UNICO Riviera Nayarit: the evolution of a brand that focuses on cultural immersion and boutique luxury

UNICO Riviera Nayarit is one of the most anticipated openings in Mexico. What makes this new property stand out within the group's portfolio?

The original launch of UNICO Riviera Maya was a huge success. Eight years have passed, and we have many returning guests, but they started asking for more. They wanted more UNICO in other destinations. When we decided to build this new property, expectations were very high because the idea was to begin developing a collection of UNICO hotels.

It was a very participatory process: travel agents and various internal teams were involved. It's almost a "house" brand. Many people who have been with the company for years participated in building the concept, the name, and the experience we wanted to offer, especially in food and drinks. That's why there was so much anticipation, and today we know that the result worked.

The brand is known for its strong connection to local culture. How is this reflected at UNICO Riviera Nayarit?

Culture is present on many levels: in the restaurants, in the cocktails, and in the art. Art is found throughout the hotel and is even more appreciated when exploring the property with someone who truly understands that world. Being here feels like being in the real Mexico.

Even the names of the spaces, like Coquita Bar, have local references. Everything aims to create an authentic experience and a genuine cultural immersion.

UNICO works with the concept of “coordinates”. What does this idea represent within the brand?

The coordinates are a way of communicating that UNICO is not just a brand, but an experience deeply connected to its destination. Each property is associated with its actual location coordinates, reinforcing the idea that guests are immersed in the identity, culture, and specific environment of that place.

From a commercial point of view, how important are the North American and Latin American markets?

The United States is a very strong market for us, but so is Latin America, as well as the Mexican market. We have dedicated sales teams in each region, performing the same work: promoting the product, training staff, and attracting guests.

Brazil, for example, is already sending travelers to our hotels in Mexico. We have a commercial structure with multiple teams and verticals working in parallel.

What is the profile of the guests and what role do groups, weddings and events play?

It's a boutique hotel with 144 rooms, so the focus is on weddings, social groups, and incentive trips. We do MICE events, but in smaller formats: meetings, incentive trips, and retreats.

It's an ideal venue for incentive trips, with 30 to 35 rooms. It offers spaces for smaller meetings and options for both indoor and outdoor weddings, something highly valued in Mexico, where many celebrations last all night.

Regarding the domestic market, do you expect a significant participation from Mexican tourism?

Yes, we believe it will have a good turnout of domestic travelers, especially during certain seasons, as is the case with other hotels in the group. It's a destination that attracts guests from cities like Guadalajara.

Our goal is clear: to welcome all markets. We want Mexicans, Brazilians, Americans, and travelers from any origin.

What role do tour operators and travel agents play in hotel marketing?

They are key. The travel agent is best positioned to explain the differences between our product and the competition. They know our strengths and also other resorts, which allows them to provide invaluable insight.

That's why we invest so much in bringing them to the property, showing them the hotel, and listening to their feedback. This close relationship translates into better business results.

Sustainability is a central issue in the industry. How does AIC Hotel Group address it?

I still need to delve into the details of this particular hotel, but I can talk about the group's recent projects, such as AVA Resort Cancun. There, numerous sustainable initiatives were implemented, such as the use of carpets made from recycled fishing nets, Tesla batteries, and solar panels that help optimize energy efficiency.

These are developments designed to operate in a more responsible and efficient manner.

Finally, what can be anticipated about the group's future plans?

Currently, the focus is on this new opening, but we have growth plans. We own land in Jamaica, the Dominican Republic, and Tulum. Jamaica will likely be one of our next steps, with a project aligned with the UNICO concept.

No commercial details are available to announce yet, but it is public knowledge that development is underway. The goal is to continue growing in the Caribbean and Central America while maintaining the brand's core identity.