As times and business practices evolve, so do the rules and behaviors that shape them. For hospitality companies aiming to expand their presence in Latin American (LATAM) markets, it is crucial for travel professionals to understand that they will encounter a significantly different culture that demands adaptability and sensitivity to a wide range of business customs.
A notable contrast lies in the more interpersonal nature of South American cultures, where closer physical contact and a high degree of sociability during business meetings are not only acceptable but often expected. Embracing these cultural differences can be a key factor in building successful and lasting business relationships in the region.
While it’s true that many hospitality and tourism professionals have embraced a more relaxed business culture in recent years, it would be a costly mistake to assume that business etiquette is outdated or unnecessary—or that business practices are universally the same around the world.
Drawing in our extensive background, I’m excited to share some of my personal insights, best practices, and success tips to help you make achieve success in South America.
Whether you’re new to the region or a seasoned professional, I believe these lessons can add real value to your approach.
With over 25 years of experience crafting and implementing innovative sales strategies for independent hotels, I’ve had the privilege of planning and executing successful sales missions across South America and aslo have worked closely with travel advisors to design unforgettable experiences—especially for high-end leisure travelers and the MICE segment.
- “Who is the Boss?” — Understanding who holds the Decision-Making Power
Before setting an appointment with a travel agency make sure you’re getting access to the real decision-maker.
The Operations Manager (OM) is typically your key contact, regardless of the agency’s size.
This person:
Negotiates with suppliers (like hotels).
Acts as the internal consultant to travel advisors.
Executes the final booking and coordinates directly with hotel properties.
Why the OM matters:
Travel advisors consult them for approval before suggesting hotels.
They give the final “thumbs up” or “thumbs down” on hotel options.
They handle both strategy and logistics—from recommendation to reservation.
- “Before You Knock on the Door” know that Smart planning leads to smarter selling!
Every successful sales professional knows that the first strategic step is to qualify your prospect list before making calls or setting appointments.
Ask yourself two essential questions about each potential client:
- Do they have the potential to generate business for your type of hotel?
- Do they bring significant volume to your destination?
These two questions will help you build a strong, targeted list — and ensure that your efforts are focused where they matter most.
III. The “No Problem” Attitude
Unlike in other parts of the world where scheduling a meeting can require months of planning, arranging appointments with travel agencies in South America is generally much easier. Having a local representative can certainly streamline the process, especially when it comes to building contacts and positioning your company effectively.
Your product’s appeal—being attractive, high-quality, and easy to sell—also plays a key role in securing good meetings. If you’re aiming to meet with senior travel advisors or decision-makers, it’s best to schedule your appointments from 10:00 a.m. onwards. In many South American countries, these professionals typically take extended lunch breaks, which presents a great opportunity to engage them in a more relaxed setting.
One effective strategy I often use is hosting lunch presentations at major retail travel agencies and travel management companies (TMCs). These sessions usually attract 15–25 travel consultants. I typically ask my main contact at the agency to handle the logistics in coordination with their preferred caterer.
“Let’s connect and exchange ideas on how to grow your market presence in South America.
Oscar Gómez