The Peloponnese is one of the country’s regions that brings together nearly all the elements of a complete and internationally competitive destination: history and mythology, world-renowned archaeological sites and monuments, rich natural landscapes, traditional settlements, modern tourism facilities, a strong agri-food identity, and a well-established gastronomic culture. Despite these advantages, its tourism performance remains well below that of Greece’s more developed tourist regions.
Speaking to Tornos News, Konstantinos Marinakos—Associate Professor of Tourism Business Development and Finance at the University of West Attica, President of the Peloponnese Tourism Organization, and Vice President of the Panhellenic Federation of Hoteliers—notes that although the Peloponnese has shown positive momentum over the past two years in key tourism indicators from major international markets, its overall performance in terms of market share, arrivals, overnight stays, and revenues still lags far behind other tourism-driven regions. As he points out, this situation represents both a challenge and an opportunity for investors and for those responsible for shaping and implementing tourism policy.
While there have been occasional notable promotional efforts by regions, municipalities, and tourism bodies, the main weakness lies in the lack of coordination and continuity. For such initiatives to deliver meaningful results, Marinakos stresses that they must be incorporated into a unified Strategic Tourism Development Plan for the Peloponnese, with a medium- to long-term horizon of at least five years. This plan should emerge through close collaboration among all stakeholders, including regional authorities, local governments, institutional tourism bodies, chambers of commerce, universities, employers’ organizations, and trade unions, with the aim of creating a shared, inclusive, and realistic vision.
Central to this approach is a model of mild but multifaceted tourism development, aligned with the Peloponnese’s broader development profile. This model would integrate outdoor activities, links with the agri-food sector, and the use of technology and innovation, while maintaining a strong and consistent commitment to environmental protection and the well-being of local communities.
Equally critical is the diversification of the tourism offering. As Marinakos emphasizes, there is a clear need for innovative and differentiated tourism products that can reduce seasonality and attract more domestic and international visitors with higher-quality characteristics. Although funding tools are available—from the Recovery Fund and the NSRF to the Development Law and the Just Transition Fund—the missing element, he argues, is coherent planning and a shared strategic direction that would allow the Peloponnese to establish a stable and recognizable presence in global tourism markets.
Ultimately, the challenge extends beyond economics to institutional capacity. Marinakos concludes that European and national policies require local authorities and stakeholders to develop vision and appropriate skills, enabling them to move beyond simply implementing policies and instead actively shaping regional development strategies. For the Peloponnese, the goal is not just to increase visitor numbers, but to shift from fragmented promotion to a coordinated, collaborative, and long-term tourism development model that reflects its true potential.
