Tourist offices continue to be a key link in connecting the traveller with the destination.
Often, they are the ones that “open” new markets and destinations, with the rest of the industry following, explains Stratos Beretis, CEO of Oreo Group, a tourism group that has been active in the tourism industry for over 25 years, serving more than 15,000 visitors annually, a number that is constantly increasing.
However, he makes it clear that “The monoculture of tourism creates vulnerability and imbalance in the island’s economic and social structure”.
The travel agencies that survived in the age of OTAs
You have many years of experience in Crete’s tourism sector. How do you see the role of travel agencies having evolved in recent years?
Greek tourist agencies, although they have been under intense pressure in recent years – mainly due to technological development – but also due to the entry of international technology giants with tremendous funding, still play an important role in the modern tourism industry and the development of the Greek tourism product. This, of course, applies to those that have managed to adapt to the new data, both technologically and strategically.
Agencies that have adopted modern software and innovative practices have achieved excellent results. Indicative examples include:
- Agencies that used to specialise in incoming tourism and now operate as wholesellers.
- Agencies that used to deal with specific forms of tourism and have turned to specialised services such as wedding planning.
- Agencies that used to serve tourists in villas and apartments and now operate as vacation & property managers, offering concierge services and developing real estate services (part of modern tourism).
Travel agencies continue to be a key link in connecting the traveller with the destination. They are often the ones who “open up” new markets and destinations, with the rest of the industry following suit.
What is your office operating model and how does it differ from the competition?
Oreo Group, responding to the demands of a dynamic and constantly evolving tourism environment, utilizes the most modern and innovative marketing, revenue management and dynamic pricing tools. Through these, we can analyze, design and implement targeted promotional strategies for tourist accommodation, while effectively managing demand, ensuring high occupancy rates at the best possible prices.
Thanks to our advanced information systems and the high technical expertise of our staff, we provide flexible and efficient services both B2B and B2C. We serve annually more than 15.000 visitors, a number that is constantly increasing, in accommodations of all types: luxury, traditional, family, thematic (wedding, pet friendly, adults only, beach, groups).
For the travelers who entrust us with the organization of their holidays, our specialized team provides personalized proposals, tailored to their needs and wishes, both during the planning and throughout their stay, until their return.
Our consultants support the client at every stage: from car rental and transfers, to excursions and concierge services. In addition, our team provides 24-hour support, seven days a week, and all our partners and accommodation are fully compliant with regulations and regularly inspected. A local representative is always available for immediate guest service.
In response to modern market needs, Oreo Group has created “Oreo Real Estate“, a new business initiative that offers comprehensive, turnkey solutions in the field of tourism real estate. This service is aimed at both property owners and investors, providing full support from design and construction to management and commercialisation.
2025 outlook: More visitors, lower occupancy rates
How is this year’s tourist season in Crete progressing and what are your expectations for the coming months?
Based on the data of international arrivals at the two largest airports of Crete, the island is expected to break a record for yet another year. Already, data up to June show a 4.7% increase in arrivals, with this trend continuing for the rest of the tourist season. Estimates are converging that the year will end with an overall increase of close to 5%.
However, despite the increase in arrivals, occupancy rates are down compared to 2024. This is mainly due to an increase in the supply of accommodation, both in the hotel sector and in villas. Although there is a slight decrease in net short term rentals while apartments for rent remain stable in terms of bed availability. At the same time, there is a slight decrease in total overnight stays, while the first data show a downturn in both domestic tourism and arrivals by ferry.
This is a phenomenon that is expected to continue in the coming years. Indicatively, at least 10 large hotel projects have already been licensed, while dozens of applications for the construction of new tourist villages were approved in the last NSRF.
At the same time, neither the actual number of beds offered through short-term rentals has been accurately recorded (as exaggerated and unsubstantiated figures are circulating), nor the exact number of houses sold to foreigners in the context of real estate investments. Both these figures can – and should – be officially and reliably recorded by the competent authorities.
Can Crete become a 12-month destination? What needs to be done to make it happen?
The strong seasonality of Crete’s tourism product – with particularly high demand in the June-September period – not only remains, but in recent years it seems to be intensifying. The start of the season (April-May) shows weaknesses in terms of occupancy and bookings, while October, on the other hand, performs much better, with satisfactory occupancy rates up to the last ten days of the season. Indeed, some tour operators and airlines continue to operate until the beginning of November.
The target for a 12-month tourist destination is ambitious and difficult. A more realistic and achievable goal is to extend the season to cover the period from late March to early November, as was the case in the 1980s and 1990s. To achieve this requires both short- and long-term (3 years-5 years-10 years) strategic marketing planning, with specific incentives for airlines and tour operators, as well as targeting markets that traditionally travel at the peak of the season (early spring-late autumn).
The operation of the new international airport at Kastelli, as well as the completion of a modern motorway on the BOAK, must be central to this strategy. At the same time, it is imperative to implement a modern, well-founded spatial planning for Crete, based on a scientific approach and analysis of real data.
1. Strategic Incentives for Off-Season Tourism
- Provide tax or financial incentives or promotional incentives to tour operators and airlines operating in March-May and October-November.
- Creation of special packages with subsidised prices for specific markets (e.g. Scandinavia, Germany, the Netherlands).
2. Enrichment and promotion of thematic forms of tourism
- Promotion of agrotourism, cultural tourism, gastronomy, walking and religious routes.
- Creation of events (festivals, conferences, sporting events) at the “limits” of the season.
3. Strengthening Infrastructure and Connectivity
- Rapid completion and full operation of the new airport at Kastelli.
- Upgrade of the BOAK with safe and fast access to tourist destinations.
- Improving coastal connections, especially during off-peak periods.
4. Digital and Spatial Planning
- Mapping the tourist load by region.
- Regulation of tourist building based on carrying capacity and infrastructure.
- Development of platforms for monitoring information, overnight stays and consumption.
What do you consider to be the “key” for the sustainability and quality of Crete’s tourism product in the future?
The need for balanced development of all productive and economic sectors of Crete is more urgent than ever. The monoculture of tourism creates vulnerability and imbalance in the economic and social fabric of the island.
Emphasis should be placed on strengthening and upgrading the following sectors:
Agricultural production and livestock farming: with sustainable practices, quality diversification and strengthening export capacity.
Energy: shift to renewable sources with respect for the landscape and the local community.
Education and innovation: supporting local research, universities and entrepreneurship through technology.
Culture: promoting cultural heritage as an autonomous and sustainable development field.
At the same time, it is necessary to place serious restrictions on uncontrolled tourist construction through rational and scientifically documented spatial and urban planning. Crete can no longer tolerate ‘immature’ development without limits and rules.
The balance between development and protection of the natural environment is a key prerequisite for maintaining the island’s identity and attractiveness in the future.
Finally, targeted incentives are needed to address the demographic problem by supporting young families, local employment, housing and social cohesion.
