With a sprawling 7,500 km coastline and finest tourism destinations, India is primed to be at the centre stage of the global cruise tourism sphere. Stretching its vast shores from the scenic western coast to the equally stunning east, India offers immense potential for both domestic and international cruise markets. Global cruise liners see India not just as a destination, but as a thriving source market. Yet, despite this promise, India’s cruise industry remains a fraction of what it could be.
The pressing question remains – what is anchoring India’s cruise ambitions instead of letting them set sail?
At the recently concluded SATTE 2025 in New Delhi, the panel discussion ‘Anchoring Opportunities’ delved into these challenges, with Vinod Zutshi, Former Secretary, Ministry of Tourism, leading the conversation. Industry experts and key stakeholders came together to dissect the roadblocks and outline a strategic roadmap to unlock India’s cruise potential. The discussion underscored the need for policy continuation, infrastructure upgrades, and seamless regulatory frameworks to propel India into the global cruise spotlight.
Highlighting how Cruise Bharat Mission is steering the industry ship, Rajiv Jalota, Former Chairman of Mumbai Port Trust and Advisor to the Indian Ports Association, emphasised its strategic objectives. He noted that the mission has been formally launched to set clear milestones, with the government committed to going the extra mile to ensure their achievement.
“By April 2029, we aim to reach 1 million sea cruise passengers, establish 10 cruise terminals, and facilitate 500 cruise calls. To accomplish this, we have identified five key pillars of action, beginning with Infrastructure & Capital. Additionally, we plan to develop a National Cruise Infrastructure Master Plan till 2047,” he stated.
Speaking about the global cruise industry, Damian Borg, Senior Director of Sales Strategy & Operations, Asia Pacific at Norwegian Cruise Line (NCL), highlighted the surge in demand following the reopening of borders post-pandemic. “India is a crucial and rapidly developing source market for global cruising,” he noted. “There is significant education happening in the market, and the more knowledge and support we provide to our trade partners and agents, the more it will benefit customers.”
“As we expand our footprint in Asia and the South Pacific, India’s importance will only grow. Additionally, we are seeing strong growth in the family and multigenerational travel segments, which is an exciting trend,” Borg observed.
Sharing insights from Cordelia Cruises’ experience in the Indian market, Jurgen Bailom, President & CEO, Waterways Leisure Tourism Pvt. Ltd. (Cordelia Cruises), emphasised the pressing need for both passengers and viable destinations. “I have been here for eight years, and the government has done an incredible job. The ports are fantastic, and the facilities are good. I receive calls from Kolkata and Gujarat asking why we don’t bring our ships there.”
He underscored the complexity of the cruise industry, stating, “It is not just about the government and the Shipping Ministry. The Tourism Ministry must also take an active role, not just in building ports, but in ensuring there is a compelling reason for ships to come. For us, a port is simply an entry and exit point.”
“No passenger buys a ticket to admire a terminal in Mumbai. They come for the Gateway of India, the culture, the food, and the overall experience. We must close the loop – tourism, shipping, regulations, and ports must work in sync. Tourism boards need to actively promote states with potential, and once that alignment happens, passengers will come. Bringing ships is the easy part,” expressed Bailom.
Nalini Gupta, Managing Director of Lotus Destinations (Representative of Costa Cruises India), echoing the sentiment, stated, “Getting business in the Indian market is not a challenge. It is a last-minute booking market with strong demand. While we faced hurdles like immigration and port infrastructure, the immense support from the Shipping Ministry helped navigate even difficult situations”
What she sees now is a merger of interests – not just from the market, travel agents, Shipping Ministry, but also from Tourism Ministry and the cruise liners!”
Shedding light on a different aspect, Nishith Saxena, Founder & Director of Cruise Professionals LLP (Representative for Princess Cruises), shared, “What we have observed in recent years is a significant decline in the number of cruise ships touching the Indian ports, with some even withdrawing from India. While we discuss ambitious targets, a vast coastline, and world-class ports, it is important to remember that this is a business. For large cruise ships carrying 3,000 – 4,000 passengers to consider India, there needs to be consistency in policies.”
Analysing market penetration, Saxena added that mature cruise markets like the U.S. stand at around 3%, Australia at 2.5%, and even China exceeds 1% – all as a fraction of their total populations. Given these numbers, the key question is: where does India stand, and where do we aim to be in the next five to ten years?
He further added, “To drive growth, we must target the top-tier segment, those who currently travel abroad for cruises. By offering compelling cruise experiences within India or along its coasts, we can attract high-profile individuals such as industrialists and film actors, who, in turn, influence and inspire aspirational travellers.”
He advised shifting the focus away from building extravagant terminals, emphasising that in the cruise industry, passengers are eager to board the ship, not linger at the terminal, unlike at airports. Instead, he urged investing in areas that truly impact the cruise experience rather than pouring money into projects that risk becoming dead investments.
Naresh Rawal, Senior VP of Sales & Marketing, Resorts World Cruises highlighted the challenges faced during their homeport deployment in Mumbai, stated that India, with its sheer population size and a readily available market, the potential is undeniable. However, he pointed out the key challenges that led to their decision to defer operations.
“When a foreign company like ours enters India, the initial step is to test the market. If it proves viable, we then build the necessary structures around it. The primary hurdle we faced was the regulatory requirements, which needed compliance within an extremely short timeframe. It was not that we didn’t want to move forward, but rather that the time constraints made it difficult. We are not pulling out of India, we are simply delaying our deployment until conditions are more favourable.”
Adding to this, he emphasised the role of the Cruise Bharat initiative in their decision to deploy a ship in India. “This initiative was a key factor in drawing us toward the Indian market, and now, with the body becoming more active, the next crucial step is support from the Ministry of Finance. While the efforts from the Port, Shipping, and Tourism Ministries have been commendable, what we really need is financial policy alignment.”
He further stressed the need for regulatory flexibility, stating, “Cruising is not just a mode of transport – it is a holiday experience. It deserves the recognition and status that aligns with its true nature.”
Sharing insights on market realities, Pradeep Saboo, Director of Guideline Travels Holidays India Pvt. Ltd, emphasised that affordability is not a barrier. “People are willing to spend on quality experiences, both in India and abroad. The real challenge lies in aligning the Finance Ministry with the Tourism, Shipping, and most importantly, the Home Ministry.”
Highlighting regulatory hurdles, he pointed out, “Most countries waive visa requirements on short ship calls – be it a day or two. However, India still mandates visas for foreign cruise ships visiting India, creating a significant barrier for international carriers looking to bring the ships to India. The added hassle discourages cruise lines and, in turn, passengers themselves.”
He further urged, “We are not asking for tax exemptions – just a simpler framework or offer a five-year tax holiday. Like in other industries, the government must ensure ease of doing business.”
Varun Chadha, CEO of TIRUN Travel Marketing (India Representative for Royal Caribbean Cruises Ltd), also shared, “Cruise liners are no longer focused solely on sourcing patterns; they are now driven by yield. It’s not just about the revenue from ticket sales but also about the passenger’s onboard spending. We aim to compete on these metrics, as we have both value and volume sides of the business.”
Responding to these concerns, Jalota reassured stakeholders, stating, “I would like to inform everyone that a dedicated Cruise Secretariat has already been established under the Cruise Bharat Mission in the Indian Ports Association. This body will include officials from the Home, Finance, and Tourism Ministries on a need-based basis.”
Emphasising the government’s commitment, he added, “The intent is clear, and I believe that in the next few months, we will witness significant positive developments.”
Zutshi concluded by sharing that the discussion highlighted areas which were never discussed before like how to create awareness for the destinations and make cruising also a destination and an enjoyment for the tourism industry, leaving a mark of question for the industry.