By Ravisankar KV
Every journey offers unique lessons, and my recent visit to the Arabian Travel Market (ATM) 2025 in Dubai – the Middle East’s premier travel and tourism event – was a profoundly enlightening, eye-opening experience, particularly concerning India’s current international tourism marketing strategies. The widespread interest in India was palpable; day after day, tour operators and serious visitors inquired about our destinations, underscoring the significant global buzz India has garnered, whether due to its fast-growing economy, major outbound travel market, thriving aviation and hospitality sectors, or recent defense prowess.
Despite this interest, India’s presence at ATM 2025 highlighted a concerning reality. The Asian pavilion prominently featured vibrant displays from Malaysia, Thailand, Sri Lanka, the Maldives, UAE, Qatar, and Saudi Arabia. Amidst this, India regrettably failed to project the distinct, powerful identity of “Incredible India” – an identity meticulously crafted and proven through focused strategy and effective implementation from the early 2000s until recent years, which had established India as a leading global travel brand. This was particularly disheartening given that the UAE, Saudi Arabia, and Oman are among India’s top source markets, especially for destinations like Goa, Maharashtra, and Kerala. Our diminished collective presence was noticeable on the global stage.
This year marked Tourism India magazine’s 27th consecutive presence at ATM Dubai since our inception in April 1998. A month after our launch, we embarked on our first ATM visit to explore the Middle East market and promote Destination India. Back then, global platforms for India, particularly Kerala, were scarce beyond ITB Berlin and WTM London. Over the past 25 years of consistent attendance at these major fairs, we witnessed a complete transformation in destination branding, with the most significant shift being towards technology-driven marketing. Today, travel technology commands more exhibition space than many traditional tourism segments, underscoring how innovation has redefined the industry.
ATM 2025: A Success Underscoring India’s Missed Opportunity
This year’s ATM was a resounding success, boasting strong visitor turnout, a diverse mix of global exhibitors, high-quality buyer-seller interactions, and insightful seminars. While the Dubai World Trade Centre remained the venue, the event’s scale and impact have undeniably grown.
According to Mr. Sunil V.A., Senior Vice President – Indian Subcontinent – of Oman Air, “It was an excellent Arabian Travel Market 2025, one of the best so far with productive meetings, new ideations and great thoughts to make 2025 a super successful year for Oman Air and the Sultanate of Oman.”
For Mr. Louis D’Souza, Managing Partner at Tamarind Global, ATM Dubai proved to be an indispensable hub for fostering industry connections. He commented on Tamarind Global’s vibrant sideline event, which, held at Vice – Ramee Dream Hotel, Business Bay in Dubai during Arabian Travel Market 2025 in collaboration with Taj Hotels and Dharana at Shillim, successfully brought the global travel community together for an unforgettable evening of elegance, entertainment, and meaningful connections. Mr. D’Souza remarked, “ATM provides an incredible platform to connect with the brightest minds in global travel. With this soirée, we wanted to create a space where relationships could be deepened and new synergies explored—beyond the boardrooms. It was our way of expressing heartfelt gratitude to our partners and associates.”
It’s worth recalling that Kerala Tourism first participated at ATM in 1996, alongside India Tourism. During 1998–2003, Mr. Gour Kanjilal, then Regional Director (Gulf, Middle East & Africa), was crucial in bridging government and trade, introducing over 100 regional tour operators to India, many of whom remain active. India Tourism’s Dubai office built on this momentum with roadshows, familiarization trips, and year-round promotions across 40 countries, firmly establishing India on the Middle East and Africa tourism map.
The period from the early 2000s to the late 2010s truly represented the “golden years” for India’s tourism promotion. There was palpable synergy among state governments, private stakeholders, and India Tourism. After each travel fair, states like Kerala, Goa, Rajasthan, Tamil Nadu, and Karnataka saw consistent growth in visibility and business. India’s pavilion was consistently among Asia’s largest, and Kerala’s presence often matched or exceeded prominent destinations like Sri Lanka and the Maldives.
Observing Dubai’s transformation since 1998 is striking. The World Trade Centre, once Dubai’s tallest skyscraper, is now dwarfed by the high-rises along Sheikh Zayed Road. Dubai has become a global tourism powerhouse with magnificent architecture and efficient public transport, a far cry from the taxi-dependent city of the late 1990s.
This is the second consecutive year the Ministry of Tourism, Government of India, didn’t officially participate. Instead, numerous Indian states (Kerala, Odisha, Goa, Rajasthan, Karnataka, Uttar Pradesh, Madhya Pradesh, and Andhra Pradesh) participated independently, alongside industry stakeholders like Air India, Air India Express, TBO.com, Rezlive, The Paul Hotels & Resorts, Minar Travels, Akbar Travels, Riya Travels, and AlHind Tours. Bihar and Jammu & Kashmir had smaller stalls within SEPC’s “Incredible India” pavilion. The Union Tourism Minister’s presence on the first day, engaging with Indian stalls, was a lone positive signal—a much-needed “green signal” in a situation many perceive as “red” for cohesive national branding.
The absence of a unified India Pavilion was glaring, especially compared to the coordinated, large, and visually appealing pavilions of Saudi Arabia, the UAE, Oman, Malaysia, Thailand, Indonesia, and even Sri Lanka, Nepal, and Maldives, all backed by robust public and private sector support. I returned from ATM 2025 with disappointment about India’s global tourism branding.
The Fading Echo of “Incredible India”
India once stood as a formidable force at international expos. The “Incredible India” campaign, skillfully crafted by visionary bureaucrats such as Mr. Amitabh Kant and Dr. Venu Vasudevan, was later taken to the next level by Mr. Vinod Zutshi, Mr. Suman Billa, and many other senior bureaucrats in the Ministry of Tourism, Government of India, setting global benchmarks. Simultaneously, Kerala continued its winning stride with its iconic brand campaign, “God’s Own Country.” This campaign, which began in 1992 and continued vigorously through the late 1990s and early 2000s, garnered multiple international accolades. Gujarat, Uttar Pradesh, and Rajasthan, among others, also launched their brand campaigns, drawing global attention in line with Kerala’s success. All these campaigns were universally recognized for their exceptional vision and creativity.
India was a central attraction at major fairs, characterized by its attractive pavilion and the collective participation of states and industry stakeholders. The much-anticipated Incredible India Gala Evenings, with mesmerizing cultural performances and cuisine, provided invaluable networking opportunities. That collective enthusiasm is now conspicuously missing.
While states like Goa and Kerala showed the courage to establish separate pavilions, even their impact seems diluted. In the late 1990s, the pavilions of Sri Lanka, Maldives, and Kerala were often similar in size. Year after year, our neighbors’ pavilions have grown significantly in size, visual appeal, and private-sector participation. In contrast, Kerala’s pavilion largely retains its original size, with comparatively fewer private players, despite a significant increase in the number of quality hotels across the state. This growing disparity, while the same collaborative energy is visible in neighboring and Far Eastern destinations, is a cause for concern.
The Urgent Need for Revitalized Leadership and Strategic Investment
India’s tourism sector is on an upward trajectory, as evidenced by its significant leap to the 39th position in the World Economic Forum’s Travel & Tourism Development Index (TTDI) 2024, a remarkable improvement from its previous 54th rank. This climb not only signifies increasing global recognition of India’s vast tourism potential but also highlights its concerted efforts to enhance travel and tourism infrastructure. Holding the top spot within South Asia, India’s competitive advantages lie in its rich natural and cultural resources, coupled with its price competitiveness, making it an increasingly attractive destination. This improved standing is poised to draw in more international and domestic tourists, fueling economic growth through increased foreign exchange earnings and employment opportunities, and incentivizing further investment in critical infrastructure. Furthermore, this positive shift in ranking suggests a growing commitment to sustainable tourism practices, balancing economic growth with environmental protection and cultural preservation. While challenges remain, particularly in addressing infrastructure gaps and ensuring widespread sustainable practices, the TTDI ranking provides a powerful tool for marketing India’s diverse offerings and promoting regional tourism to ensure wider benefits.
Currently, India is the world’s fourth-largest economy with projections to soon overtake Germany. It’s one of the largest outbound travel markets and possesses immense tourism potential with a significant number of hotel rooms. While India’s infrastructural growth over the last decade—airports, railway stations, highways, and hotels reaching global standards—has been unprecedented and commendable, the effectiveness of its international tourism marketing is now under scrutiny.
If this fragmented approach persists, inbound tourism to India could face significant challenges, hindering aspirations like achieving a US$5 trillion economy by 2028 (or US$3 trillion tourism economy by 2047 as mentioned elsewhere, the core point being substantial economic goals) without positioning tourism as a core growth engine.
Tourism is a multi-pronged weapon. It showcases our diverse natural beauty, rich heritage, culinary delights, and infrastructural advancements, ultimately benefiting our economy. Through tourism, we can effortlessly brand our national growth on the global stage. The soft power of tourism is increasingly visible; simple visitor experiences, when shared, can go viral, attracting millions. India could attract a billion international travelers within a decade with proper, professional planning.
Effective tourism promotion demands considerable and sustained financial commitment from governmental bodies. India’s recent triumphs, like hosting the G20 summit, and the success of projects like the Statue of Unity in Gujarat, Responsible Tourism initiatives in Kerala, and the Mahakumbh at Prayagraj, unequivocally demonstrate tourism’s profound potential to foster local economic development and solidify India’s global reputation. However, despite our strengths, surprisingly India is not in the top tier of tourism performance globally.
A Crucial Call to Action: Reclaiming Our Position
The stark contrast with competitors like Malaysia, Saudi Arabia, the UAE, Oman, Bahrain, and Qatar, who are investing heavily and strategically in destination branding with stunning pavilions and active participation from airlines and hotel chains, cannot be ignored. European, African, and other Asian destinations also presented comprehensively.
The Ministry of Tourism, Government of India, should reclaim leadership at global travel fairs such as ITB Berlin, WTM London, ATM Dubai, FITUR Madrid, ILTM Cannes, EIBTM Barcelona, and ITB Asia. A large, unified India Pavilion, representing all states and Union Territories, must become the standard. Participation could be linked to central funding: states not participating might not be eligible for central tourism infrastructure grants. Alternatively, the Ministry could collaborate with trade bodies for an annual allocation of ₹100 crores for global fair participation, plus an additional ₹500 crores for global promotion through diverse media channels. These expos are vital platforms for engaging global media, investors, and tourism professionals. State governments participating separately should be strategically co-located near the main Indian pavilion.
While online platforms are important, the post-COVID reality shows that digital platforms capture less than 40% of global tourism business. Offline referrals, personal connections, and traditional forums remain dominant, a fact even tech giants now recognize by actively participating.
Final Thoughts: The Time to Act is Now
India must reclaim its leadership in international tourism branding. We should seriously consider establishing an “India Tourism Promotion Board,” akin to the Maldives Marketing and Public Relations Corporation, with proper industry participation and financial contributions. Furthermore, every state should plan dedicated tourism marketing and promotion boards to capitalize on global and domestic markets.
A well-coordinated national presence, robust private sector partnerships, and strategic investment can make “Incredible India” a global success story once more. The industry urgently requires vision, decisive action, and a unified strategy. The time to act is unequivocally now.
