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Cuba Tourism And Hotel - Market Share Analysis, Industry Trends & Statistics, Growth Forecasts (2026 - 2031)
Market Report I 2026-02-09 I 130 Pages I Mordor Intelligence
Cuba Tourism And Hotel Market Analysis
The Cuba tourism and hotel market is expected to grow from USD 3.53 billion in 2025 to USD 3.8 billion in 2026 and is forecast to reach USD 5.5 billion by 2031 at 7.67% CAGR over 2026-2031. Visitor spending growth banks on premium positioning, Chinese outbound demand and recovering cruise traffic, yet rolling power cuts and chronic under-investment in basic utilities weaken service reliability. Operators therefore chase higher-yield Chinese and Russian travelers who typically spend up to 40% more per trip than mainstream Western guests. Online Travel Agencies (OTAs) scale quickly but face litigation risk under the United States embargo, forcing many hotels to juggle offline blocks with emerging direct-online tools. Environmental stress compounds operational complexity as sea-level rise of 6.77 cm since 1966 erodes beaches central to Cuba's sun-and-sand appeal, prompting a USD 23.9 million mangrove-restoration program under the UN-backed MI COSTA project.
Cuba Tourism And Hotel Market Trends and Insights
Cruise Tourism Expansion
The Cuban National Port Authority's commitment to enhanced docking facilities addresses a critical bottleneck that previously limited vessel size and passenger capacity. Major Caribbean cruise operators maintain contingency plans for Cuban market re-entry, recognizing the island's unique positioning as an authentic cultural destination unavailable elsewhere in the region. Berth lengthening allows larger vessels, and dual-gateway routing splits risk between west and east coasts, shortening transfer times to leading resort clusters. Caribbean cruise majors keep Cuba itineraries in contingency brochures, citing the island's rarity value as a culturally authentic port call. Shore-to-hotel conversion strategies encourage passengers to prolong stays, boosting room-night sales across both state-run resorts and casa particulares. As port charges represent incremental state revenue, the driver adds steady foreign-exchange inflows that support broader infrastructure upgrades.
Demand for Authentic and Immersive Travel
Global travelers prefer heritage districts, live music and community-hosted dining over standardized resort compounds, elevating Havana Vieja, Trinidad and Santiago's colonial centers in bucket-list rankings. Iberostar Grand Packard's global Top-5 vote in 2024 showcases service excellence achievable when utilities are stable. Independent casas particulares multiply in these cities, offering curated local engagement and channeling revenue to families who reinvest in property upkeep. Heritage prestige also lets operators price rooms at a double-digit premium to region-wide average daily rates. Authenticity demand thus aligns with policy aims to distribute income beyond beach corridors while incentivizing cultural conservation.
Chronic Power Outages Inflating Operating Costs
Hotels now budget up to 40% more for electricity by running diesel gensets during daily blackouts that sometimes stretch 20 hours. Fuel drains as much as 15% of operating expenditure, narrowing margins for both budget and upscale properties. Guests cite cancelled lifts, AC failures and cold showers in online reviews, tarnishing Cuba's premium aspirations just as competitors like Dominican Republic deliver uninterrupted comfort. Energy volatility also deters international chains from expanding beyond Havana, dampening room-supply diversification.
Other drivers and restraints analyzed in the detailed report include:
Diversification of Tourism ProductsGovernment Support and Strategic InvestmentsHospitality Talent Exodus Eroding Service Quality
For complete list of drivers and restraints, kindly check the Table Of Contents.
Segment Analysis
Hotels and Resorts secured 42.05% of 2025 revenue within the Cuba tourism and hotel market, anchored by Gaviota-managed beach compounds in Varadero and Cayo Coco. Boutique & Lifestyle Hotels outpace at 9.08% CAGR thanks to global accolades such as Mystique Trinidad La Popa entering the world's Top 20 rankings. All-inclusive resorts confront margin squeeze from generator fuel and imported food costs, while casas particulares thrive via Airbnb's 1,000-plus Havana listings that attract authenticity-seeking travelers. Eco-lodges sprout in eastern biosphere reserves, boosted by MI COSTA grants that restore 11,427 ha of mangroves to protect coastal trails .
The dual structure means state-run luxury towers like Torre K-23 open doors even as private family homes capture word-of-mouth traffic. International brands bring systems expertise, but persistent outages test promise-to-delivery gaps, dampening repeat visitation. Boutique operators, meanwhile, sidestep large-scale utility needs, adopting solar micro-grids and localized supply chains. This adaptability positions them to expand share as authenticity and sustainability climb purchase criteria
Direct Offline avenues retained 53.98% share in 2025, reflecting legacy travel-agent allotments and state-mediated blocks that secure hard currency at set exchange rates. Yet OTAs log a 9.88% CAGR as Cuban hotels court millennials who book on mobile. U.S. embargo lawsuits-such as the USD 30 million judgment against Expedia-force periodic de-listings, pushing some hotels to proprietary booking engines hosted offshore.
Internet latency and patchy card gateways frustrate real-time confirmations, but 4G rollout across tourist corridors and adoption of Chinese UnionPay lower friction. As the Cuba tourism and hotel market size tied to OTAs rises, operators gain rate transparency yet sacrifice commission fees. Hybrid strategies emerge: direct-online offers add amenities while offline agents bundle charter flights to circumvent digital gaps.
Cuba Tourism and Hotel Market is Segmented by Accommodation Type (Hotels and Resorts, Casas Particulares, and More), by Booking Channel (Direct Offline, Direct Online, and More), by Tourist Type (Domestic and International), by Star Rating (Luxury (5-Star), Upscale (4-Star), and More), by Province / Destination (Western Cuba, West Central Cuba, and More), The Market Forecasts are Provided in Terms of Value (USD).
List of Companies Covered in this Report:
Gaviota S.A. Melia Hotels International Iberostar Hotels and Resorts Blue Diamond Resorts Cubanacan Hoteles Accor Hotels (Pullman, MGallery) Barcelo Hotel Group Gran Caribe Grupo Kempinski Hotels ROC Hotels Be Live Hotels Marriott International NH Hotel Group Habaguanex S.A. Islazul Hoteles Valentin Hotels Grupo MGM Muthu GAESA Tourism Division Hotusa (Eurostars) Roc Hotels Cuba*
Additional Benefits:
The market estimate (ME) sheet in Excel format
3 months of analyst support
1 Introduction
1.1 Study Assumptions and Market Definition
1.2 Scope of the Study
2 Research Methodology
3 Executive Summary
4 Market Landscape
5 Market Overview
5.1 Market Drivers
5.1.1 Cruise tourism expansion
5.1.2 Demand for authentic and immersive travel
5.1.3 Diversification of tourism products
5.1.4 Government support and strategic investments
5.1.5 Growing international hotel partnerships
5.1.6 Increasing foreign investment
5.1.7 Rise of private and boutique accommodations
5.1.8 Unique cultural and natural appeal
5.2 Market Restraints
5.2.1 Chronic power outages inflating operating costs
5.2.2 Hospitality talent exodus eroding service quality
5.2.3 Rising cyber-payment fraud deterring OTAs
5.2.4 Sea-water intrusion accelerating beach erosion
5.3 Value / Supply-Chain Analysis
5.4 Regulatory Landscape
5.5 Technological Outlook
5.6 Porter's Five Forces
5.6.1 Threat of New Entrants
5.6.2 Bargaining Power of Suppliers
5.6.3 Bargaining Power of Buyers
5.6.4 Threat of Substitutes
5.6.5 Industry Rivalry
6 Market Size and Growth Forecasts (Value)
6.1 By Accommodation Type
6.1.1 Hotels and Resorts
6.1.2 Casas Particulares
6.1.3 All-Inclusive Resorts
6.1.4 Boutique and Lifestyle Hotels
6.1.5 Eco-lodges and Nature Resorts
6.2 By Booking Channel
6.2.1 Direct Offline
6.2.2 Direct Online
6.2.3 Online Travel Agencies (OTAs)
6.2.4 Tour Operators / Wholesalers
6.3 By Tourist Type
6.3.1 Domestic
6.3.2 International
6.4 By Star Rating
6.4.1 Luxury (5-Star)
6.4.2 Upscale (4-Star)
6.4.3 Mid-scale (3-Star)
6.4.4 Budget (1-2-Star)
6.5 By Province / Destination
6.5.1 Western Cuba
6.5.2 West Central Cuba
6.5.3 Central Cuba
6.5.4 East Central Cuba
6.5.5 Eastern Cuba
7 Competitive Landscape
7.1 Market Concentration
7.2 Strategic Moves
7.3 Market Share Analysis
7.4 Company Profiles (includes Global level Overview, Market level overview, Core Segments, Financials as available, Strategic Information, Market Rank/Share for key companies, Products and Services, and Recent Developments)
7.4.1 Gaviota S.A.
7.4.2 Melia Hotels International
7.4.3 Iberostar Hotels and Resorts
7.4.4 Blue Diamond Resorts
7.4.5 Cubanacan Hoteles
7.4.6 Accor Hotels (Pullman, MGallery)
7.4.7 Barcelo Hotel Group
7.4.8 Gran Caribe Grupo
7.4.9 Kempinski Hotels
7.4.10 ROC Hotels
7.4.11 Be Live Hotels
7.4.12 Marriott International
7.4.13 NH Hotel Group
7.4.14 Habaguanex S.A.
7.4.15 Islazul Hoteles
7.4.16 Valentin Hotels
7.4.17 Grupo MGM Muthu
7.4.18 GAESA Tourism Division
7.4.19 Hotusa (Eurostars)
7.4.20 Roc Hotels Cuba*
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