Accor's Luís Mirabelli talks about the Challenges and Opportunities for the Future

During the event, Luis Mirabelli, Vice President of Development for Accor in Hispanic America, shared his vision on the challenges and prospects for the future of the hotel industry in Latin America and the Caribbean.

The hotel sector in Hispanic America has seen significant growth in recent years, driven by the post-pandemic recovery in tourism and increased air connectivity. According to Luis Mirabelli, Vice President of Development for Accor in Hispanic America, the company has signed 28 new contracts in the region in 2024, including three in the Dominican Republic, a market that the company has recently begun to explore.

"Our focus is to develop strategic markets in key cities. We are very focused on Mexico and the Caribbean, regions with great potential for business and leisure tourism," says Mirabelli.

With a portfolio of 45 brands and more than 5,600 hotels worldwide, Accor maintains its leadership position in several Latin American markets, especially in Brazil, Colombia, Chile and Peru. The Ibis brand, for example, is one of the most recognized in Brazil, strengthening Accor's presence in the region.

Challenges for Hotel Development

Despite the growth, hotel expansion in Hispanic America faces structural barriers, such as the lack of credit for new ventures. According to Mirabelli, most countries in the region depend on their own capital for financing, unlike more mature markets, such as the United States and Mexico, where access to credit is easier.

"Hotel development requires creative financing solutions. We work with models such as condotels and trust funds, which allow investments to be spread out and facilitate the viability of projects," explains the executive.

Furthermore, the region’s macroeconomic and political instability requires long-term planning. Building a hotel can take three to five years, during which time factors such as exchange rates, incentive policies and tourism demand can change significantly.

The Future of Hospitality

Another pillar of Accor’s strategy is sustainability. The company has concrete goals to reduce CO₂ emissions and strengthen diversity and equity in the sector. In addition, it relies on technology to optimize operations and improve the customer experience.

"Artificial intelligence helps us filter investment opportunities and speed up processes, but human contact remains essential. At the end of the day, developing a hotel requires knowing the location, talking to investors and understanding the culture of the region," highlights Mirabelli.

Accor also seeks to transform its hotels into entertainment and cultural centers, integrating them into the local community. This model strengthens public engagement and sets the company apart from its competitors.

Opportunities in the Caribbean and Central America

The Caribbean and Central America are promising markets, especially in the high-end tourism sector. However, these destinations still lack a diversified offer in segments such as mid-scale and economy.

“Markets like the Dominican Republic offer government incentives and tourism-friendly infrastructure. We work with local partners to identify the best opportunities and ensure successful investments,” says Mirabelli.

Government involvement is a key factor in the sustainable development of the sector. Public policies that encourage the hotel industry can accelerate growth and consolidate new destinations on the global tourism map.

“Our goal is to continue expanding intelligently, identifying promising markets and ensuring that each new venture has a solid foundation to thrive in the long term,” concludes Mirabelli.

Report and photo: Mary de Aquino.