Conversión de activos y programas de fidelidad dictan la expansión de la hotelería","Los ejecutivos reunidos en NY también debaten la integración del wellness y cómo extraer valor de las acciones de sustentabilidad ","La industria hotelera en América Latina está redefiniendo las reglas de crecimiento, financiamiento y competencia en la región. El ciclo actual no es de expansión por medio de la construcción de nuevos proyectos, sino de reconfiguración de los activos existentes, la disputa por la relación directa con el huésped y una apuesta creciente en la convergencia entre sustentabilidad y bienestar.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLas discusiones entre ejecutivos de alto nivel del sector revelan un mercado que madura a una velocidad distinta según el eje analizado: sofisticado en la ingeniería de conversiones, agresivo en la guerra por la fidelidad y todavía vacilante en la fijación real de precios de la agenda verde. Los debates se llevaron a cabo en un evento del \u003Cspan class=\"company-profile-link\" data-id=\"1\">\u003Cspan class=\"company-profile-link\" data-id=\"20971\">GRI Institute\u003C\u002Fspan>\u003C\u002Fspan> en Nueva York.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBarometer_Survey_NY_Latin_America_GRI_Real_Estate_20266_2026_6_03_14_37_56_1780497476.jpg\" style=\"width:100%\" \u002F>\r\n\u003Cdiv style=\"text-align:center\">\u003Cspan style=\"font-size:12px\">Según el GRI Barometer, el sector hotelero se encuentra entre las tres principales inversiones con la mejor relación riesgo-rentabilidad ajustada\u003C\u002Fspan>\u003C\u002Fdiv>\r\n\u003Cbr \u002F>\r\n\u003Ca href=\"https:\u002F\u002Fwww.griinstitute.org\u002Frealestate\u002Fevent\u002Fgri-hospitality-mexico-central-america-2026_5324\" target=\"_blank\">\u003Cstrong>El debate se profundiza en el GRI Hospitality Mexico & Central America, en Cancún\u003C\u002Fstrong>\u003C\u002Fa>\r\n\r\n\u003Ch2>¿El fin del greenfield? \u003C\u002Fh2>\r\nEl crecimiento de la hotelería dejó de ser una historia escrita en las obras en construcción. En mercados urbanos consolidados, la construcción de nuevos desarrollos enfrenta una combinación de barreras regulatorias, costos elevados de la tierra y plazos de aprobación que hacen que el desarrollo greenfield sea económicamente inviable para la mayoría de los operadores.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa Ciudad de México es el caso más emblemático: el mercado se mueve enteramente por conversiones de hoteles independientes en activos de marca, sin prácticamente ningún espacio para nuevos proyectos desde cero.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEsta dinámica refleja una maduración del ecosistema hotelero regional en la cual la profesionalización de los operadores locales y la entrada de gestores terceros -en su mayoría compañías internacionales- crearon las condiciones para que las conversiones ocurran a una escala inédita.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl modelo es relativamente directo: un hotel independiente, frecuentemente bien ubicado pero suboptimizado en términos de gestión, distribución y posicionamiento de marca, se incorpora a una cadena que ofrece sistemas de reserva, estándares operativos y, sobre todo, acceso a una base de clientes fidelizados.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLo que hace que este movimiento sea particularmente relevante desde el punto de vista de la inversión es la ventaja estructural que los hoteles urbanos ofrecen en el campo del financiamiento. A diferencia de los resorts, los activos urbanos presentan flujos de caja históricos verificables y una previsibilidad de la demanda que reduce significativamente la percepción de riesgo por parte de las instituciones financieras.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl resultado no es necesariamente un mayor apalancamiento, sino condiciones de crédito más competitivas, es decir, un menor costo de capital y menores exigencias de reservas. Para los inversionistas institucionales que buscan exposición al sector hotelero en América Latina, esta asimetría entre el riesgo percibido y el retorno potencial en conversiones urbanas representa una ventana de entrada relevante.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa proliferación de marcas dentro de las grandes cadenas -algunas ya operan más de 30 banderas distintas- es consecuencia directa de esta lógica. Cada marca está diseñada para capturar un nicho específico de viajeros, desde el segmento económico hasta el ultralujo, lo que permite que la misma cadena convierta activos de perfiles radicalmente diferentes sin forzar un encuadre artificial.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBarometer_Survey_NY_Latin_America_GRI_Real_Estate_20267_2026_6_03_14_37_56_1780497476.jpg\" style=\"width:100%\" \u002F>\r\n\u003Cdiv style=\"text-align:center\">\u003Cspan style=\"font-size:12px\">Centroamérica y el Caribe, impulsados ​​por la industria hotelera, se perfilan como el segundo destino más votado para recibir nuevas inversiones\u003C\u002Fspan>\u003C\u002Fdiv>\r\n\r\n\u003Ch2>La batalla por el huésped \u003C\u002Fh2>\r\nSi las conversiones definen el eje de crecimiento, el control de la relación con el huésped define el eje de poder. La disputa entre marcas hoteleras, plataformas de distribución online y operadores terceros por el dominio del cliente emergió como el tema más estratégico en las discusiones entre los ejecutivos del sector presentes en NY. El arma central de esta disputa son los programas de fidelidad.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLos números son elocuentes: los programas de fidelidad de las grandes cadenas hoteleras ya superan los 160 millones de miembros globalmente. Pero el dato cuantitativo, por sí solo, no captura la transformación cualitativa que representan estos programas.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nDejaron de ser mecanismos de acumulación de puntos para convertirse en ecosistemas completos de experiencia y datos. Las ofertas van desde experiencias exclusivas con pilotos de Fórmula 1 hasta coreografías privadas en las fuentes de resorts icónicos; propuestas de valor que ninguna plataforma de distribución intermedia logra replicar.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nCada reserva realizada directamente a través del programa de fidelidad elimina la comisión de la plataforma intermediaria y genera datos propietarios sobre las preferencias, patrones de consumo y elasticidad de precios del huésped.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEsta inteligencia granular permite la personalización a escala, desde la configuración de la habitación hasta la curaduría de experiencias en el destino, creando un círculo virtuoso donde la experiencia superior alimenta la fidelidad, esta alimenta más datos, y los datos alimentan experiencias aún más personalizadas.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPara los operadores terceros, esta dinámica presenta un dilema considerable: cuando la marca hotelera posee la relación directa con el huésped y los datos que la sustentan, el operador tercero corre el riesgo de ser reducido a un ejecutor eficiente, pero sustituible. La tensión entre la profesionalización que aportan los gestores terceros y la captura de valor que realizan las marcas por medio de la fidelidad es una de las dinámicas más reveladoras del momento actual del sector.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn el contexto latinoamericano, esta batalla adquiere matices específicos. La penetración de los programas de fidelidad todavía es inferior a la de mercados maduros, como Estados Unidos y Europa, lo que significa que el espacio para captar nuevos miembros es proporcionalmente mayor. Al mismo tiempo, la fuerza de las plataformas de distribución online en la región hace que la competencia por el canal directo sea más reñida y más costosa.\r\n\u003Ch2>¿Cuál es el costo-beneficio de la sustentabilidad? \u003C\u002Fh2>\r\nEl consenso entre los ejecutivos del sector reunidos por el \u003Cspan class=\"company-profile-link\" data-id=\"1\">\u003Cspan class=\"company-profile-link\" data-id=\"20971\">GRI Institute\u003C\u002Fspan>\u003C\u002Fspan> es directo y libre de eufemismos: América Latina todavía está en una etapa "adolescente" en materia de sustentabilidad hotelera. La afirmación no es un juicio de valor, sino la constatación de una etapa de madurez con implicaciones concretas para la estrategia de inversión y el posicionamiento de los activos.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEn el segmento B2C, la disposición del consumidor final a pagar una prima por prácticas sustentables sigue siendo incierta. Las encuestas de intención muestran de manera consistente que los viajeros declaran su preferencia por hoteles sustentables, pero el comportamiento de compra efectivo rara vez confirma esa disposición cuando esta se traduce en tarifas diarias más altas. La brecha entre la intención declarada y la acción concreta es uno de los problemas más persistentes de la agenda verde en el sector.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa realidad cambia en el segmento B2B: las corporaciones con compromisos públicos de descarbonización ya exigen que sus proveedores hoteleros demuestren prácticas sustentables verificables. Esta presión se materializa en criterios de selección de proveedores, auditorías en la cadena de suministro y, en algunos casos, cláusulas contractuales vinculantes. Para los hoteles que dependen significativamente de la demanda corporativa, la sustentabilidad dejó de ser un diferencial de marketing para convertirse en un requisito de acceso al mercado.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\n\u003Cimg alt=\"\" src=\"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Ffiles\u002FBarometer_Survey_NY_Latin_America_GRI_Real_Estate_20264_2026_6_03_14_37_57_1780497477.jpg\" style=\"width:100%\" \u002F>\r\n\u003Cdiv style=\"text-align:center\">\u003Cspan style=\"font-size:12px\">No existe consenso sobre la relevancia de las prácticas ESG y su impacto en las decisiones de inversión\u003C\u002Fspan>\u003C\u002Fdiv>\r\n\u003Cbr \u002F>\r\nEl financiamiento verde, frecuentemente presentado como el catalizador de la transición sustentable, todavía no cumple esa promesa en la práctica. El ahorro proporcionado por los bonos verdes (green bonds) -típicamente de tres a cinco puntos básicos- es marginal y, en la mayoría de los casos, queda anulado por el costo de la certificación por parte de terceros independientes.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPor lo tanto, la decisión de buscar una certificación sustentable sigue estando predominantemente motivada por el posicionamiento de marca y la presión de los stakeholders, y no por una ventaja económica directa.\r\n\u003Ch3>Wellness \u003C\u002Fh3>\r\nSi la sustentabilidad pura todavía no se convierte en una prima pagada por el consumidor, la convergencia entre el wellness y las prácticas sustentables perfila como la narrativa capaz de destrabar valor real. El edificio hotelero deja de ser un contenedor neutro de actividades para convertirse, él mismo, en una solución activa de bienestar.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa calidad del aire interior, la iluminación circadiana, los materiales biocompatibles, la acústica optimizada, la integración con elementos naturales; cada uno de estos atributos es simultáneamente una práctica sustentable y una propuesta de valor de bienestar por la cual el huésped demuestra una disposición concreta a pagar. La convergencia resuelve el dilema central de la sustentabilidad hotelera: transforma un costo en un generador de ingresos a través de la experiencia de bienestar premium.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPara los inversionistas y desarrolladores, esta convergencia tiene implicaciones directas en la tesis de inversión. Los activos que integran el wellness y la sustentabilidad de forma auténtica tienden a comandar tarifas diarias superiores y a atraer a un perfil de huésped con un mayor valor de vida del cliente (lifetime value). El desafío radica en que la ejecución exige una competencia técnica genuina y una inversión inicial significativa, lo que naturalmente limita la escala de adopción en el corto plazo.\r\n\u003Ch2>Extended Stay \u003C\u002Fh2>\r\nUn segmento que merece atención particular en las proyecciones es el de estadías prolongadas. Los datos operativos indican que el extended stay presenta los márgenes operativos más atractivos entre todos los segmentos hoteleros de la región, según los ejecutivos.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLa explicación se resume en costos de adquisición de clientes diluidos por estadías más largas, una menor rotación operativa, una demanda más predecible y una menor dependencia de los canales de distribución intermediarios.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nEl perfil de la demanda para el extended stay en América Latina está en expansión, impulsado por las tendencias de trabajo remoto, proyectos corporativos a mediano plazo y una creciente clase de nómadas digitales con un poder adquisitivo relevante.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nPara los propietarios de activos, la conversión de hoteles tradicionales a formatos de estadías prolongadas o la creación de alas dedicadas dentro de las propiedades existentes representan una oportunidad de reposicionamento con un retorno ajustado al riesgo particularmente favorable.\r\n\u003Ch2>Panorama 2026-2027 \u003C\u002Fh2>\r\nEl escenario para la hotelería latinoamericana en el ciclo actual é de optimismo cauteloso, sustentado por fundamentos operativos sólidos: las tasas de ocupación y las tarifas promedio diarias en los mercados urbanos siguen en una trayectoria ascendente, lo que refleja tanto la recuperación estructural pospandemia como el fortalecimiento de la demanda doméstica y regional.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLos riesgos, sin embargo, son reales: la proliferación excesiva de marcas puede fragmentar la demanda y diluir el poder de fijación de precios; la dependencia de las conversiones como motor de crecimiento expone a las cadenas a la calidad variable de los activos disponibles; y la sustentabilidad sin una traducción en un valor económico verificable corre el riesgo de convertirse en un pasivo reputacional en lugar de un diferencial competitivo.\u003Cbr \u002F>\r\n\u003Cbr \u002F>\r\nLo que emerge de las discusiones entre los principales ejecutivos reunidos por el \u003Cspan class=\"company-profile-link\" data-id=\"1\">\u003Cspan class=\"company-profile-link\" data-id=\"20971\">GRI Institute\u003C\u002Fspan>\u003C\u002Fspan> en Nueva York es la convicción de que el próximo ciclo de creación de valor en la hotelería latinoamericana será definido por quien convierta mejor, fidelice con más inteligencia e integre la sustentabilidad y el bienestar de forma que el huésped lo perciba (y lo pague) como un valor genuino.","\u003Cul>\r\n\t\u003Cli>La conversión de hoteles independientes en activos de marca se consolidó como la principal avenida de crecimiento en América Latina, especialmente en mercados urbanos saturados, como la Ciudad de México.\u003C\u002Fli>\r\n\t\u003Cli>Los programas de fidelidad de miembros operan como ecosistemas completos de captura de datos y eliminación de intermediarios, transformando el control de la relación directa con el huésped en la ventaja competitiva definitiva frente a las OTAs y operadores terceros. \u003C\u002Fli>\r\n\t\u003Cli>El financiamiento verde todavía no ofrece ventajas materiales en la región, pero la convergencia entre wellness y sustentabilidad perfila como la próxima gran disrupción en el posicionamiento de activos hoteleros.\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n","Conversión de activos impulsa la expansión hotelera","Expansión hotelera, Conversión de activos, Fidelización","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002FHub_Social_hospitality_2026_6_03_11_32_37_1780497157.jpg","2026-06-03T11:22:08.000Z","2026-06-03T11:47:33.000Z",{"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},[1491,1494,1496,1498,1500,1502],{"name":233,"enName":233,"ptName":1492,"iso2":1493},"Colômbia","CO",{"name":249,"enName":249,"ptName":249,"iso2":1495},"CR",{"name":386,"enName":386,"ptName":386,"iso2":1497},"GT",{"name":411,"enName":411,"ptName":411,"iso2":1499},"HN",{"name":567,"enName":567,"ptName":567,"iso2":1501},"MX",{"name":300,"enName":300,"ptName":300,"iso2":1503},"SV",[1505],{"name":1506,"slug":1507,"image":1508,"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":1510},"\u002Fmercado-inmobiliario\u002Fconversion-de-activos-y-programas-de-fidelidad-impulsan-la-hoteleria",[1512,1513,1514,1515,1516,1517],"Infra Brazil","Infra Latam","Real Estate Brazil","Real Estate Europe","Real Estate India","Real Estate Latam"]