Wyndham Hotels & Resorts strengthens its leadership in Latin America and the Caribbean

How would you describe the current state of the hotel market in Latin America from Wyndham's perspective?

The Americas are a very diverse region, so it's difficult to talk about a single reality. I like to divide it into two broad areas: Mexico and the Caribbean, where the main source market is the United States. There, any sign of a recession in the North American economy can impact hotel occupancy. We are currently continuing to see growth, although slower in some areas.

In contrast, the situation is different in the rest of South America. For example, in Brazil, the main source of income is Brazilian travelers themselves. This means that external factors are not as influential, and growth depends more on local factors. Overall, we see a positive outlook, even in markets that were slow to recover post-Covid, such as Peru. Furthermore, we see no signs of a slowdown going forward.

Which brands in the portfolio are currently performing best in the region?

Of our 25 global brands, 18 are present in Latin America and the Caribbean. Among them, some stand out for their strategy and performance. We are particularly focused on the growth of Wyndham, Wyndham Garden, Wyndham Grand, Ramada, TRYP, and Alltra, our all-inclusive brand. These brands are at the heart of our regional strategy.

An interesting case is Dazzler, with a strong presence in southern South America, whose RevPAR (Revenue per Available Room) index exceeded 100% in 2024. This means it has gained market share compared to its direct competitors, demonstrating its strength.

It's also important to note that while Wyndham is more associated with the economy segment in the United States (Super 8, Days Inn), in Latin America and the Caribbean we focus more on the midscale and upscale segment. This is where the majority of our portfolio is concentrated.

In the competitive all-inclusive segment, how does Wyndham differentiate itself from other chains?

In 2020-2021, we launched Wyndham Alltra, our exclusive brand for the all-inclusive segment. Although we have other properties with this format under brands like Wyndham Grand—for example, in Cancún and Barbados—Alltra was created specifically for this audience.

The debut was challenging, as it coincided with the height of the pandemic, but it was successful. The brand is positioned between midscale and upscale, and has been very well received. As we grew, we created an internal team specializing in all-inclusive properties: operations, sales, and marketing, with an exclusive focus on this type of property. We believe this level of specialization is key because, while it is still a hotel industry, all-inclusive has different dynamics than traditional European-style hotels.

What are the latest notable additions in the region?

We recently opened a hotel in Antigua under our Registry Collection brand, in partnership with Sam Nazarian (SBE). It's a luxury property with 79 rooms.

We also debuted in Aruba with TRYP, and we arrived in downtown Monterrey, Mexico, with an iconic hotel that used to be a competing brand and now operates under Wyndham.

One of the most significant milestones was the strategic alliance with Decameron, a key player in the all-inclusive segment in South America. We initially added nine hotels in three countries: Jamaica, Panama, and Mexico.

Another significant opening was the Wyndham Sam Lord's Castle, a 620-room resort that has undergone a 60% renovation and recently opened a water park. In total, we've opened 34 hotels in the last 18 months.

What expansion plans do you have for the coming years in Latin America and the Caribbean?

We currently have 268 hotels in operation and 100 more signed, in various stages of development. Some will open between 2025 and 2028, depending on the progress of construction. This represents a 37% increase over the current portfolio, and our development team continues to work to expand that number.

Brazil, Mexico, and the Dominican Republic account for a large portion of these future openings. In addition to being strategic markets due to their size, the Dominican Republic has been experiencing a sustained tourism boom for several years, facilitating growth in that country.

How does Wyndham manage talent and training internally, considering its franchise model?

Wyndham is essentially a franchise company. Of our 270 hotels in Latin America and the Caribbean, we directly operate only 30. Even so, we contribute significantly to training and service culture. We have a training team that regularly visits the hotels, and we organize Executive Orientation Programs four to five times a year, like the one we recently held in Lima.

These are three intensive days of training in customer service, proprietary technological tools, innovations, and service culture. The goal is to provide our franchisees with tools so they can work better with their teams, in a context where retaining talent is increasingly challenging.

What initiatives are you developing in the areas of sustainability and corporate social responsibility?

Our strategy is organized under the Wyndham Green program, which has five levels of certification. More than 90% of our hotels have already achieved at least Level 1. This system covers everything from waste management and energy consumption to water treatment and plastic reduction. Achieving Level 5 requires multiple consolidated sustainable practices.

Regarding social responsibility, we work both at the corporate level and alongside hotels on community integration initiatives. This includes creating employment opportunities, professional training, and development for people in the communities where we operate.

Every time we hold a corporate meeting in a destination, we include a social responsibility activity. For example, in January, during our annual kick-off in Panama, we spent a day collaborating with a children's home. At our regional conference in the Dominican Republic, we also held similar activities with franchisees.

How is the plan for participating in fairs and events structured for this year?

We participate in major global and regional events. We divide our participation into two main areas: business development and hotel investment events; and trade shows focused on generating sales for our hotels.

Our global sales team has a strong presence at trade shows in the United States, Europe, and Latin America, given the importance of the U.S. market as a demand generator for Mexico and the Caribbean. The growing agenda demonstrates the dynamism of the sector.

What role does the Wyndham Rewards loyalty program play within the brand strategy?

It's one of the most important pillars. Wyndham Rewards has more than 115 million members worldwide and has been named the best hotel loyalty program by USA Today readers for seven consecutive years. Its main strength is its simplicity. It has only three redemption levels: 7,500, 15,000, and 30,000 points. 

With a seven-night stay at any hotel in the chain, even the most affordable, you can get a free night. Plus, you can combine points with cash, making it very accessible. It's a key tool for both attracting customers and generating value for our franchisees.

What is the strategy regarding commercial distribution between direct sales and through trade?

Our priority is to boost the direct channel through ongoing investments in our website, technology, and tools like Wyndham Rewards. This is very attractive to current and potential franchisees.
However, we also recognize the value of other channels like OTAs. 

OTAs are useful, especially when opening new hotels, as they allow for rapid market exposure. The key is to diversify well: OTAs, tour operators, direct sales... they all play a role.

How important is the MICE segment, especially for low-season destinations?

It's a strategic segment, although not all hotels are prepared to serve it. Adequate infrastructure, good connectivity, on-site security, and complementary offerings are required. Furthermore, the staff must be highly trained to handle large influxes of people simultaneously.

Within the MICE sector, the incentive segment is particularly attractive: it pays high rates and is planned well in advance, allowing for better operational organization.

Any final message you'd like to share with tourism professionals?

I'd simply like to thank you for the space and emphasize that at Wyndham, we are committed to the sustainable growth of the region. Our vision is to support our franchisees, generate a positive impact in our communities, and remain an attractive and reliable option for both guests and investors.