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Tourism as the main driver (Dominican example) (Cuba)
The Dominican Republic has gone from a "good beach destination" to a systemic economic engine in two decades: airports, highways, resort areas, predictable rules for investors and powerful international marketing. For Cuba, where gambling is prohibited and the bet is on culture, nature and security, the Dominican experience is valuable because it shows that tourism can pull the economy without casinos if institutions and value chains are built.
1) Dominican model: what makes up the "tourist engine"
Resort clusters: territory with uniform standards - zoning, security, communal infrastructure, construction mode.
Airports and routes: priority of direct flights from key markets (USA, Europe, LatAm), low-cost incentives and charters.
Food matrix: "all inclusive" + boutique hotels, golf/surf/eco-tours, weddings/honeymoons, cruises, MICE (business events).
Rules for capital: clear permits, benefits for construction and equipment, long concessions, local employment.
Marketing and partnerships: joint campaigns with air carriers, OTAs and global hotel chains; stable presence at exhibitions.
The point: not separate projects, but a linked system, where each element pulls up demand and lengthens the guest's stay.
2) What gives the "tourism-as-a-driver" economy (qualitatively)
Employment: hoteliers, animation, gastronomy, transport, guides, event industry, crafts.
Multiplier: local supplies (vegetables, fish, furniture, laundries, printing, IT), tax revenues, leases.
Foreign exchange earnings: a stable inflow of "hard" money with competent diversification of markets.
Infrastructure upgrade: roads, communications, water supply and energy, which are then used by residents.
3) Dominican model risks and how to minimize them in Cuba
Seasonality and shocks (weather, epidemics, geopolitics) → diversification of markets and products, insurance funds and flexible contracts with airlines.
Overload of coastal ecology → limits on building density, water treatment standards, "green certification" of hotels.
Value leakage into imports → localization of supplies and farm-to-table programs.
The social gap between the resort and the city → the obligations of operators to train, transport employees and co-finance public spaces.
4) What Dominican experience is already compatible with the Cuban course (no casino)
1. Clusters "sun + culture": a bunch of beach with music, retro architecture of Havana, gastronomy and routes through the provinces.
2. MICE without excitement: congress centers, medical and educational forums, sports fees.
3. Eco and rural tourism: reserves, trekking, bird watching, agricultural companies with local cooperatives.
4. Cruise logistics: modern terminals and shorex programs - a daily influx of guests to cities and craft villages.
5. Creative industry: music and film festivals, dance schools, Roma workshops and cigars (without a game component).
5) Roadmap for Cuba (realistic and step-by-step)
Phase A - Base guidance (0-18 months)
Inventory of tourist assets: beaches, cultural sites, eco-trails, hospitals for medical tourism.
"Single window" for the investor and tour operator: standardized terms of permits.
Pilot supply localization programs (vegetables, fish, laundries, furniture) for 3-5 hotels.
Phase B - Clusters and routes (18-36 months)
Declaration of 2-3 priority zones (e.g. Varadero + Havana; Cayo cluster; landmark in the east of the island).
Link "airport → highway → cluster"; nightly product without bets: shows, jazz clubs, gastronomy, "demo evenings" without money.
Congress Center and MICE event calendar; slot contracts with airlines for the offseason.
Phase C - Scaling (36 + mo)
Public KPIs of zones; expansion of local supplies and training programs.
Launching niche products: golf/surf, ornithology, retro routes "in the wake of neon" (without gambling content).
Decentralization: support for the "second belt" of cities and natural parks so that the benefits spread wider than the capital.
6) Support policies that worked for neighbors
Predictable tax regimes for investments in hotels and infrastructure (depreciation, import of equipment under benefits).
Human resources programs: dual training (college + hotel), language courses, hospitality management.
Co-financing marketing: joint campaigns "country + hotels + air partners."
Security and service: tourist police, taxi standards, digital complaints with rapid SLA.
7) Casino-free product: How to raise an "evening check" is legal
Musical revues and jazz clubs, where attention is on the stage, not on bets.
Cocktail and gastronomic school: master classes, tastings of rum and coffee, food tourism.
Cultural routes "Havana 1950s" as aesthetics: architecture, neon, stories - without playing for money.
Sports and dance events: salsa congresses, marathons, bike tours, baseball fan festivals.
Night craft markets: turn the evening into the economy of local producers.
8) Supply chain economics: to keep money on the island
Long-term hotel contracts with farmers' and anglers' cooperatives.
Quality certification programs (cold chain, HACCP), microcredit for supplies.
Local furniture/textiles/decor with guaranteed demand from clusters.
IT services on site: Wi-Fi management, cash systems, sites and content.
9) Sustainability (ESG) as a competitive advantage
Energy efficient standards for new facilities, solar and hybrid installations.
Water turnover and treatment facilities at the resort level.
Zero plastic programs and composting; seafood traceability.
Social KPIs: share of local hiring, scholarships, improvement of public spaces.
10) Success KPI (what to measure every quarter)
Demand: average load, length of stay, ADR/RevPAR (price and revenue of the room).
Diversification: share of guests from the top 5 markets, season/offseason balance.
Employment: number of jobs, share of local staff, vacancies/graduates.
Local purchases: the percentage of local supplies in the cost of the hotel.
Satisfaction: NPS/feedback rating, complaint resolution rate.
Ecology and society: water/energy consumption per room, waste, share of "green" certificates, participation of operators in city projects.
11) Frequent Questions (FAQs)
Do casinos need to grow like the Dominican Republic? No, it isn't. Dominican Republic grows due to a complex tourist product; casino is just one option and not necessary for success.
What to do with the "shadow excitement" in the tourist zones? Rigidly separate legitimate shows and "demo evenings without money" from the underground; inform tourists and quickly stop illegal offers.
Is it possible to raise the average check without the risk of addiction? Yes - through the stage, gastronomy, festivals, sports and crafts.
Conclusion
The Dominican example shows that tourism becomes the main driver when a country builds a system - from airports to rules for the investor and local supply chains. For Cuba, this means being able to grow without a return to casinos, relying on music, architecture, nature, security and service. Realistic strategy - clusters, predictable rules, cost localization and ESG approach. So the "evening check" and foreign exchange earnings are growing, and the benefits remain with the residents - without the costs and risks of the gambling model.