Hilton has committed to a beachfront resort. TUI Group expanded capacity across the archipelago. Anantara signed with Infinity Group for another luxury property. Yet nowhere in Zanzibar’s tourism boom—917,167 international arrivals in 2025, up from 736,755 the year before—has anyone announced a major family attraction, maritime museum, or marina development.
That mismatch is now drawing attention from investment advisors who see opportunity in the gap between where hotel groups are placing their bets and what visitors actually have to do once they arrive.
“There is strong demand, but the depth of product has not yet caught up with the volume of arrivals,” said one investment advisor active in East Africa. “That gap creates an opportunity for investors who are looking beyond hotels and towards experiences that lengthen stays and diversify spend.”
The numbers tell the story clearly enough. December 2025 brought 100,729 international visitors to the Indian Ocean archipelago—a 10% jump year-on-year and 38.3% higher than November. Bed occupancy hit 89% that month, with more than 815,000 bed nights sold. Average stays stretched past eight nights, according to the Tourism Statistical Release published 9 February 2026.
Hospitality brands read those figures and moved quickly.
TUI Group strengthened its East Africa hotel cluster by adding resort capacity, positioning Zanzibar as central to its long-haul leisure strategy. Hilton’s entry into the market—its first branded property on the islands—has been widely viewed as a catalyst for further global interest. ENVI Lodges is developing an eco-luxury beachfront site combining low-impact design with experiential travel. Minor Hotels confirmed a significant Anantara portfolio expansion through the Infinity Group signing, underscoring confidence among global operators in the destination’s appeal to high-end, experience-led travellers.
Yet the pipeline remains heavily weighted toward accommodation.
Cultural infrastructure, interpretive centres, family-friendly attractions, and large-scale experiential projects—the kinds of developments that typically convert beach destinations into longer-stay, higher-spend markets—have lagged behind. Zanzibar is home to 11 officially designated forest conservation areas. Six have already attracted investment interest, signalling appetite for projects combining conservation and nature-based tourism. But beyond eco-tourism and spice tours, the breadth of experiences has not kept pace with visitor volumes.
Dr Aboud Suleiman Jumbe, Principal Secretary of the Ministry of Tourism and Heritage, acknowledged the imbalance. “These figures confirm that Zanzibar is firmly in a growth phase, with longer stays and rising demand placing increasing pressure on tourism infrastructure,” he said. “This growth creates clear opportunities for strategic investment that deepens the visitor experience while supporting national development priorities.”
Infrastructure expansion has accelerated in parallel with hotel development. Investments in airport and aviation capacity brought more direct international flights—both chartered and scheduled—improving access from key source markets. Mr Seif Abdallah Juma, Director General of the Zanzibar Airport Authority, reported approximately 575 aircraft landings in January, slightly higher than December. The sustained airline activity reinforces aviation expansion as a clear indicator of momentum.
Transport operators have noticed. Azam Marine, the region’s leading ferry operator, recently commissioned Kilimanjaro Number 9, a modern high-capacity vessel representing a USD 12.9 million investment. The ship carries more than 600 passengers per trip, operates up to 13 sailings daily, and services routes between Dar es Salaam, Unguja and Pemba. Operational staffing expanded alongside the new capacity.
“In island economies, transport capacity is a leading indicator,” said a senior executive at Azam Marine. “You do not invest at this scale unless you have confidence in long-term demand.”
The confidence isn’t misplaced. Visitor growth from 2024 to 2025 represented a sustained upward trajectory rather than a post-pandemic rebound, with the 180,412-visitor increase pointing to structural demand shifts. Longer average stays—over eight nights—suggest visitors want more from the destination than sun and sand. Whether they’re finding it remains an open question.
Government officials see the current moment as a strategic window for early-stage investment into the next phase of tourism development. Attractions, cultural infrastructure, family experiences, and integrated leisure developments that complement rapid hotel expansion all feature in official priorities.
“We are actively encouraging investment that adds depth, diversity and resilience to Zanzibar’s tourism offering,” Dr Jumbe said. “Investors who come in now have an opportunity not only to benefit from growth, but to help shape the destination’s tourism landscape for the next decade.”
The inflexion point is familiar to island destinations worldwide. Accommodation expands first. Aviation follows. Then comes the realisation that beaches alone don’t justify eight-night stays or support premium pricing across an entire trip. Early movers in experiential, cultural and sustainable infrastructure typically set the benchmarks that define a destination’s next growth phase.
Zanzibar’s hotel pipeline is full. Its attraction pipeline isn’t.
For investors watching global hospitality brands commit capital while 89% occupancy rates signal capacity constraints, the question isn’t whether demand exists. The question is what visitors will do on day four, five, and six—and who will build the answer.
The archipelago, located off the East African coast and part of the United Republic of Tanzania, comprises the main islands of Unguja and Pemba alongside several smaller islets. Stone Town, a UNESCO World Heritage Site in the capital Zanzibar City, showcases rich architectural heritage blending African, Arab, Indian and European influences. Historically famed as a centre of the spice trade, the destination today pairs white-sand beaches and world-class diving with immersive cultural experiences.
Whether that cultural depth translates into built infrastructure—museums, marinas, interpretive centres, family attractions—depends on investment decisions being made now. Hotel groups have already placed their bets. The next wave of capital will determine whether Zanzibar becomes a destination visitors stay in, or one they genuinely explore.
