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extrovert companies in particular the removal of cross-sector macroeconomic barriers and
the development of a business friendly environment will be critical in their effort to further
enhance their local and international competitiveness.
The manufacturing sector comprises four broad sub-sectors: (a) food processing,
accounting for approximately 30% of manufacturing GVA and approximately 20% of employment,
(b) heavy industry, accounting for 26% of manufacturing GVA and 33% of employment,
(c) beverages, accounting for 10% of manufacturing GVA; and (d) a set of smaller
size subsectors with a diverse set of activities that represent the remaining GVA of the
manufacturing sector (Exhibit 30).
Food processing is the largest sub-sector and continues to grow both in Greece and the EU
driven by the demand shift to packaged foods and the more regional nature of the sector. It
is examined in detail as part of the Greece 10 Years Ahead study, not only because of its
size, but also because it lends itself to the application of both the cross-sector recommendations
as well as to specific recommendations at the micro sector level. Heavy industry
includes a smaller number of ‘mature’ players in fields such as metals, cement and mining,
with established international presence. Key actions for supporting the competitiveness of
these players include the reforms and measures identified at the cross-sector macroeconomic
level, as well as measures relevant to the reduction of energy costs covered in the analysis
of the energy sector. Similarly, beverages primarily include large multinational and some
local players who could also benefit significantly from the cross-sector reforms. The rest of
the manufacturing sector ranges from publishing to communication equipment and is highly
diverse and fragmented. As such, recommendations on growth priorities and measures for
the individual sub-sectors – beyond the cross-sector ones – would only have limited applicability
and have not been explored.
In food processing, due to the availability of high quality raw materials and produce, specialized
know-how and reasonable cost levels, Greece has significant potential to increase its
output, boost exports and contain imports, especially in four major high-growth categories,
namely oils & fats, fruits & vegetables, dairy, and bakery products.
Exploiting these opportunities would require Greece to address a number of issues related
to the lack of large scale modern and productive capacity, product innovation and international
market access. As an example, Greece is the 3rd largest olive oil producer worldwide
and exports 60% of its output to Italy in bulk, yet in doing so allows Italy to capture an extra
50% premium on the price of the final packaged product (Exhibit 31). The fact that Greece
holds only a 28% share of the global ‘Greek Feta’ cheese market and 30% of the US ‘Greek
Style’ yogurt markets, further reinforces a clear commercial opportunity for Greece.
Greece 10 Years Ahead outlines 12 possible priorities for market players and the Greek
state to consider, grouped in four major strategic directions (Exhibits 32-33):
Prioritizing target export markets. This would first involve the clustering of foreign
markets based on common retailer presence and commercial synergies and a subsequent
prioritization based on their size, growth potential and receptiveness to Greek
products (proxied by Greek diaspora and tourist origination). Top priority markets include
North America, UK, Germany, Austria, and the Balkans. Priority markets include Italy,
France, Belgium, Scandinavia, Russia, and Australia selected CEE countries (Exhibit
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