• Cinnamon Hotels and Resorts CEO Mikael Svensson points out one of the strengths SL has is that it has everything for everybody
• Stresses private and public sector must back the approach
• Resplendent Ceylon MD Malik Fernando says SL has a great product but pathetic marketing positioning
• Opines the biggest need for balance is to ensure we keep this authentic edge against other destinations

 Pic by Waruna Wanniarachchi

By Nishel Fernando 

As Sri Lanka stands on the cusp of a potential tourism boom, industry leaders are calling for a unified approach to drive demand for the destination while preserving its unique, authentic edge over competing markets.

Tourism leaders emphasised that Sri Lanka could double or even triple tourist arrivals over the next few years.They shared these insights at the inaugural South Asian Tourism Leadership Forum, held last week as part of the Colombo Design Festival at Cinnamon Life.

However, Cinnamon Hotels and Resorts CEO Mikael Svensson highlighted that a singular, focused approach is essential to initially realise this potential.

“One of our strengths is that we offer something for everyone. Our competition is with regional players that have similar offerings. With all the wonderful things we have, we need a targeted approach—targeted marketing that identifies the one or two elements in Sri Lanka offering the highest appeal to draw people in, and then everything else will follow. A singular approach will bring in the largest crowd, and we can piggyback on that,” he said.

Over the years, Sri Lanka’s tourism authorities, together with stakeholders, have launched various campaigns, brand identities, and slogans; however, Svensson noted that none of these initiatives have had a lasting impact.

“As we stand here now, assuming there are no bumps in the road, we need a clear approach, with both the private and public sectors fully behind it,” he stressed.

Resplendent Ceylon Managing Director Malik Fernando also commented on the ‘pathetic’ state of marketing initiatives by tourism authorities, which has ultimately positioned Sri Lanka as a price taker.

“Our issue is that we have a great product but poor marketing. This is a demand issue. If we had increased demand through positioning and campaigns— even a fraction of what India has invested in infrastructure and hotels would follow, and investment would come. 

The demand is the biggest issue, because we have a great product, but if you don’t promote it and position it for the right audience, you’re forced to accept lower prices. Prices are way too low in Sri Lanka, and that’s because of weak demand,” he explained.

Fernando further stressed that a well-structured, multi-year plan aligning the state and private sector could ensure sustainable growth for Sri Lanka’s tourism sector.

“I believe we can double or triple our numbers and continue sustainably. We need a well-thought-out plan with a multi-year approach that addresses over-visitation, crowd management, and enhances experiences at key sites like Sigiriya and Yala, which need better management to improve the visitor experience,” he added.

Svensson also emphasised the critical need to maintain the country’s authentic edge as tourist arrivals increase.

“The greatest challenge is preserving our authentic identity. Many destinations in Southeast and South Asia offer rich heritage, culture, food, and tradition, but when tourism demand rises, there’s a tendency to modify the authentic offering into something touristier. As we aim for 5-10 million arrivals—which is achievable given that Vietnam saw arrivals grow from 4 million in 2007 to 18 million before Covid. We must ensure we hold on to our unique offerings,” he elaborated.

He reiterated that it is crucial to maintain this authentic culture and protect cultural heritage, resisting the temptation to prioritise short-term growth.