Geopolitics and Tourism: Key Takeaways from Anatolia American University’s Tourism of Tomorrow 2026
Geopolitical developments, energy market shifts, and the resilience of tourism destinations were at the center of Tourism of Tomorrow 2026: Tourism and Geopolitics in a World of Uncertainty, organized by Anatolia American University on Friday, April 24, 2026, at the Olympic Museum Thessaloniki.
At a time when volatility is no longer perceived as a temporary disruption but as a new operating reality, market executives, academics, and institutional representatives examined from different perspectives the impact of geopolitical developments on travel flows, investment decisions, connectivity, and destination competitiveness. At the same time, they highlighted the need for foresight, flexibility, and collaboration in an industry called upon to operate effectively within the new “normal” of volatility and instability.
The event opened with brief remarks by Dr. Konstantinos Rotsios, Professor and Coordinator of the Business Administration programs at Anatolia American University, and Member of Parliament for Thessaloniki, Dimitris Kouvelas. The discussions were moderated by Anestis Anastasiou, Coordinator of Tourism Programs at Anatolia American University.
Thessaloniki’s Resilience in a Changing Tourism Landscape
In the evolving geopolitical chessboard of tourism, Thessaloniki continues to demonstrate remarkable resilience, recording solid performance and growing visitor flows both from the Balkans and from its established target markets.
Despite this positive momentum, Dr. Kyriaki Oudatzi, General Director of the Thessaloniki Tourism Organization, stressed that the city has both the potential and the responsibility toward its citizens, to achieve even stronger results. Achieving this, she noted, requires strategic action, sound planning, and collaboration among institutional stakeholders and tourism professionals under the coordinating role of the new DMMO (Destination Management and Marketing Organization). Although arrivals continue to rise, the relatively short average length of stay and modest economic impact per visitor indicate significant room for improvement. “Thessaloniki is performing well, but our goal remains sustainable development that generates greater economic value while maintaining the necessary balance between residents’ quality of life and attracting high-quality tourism,” Dr. Oudatzi emphasized. To achieve this goal, she added, the city needs a strong international brand that showcases its multicultural identity and historical uniqueness. “With 15 UNESCO World Heritage monuments, inclusion in the Michelin Guide from 2026, and the operation of the Metro, we now have all the assets required to offer high-value visitor experiences.” The organization’s strategic priorities for the coming period are clear: extending visitor stays, increasing average spending per visitor, and attracting high-expectation market segments. “Since 2024, when our President Mr. Stelios Angeloudis announced the city’s official tourism Action Plan, our international course has been marked only by success. We are not simply pursuing increased visitor numbers, but the meaningful economic and qualitative upgrading of the destination,” Dr. Oudatzi concluded.
Stability and Security as Competitive Advantages in MICE Tourism
Referring to current market conditions, Dimitris Ganitis, Managing Director of the Thessaloniki Convention Bureau, confirmed that stability and security have become decisive criteria in destination selection and key competitive advantages. Organizers of MICE (Meetings, Incentives, Conferences, and Exhibitions) events now request more information and assurances, take longer to make decisions, and maintain alternative options until the last moment, he explained. “We are seeing events originally scheduled in regions now affected by conflict being relocated elsewhere. There is a shift toward Europe, where destinations are perceived as more stable. For the MICE sector, this does not necessarily mean reduced demand; it means demand is changing direction.” According to Mr. Ganitis, the most important development is the market’s growing maturity, shaped by repeated crises. “Protocols, risk assessments, and the need for a Plan B are now systematically applied in practice. The market no longer ‘freezes’ as it once did. Instead of canceling everything, stakeholders seek alternatives, different destinations, different dates, different event formats.” He also pointed out challenges such as the availability of “safe” destinations and the expectations of clients from affected regions, who often demand luxury standards not always aligned with European or Greek infrastructure. Still, he noted that Thessaloniki can position itself as a “Smart & Secure” destination offering stability.
Tourism Vulnerability in Times of Geopolitical Uncertainty
Dr. Pavlos Koktsidis, Associate Professor of International Relations and Security Studies at Anatolia American University, focused on the characteristics that make tourism inherently vulnerable, emphasizing first and foremost that it involves “non-essential mobility.” Public confidence in a destination, he explained, is linked to safety, accessibility, purchasing power, and psychological factors, all of which are heavily influenced by international developments, travel advisories, and perceptions often shaped, sometimes distorted, by the media. Dr. Koktsidis also referred to a prevailing “pattern of uncertainty,” while highlighting Greece as a safe destination with comparative advantages such as easy road access, maritime connectivity with Europe, EU membership, and low crime rates. At the same time, he noted that competing destinations such as Turkey, Cyprus, and Egypt are currently subject to travel advisories as “partially safe,” while tourism inflows from the Balkan hinterland are expected to continue supporting Greek tourism. However, he warned that this advantageous position could be challenged by the competitiveness of neighboring destinations such as Croatia, as well as by potential escalation in the Middle East or a possible crisis in Greek-Turkish relations.
Energy, Perception, and Tourism Demand
Dr. Michalis Mathioulakis, Energy Strategy Analyst, Academic Director of the Hellenic Energy Forum, and scientific associate of ELIAMEP, highlighted that energy crises rarely occur in isolation but are usually embedded within broader geopolitical tensions. He emphasized that tourism responds primarily to perception rather than objective reality during crises, which significantly influences both the duration and depth of market changes. He also noted that rising fuel prices are driven mainly by market psychology rather than objective supply factors. Regarding airline decisions to suspend flights as a precautionary measure, he explained that these are primarily driven by increased operational costs rather than fuel shortages. Dr. Mathioulakis stressed that energy crises do not merely reduce tourism demand; they reshape it. He further explained that sustainability in tourism is increasingly driven by necessity rather than purely by marketing strategies. At the same time, tourism is being shaped not only by cost considerations but increasingly by perceptions of political alignment between source and destination countries. “Energy can create bonds of trust between two countries, strengthening the perception that a country is safe and therefore reliable as a travel destination. Tourism flows alongside trust from one country to another.”
Brand Resilience in Times of Crisis
Elena Biniari, General Manager of Hyatt Regency Thessaloniki, spoke about the resilience required of brands, stressing that tourism is accustomed to crises, both economic and trust-related. As she noted, tourism is by nature exposed to continuous change: geopolitical developments, market trends, rising customer expectations, and evolving traveler habits. “Environments change, but expectations remain the same. In every circumstance, we must ensure that the guest experience remains a priority.” She emphasized that values represent a brand’s internal strength, its promise, and its compass. “If we have resilience and consistency, we may find ourselves in the middle of a storm, but we will know which direction to take.” She added that a brand’s promise is what ensures consistency during instability. “In times of crisis, you do not lead with certainty—you lead with values. Trust reduces uncertainty, transparency improves decision-making, and aligned teams perform better. Tourism needs more than growth strategies. It needs resilience, responsibility, and consistency.”
Crisis Management as a Permanent Operational Function
Eirini Sidiropoulou, Regional Sales Manager North Greece, Ionian Islands & Balkan Countries at Aegean Airlines, stated that organizations are now facing crises with increasing frequency, making constant vigilance essential. As she explained: “Since 2020, following the Covid-19 pandemic, the Russia–Ukraine war, and now geopolitical developments in the Middle East, it appears that for the past six years we have been living in a period of crisis interrupted only by intervals of normality.” In this new reality, she noted, crisis management has become a continuous and inseparable part of daily operations. This requires constant adaptation, including route cancellations or adjustments based on geopolitical developments, organizing special operations such as repatriation flights, and managing increased operational costs, particularly sharp rises in aviation fuel prices. At the same time, airlines must proactively develop flexible route networks and implement risk management strategies to respond immediately to changing conditions. “At Aegean, we operate proactively even during periods of normality, which is precisely why we have emerged stronger and more competitive from times of crisis. I can assure you that Aegean has significant crisis management experience, remaining conservative and flexible in periods of uncertainty, ensuring that instability never affects either passenger service or our future growth and competitiveness.”
