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Report Title:

Value Chain Analysis of the Hospitality in Mexico.

Commercial Relationships

The hospitality value chain in Mexico is characterized by a complex web of commercial relationships among diverse players, spanning from the initial attraction of visitors to the delivery of services during their stay. These relationships often involve intricate agreements, payment flows, and service exchanges, driving the overall performance and structure of the industry.

At the initial stage, Tourism Promotion and Intermediation, the government, through entities like the Secretariat of Tourism (SECTUR) and state tourism boards, engages in commercial relationships primarily focused on marketing and promotion. They contract with advertising agencies, public relations firms, and international marketing companies to develop and execute campaigns aimed at attracting visitors. These relationships are typically fee-based or project-based contracts. Destination Marketing Organizations (DMOs) often work closely with local governments and private sector stakeholders (hotels, restaurants, attractions) through membership models or collaborative funding agreements to promote a specific region.

Tour Operators and Travel Agencies (both online, OTAs, and traditional) act as crucial intermediaries, forming extensive commercial relationships across multiple steps of the value chain. Tour Operators purchase blocks of services, such as airline seats from Transportation providers, hotel rooms from Accommodation providers, and entry tickets or guided tours from Activities and Recreation providers. These bulk purchases are often made at negotiated wholesale rates. The tour operators then bundle these components into packages and sell them to consumers or other travel agencies. Their relationships with transportation and accommodation providers are typically based on volume contracts and payment terms that may involve upfront deposits or payments after service delivery. Travel Agencies, in turn, sell these packages or individual services to consumers, earning commissions from tour operators, airlines, and hotels. OTAs operate on a commission model, earning a percentage of the booking value from hotels and other service providers for facilitating direct bookings through their platforms.

In the Transportation step, airlines sell seats directly to consumers, but also have significant commercial relationships with tour operators and travel agencies (OTAs and traditional) through ticketing agreements and bulk purchase contracts. Ground transportation providers (bus companies, car rentals, taxi services, ride-sharing) primarily sell services directly to consumers, but also form relationships with hotels for transfers and tour operators for excursions. Cruise lines sell cabins directly and through travel agencies, also engaging in commercial relationships with ports for docking fees and local activity providers for shore excursions.

The Accommodation step involves a multitude of commercial relationships. Hotels, whether chain or independent, engage in business-to-business (B2B) relationships with a wide array of suppliers from the Support Services step. These include food and beverage distributors, linen and laundry services, cleaning supply providers, technology vendors (for property management systems, point-of-sale systems, online booking engines), and maintenance service providers. These relationships are based on supply contracts, often with negotiated pricing and payment schedules. Chain hotels also have complex relationships with brand owners (if not owner-operated) through franchise agreements or management contracts, involving royalty fees, marketing contributions, and adherence to brand standards. Independent hotels manage their supplier relationships directly. Hotels also have significant relationships with OTAs, paying commissions for bookings generated through their platforms. Relationships with corporate clients and event organizers (from the Activities and Recreation step focusing on MICE) involve negotiated rates for group bookings and event spaces. Investment in hotels often involves relationships between developers, hotel operators, and financial entities like Real Estate Investment Trusts (REITs) such as FibraHotel, where the REIT owns the property and the operator manages it under a lease or management agreement.

In the Food and Beverage Services step, restaurants, cafes, and bars have primary commercial relationships with food and beverage suppliers and distributors from the Support Services step. These are recurring purchase agreements. They also engage with technology providers for POS systems, inventory management, and increasingly, with food delivery platforms (like Uber Eats, DiDi Food), operating on a commission-per-order basis. Catering services form project-based commercial relationships with individuals or organizations for events. Restaurants and bars located within hotels have an internal commercial relationship with the hotel itself, often operating as profit centers or managed by the hotel operator.

The Activities and Recreation step sees Tour and Excursion Operators purchasing services from transportation providers, attraction venues, and local guides. Their relationships with hotels often involve paying commissions for guest referrals or partnering on package deals. Attractions and entertainment venues sell tickets directly to consumers and also have commercial relationships with tour operators and travel agencies for bulk ticket sales or inclusion in packages. Recreational service providers (e.g., water sports rentals, spas, golf courses) also sell directly and partner with hotels or tour operators for referrals or package inclusions, often on a revenue-sharing or commission basis. MICE organizers contract with venues (hotels, convention centers), catering services, technology providers (audiovisual), and other event-specific suppliers.

Finally, the Support Services step consists of businesses whose primary commercial relationships are B2B, selling their specialized products and services to the players in the core hospitality steps. Technology providers sell software licenses, hardware, and IT support. Supply chain and logistics companies sell goods (food, beverages, cleaning supplies, linen) and provide delivery services. HR and training firms offer recruitment and development services. Consulting and marketing agencies provide expertise on a fee-for-service basis. Construction and real estate companies engage in development and maintenance contracts with hotel owners and developers. Hotels, particularly chains, import a significant portion of their consumables, estimated at around 75%, establishing international supply chain relationships.

Overall, the commercial relationships in the Mexican hospitality value chain are characterized by a flow of payments from the end consumer (facilitated by intermediaries) upstream to the service providers, with significant B2B relationships supporting each operational step. These relationships are dynamic, influenced by market demand, technological changes (especially the rise of OTAs and delivery platforms), and the need for efficiency and cost management.

Products and Services Exchanged

Across the various steps of the hospitality value chain in Mexico, a wide array of products and services are exchanged between the different players:

In the Tourism Promotion and Intermediation step, the primary services exchanged are marketing and promotional services (from marketing agencies to government/DMOs), tourism information and advice (from agencies to consumers), and the sale of bundled tourism packages or individual bookings (from tour operators and travel agencies to consumers or other agencies). Tour operators exchange wholesale rates for services with transportation, accommodation, and activity providers. Travel agencies exchange booking services for commissions. OTAs exchange online booking platforms and reach for commission payments from service providers.

In the Transportation step, airlines exchange passenger transport services (flights) for ticket payments. Ground transportation providers exchange transfers, tours, and rental services for fees. Cruise lines exchange cabin space and onboard services for passenger fares. Ports exchange docking and passenger handling services for fees from cruise lines.

The Accommodation step is centered on the exchange of lodging services (rooms, suites, vacation rentals) for payment (room rates). This also includes the exchange of associated services like room service, housekeeping, and access to amenities (pools, gyms, spas) included in the room rate or available for an additional fee. Within hotels, internal exchanges include food and beverage services in restaurants and bars, event space rentals (for MICE), and potentially retail goods in hotel shops. Hotels exchange management or franchise services for fees/royalties with owners. They exchange booking information and guest details with OTAs in exchange for customer flow and commission payments.

In the Food and Beverage Services step, the core exchange is prepared food and drinks for payment. This includes meals in full-service and quick-service restaurants, coffee and beverages in cafes and bars, and catered food for events. Cloud kitchens exchange prepared meals for payment facilitated through delivery platforms. Restaurants exchange purchase orders for food and beverage supplies with distributors. They exchange usage of delivery platforms for commission payments per order.

The Activities and Recreation step involves the exchange of experiences and leisure options for payment. This includes guided tours and excursions, entry tickets to attractions (theme parks, museums, archaeological sites), rental of recreational equipment (water sports), spa treatments, golf rounds, and access to entertainment venues (theaters, music venues). MICE organizers exchange event planning and execution services for fees, contracting venues, catering, and other suppliers in exchange for their services.

The Support Services step provides essential inputs to the core hospitality steps. Technology providers exchange software licenses, hardware, and IT support services for fees. Supply chain and logistics companies exchange food, beverages, cleaning supplies, linens, and other operating supplies for payment. HR and training firms exchange recruitment, staffing, and employee development services for fees. Consulting and marketing agencies exchange expert advice and promotional services for fees. Construction and real estate companies exchange building and renovation services, or property rental/leasing, for payment. Financial institutions exchange loans and investment capital for interest payments or equity returns.

In essence, the value chain involves a flow of tangible products (food, beverages, supplies) and intangible services (lodging, transport, experiences, bookings, marketing, support) moving between different players, underpinned by financial transactions and contractual agreements at each stage.

Business Models

The commercial relationships in the Mexican hospitality industry are facilitated by a variety of business models adopted by the different players across the value chain.

In Tourism Promotion and Intermediation, government entities primarily operate on a public service model funded by taxes, allocating budgets for tourism promotion. DMOs often use a membership model, funded by contributions from member businesses, alongside potential government support. Tour Operators typically operate on a wholesale/retail model, buying services in bulk at lower rates and selling them at a markup to consumers or other agencies. Traditional Travel Agencies historically operated on a commission-based model, earning a percentage of the sale price from suppliers (airlines, hotels, tour operators). While commissions have decreased or been eliminated by some suppliers, agencies now often use a fee-for-service model or rely on overrides and preferred supplier agreements. Online Travel Agencies (OTAs) primarily use a commission model, charging hotels and other providers a percentage of the booking value for reservations made through their platform. Some also utilize advertising models, allowing providers to pay for higher visibility.

In the Transportation step, airlines use various models including direct sales (B2C), code-sharing agreements with other airlines, and relationships with travel agencies and tour operators (B2B). Low-cost carriers focus on high volume and ancillary revenue. Ground transportation providers largely operate on a direct service model (B2C), though car rental companies and bus lines also have B2B relationships with corporations and tour operators. Ride-sharing services use a platform model, connecting drivers and passengers and taking a commission from each fare. Cruise lines operate on an all-inclusive or per-fare model, generating revenue from ticket sales and onboard spending.

The Accommodation step exhibits diverse business models. Chain Hotels commonly employ management contracts (where a hotel company manages a property owned by another party for a fee and share of profits), franchise agreements (where a property owner licenses a brand and operational system for royalties and marketing fees), or are owner-operated. Independent Hotels are typically owner-operated or managed by a third-party management company. Resorts often utilize an all-inclusive model, bundling accommodation, food, beverages, and some activities into a single price. Vacation rentals operate on a peer-to-peer platform model (e.g., Airbnb), with the platform taking a commission from both guests and hosts, or through professional property management models. Real Estate Investment Trusts (REITs) like FibraHotel operate on a real estate investment model, owning hotel properties and leasing or contracting their management to hotel operators, generating revenue from rent or a share of hotel profits.

In Food and Beverage Services, Full-Service and Quick Service Restaurants operate on a direct sales model (B2C), generating revenue from food and beverage sales. Chain restaurants and QSRs often utilize a franchise model, where franchisees pay fees and royalties for the right to use the brand and system. Cafes and bars also primarily use a direct sales model. Cloud Kitchens operate on a delivery-only model, relying heavily on relationships with food delivery platforms. Catering services use a project-based model, charging for services provided for specific events.

In Activities and Recreation, Tour and Excursion Operators use a packaging and resale model, buying services wholesale and selling them retail. Attractions and entertainment venues use a direct ticket sales model (B2C) and potentially B2B bulk sales models for tour operators. Recreational service providers use a direct service model (B2C) and potentially B2B partnership models with hotels. MICE organizers operate on a project management model, charging fees for planning and executing events.

Finally, Support Services predominantly operate on B2B models, selling their specific products or services to hospitality businesses. Technology providers use software-as-a-service (SaaS) models, license fees, or one-time purchase models. Supply chain and logistics companies use distribution models, charging for goods and delivery. HR and training companies use fee-for-service or retainer models. Consulting and marketing agencies use project-based or retainer fee models. Construction companies use project-based contracts. Real estate developers use development and sales or leasing models.

These diverse business models demonstrate the various ways value is created and captured by different players in the Mexican hospitality value chain, reflecting the specific services they provide and their position within the ecosystem. The increasing influence of technology platforms (OTAs, delivery apps) is driving changes in traditional business models, particularly in accommodation and food service, shifting some power and revenue streams towards these intermediaries.

Bottlenecks and Challenges

Despite the significant growth and importance of the hospitality industry in Mexico, several bottlenecks and challenges exist within its value chain, potentially hindering efficiency, profitability, and sustainable development.

A significant challenge lies in the reliance on intermediaries, particularly Online Travel Agencies (OTAs), in the Tourism Promotion and Intermediation and Accommodation steps. While OTAs provide broad reach and marketing capabilities, their commission structures can be high, reducing profit margins for hotels. This creates a dependency that limits hotels' direct control over pricing and customer relationships. Similarly, restaurants are increasingly reliant on food delivery platforms, facing high commission rates that impact profitability, especially for smaller independent establishments.

Supply chain efficiency and costs pose a challenge, particularly in the Support Services step. Hotels import a substantial portion of their consumables (estimated around 75%), which can lead to higher costs due to logistics, import duties, and currency fluctuations. Ensuring consistent quality and timely delivery of goods, especially food and beverages, to remote tourist destinations can also be complex and costly.

Human resources and training within the Support Services step represent a persistent bottleneck. The hospitality sector requires a large workforce with specific skills in customer service, food preparation, hotel operations, and language proficiency. Attracting and retaining qualified staff, providing adequate training, and addressing labor costs and regulations are ongoing challenges. This can impact service quality across all customer-facing steps of the value chain (Accommodation, Food and Beverage, Activities).

Infrastructure development and maintenance can also be a bottleneck, impacting the Transportation and overall accessibility of destinations. While major tourist hubs have good infrastructure, connectivity to emerging destinations, quality of roads, and capacity of airports can sometimes limit growth. The need for continued investment in infrastructure is critical to support the increasing tourist arrivals.

Financing and investment availability can be a challenge, particularly for independent businesses and smaller players in the Accommodation and Food and Beverage steps. Access to capital for renovations, expansions, or adopting new technologies can be limited, affecting their competitiveness. While there has been significant investment in luxury hotels, broader access to favorable financing is needed across the sector.

Competition is intense across multiple segments, especially in popular tourist destinations and the restaurant sector. This can lead to price wars, pressure on margins, and a constant need for differentiation and innovation. The rapid growth of vacation rentals also presents a competitive challenge to traditional hotels.

Regulatory and bureaucratic hurdles can pose challenges, affecting aspects like licensing, permits, labor regulations, and land use. Streamlining these processes could improve the ease of doing business in the hospitality sector.

Seasonality and external shocks (like economic downturns, health crises, or security concerns) can significantly impact demand across the entire value chain, leading to fluctuations in revenue and employment and requiring businesses to be resilient and adaptable. The slowdown in international air arrivals in early 2024, while offset by overall growth later, highlights this vulnerability.

Addressing these bottlenecks requires coordinated efforts across the value chain, involving government support, industry collaboration, investment in infrastructure and human capital, and the adoption of technology to improve efficiency and direct customer engagement.

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