The product is fine. One category broke on a date — and no neighbor felt it.
A national tourism ministry, advised by a government-consulting partner, drew the most visitors of five comparable markets — yet sat last on the experience. The reason was not the product: on one common scale, hotels trailed the best neighbor by barely two points. The reason was one category. Taxi satisfaction sat ~26 points below the best peer — the widest gap of anything measured — and it broke on a clock. Availability satisfaction fell from 65% to 38% across 2025, nationwide and all at once, while every one of the four comparable neighbors held or climbed. A drop that synchronized, in one country alone, is not seasonal or local. It is systemic. And it was not the drivers — courtesy held at 66%. It was supply and fares, both ~43% positive. That points at a policy lever, not a service slogan. Figures shown relative and anonymized; the underlying deliverable is client-confidential.
Narrow gap
Hotels trailed the best peer by ~2 points. The core product — the thing that draws visitors — was at peer parity. That is not the problem.
~26-point gap — and falling
Taxi satisfaction trailed the best peer by ~26 points — the widest gap of any theme, and the only category where this market was last AND still falling while all four neighbors rose.
One category, one collapse window, no peer movement. The figures name the category, date the break, and separate the cause — so the policy lever is specific, not vague. Shown relative and anonymized, on one common scale.