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for low-income domestic tourists, to redistribute
tourism demand and supply to achieve an even
spread, and to train tourism employees. Occasionally,
incentives for tourism development, responses
to lobbying from associations and regions,
training programmes and general legislation
direct the Greek tourism industry towards the
described policy directions.
The tourism industry is a vital stimulator of the
Greek economy, contributing to the balance of
payments, employment, gross national product,
national income, consumption of output by
other sectors and regional development. The
Greek National Tourism Organisation estimates
that in 1992 the foreign currency from tourism
expenditure was $5.8 billion, contributing almost 8
per cent of the GDP and covering 41.7 per cent of
the international trade deficit. During 1965±1980,
the tourism output multiplier in Greece was
estimated to be 1.52. Tourism is also instrumental
for regional development in peripheral, insular,
and problematic regions which lack opportunities
for other types of development. Domestic tourism
facilitates a certain degree of redistribution of
wealth between metropolitan and peripheral regions.
Tourism has introduced a range of sociocultural
impacts mainly due to the lack of effective
planning and management. The commoditisation
of history, cultural traditions and everyday
manifestations affects the renowned Greek
hospitality, commercialises human relationships
with tourists and reduces the ties of solidarity of
societies. Tourism professionals overwork during
the summer and inevitably neglect their social,
religious and cultural obligations. Family relationships
and values are also under great transition and
perhaps threat. The demonstration effects are
enhanced not only by tourism but also by mass
media, as well as by Greek students and professionals
living abroad. An increase in crime, as well
as consumption of alcohol and drugs, are also
attributed to tourism. Tourists' behaviour is often
offensive and unacceptable for the host population,
but is tolerated due to the economic benefits.
Although tourism has contributed to the regeneration
of urban and rural regions, several resorts
have been exploited due to inadequate planning
and lack of reinvestment in their sustainability. The
environment has suffered from haphazard,
uncontrolled buildings, as well as pollution of the
sea, while the flora and fauna are being affected by
waste disposal. Coast pollution, water shortages,
inadequate sewage treatment and waste disposal,
traffic congestion, noise pollution, overbuilding and
aesthetic degradation are some of the impacts
experienced in a number of resorts. The habitats of
several endangered species are also being destroyed.
Urgent coordination with all actors in
the tourism industry is essential, while regulation is
required to set objective and measurable limits and
targets in order to preserve environmental resources.
Financial difficulties in the industry only
exacerbate these impacts, as the private and public
sectors feel unable to reinvest in the conservation
of resources.
Tourism in Greece has great potential due to the
rich variety and quality resources which generate a
healthy level of demand. A long-term strategy is
required in order to enable the country to optimise
the tourism impacts and develop its competitiveness
in the global marketplace. The strategy would
improve the prosperity of the host population,
optimise the tourism impacts, maximise tourist
satisfaction and maximise the profitability for
enterprises. Planning and rational management of
resources will be instrumental for the future of
Greek tourism in the new millennium.
Further reading
Greece 263
Buhalis, D. �1998) Tourism in Greece:Strategic Analysis
and Challenges for the New Millennium, Aix-en-
Provence: International Centre for Research and
Studies in Tourism. �An overview of tourism
management and planning in Greece and its
impacts.)
ÐÐ�1999) `Tourism in the Greek Islands: the
issues of peripherality, competitiveness and
development', International Journal of Tourism
Research 1�5): 341±59. �Tourism marketing and
management for the Greek islands.)
Cooper, C. and Buhalis, D. �1992) `Strategic
management and marketing of small and
medium sized tourism enterprises in the Greek
Aegean islands', in R. Teare, D. Adams and S.
Messenger �eds), Managing Projects in Hospitality
Organisations, London: Cassell, 101±25. �Provides