Past Presidents and Leaders of the Association of Hotels and Tourism of the Dominican Republic (ASONAHORES) consider that this Entity has been a relevant actor in the development of Tourism, becoming a fundamental player in the progress and economic change of the country, and in promoting essential Public-Private collaboration

Responding to a questionnaire with two questions presented by RESUMEN TURISMO, they agree that the main challenge is to sustain the collaboration between the government and ASONAHORES to continue promoting the growth of tourism and continuously adapting the industry to the changes occurring.

The two questions presented to the current and all past presidents of the institution, as well as to the presidents of regional hotel and tourism associations, are as follows:

  1. How do you evaluate ASONAHORES’ historical role in the emergence of tourism as a significant economic sector in the DR?
  2. What is the main institutional challenge facing ASONAHORES in light of the changes occurring in the sector?

Enrique De Marchena

  1. The historical role of ASONAHORES in the development of the tourism sector in the Dominican Republic has been crucial. It has been pivotal because, at every stage of tourism development over these 62 years, our institution has contributed vision, leadership, ideas, and achievements, not only from a private sector perspective but with a commitment to the country. There is no better example than during the COVID pandemic when it joined forces with the public sector, led by President Luis Abinader, to help the tourism sector recover and support the entire Dominican economy, which was severely affected by the pandemic.
  2. In such a dynamic and competitive industry like tourism, where the Dominican Republic already plays a leadership role in Latin America, the major challenge is to anticipate the impact of consumer needs in terms of products, services, technologies, and experiences, and to work with the state to design policies that allow the private sector to play its role as an investor in the infrastructure/public-private service chain. A crucial factor for the future will be the training and education of our human resources to compete in times of constant and rapid changes.

Simón Suárez

  1. One of the foundations of success for any productive sector in an economy is public-private collaboration. ASONAHORES has been the glue that has united both sectors in all successful initiatives that have shaped the growth achieved. In its early days, it amalgamated a diverse and multicultural business sector into a cohesive entity, working to become an effective and reliable partner of the public sector in the enhancement of the industry and the country.
  2. In the next 60 years, ASONAHORES will need to identify the challenges threatening tourism and the opportunities that arise, and advocate for both its constituents in the industry and its public sector counterparts to act to strengthen and enhance economic activity in the future.

Luis López

  1. Since its foundation, ASONAHORES has played an important role in the development of the tourism industry in the Dominican Republic. As the industry expanded and with the development of the northern coast, led by Playa Dorada, ASONAHORES brought together and led a movement that transformed the tourism industry, becoming the leading private sector organization. It has had the capacity to unite all members and stakeholders in the tourism industry. This leading role, from education to active participation in strategy and decision-making bodies, and in the pursuit of public-private partnerships, has driven and facilitated the major transformations experienced by the industry and the country with the tourism sector at the forefront.
  2. The challenges will continue to be many and diverse. I believe that we face a potential fiscal reform, and ASONAHORES must continue to play an important role in defending the incentives for our investment in the tourism sector. We also face the need for ongoing adaptation to the market, particularly with the increasing demand for quality, which requires improvements in employee education, hotel infrastructure, and the overall infrastructure of tourist areas. Continuing to enhance the tourism environment will be fundamental pillars for ASONAHORES in defending a better tourism industry and a more competitive sector.

Frank Rainieri

  1. ASONAHORES has been a fundamental institution in the process of Dominican tourism development. I have known the history for over 40 years. We worked with Mr. Ángel Miolán when tourism was not yet believed in; on the first tourism promotion law; in 1973 in Puerto Plata at the first tourism convention. These were small steps. Later, when the government launched Operation Duarte to target those supposedly hoarding the dollars generated by tourism, the entire tourism sector united to confront the abuses we were facing and joined with the free zone and non-traditional exporters sector to promote the free convertibility of currencies, eliminate the exchange rate set by the Central Bank, and achieve recognition of the tourism sector as an important economic actor generating dollar income. In 1996, we succeeded in having all three presidential candidates attend the opening of the ASONAHORES trade fair, creating an institutional culture and demanding participation in decision-making. This vocation of ASONAHORES has continued to expand across the country, attracting various representative institutions from allied sectors such as shipping, airports, restaurants, and others, becoming a federation representing the sector. Today, major national sectors such as banks, the Agro-business Board, Acropovi, and others are allies of ASONAHORES in seeking sustained and sustainable development.
  2. There is still much to be done, especially institutionally, to maintain the development of the industry. We need development plans, territorial planning, long-term policies, etc. To achieve a consolidation of the tourism sector, which is undoubtedly one of the main drivers of the Dominican economy today.

Johnny Bernal

  1. As a member of ASONAHORES since the 1970s, we have witnessed its significant maturation process, evolving from a club of friends to a leading institution in the entire region, representing a sector that contributes nearly one-fifth of the nation’s GDP. As such, it is one of the most prestigious and important business associations. Its sustained growth has been achieved through its demonstrated capacity to defend the interests of its membership, which initially included only hotels and resorts but today represents virtually the entire tourism industry.
  2. The challenges it faces are numerous. The era of the famous “glass cages” is a thing of the past, as hotels and resorts are no longer the end destinations but rather the country and the experiences it offers to tourists or business travelers. This compels us to continue promoting issues such as improving external and internal connectivity, conceptualizing hubs with their own identities, including destinations like Santo Domingo and Santiago. Achieving proper recognition of the export nature of hotel management, promoting shopping tourism through VAT refunds, civil aviation, and yachts, and ensuring transparency in regulations, rates, and taxes are also important. We must increasingly ensure that the Dominican Republic’s brand is of world-class quality, recognized as a safe destination with varied and high-quality offerings. The path that ASONAHORES has taken over the years has made it grow, turning those challenges into opportunities. Well done, ASONAHORES!

David Llibre (Current President)

  1. ASONAHORES has been essential in the development of tourism in the Dominican Republic. From the beginning, it recognized that the effort had to be joint between the public and private sectors. Thus, its work focused on identifying the needs for the development of tourist hubs. Initially in closed projects like Playa Dorada in Puerto Plata, which allowed for control and a secure environment, and later applying this experience to work with the public sector in developing the environments of tourist hubs. Over the years, the Association’s role has strengthened, playing a leading role in achieving fundamental initiatives and sector representation; in promoting the approval and modification of legislative initiatives that have been key to the sustained growth of tourism. This includes Law 158-01 and its subsequent modification in 2013. Additionally, through actions to create differentiating frameworks for its membership and the sector, such as signing agreements and participating in public-private councils like CONFOTUR, the Civil Aviation Board, INFOTEP, and the Social Security Council. Today, ASONAHORES is the main tourism sector guild, an association encompassing various associations across the tourism environment working for the sector’s sustainability.
  2. The sector faces many challenges due to its dynamic nature. At present, territorial planning represents a significant challenge that requires ASONAHORES’ involvement in working on national, regional, and special tourism plans. The Dominican Republic is a tourist country, and tourism is closely linked to the territory. Therefore, all that involves land management requires special attention, as each region of our country has the capacity to develop diverse tourism offerings. In structuring the Planning Plans, regardless of the level, consideration must be given to areas with potential for tourism development, as we have seen how the sector has been a driver of development for various communities in our country.

Judith García (President of the Santo Domingo Hotel Association, part of ASONAHORES)

  1. It is important, significant, and crucial. ASONAHORES has been a guiding entity throughout history in terms of advisory, management, public-private partnerships, collaboration, and institutional representation. Its support is virtuous and adds value at each strategic moment when the industry has sought to strengthen its national and international growth and create effective alliances and synergies.
  2. Remaining relevant in terms of quality of response, generating value for each of its members, considering the exponential growth of the industry and the tourism value chain towards the future in the Dominican Republic, and how the entity can dynamize and continue offering investment returns to its members.

Source: Resumen Turismo

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Fuente Externa

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