STRATEGY FOR THE SUSTAINABLE GROWTH OF SLOVENIAN TOURISM FOR - 2017-2021 KEY EMPHASES
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STRATEGY FOR
THE SUSTAINABLE
GROWTH OF
SLOVENIAN
TOURISM FOR
2017-2021
KEY EMPHASES
KEY EMPHASES
STRATEGY FOR
THE SUSTAINABLE
GROWTH OF
SLOVENIAN
TOURISM FOR
2017-2021
Adopted by the Government of the Republic of Slovenia,
5 October 2017
TABLE OF CONTENTS
Foreword 8
The strategic vision for Slovenian tourism 12
Hidden potentials 12
Slovenia’s tourism 2021 growth targets 12
The strategic vision for Slovenian tourism 13
Development strategy 16
1. MACRO DESTINATIONS AND TOURISM PRODUCTS 16
Macro destinations 16
Definition of tourism products 22
2. INSTITUTIONAL AND LEGAL FRAMEWORK 24
3. ACCOMMODATION, TOURISM INFRASTRUCTURE
AND INVESTMENTS 26
4. HUMAN RESOURCES 28
5. SPACE, CULTURAL AND NATURAL ASSETS 30
6. SMALL AND MEDIUM-SIZED ENTERPRISES 32
Marketing of Slovenian tourism 36
Slovenia’s priority markets for tourism 39
Focus placed on marketing key products on key markets 40
Increasing the effectiveness of promotion channels 41
The scenario of the accelerated development of
Slovenian tourism 44
1 FOREWORD
chapter 1
Foreword 8 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 1
Foreword 9
IT IS OUR DUTY TO MAKE
GOOD DECISIONS.
Dear stakeholders in the Slove- tourism industry – the repre- we are counting on the support of
nian tourism industry and all sentatives of the business sector, other sectors. This time so much
those who are engaged in tour- sectoral chambers, municipal- more. Individual ministries take
ism in one way or another! ities, civil society, institutes of part in all measures and even as-
education, experts in various sume responsibility for delivering
The new tourism strategy is the fields, and representatives from several of them.
answer to how to achieve the ministries.
objective that we set together, I believe that in respect to
namely to increase international I believe that we have all agreed many measures it would be
tourism receipts to EUR 3.7 – 4 on how important tourism is and easier to say they cannot
billion. how essential it is that in light of
be carried out or that they
our common goals we should all
Our vision is clear. Slovenia make our best efforts and blow affect the existing systemic
will become a green, active and some fresh wind in the sails of regulation. However, these
healthy destination offering five- the tourism industry. measures are strategically
star experiences. important for the further
The situation analysis, conducted development of tourism. If
The strategy defines six key while drafting the new strategy, we join our forces, we will
policies: showed that the Slovenian tour-
ZDRAVKO POČIVALŠEK unlock the developmental
Minister of Economic Development - a new organisational struc- ism industry does not perform
and Technology ture: macro destinations and optimally. The numbers are still potential and tourism will
tourism products; good, but in fact we are standing become an industry we can
- institutional and legal frame- at a crossroads. Infrastructure is be legitimately proud of.
work; worn out, investments are poor,
- accommodation, tourism in- existing products have a low po- The goal we have set is ambitious
frastructure and investments; tential to contribute value added, but we believe it is achievable. Yet
- human resources in tourism and we are aware of the untapped it will be impossible without wide
industry; development potential of human stakeholder’s support. Should the
- space, cultural and natural resources that are crucial for the key measures of this strategy not
assets; strategy’s implementation. be implemented, it is still realistic
- small and medium-sized en- that in view of a moderate growth
terprises (SME). With this in mind we must make in tourist arrivals and overnight
decisive moves and bolder deci- stays we achieve a growth in the
The implementation of these sions. amount of EUR 2.76 billion by 2021.
policies and measures does not
entirely depend on the Ministry of The present strategy is not only a Even so, how can we be satisfied
Economic Development and Tech- snapshot of the current situation with this result if we have set a
nology. It depends on our joint in the field or an inventory of clear way forward for tourism
intention, decision and activities. what exists, but it clearly defines with a growth target of between
priorities. EUR 3.7 and 4 billion in revenues?
We actively cooperated in draft-
ing this strategy with all key Tourism is a typical cross-sec-
stakeholders in the Slovenian toral activity. With this in mind
2 THE STRATEGIC VISION FOR SLOVENIAN TOURISM
chapter 2
The strategic vision for Slovenian tourism 12 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 2
The strategic vision for Slovenian tourism 13
HIDDEN SLOVENIA’S
POTENTIALS TOURISM 2021
Global quality
Slovenia is the only country in the
GROWTH TARGETS
world offering experiences in exploring
the lifestyles of the Mediterranean, the
Alps, or the Pannonian Plain in a small
geographical area in the very heart of
Europe.
Key target:
Sustainability and green to increase international
context tourism receipts to EUR
Green, sustainable and responsible
development is the pillar of Slovenian 3.7 – 4 billion.
tourism, and all its stakeholders
have committed themselves to these
THE STRATEGIC VISION
ideals. They provide support for the
preservation and protection of natural
FOR SLOVENIAN TOURISM
Other targets:
*****
and cultural assets and heritage,
and for responsible and sustainable 5-5.5 million tourist visits; Slovenia is a global green
tourism revaluation. boutique destination for
16-18 million overnight
The progressive value system stays; demanding guests who are
Slovenia is a safe, multicultural, seeking a diverse and active
tolerant and hospitable destination, average length of stay 3.1-
which is of major importance for 3.4 days; experience, peace of mind and
successful tourism development. personal benefits.
18,000 to 22,000 new
Geostrategic position tourist rooms, of which
Slovenia is situated in the heart of 8,500 will be renovated and
Central Europe, among neighbouring 6,500 will be new rooms in
countries that jointly generate more the hotel sector;
than EUR 173 million tourist visits and
more than EUR 605 million overnight to increase full-time
stays, which proves the region’s high employment in the tourism
tourist attractiveness. sector to 12,000 employees.
Willingness to make changes
A certain number of stakeholders
in the public and private sectors
have already adopted new visions
and development philosophies
oriented towards productive changes
and improvements of the business
environment – this will create new
business potentials.
3 DEVELOPMENT STRATEGY
chapter 3
Development strategy 16 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 3
Development strategy 17
The development strategy defines six
key policies:
6 75 1. A NEW ORGANISATIONAL STRUCTURE: MACRO
34
97.8 %
DESTINATIONS AND TOURISM PRODUCTS LEADING DESTINATIONS
POLICIES MEASURES
2. INSTITUTIONAL AND LEGAL FRAMEWORK
3. ACCOMMODATION, TOURISM
INFRASTRUCTURE AND INVESTMENTS OF ALL OVERNIGHT STAYS
4. HUMAN RESOURCES IN TOURISM 10,931,717
OVERNIGHT STAYS (2016)
5. SPACE, CULTURAL AND NATURAL ASSETS
6. SMALL AND MEDIUM-SIZED ENTERPRISES
(SMEs)
1. MACRO DESTINATIONS AND TOURISM PRODUCTS
Overnight stays in leading destinations
by macro destinations sors, 2016
Macro destinations
One of the fundamental conditions for
success on the tourist market nowadays The strategy divides
is a clear, simple and understandable Slovenia into four
communication of a country’s uniqueness macro destinations: ALPINE
and distinguishing features. To this end SLOVENIA THERMAL
market-driven clusters of tourism products Mediterranean PANONNIAN
and experiences or macro destinations are SLOVENIA
being created in Slovenia, which: (1) are
Slovenia,
based on geographically contiguous units Alpine Slovenia, 3,313,087
30.3 % I 16/15: 111.44
(2) share the same or similar products or
services, and (3) are visible at the global Thermal Pannonian 3,195,820
29.2 %
level. Slovenia; I 15/16: 104.61
Macro destinations have become a basis for
strengthening a destination’s identity and
Central Slovenia &
achieving synergies in the development Ljubljana. MEDITERRANEAN CENTRAL SLOVENIA
of products and promotion, whereas, at SLOVENIA & LJUBLJANA A total of 34 leading des-
the umbrella level, they contribute to tinations, identified within
a clearer and more focused marketing four macro destinations,
communication and positioning of Slovenia 2,731,381 1,691,429 create together 97% of all
on foreign markets. 25.0 % I 16/15: 105.61 15.4 % I 16/15: 111.84
overnight stays in Slovenia.
chapter 3
Development strategy 18 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 3
Development strategy 19
Alpine Mediterranean
Slovenia Slovenia
THE CHARACTER OF ALPINE SLOVENIA: THE CHARACTER OF MEDITERRANEAN SLOVENIA:
Picturesque and all-year-round Mediterranean diversity, the natural
active alpine vibe. wonders of Karst.
Alpine peaks, astonishing views, rivers, Attractive and easily accessible Mediterra-
lakes and valleys, hiking and cycling routes, nean towns with strong ties to the green
ski resorts and infrastructure provide the Istrian countryside and underground world
basis for year-round active holidays and wonders, in symbiosis with culinary delica-
outdoor adventures. cies and premium wines.
PRODUCTS LEADING
PRODUCTS LEADING Key products Secondary/
DESTINATIONS
supporting products
Key products Secondary/ DESTINATIONS • Portorož/Piran
supporting products BUSINESS MEETINGS & GAMBLING
• Bled EVENTS OUTDOOR • Izola
HOLIDAYS IN THE GASTRONOMY
MOUNTAINS EXPERIENCES in
• Kranjska Gora (all year-round business tourism
– business guests at conferences,
EXPERIENCES in • Koper
NATURE
(all year-round active holidays in the NATURE
mountains for couples and families;
• Soča Valley (Bovec, meetings, motivational meetings and
• Ankaran
exhibitions, including supporting events
outdoor adventures, activities, well- CULTURE Tolmin, Kobarid) that attract multi-day guests)
CULTURE
ness and relaxation) COUNTRYSIDE COUNTRYSIDE • Postojna Cave/
TOURISM
• Bohinj SUN & SEA TOURISM Postojna (Karst)
SPORTS TOURISM
(an all year-round product for athlet- TOURING • Radovljica (a traditional seasonal Mediterranean
product Sun & Beach, based on beach-
TOURING • Lipica and the
ic team training; sporting events and
European and World Championships)
GAMBLING • Kranj es, sun, swimming, relaxation, enter- SPECIAL INTERESTS Škocjan Caves
tainment)
• Maribor (Maribor – CRUISING & (Karst)
OUTDOOR HEALTH & WELL-BEING YACHTING
(all year-round active outdoor sports, Pohorje) (an all year-round product focusing on • Nova Gorica and
such as cycling, hiking, water sports,
skiing, etc. – as the main motive for • Zreče (Rogla – wellness, relaxation, selfness/mindful- the Vipava Valley
ness programmes and preventive thera-
visiting) – with emphasis on a particu- Pohorje) pies using natural therapeutic elements • Brda
lar outdoor activity as the main tourist combined with the Mediterranean cli-
motivation) • Upper Savinja mate, speleotherapy, etc.)
BUSINESS MEETINGS Valley
GASTRONOMY
& EVENTS • Koroška (a combination of culinary heritage and
(all year-round business tourism modern solutions reflecting numerous
– business guests at conferences, features of the Mediterranean cuisine
meetings, motivational meetings combined with Alpine and international
and exhibitions, including events culinary dishes and complemented with
attracting multi-day guests) premium wines and wine production)chapter 3
Development strategy 20 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 3
Development strategy 21
Thermal Pannonian Central Slovenia
Slovenia & Ljubljana
THE CHARACTER OF CENTRAL SLOVENIA & LJUBLJANA:
The lively capital of Ljubljana with
THE CHARACTER OF THERMAL PANNONIAN SLOVENIA: untouched natural surroundings at
Relaxation, health and filling with your fingertips – where culture and
energy. nature meet.
This romantic mosaic of plains, hills, vine- Culture and art, thousands of outstand-
yards, and castles crisscrossed by thermal ing theatrical and street performances and
springs is an excellent choice for those look- events, shopping, and a dynamic urban
ing for health, relaxation, active holidays and culinary scene, with pristine woods and hills
culinary delights cooked with love. just a few steps away, offering a wide range
of activities and authentic experiences in the
countryside.
LEADING
DESTINATIONS
• Moravske Toplice, PRODUCTS LEADING
Radenci, Lendava Key products Secondary/ DESTINATIONS
PRODUCTS (Pomurje) supporting products
• Ljubljana (the
Key products Secondary/
• Ptuj BUSINESS MEETINGS & OUTDOOR
region of Central
supporting products EVENTS EXPERIENCES in
• Topolšica/Šoštanj (all year-round business tourism NATURE
Slovenia)
HEALTH & WELL-BEING OUTDOOR
(an all year-round product focus- EXPERIENCES in and Velenje (the – business guests at conferences,
SHOPPING • Kamnik
meetings, motivational meetings
ing on health, preventive ther- NATURE Šalek valley) and exhibitions, including sup- SPECIAL INTERESTS • Cerklje na
apies, wellness, relaxation, and
thermal spa adventures for visitors CULTURE • Laško porting events that attract multi- GAMBLING Gorenjskem
of all ages) SPECIAL INTERESTS day guests)
(vineyard cottages, • Celje • Bela Krajina
GASTRONOMY TOWNS & CULTURE
archaeological
(hearty gastronomy based on local tourism, pilgrimage • Podčetrtek (city breaks, rich history, • Kočevsko
festival and performance events,
production and recipes and com- tourism, etc.)
• Rogaška Slatina contemporary and alternative arts, • Škofja Loka (the
plemented with delicious wines
and beer) • Dobrna town discovering) Poljane and Selca
TOURING valleys)
COUNTRYSIDE • Čatež (Posavje)
TOURISM (Ljubljana as a town for discovering • Idrija
(all year-round tourism based on • Novo Mesto, macro destination and Slovenia)
what tourist farms offer, small Šmarješke Toplice GASTRONOMY
providers and vineyard cottages, and Dolenjske (a combination of urban and coun-
and authentic rural experiences) tryside cuisines)
Toplice (Dolenjska)chapter 3
Development strategy 22 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 3
Development strategy 23
DEFINITION OF TOURISM PRODUCTS
At the national level ten leading These are, as follows: THE MOST IMPORTANT TOURISM PRODUCTS IN TERMS OF THEIR
IMPACT ON REVENUES AND IMAGE.
(primary) tourism products have been • Holidays in the Mountains
identified as key products in particular and Outdoors,
experiential macro destinations. • Business Meetings & Events,
• Health & Well-being, I. II. III.
• Experiences in Nature The most important products in terms Products having a strong impact on Products having a minor impact on
• Gastronomy, of their impact on revenues and im- revenues and image revenues and image
SOČA age. Promotional support, active
• Culture, product development and manage- • EXPERIENCES in NATURE • SPORTS TOURISM
• Sun & Sea, ment at the national level: • GASTRONOMY • SUN & SEA
• CULTURE • COUNTRYSIDE TOURISM
• Sports Tourism, • HOLIDAYS IN THE MOUNTAINS & • TOURING
• Touring and OUTDOOR
• HEALTH & WELL-BEING
• Countryside Tourism. • BUSINESS MEETINGS
Strong
HOLIDAYS IN THE
MOUNTAINS &
HEALTH & OUTDOOR
GASTRONOMY WELL-BEING
EXPERIENCES IN I.
NATURE
CULTURE
BUSINESS MEETINGS
IMPACT ON IMAGE
SPORTS TOURISM
TOURING
SUN & SEA
COUNTRYSIDE
TOURISM
Low III. II.
Low IMPACT ON REVENUES Strongchapter 3
Development strategy 24 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 3
Development strategy 25
2. INSTITUTIONAL AND LEGAL FRAMEWORK MEASURES:
This measure aims to strengthen the DESTINATION
role of the national tourist organisation, MANAGEMENT REGULATION OF MOUNTAIN-
which will assume new tasks of Slovenian Tourist Board (STB) BIKING IN NATURAL
coordinating macro destinations in strengthens its role as the national ENVIRONMENTS
terms of marketing and expanding the tourist organisation (NTO) Amendments to legislation
competences of the Tourism Directorate
Increasing the competencies of to enable mountain-biking in
at the Ministry of Economic Development LJUBLJANA
the Tourism Directorate natural environments
and Technology, which has been tasked
with drafting development guidelines for Increasing the activities Drafting the action plan to
these four key macro destinations. Other undertaken by SPIRIT (Public implement the legislation
legislative measures stated below are also Agency for Entrepreneurship, governing mountain-biking
of essential importance in this context. Internationalization, Foreign
Investments and Technology) REGULATION OF THE
as a promotor of investment SYSTEM FOR MARKING
opportunities in the tourism THEMATIC HIKING TRAILS
industry
Review of the existing thematic
Introducing new vertical and hiking trails
horizontal links within the
Financing for the maintenance of
tourism management system
mountain trails
TOURIST TAX
MODERNISATION OUTDOOR SPORTS TRAINING
Setting up a watersports training
Increasing the tourist tax
system
Distributing the tourist tax
Providing conditions for leisure
activities with an increased level
MODERNISATION OF of risk
LEGISLATION GOVERNING
ACCOMMODATION
INCLUSION OF CABLEWAY
Formal acknowledgement of INSTALLATIONS IN PUBLIC
glamping and other innovative PASSENGER TRANSPORT
forms of accommodation in
Legislative arrangements to
the great outdoors as a type of
include passenger cableways in
accommodation
public passenger transport
Introducing the ‘Hotelstars’
Amending the legislation
classification system
regulating passenger cableway
Modernising legislation installations in accordance with
governing accommodation the new EU-legislation
SIMPLIFICATION OF SAFETY IN TOURISM
GUIDELINES ON GOOD
Maintaining the level of safety in
HYGIENE PRACTICES AND
tourism
APPLICATION OF THE
HACCP PRINCIPLES IN THE
HOSPITALITY INDUSTRYchapter 3
Development strategy 26 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 3
Development strategy 27
3. ACCOMMODATION, TOURISM INFRASTRUCTURE AND MEASURES:
INVESTMENTS RESTRUCTURING OF STATE- PROMOTING THE
OWNED HOTEL COMPANIES DEVELOPMENT OF SMES
Slovenian tourism needs to undergo One of the key policies is the investment pol- WITH INVESTMENT AND A system for the allocation of
a major restructuring with the icy, on which it depends whether our goals MANAGEMENT PLANS funds to SMEs
renovation of tourism infrastructure. will be achieved and whether the Slovenian Conducting a detailed financial Favourable credit lines for SMEs
The infrastructure should be based tourism industry will make a breakthrough analysis
on high-quality and innovative or remain at a standstill. We need to resolve
Setting up a state fund for MASTER PLANS AND
tourism products that will have a the issues relating to the restructuring of
corporate restructuring (under MARKETING PLANS FOR
positive impact on the occupancy of state-owned companies, new greenfield in-
the auspices of the Slovenian MACRO-REGIONS
accommodation capacities and will vestments and incentives such as loans, re-
Sovereign Holding – SSH)
increase guest’s level of daily spending. liefs, and grants. Developing individual master
So far rehabilitation and privatisation at- Ownership consolidation plans for macro-regions
tempts have not resulted in the significant Structuring a new portfolio Developing marketing plans for
restructuring of companies or the exploita- macro-regions
tion of their development potential. We are NEW INVESTMENTS IN
therefore suggesting a professional and HOTEL AND HOLIDAY RESORT
transparent model for the restructuring of EU-FUNDS/NATIONAL FUNDS
CAPACITIES TO IMPROVE TOURISM
state-owned hotel portfolio. We propose set-
Determining 15 to 20 key projects INFRASTRUCTURE
ting up a state fund for corporate restruc-
for the development of hotels Providing grants at the
turing, with professional guidance and a
and holiday resorts national, local and EU levels
well-defined business plan. The first step to-
wards implementing this measure is to draw Determining incentives for investments in tourism
up a detailed financial analysis. Creating promotional booklets to infrastructure
We also need new investments in order to attract investments Increasing the absorption of
compete globally; to this end we propose that EU-funds for investments in
an investment credit line for tourism com- STRATEGIC INVESTMENT intangible assets in tourism
panies be established through SID Bank; fur- PROJECTS
thermore, we will identify 15 to 20 key areas Drafting an instrument for SMART MOBILITY
for tourism development, etc. strategic projects in tourism Including public passenger
Zdravko Počivalšek, transport in Slovenian tourism
Minister of Economic Development and INCENTIVE SCHEMES Developing urban smart cards
Technology FOR THE DEVELOPMENT Projects for calming traffic in
OF TOURISM AND HOTEL tourist destinations and the
SECTORS development of alternative
Establishing an investment solutions
credit line for tourist companies
A system for the absorption of
grants for tourism
BLEDchapter 3
Development strategy 28 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 3
Development strategy 29
4. HUMAN RESOURCES MEASURES:
Human resources are one of the most VOCATIONAL EDUCATION DEVELOPMENT OF A
important untapped development IN THE HOSPITALITY AND MODEL FOR PROMOTING
potentials of Slovenian tourism. Measures TOURISM INDUSTRIES APPROPRIATE HUMAN
in this field are organised into three levels: Introducing new school hotels RESOURCES POLICY
formal education measures, measures
Updating standards and
to promote on-the-job education, and
specialisations in vocational
measures to create a model for promoting PIRAN
education
appropriate staffing policies. The close
cooperation of all stakeholders is of
vital importance for the measures to be TERTIARY-LEVEL
implemented effectively. EDUCATION Tourism is a service industry, which is
PROGRAMMES why it needs motivated, professional
Establishing a business and committed employees to achieve
programme for the hotel our vision. We must make changes with
industry regard to formal education, on-the-job
Strengthening programmes for training and the promotion of profes-
middle management in tourism sions and, above all, we must raise the
Improving the data capture prestige of occupations in the hospital-
system for tourism needs ity and tourism industries. It is essen-
tial that we encourage the appropriate
human resources management policy,
PROMOTION OF VOCATIONAL systematically invest in educating em-
EDUCATION IN TOURISM ployees and introduce a system for pro-
Improving the image of tourism motions and incentives.
professions Only this way will we be able to translate
this respectful attitude into high-qual-
ON-THE-JOB EDUCATION IN ity services for guests, which is crucial
TOURISM to achieve the goals that we have set in
this strategy.
Setting up a national centre for
on-the-job education in tourism Eva Štravs Podlogar,
Providing education for small, State Secretary of the Ministry of Economic
specialised hotels Development and Technology
Strengthening the knowledge of
information and communication
technology (ICT)chapter 3
Development strategy 30 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 3
Development strategy 31
5. SPACE, CULTURAL AND NATURAL ASSETS MEASURES:
The tourism development policy focuses The development of Slovenian tourism is DEFINING SPECIFIC FURTHER DEVELOPMENT
on sustainable (green) growth and on clos- based on sustainability. This is a key build- TOURISM DEVELOPMENT OF THE GREEN SCHEME OF
ing two gaps: a gap between tourist green ing block that we firmly rely on, even though AREAS SLOVENIAN TOURISM (GSST)
potential and its economic turnover, and this strategy is more business-oriented. We Defining specific areas AND THE SLOVENIA GREEN
a gap between the ‘green’ promise and the will define specific tourism development (destinations) for the BRAND
actual quality of tourist experience. areas, thus committing ourselves to the de- development of tourism Active management of the GSST
velopment of tourism in those areas with
Green monitoring of the new
the greatest tourism potential. We will pur-
DRAFTING A NATIONAL categories of the GSST service
sue our activities in this field along with the
PLAN FOR GREEN providers
Green Scheme of Slovenian Tourism and will
strive to achieve a high valuation of our nat- (SUSTAINABLE) TOURISM Promoting the design of green
ural assets and the widest possible integra- Ratification of international scheme products and their
tion of our cultural heritage in the tourism conventions regarding commercialisation
sector. sustainable tourism development Producing an analysis of
Drafting a plan for the climate change impacts on
Renata Martinčič, integration of UNESCO world the development of Slovenia’s
Director-General of the Tourism Directorate at the tourism
heritage in tourism
Ministry of Economic Development and Technology
Promotion of green international
connections VALUATION OF NATURAL
ASSETS
INTRODUCING THE Drafting a plan for the
MONITORING OF TOURISM development of tourism in
DEVELOPMENT IN TERMS Slovenia’s protected areas
OF TOURIST AND VISITOR
SATISFACTION INTEGRATION OF CULTURAL
Monitoring visitor satisfaction HERITAGE
Monitoring resident satisfaction Drafting a plan for the inclusion
regarding the development of of cultural heritage and
tourism comprehensive integration in
tourism
ESTABLISHING A Involvement of private partners
SUSTAINABLE MODEL FOR in the cultural heritage of
VISITOR MANAGEMENT Slovenian castles
Analysis of the carrying Involvement of private partners
capacities of tourist destinations in industrial heritage
in Slovenia and putting in place
management models
POSTOJNA CAVEchapter 3
Development strategy 32 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 3
Development strategy 33
6. SMALL AND MEDIUM-SIZED ENTERPRISES MEASURES:
Several measures have been envisaged SMALL HOTELS AND OTHER
for the development of SMEs and SMALL TOURIST COMPANIES
unlocking their potential. The aim is Improving the administrative
to improve the business environment framework and business
for tourist companies and tourist environment for small tourist
farms, promote the development of companies and tourist farms
specialised smaller service providers, KOROŠKA
and strengthen the range of culinary
services. VALUATION OF CUISINE
The ‘Gostilna Slovenija’
trademark
Product development activities
and the promotion of cuisine
under the brand ‘Taste Slovenia’
through strengthening the
vertical link to regional/local
culinary brands
Establishing culinary diplomacy
and supporting the international
visibility of Slovenian cuisine
Healthy food in the hospitality
sector and its promotion
SETTING UP A MODEL FOR
THE INTEGRATION OF
TOURISM, AGRICULTURE,
CRAFTS, DESIGNS AND
CREATIVE ACTIVITIES
Branding souvenirs, products,
craft and design products from
Slovenia4 MARKETING OF SLOVENIAN TOURISM
chapter 4
MARKETING OF SLOVENIAN TOURISM 36 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 4
MARKETING OF SLOVENIAN TOURISM 37
MARKETING OF SLOVENIAN TOURISM Based on strategic
objectives, the strategy
to improve the image of Slovenian tourism;
to maintain a high level of tourist satisfaction;
pursues five marketing to focus on target segments (Slovenia as a global
The efficient marketing strategy is Slovenia is a global green boutique destina- destination);
a key pillar in achieving strategic tion for demanding guests who are seeking a objectives: to increase visibility;
objectives. diverse and active experience, peace of mind,
and personal benefits. Its marketing strate- to facilitate conversions (from awareness of the
gy introduces the measures aimed at effi- brand to willingness to make a purchase).
cient marketing and promoting Slovenia as
a green, active and healthy tourist destina-
tion offering five-star experiences, through
which Slovenian tourism strives to increase
added value and revenues from travel ex-
ports.
Maja Pak,
Director of the Slovenian Tourist Board
STRATEGIC MARKETING CONCEPT THROUGH FOUR DEVELOPMENT AREAS
1.
MARKETING
MANAGEMENT
SYSTEM
4. 2.
DIGITAL BRAND
3.
PROMOTION
ŠPIČNIKchapter 4
MARKETING OF SLOVENIAN TOURISM 38 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 4
MARKETING OF SLOVENIAN TOURISM 39
Four development areas
(policies) of marketing
A MARKETING MANAGEMENT
SYSTEM Slovenia’s priority markets for tourism
Transformation of the marketing
comprise nine key management system The determination of priority markets
measures and activities: provides a basis for the allocation of resources
BRAND (human, financial investments, time). On the
Development of a new communication basis of the conducted analysis markets have
platform (i.e. great idea) been identified as primary (Austria, Germany,
Italy), emerging (Great Britain and France),
potentially emerging (Benelux, Switzerland,
PROMOTION Denmark, Finland, Poland, the Russian
Focus placed on priority markets – in Federation, Hungary, and the Czech Republic)
accordance with priority groups of markets and markets that have a high-value return on
(guidelines for the allocation of funds) resources invested (Croatia, Serbia, BiH).
Drafting development plans for markets
and initiatives for identifying additional
opportunities
THE MODEL FOR IDENTIFYING PRIORITY MARKETS IN TERMS OF THEIR
Focus placed on the marketing of key ATTRACTIVENESS AND ACCESSIBILITY
products on key markets in view of the
defined product/market matrix
Increasing the effectiveness of • To study the
Ljubljana-Zagreb-
promotion channels USA
Postojna-Plitvice DE
partnership
Further strengthening digital channels • Analysis and CN UK
by increasing funds to at least 39% development plan
for China
of the entire budget by 2021, an
integrated marketing communication FR
approach and an integrated approach
RU NL
to the allocations of funds across the
MARKET ATTRACTIVENESS
SWI
KOR
IT
entire promotional website BE
Enhancing coherence across individual POL AT
promotion channels through a new SPA
communication platform DNK
Use of ROMI (Return on Marketing
FIN
Investment)/BSC (Balance Score Card) HU
STRATEGIC
approach in marketing plans CZ
IL UKR
Development and implementation of EASILY ACCESSIBLE TUR
the B2B measures PONTENTIAL
Newflight connections MAC
EMERGING
HR
MNE SRB
NON STRATEGIC BIH
DIGITAL SHARE OF
OVERNIGHT STAYS
Improving the digital marketing at 2016
contact points on the purchase route EASY ACCESS
Using a digital purchase path for
continuous improvement of the user
Legend: AT - Austria, DE - Germany, IT - Italy, NL - Netherlands, CN - China, CZ - Czech Republic, HU - Hungary, HR - Croatia, PL
experience - Poland, BE - Belgium, RU - Russia, RS - Serbia - FR - France, GB - United Kingdom, IL - Israel.
Implementing initiatives for digital
enhancementschapter 4
MARKETING OF SLOVENIAN TOURISM 40 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 4
MARKETING OF SLOVENIAN TOURISM 41
Focus placed on marketing key products Increasing the effectiveness of promotion channels
on key markets
With a view to increasing the
The product/market matrix has effectiveness of promotion channels,
been developed on the basis of the
identification of priority markets and
four main activities have been identified:
key products. It determines which
products are to be marketed as a Further strengthening digital Using the ROMI (Return on
priority on individual markets. channels by increasing funds Marketing Investment) approach in
to at least 39% of the entire marketing plans;
budget by 2021 while putting into Development and implementation
effect an integrated marketing of B2B measures (the development
communication approach and of a model to increase accessibility
an integrated approach to the by air, education and human
allocation of funds across the entire resources development, increasing
promotional website; quality in marketing research
Using a new communication and the provision of necessary
platform to increase coherence information to B2B partners,
across individual promotion staying abreast of business event COMMON KINGFISHER
channels; programmes (fairs, stock exchanges,
workshops, etc.), and adjusting to
strategic objectives).
PROMOTION OF PRODUCTS FOR KEY MARKETS – PRIORITY LEVEL I PRIMARY II SECONDARY I I I TERTIARY
CONSIDERED IN THE MARKETING PLAN FOR A MACRODESTINATION
THE NEATHER-
AUSTRIA GERMANY ITALY GB CROATIA RUSSIA FRANCE
LANDS
HOLIDAYS IN THE MOUN-
1.
TAINS & OUTDOOR II I I I I I III II
HEALTH &
1.
WELL-BEING I II I III III I I III
1. BUSINESS MEETINGS UNDER THE RESPONSIBILITY OF THE SLOVENIAN CONVENTION BUREAU
2. GASTRONOMY
I I I II I II I I
EXPERIENCES IN
2.
NATURE I I II I II II II
2. CULTURE
II II II II II II II I
2. TOURING
II II III II II I
3. SUN & SEA
II III II II III I III
3. SPORTS TOURISM
III III III III
COUNTRYSIDE
3. TOURISM III III III III5
THE SCENARIO
OF THE ACCELERATED
DEVELOPMENT
OF SLOVENIAN
TOURISMchapter 5
The scenario of the accelerated development of Slovenian tourism 44
The strategy puts The scenario of
forward two possible the accelerated
scenarios for further sustainable
growth of Slovenian development of
tourism: Slovenian tourism.
the scenario of Slovenia’s
current tourism growth rate it envisages the
continuing; following:
the scenario of the accelerated
sustainable development of major investments in higher-
Slovenian tourism. category accommodation facilities
(new investments and renovations),
The first scenario is passive, based on which will facilitate a transition into
the 2008–2015 development trends, and a segment of visitors with higher
envisages minor changes in the current levels of income, provide a basis for
tourism system. According to this price increases, and, consequently,
scenario a currency inflow of EUR 2.76 improved business results produced
billion would be generated from the by visitors’ increased tourist
export of travels by 2021. spending,
The second scenario envisages
improving the quality of the entire
accelerated development based on the
tourism infrastructure and tourism
proactive approach of the competent
products with emphasis on well-
ministries to support tourism
motivated and professional human
development. It builds on a quick,
resources;
responsible and efficient action and
provides support to entrepreneurial legislation and regulations in favour
tourism initiatives. of tourism industry development;
considerably improving the image of
The second scenario is the Slovenian tourism;
one in which we believe and to
increasing the occupancy of
whose implementation we are
tourism capacities and, as a result,
committed.
increasing the number of overnight
stays by 6-8% on average per year;
increasing tourist spending per
overnight stay by 7–10% on average
per year;
EU funds or national funds for the
accelerated development of tourism
infrastructure and products;
efficient and consistent
implementation of policies and
measures proposed in this strategy.
TERME ORHIDELIAchapter 5
The scenario of the accelerated development of Slovenian tourism 46 Strategy for the Sustainable Growth
of Slovenian Tourism for 2017-2021
chapter 5
The scenario of the accelerated development of Slovenian tourism 47
THE SCENARIO OF THE ACCELERATED DEVELOPMENT OF SLOVENIAN TOURISM – 2021
Foreign Average daily
Type of Permanent Overnight Foreign Tourism
Category of Rooms Overnight Beds Beds overnights (A) spending by Tourism exports
accommoda- beds stays – overnights exports
visitors (number) stays – total (percentage) (occupancy) Foreign visitors foreign visitors (in EUR)
tion (number) total (percentage) (percentage)
(B,C) (in EUR)
Hotels 28,844 58,444 2,0 40% 10,135,694 48% 76% 7,714,741 162 1,252,433,644 34%
Greenfield 6,500 13,170 2,259,394 47% 80% 1,807,515 170 307,277,621
Brownfield 8,500 17,223 3,268,911 52% 75% 2,451,683 160 392,269,303
Other 13,844 28,051 4,607,389 45% 75% 3,455,542 160 552,886,720
A. Tourists Camps 9,697 30,403 3,1 21% 1,997,488 18% 70% 1,398,242 78 109,062,841 3%
Private ac- 8,089 25,353 3,1 17% 2,218,506 20% 65% 1,442,029 93 134,108,693 4%
commodation
Other 9,393 32,350 3,4 22% 1,587,137 16% 44% 698,340 93 64,945,638 2%
Total A 56,023 146,551 12 1 15,938,825 30% 71% 11,253,351 139 1,560,550,815 42%
B. Same-day 33,481,559 44 1,486,238,871 40%
C. Transit 37,329,027 18 668,807,492 18%
Total B+C 70,810,587 30 2,155,046,363 58%
TOTAL Total A+B+C 169 3,715,597,178 100%
Note: The tourists in the table refer to overnight visitors versus same-day visitors
(excursionists) and transit passengers.
Source: a simulation of the data obtained from Statistical Office of the Republic of
Slovenia (SURS), Bank of Slovenia (2017), and the Slovenian Tourist Board (STB)
(2017).
Slovenia is expected to achieve the following results in 2021:
11,900 new rooms, which is an increase in the a rise in the number of a total of EUR 3.7 billion of
a 27% increase compared average occupancy same-day visitors by 6% revenue from the export
to the 2015 base year; rate of accommodation on average per year and a of travels, which means an
30,098 new beds, which is capacities by 23% due to rise in the visits of transit increase of 8.7% on average
a 26% increase compared improved destination guests by 0.5% on average per year and a slightly
to the 2015 base year; image; per year; higher share of revenues
a 9% increase in the an increase in the average from foreign overnight
an increase in the total
average spending by consumption of same-day visitors – 42%.
number of overnight
stays by 5.6 million, i.e. a foreign visitors per visitors by 13% and transit
54% increase compared night; passengers by 33%;
to the 2015 base year;colophon
50
Commissioned and drafted by:
the Ministry of Economic Development and Technology
Kotnikova 5
SI-1000 Ljubljana
Edited by: Suzana Zagorc, M.Sc.
Contractor: Consortium of CPOEF and Horwath HTL
Authors of individual chapters and analyses:
Tanja Mihalič, Ph.D., Ljubica Knežević Cvelbar, Ph.D.,
Miša Novak, Kir Kuščer, Ph.D., Tina Šegota, Miha Bratec,
M.Sc. (for CPOEF)
Miroslav Dragičević, Ph.D., Siniša Topalović, Emanuel
Tutek, Iva Rašica, Andrej Šimatić, Ida Pandur, Nada
Kaurin Knežević, Velimir Žagar, Werner Bilgram (for
Horwath HTL)
Design and layout:
Nea Culpa / Numo
Photo:
Archives of the Slovenian Tourist Board: Rok Breznik,
Anže Čokl, Jošt Gantar, Eeva Mäkinen, Aljaž Sedovšek,
Matej Kastelic, Franci Ferjan, Iztok Medja, Tomo
Jeseničnik, Janez Tolar, Aleš Zdešar, Nea Culpa, Archives
of Terme Olimia d.d.; Archives of Ljubljana Tourism;
Shutterstock
Print:
Collegium Graphicum d.o.o.
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