Tunisia stands at a pivotal crossroads, where a cherished tradition holds the key to a more prosperous economic future. With over 80 million olive trees blanketing 1.8 million hectares, the nation possesses the world’s largest olive grove area after Spain. This “green gold” is a vital national asset, contributing up to 40% of agricultural exports and 10% of all export revenues. Yet, this impressive footprint tells only half the story. The full potential of this sector remains locked, and the time to unlock it is now.
The central challenge, and the greatest paradox, lies in the form of our exports. A staggering 80% of Tunisian olive oil is shipped abroad in bulk. It is often blended and rebottled in Spain or Italy, sold under foreign brands that capture the lion’s share of the value. This model relegates Tunisia to the role of a supplier, depriving it of significant revenue, brand recognition, and the jobs that come with higher stages of the value chain. We are selling a raw commodity, not a finished product bearing our national identity.
Our competitors have charted a different, more profitable course. Spain, the global powerhouse, has mastered vertical integration—controlling everything from the grove to the supermarket shelf, backed by aggressive marketing in Asia and the Americas. Greece, though a smaller producer, commands premium prices by leveraging Protected Designations of Origin and a strong association with the Mediterranean diet. Even Morocco, with a comparable strategy, is surging ahead through massive investment in modern mills and upscale bottling, supported by strong public policy.
In contrast, Tunisia remains overly dependent on the European Union, which absorbs 70-80% of our exports. We have failed to build a strong, globally recognized “Tunisia Olive Oil” brand, particularly in the universal language of English commerce. This lack of a coherent international identity is a critical handicap.
The world’s appetite for high-quality olive oil is growing, and new markets present immense opportunities. The United States, the world’s second-largest importer, holds strong potential for our organic and premium oils. In Asia, consumption in China and Japan is growing at double-digit rates, though breaking in requires the marketing investments Spain has already made. Even sub-Saharan Africa, though marginal today, represents a future growth market as its middle class expands.
To seize these opportunities, a national strategy focused on value addition is non-negotiable.
First, we must drastically increase the share of bottled oil, moving beyond the current 20%. This is the most direct path to capturing greater value.
Second, we must invest in traceability and certification—PDO, organic, Halal—to appeal to discerning, high-paying market segments. Our oil’s inherent quality is a formidable foundation to build upon.
Third, we must address critical infrastructural bottlenecks. Our logistics and port facilities are often cited as costly and inefficient, acting as a drag on competitiveness.
Finally, we must aggressively negotiate new trade agreements beyond the EU duty-free quota of 56,700 tonnes, opening doors to new continents.
Tunisia possesses considerable natural advantages: a recognized quality, ancient know-how, and competitive production costs. But these assets are not enough on their own. Without a clear strategy for moving upmarket and diversifying, we risk being perpetually confined to the role of a bulk supplier for our European neighbours.
Transforming our “green gold” into a true engine of sustainable growth requires a dual approach: we must emulate the Spanish model of global marketing and logistical prowess, while simultaneously championing our own unique identity—an oil born of a millennial terroir, a genuine symbol of the authentic Mediterranean diet. The groves are there. The potential is undeniable. What is needed now is the vision and the will to bottle our own success.
TunisianMonitorOnline (NejiMed)
