Tourism faces numerous challenges, but it remains one of the areas with the greatest potential for economic growth in Mozambique. Muhammad Abdullah, CEO of Cotur, points out the most promising paths if there is concertation between the public and private sectors.
The tourism sector in Mozambique faces constant challenges, from political instability to the need for more robust infrastructure. However, it remains one of the sectors with the greatest potential for growth. To take stock of the situation and understand Cotur’s role in promoting the country as a tourist destination of excellence, E&M interviewed the CEO, Muhammad Abdullah. With a clear strategic vision, Abdullah points out challenges, indicates actions to mitigate losses and opportunities that can transform Mozambique. Abdullah considers collaboration between the private sector and the government to be important in positioning Mozambique as a globally competitive tourist destination. He also addresses the importance of digitalisation and Artificial Intelligence in the customer experience and in improving tourism services.
As someone with a clear vision of tourism in Mozambique, how do you assess its current state and what role has Cotur played in promoting the country as a tourist destination?
Unfortunately, tourism in Mozambique has had a very difficult history, especially in recent years. With everything that has happened, every time the sector starts to show signs of recovery, it gets caught up in a new crisis that sinks it and we’re back to square one. It’s important to remember that the tourism sector is made up of people, Mozambicans, who work every day and invest their resources, time and energy in developing it. Unfortunately, in this vicious circle, in which we recover only to fall back again, many of our colleagues have not been able to resist. The current state of our tourism is a reflection of these successive blows. They have increasingly weakened a sector that, ironically, still has everything it takes to be one of the country’s economic drivers and one of the greatest dynamisers of social development.
As far as Cotur is concerned, we have endeavoured to counterbalance all this. Within our strategic planning, we have an area dedicated exclusively to the development and promotion of destination Mozambique, with well-defined targets and KPIs [key performance indicators]. In practice, this means that our actions have not been limited to marketing and sales. For example, in 2024, while we were launching a multi-media marketing campaign in Lisbon to publicise our country as a tourist destination, we were at the same time promoting meetings at the highest level to strengthen relations and create partnerships aimed at developing the sector with foreign investment in our country. Although I recognise that Cotur has a different capacity and scope, it doesn’t make a sector on its own. We have a great responsibility and we don’t shy away from it, but it’s not because we’re market leaders. Everyone involved in tourism has their responsibility, their role, and it’s essential that we all take part in the sector’s development. Everyone is fundamental.
Has the growing political instability in some regions of Mozambique harmed tourism?
Tourism, in any country, is a particularly sensitive sector. Whether it’s because of cyclones or a pandemic, or because of the armed conflict in Cabo Delgado or the political and social instability in the aftermath of the last presidential elections. It’s impossible to get round these contexts. Tourism is a sector susceptible to the influence of perception on reality – it is probably the sector that suffers most from perceptions. Anyone, thousands and thousands of kilometres away, receives news about Mozambique and instantly creates a sensation. Tourism depends a lot on this, on the emotional and psychological side of destinations, on security concerns and, fundamentally, on expectations of the destination and what each person expects to experience there. The impact of instability is enormous, bookings are cancelled, flights are diverted and hotels are empty.
And what, in your opinion, are the strategies to be followed to minimise this damage and guarantee stability and growth?
Unlike other sectors, tourism is sold at a distance, without people having the opportunity to see and confirm the product before making the decision to buy. In this sense, and specifically considering the last few weeks of 2024 in Mozambique – when everything that was shown internationally about the country was deeply negative – it is essential to regain a voice and control the narrative. We need to quickly change perceptions, which at this stage are far from the best. Communication must be clear, convey security and stability, focusing on natural and cultural wealth and highlighting positive experiences. All countries, at some point in their history, have had problems and experienced difficulties. What we can’t do is let our history, our reality, after having been shown in such a negative light, end up crystallised in the memory as if it were somehow representative of what our country is. The private sector also has a fundamental role to play here and, ideally, the effort should be concerted with the government. Restoring our reputation and attracting visitors again won’t happen through institutional actions alone. What is needed is commercial action, through strong publicity and promotion of the tourism product. Our country hasn’t stood still or been held hostage by the events of recent weeks, so it’s crucial that we, as a country and as a sector, get that message across to the whole world.
‘Within our strategic planning, we have an area dedicated exclusively to the development and promotion of destination Mozambique, with well-defined targets and key indicators (KPIs)’
Under your leadership, Cotur has shown robust growth and is a benchmark in the sector. To what do you attribute this growth and what changes have been implemented to put the company in this position?
Firstly, as I’ve said on other occasions, I’m grateful for the enormous blessing of having been able to grow up in the shadow of my father and brother, who were my guides. They are the footsteps I follow on the path we have taken at Cotur. We have grown consistently and have managed to adapt to changes in the market, but I think that at the root of our success is my father’s vision and the way he has always been part of the company’s matrix. In 1994, when Cotur was founded, there was no structured tourism sector, but the vision was clear: to elevate the company and elevate the country. Today, this commitment has become more visible and has almost become Cotur’s brand image. In many ways, it has become a significant differentiator in both the company’s commercial and institutional strategy. It continues to underpin and rationalise many of the decisions and targets we set ourselves. Elevating the company and elevating the country cannot be achieved through commercial success alone. We need to leave a mark on people’s lives. This is our great challenge. Many customers are surprised by the level of service, which they equate with the best they receive internationally, and this is the complete fulfilment of my father’s vision. Today, we have a consolidated strategy, totally orientated towards customer experience and satisfaction. This is the basis of our projects centred on digitalisation, the development of new technologies and Artificial Intelligence.
With regard to digitalisation, our commitment is to guarantee it at every stage of the customer’s journey with our brand. From optimising accessibility to Cotur’s services, through intuitive and robust online platforms, to delivering a personalised and 100% relevant experience for each customer. Over the last decade, Cotur has made a very strong commitment to developing and implementing new technologies to optimise operational efficiency and offer increasingly personalised services to our customers. This will increasingly be a strategic differentiator for Cotur. The cycle is completed with the introduction and specific commitment to Artificial Intelligence, through implementation in various areas of the company, gradually occupying a central role in improving the customer experience. We have invested in advanced AI systems to personalise recommendations, anticipate customer needs and provide a more efficient and personalised service. This will streamline processes and create more meaningful interactions.
In Mozambique, infrastructure is lacking, the quality of the labour force is poor and there are no connections to transport tourists. How can these challenges be mitigated?
The country should prioritise strategic investment in infrastructure, possibly leveraging public-private partnerships to speed up its development and implementation. With regard to qualified labour, professional training in tourism and hospitality is one of our sector’s greatest weaknesses. There is a long way to go. I think market players lack vision. A culture of continuous learning would strengthen the quality of services and competitiveness, which is absolutely fundamental. There needs to be an awareness of the long-term benefits of this training. We have very good examples in other countries, such as the promotion of vocational programmes, on-the-job training or the creation of incentives (tax exemptions, certifications and career plans). These are examples with very positive results. Finally, the issue of connections could be resolved by increasing the number of direct flights to the main tourist destinations. Equally important would be to do so at more competitive prices, which would be possible with the introduction of other airlines to the market.
The combination of beach and nature tourism is one of Mozambique’s almost unique assets
Global tourism has been hit hard by the Covid-19 pandemic. How has Cotur adapted to this reality and what are the lessons learnt?
Cotur has some of the country’s leading travel and tourism experts. This experience has been key to interpreting data, analysing market dynamics and anticipating changes in consumer preferences. For example, even during the restriction phase, domestic tourism became very popular, with many people discovering real gems in their own country and valuing the local reality. In addition, nature tourism, rural tourism and road trips also grew, driven by the desire for outdoor activities and the search for sustainability and authenticity. Today, it’s clear that these changes represent much more than passing trends. They are a clear reflection of a greater awareness of the importance of sustainable tourism and a clear preference for this type of tourism.
Advanced Artificial Intelligence systems to personalise recommendations, anticipate customer needs and provide a more efficient and personalised service will increasingly become a strategic differentiator for Cotur.
What can be done to promote Mozambique internationally?
It’s essential to have a strong brand that highlights the country’s unique attractions, such as its beaches, wildlife, gastronomy and cultural heritage, among others. We are already present at international fairs, but just as important as being there is where to be. Our stand must be well located at these events and with a programme that attracts interested parties. We need to take advantage of the fact that it’s easy to align ourselves with trends in sustainable tourism, ecotourism and adventure tourism, among others. In addition, digital marketing is crucial, with targeted campaigns on various platforms to showcase Mozambique’s natural beauty and adventure opportunities. Finally, it is essential to reach out to international tour operators and airlines in order to increase visibility and make Mozambique more accessible and known in international markets.
Is there a need to diversify and deepen the offer, improving its quality?
Mozambique does indeed have a wide range of natural attractions, but that doesn’t mean it has many quality offers. That’s the main issue. We have the natural resources to be a top tourist destination, but the lack of infrastructure, the inconsistency in the quality of service and the scarcity of diversified tourist products make it difficult to commercialise the destination. The potential is there, but in order to turn it into a destination ready to be sold, we need to work hard to improve the offer and unlock its full potential. Until we resolve these structural issues, Mozambique’s tourism will remain limited and will struggle to compete on an international scale. The good news is that the opportunities are many and diverse, with the potential to develop tourism products aimed at various types of consumers. If we manage to offer differentiating, quality products and improve structural conditions, Mozambique could become a highly competitive destination within the next five years. But for this to happen, there needs to be a real commitment from all those involved in the sector.
