Marriott CEO Anthony Capuano Says India Faces an Awareness Problem Rather Than Overtourism.

While iconic global destinations from Venice to Kyoto grapple with the suffocating pressures of overtourism, India finds itself at the opposite end of the spectrum, struggling not with an excess of visitors, but with a profound deficit of international recognition. Speaking at the World Leaders Forum in India last week, Marriott International CEO Anthony Capuano challenged the prevailing narrative of global travel congestion, arguing that India’s primary hurdle is an "awareness problem" that prevents the country from capturing its fair share of the global tourism market. Despite a wealth of cultural, historical, and culinary assets that Capuano describes as a "well-kept secret," India remains a destination that the world knows only in fragments, often limited to a handful of marquee cities.

The current landscape of Indian hospitality is a study in domestic dominance. Capuano revealed that roughly 70% of Marriott’s demand in India today is generated by domestic travelers. This internal resilience has shielded the sector from some of the volatility of international markets, yet it also highlights a significant missed opportunity on the global stage. According to Capuano, the average international traveler’s itinerary is restricted to a narrow "Golden Triangle" or a few major metropolitan hubs like Mumbai and Delhi. In doing so, they miss the "extraordinary richness" that permeates the rest of the subcontinent—a diversity that Capuano insists is unrivaled by almost any other nation.

"You’d be hard-pressed to find another country in the world that has the richness of destinations, the richness of history, the richness of culture, the richness of cuisine, and in some ways, some of it is a well-kept secret," Capuano remarked. This sentiment underscores a paradox: India possesses the raw materials to be a global tourism superpower, yet it currently accounts for a meager 1.4% of global tourist arrivals. The gap between India’s cultural capital and its commercial realization in the tourism sector is widening, exacerbated by recent data showing a concerning downward trend in foreign interest.

The statistical reality facing the Indian tourism board is sobering. Foreign tourist arrivals (FTAs) fell by 9.4% in 2025, dropping to approximately 9 million visitors. This figure is not only a decline from the previous year but also leaves the country significantly below its pre-pandemic peaks. For a nation with the fifth-largest economy in the world and a burgeoning global diplomatic presence, the inability to return to 2019 levels of international visitation suggests a systemic failure in how India is marketed to the world. Compounding this issue is a strategic retreat in spending; India has significantly slashed its overseas tourism marketing budget at a time when regional competitors like Thailand, Vietnam, and even the Middle Eastern hubs of Saudi Arabia and the UAE are pouring billions into global advertising campaigns.

Capuano’s critique centers on the "storytelling" aspect of national branding. He argues that the burden of education cannot fall on the government alone, nor can it be managed solely by the private sector. The solution, he posits, lies in robust public-private partnerships. "India has to tell its story better," Capuano said, emphasizing that hospitality giants like Marriott—which operates over 150 hotels in India across 17 brands—must work in lockstep with the Ministry of Tourism to illuminate the lesser-known corners of the country.

To understand why India is perceived as a "well-kept secret," one must look at the concentration of tourism infrastructure. While the high-end luxury circuit of Rajasthan and the spiritual allure of Varanasi remain popular, vast swathes of the country remain off the radar for Western travelers. The serene backwaters of Kerala, the architectural marvels of Hampi, the pristine beaches of the Andaman Islands, and the rugged, high-altitude landscapes of Ladakh and the Northeast offer experiences that rival the most sought-after destinations in Europe and Southeast Asia. However, without a cohesive narrative and the "awareness" Capuano speaks of, these regions remain largely the playground of the domestic elite.

The shift toward domestic demand is not inherently a weakness; in fact, it has been the backbone of Marriott’s growth strategy in the region. The rising Indian middle class, coupled with a post-pandemic "revenge travel" phenomenon, has seen domestic occupancy rates soar. Marriott has responded by expanding its footprint into Tier II and Tier III cities, recognizing that the local traveler is increasingly seeking the same standards of luxury and service once reserved for foreign dignitaries and international business travelers. Yet, Capuano’s comments suggest that for India to achieve its full economic potential, it must diversify its visitor base. A hotel industry reliant primarily on domestic guests is vulnerable to local economic shifts, whereas a robust international segment brings in foreign exchange and elevates the global prestige of the brand and the destination.

The "awareness problem" is also inextricably linked to the ease of travel. While India has made significant strides in infrastructure—expanding its airport network under the UDAN scheme and modernizing its railways with the Vande Bharat express trains—the international perception of India as a "difficult" destination persists. Issues ranging from visa complexities to concerns about safety and hygiene continue to shadow the country’s marketing efforts. Capuano’s call for better storytelling implies a need to address these perceptions head-on, showcasing a modern, accessible, and diverse India that goes beyond the stereotypes of chaos and poverty.

Analysis of the global tourism market suggests that travelers are increasingly seeking "experiential" and "authentic" travel—two areas where India should theoretically excel. From the tea gardens of Darjeeling to the culinary trails of Hyderabad and Lucknow, the "richness of cuisine" Capuano noted is a major draw for the modern millennial and Gen Z traveler. However, the data shows that these demographics are currently flocking to Japan and Portugal instead. The reason is often a lack of targeted digital marketing and a cohesive social media presence that resonates with international audiences. By slashing overseas marketing budgets, India risks becoming invisible in an era where destination choice is driven by Instagram-friendly aesthetics and seamless digital booking experiences.

Furthermore, the "overtourism" narrative that dominates European discourse provides a unique opening for India. As cities like Barcelona and Amsterdam implement tourist taxes and "stay away" campaigns, India could position itself as the ultimate alternative for the conscious traveler looking for space, depth, and discovery. Capuano’s argument is that India has the "carrying capacity" to host tens of millions more visitors without the social friction seen in Europe, provided those visitors are distributed across the country rather than being funneled into a few over-saturated sites.

The role of Marriott and other global chains in this transformation is pivotal. As an "anchor" brand, Marriott provides a sense of security and familiarity for international travelers who might otherwise be hesitant to explore a new frontier. When a traveler knows they can find a Marriott, a St. Regis, or a Ritz-Carlton in a city like Kochi or Chandigarh, the perceived risk of the destination decreases. Capuano is essentially calling for a strategy where the private sector provides the "hardware" (the hotels and services) while the public sector provides the "software" (the branding, the visas, and the infrastructure).

Looking toward the future, the stakes are high. The World Travel & Tourism Council (WTTC) has long forecasted that India could become one of the top three tourism markets globally by the end of the decade. However, reaching that milestone will require a reversal of the current trend in foreign arrivals. The 9 million arrivals seen in 2025 represent a fraction of India’s potential, especially when compared to a country like France, which welcomes nearly 90 million visitors annually despite having a fraction of India’s landmass and cultural diversity.

Capuano’s message at the World Leaders Forum serves as both a critique and a roadmap. By framing India’s challenge as one of "awareness" rather than "overtourism," he is offering an optimistic path forward. It suggests that the problem is not one of resource depletion or environmental exhaustion, but one of communication. If India can successfully bridge the gap between its domestic success and its international invisibility, it may finally unlock the "well-kept secret" that Anthony Capuano believes the world is waiting to discover. The transition from 1.4% of global arrivals to a double-digit share will require more than just new hotels; it will require a fundamental shift in how the world perceives the "extraordinary richness" of the Indian subcontinent. Until then, the story of Indian tourism remains a tale of untapped potential, waiting for a narrative that is as grand and diverse as the country itself.