The drop in demand for the Maya Train, its hotels and AIFA has left results below initial forecasts, prompting an immediate reaction by the administration to reposition these projects. The award by the Airport and Railway Auxiliary and Related Services Group Olmeca-Maya-Mexica (GAFSACOMM) of two contracts worth 21 million pesos for the production of thousands of audiovisual pieces reinforces the communications drive to increase the visibility of the infrastructure managed by Sedena and attract both domestic and international tourists.
This effort reflects the recognition of the impact that the tourism slowdown is having on the major mobility and lodging programs promoted by the Mexican administration. The current context requires an immediate response to regain traveler confidence, promote strategic assets and ensure that major investments such as the Maya Train and AIFA meet their objectives of stimulating regional development and generating tourism flows.
The train, one of the Government’s flagship projects in transport and tourism, now becomes a central element of a broader strategy that seeks not only to move passengers but also to position an integrated tourism experience corridor, where the hotels and theme parks along the route — managed by the same group — act as key magnets. In this way, the interconnection between rail and air infrastructure and lodging facilities aims to capitalise more effectively on tourism traffic, which so far has not reached the expected levels.
For its part, AIFA also plays a key role in this equation. As it is positioned as a reference air hub, its link with tourism promotion — and its presence in the campaign — reflects the intention to consolidate an integrated ecosystem connecting transport, lodging and experiences. In this sense, the promotional push seeks to break through the barrier of weak demand, reactivate complementary destinations and strengthen the country’s image as a destination capable of offering modern services, connectivity and a diversified tourism product.
The advertising campaign, targeted at traditional media (radio and television) as well as digital platforms, is aligned with the need to reach both national and international audiences. In a context where traditional visitor markets are falling short of forecasts and global competition to attract tourists is intensifying, Mexico is betting on showcasing its major projects. At the same time, the use of audiovisual content helps build an emotional and experiential narrative, reinforcing the identity of the Maya Train and the group’s hotels as unique experiences within Mexico’s tourism offer.
However, the challenge is significant. Reversing the decline in passenger and guest numbers will require more than an investment in advertising: it will demand continuous improvement in service quality, guaranteed connectivity, differentiated experiences and proper coordination between transport and tourism infrastructure. The forced downturn has led the Mexican Government to activate its promotional machinery, but the recovery will depend on its ability to turn visibility into real bookings, stays and trips.
The drop in tourism demand has prompted an urgent, structured response: Mexico is mobilising resources, ramping up campaigns and seeking to recover momentum in its major tourism projects. If it succeeds in converting this investment into tangible returns, it can move towards a phase of consolidation; if not, it will become clear that promotion alone is not enough without the right on-the-ground experience and infrastructure.
