2012 2016 SLOVENIAN TOURISM DEVELOPMENT STRATEGY · republic of slovenia ministry of economic development and technology directorate for tourism and internationalization 2012–2016

REPUBLIC OF SLOVENIA

MINISTRY OF ECONOMIC DEVELOPMENT AND TECHNOLOGY

DIRECTORATE FOR TOURISM AND INTERNATIONALIZATION

2012–2016 SLOVENIAN TOURISM DEVELOPMENT STRATEGY

Partnership for the sustainable development

of Slovenian tourism

In 2016, tourism in Slovenia will be based on sustainable development and will be, as a highly successful industry in the national economy, a major contribution to our country's

social welfare and reputation in the world.

June 2012

Partnership for the sustainable development of Slovenian tourism

2012—2016 Slovenian Tourism Development Strategy Page 2

TABLE OF CONTENTS PARTNERSHIP FOR THE SUSTAINABLE DEVELOPMENT OF TOURISM 5 TO ACCOMPANY THE STRATEGY 7 INTRODUCTION 9

I. Tourism development in Slovenia in the 1991–2011 period 11

II. Slovenian Tourism Strategy 13

III. 2012-2016 Slovenian Tourism Development Strategy (summary) 16

1. INTRODUCTION 19 1.1. Tourism as Slovenia's development opportunity 19

1.2. The Brand of Slovenia 24

1.3. Budget funds for tourism development 26

1.4. The EU Roadmap 29

1.4.1. The importance of tourism in the EU 29

1.4.2. Important EU legal bases 29

1.4.3. EU orientations 30

1.5. Travel and tourism competitiveness index 31

1.6. Challenges 33

1.7. Identified obstacles in achieving greater competitiveness of Slovenian tourism 34

1.8. Monitoring of tourism industry performance at national and entrepreneurial levels 35

2. MISSION, VISION AND OBJECTIVES OF SLOVENIAN TOURISM DEVELOPMENT 38 2.1. Mission, vision and objectives 38

2.2. Principles of sustainability 40

3. STRATEGIES 43 3.1. Basic strategy 43

3.2. Business strategy 43

3.3. Levels of organisation, tourist destinations and basic policies of the tourism offer 44

4. DESCRIPTION OF MEASURES AND ACTIVITIES 58 4.1. Development area or activity 1: 59

Encouraging competitiveness of Slovenian tourism 59

4.2. Development area or activity 2: 72

Ensuring a favourable business environment 72

4.3. Development area or activity 3 76

Efficient and innovative marketing and promotion of Slovenia as an attractive tourist destination 76

4.4. Objectives and Indicators 82



5. FUNDS ENVISAGED FOR THE REALISATION OF THE 2012-2016 SLOVENIAN TOURISM DEVELOPMENT STRATEGY 94

Bibliography and Sources 111

Enclosures 113 A. Slovenia's Development Strategies 2006-2013 and 2013-2020 113

B. The drawing up of the 2012–2016 Slovenian Tourism Development Strategy 114

C. Justification for the proposal to increase budgetary funds for tourism development 117



List of Figures Figure 1: Tourism inflow and outflow, Slovenia, 1994 2011, (in EUR 1 000) .................................................... 20 Figure 2: Tourism flows by arrivals of foreign and domestic tourists, Slovenia, by years, 1991–2011 ............... 21 Figure 3: Tourism flows by overnight stays of foreign and domestic tourists, Slovenia, by years, 1991–2011 ... 21 Figure 4: Domestic and foreign tourist overnight stays, Slovenia, 1991–2011 ................................................ 22 Figure 5: The flows of the average periods of stays domestic and foreign tourists, Slovenia, 1991–2011 ......... 22 Figure 6: The number of rooms and beds, Slovenia, 1991–2010 (old and new methodology) ......................... 23 Figure 7: Brand of Slovenia........................................................................................................................ 24 Figure 8: Budget and EU funds earmarked for tourism, Slovenia, 2001–2011 (in EUR) ................................... 26 Figure 9: Data on actually realised municipality revenues obtained from tourist tax for the 2007–2011 . ........ 27 Figure 10: Data on actually realised municipality revenues obtained from concession fees and special games of

chance in the 2007–2011 period (in EUR) ................................................................................................... 28 Figure 11: Cover story of Slovenia as a tourist destination – Slovenia. Green. Active. Healthy. ........................ 45 Figure 12: Objectives and development areas (priority areas marked green) ................................................ 58 Figure 13: Interaction between measures and activities and long-term effects of investment in knowledge .... 63 Figure 14: Organisation of Slovenian tourism funding ................................................................................. 75

List of Tables Table 1: Tourism data ............................................................................................................................... 19 Table 2: Objectives of the new EU tourism policy are the following: ............................................................. 30 Table 3: Slovenia's ranking using different criteria ...................................................................................... 31 Table 4: The Slovenia's Travel and Tourism Competitiveness Index .............................................................. 32 Table 5: Competitive advantages ............................................................................................................... 33 Table 6: Areas lacking competitiveness ...................................................................................................... 33 Table 7: Presentation of physical and value indicators for the evaluation of performance effectiveness ......... 35 Table 8: Development areas, measures and objectives ................................................................................ 39 Table 9: General quantity and quality objectives and indicators ................................................................... 82 Table 10: Development areas (activities) and measures with objectives and indicators .................................. 84 Table 11: Framework financial plan by area (activity) during the 2012–2016 period ...................................... 99 Table 12: Review of the Slovenia's Development Strategy objectives ......................................................... 113



PARTNERSHIP FOR THE SUSTAINABLE DEVELOPMENT OF TOURISM Ministry of Economic Development and Technology Marjan Hribar, Acting Director-General of the Tourism and Internationalisation Directorate

Where there is a will, there is a way. A strong will and a clearly set goal will make the road shorter and easier, especially if we combine our strengths. The new 2012–2016 Slovenian Tourism Development Strategy has a sound foundation for the future: the direction that has been chosen by the partners of Slovenian tourism. We have committed ourselves to ensuring sustainable development of tourism in the future – and no one will be a mere observer. We shall cooperate and act in a more responsible way, each in accordance with own powers and competences.

We have set ourselves ambitious goals because we believe that, together, we can achieve them. The activities planned are numerous as we are aware that many challenges lie ahead of us. We are also aware that road can be difficult in places; however, this will not keep us from our goal. Through bad and good times, tourism has proved to be strong. Now, let's bravely continue on our way!

Slovenian Tourist Board Maja Pak, Director

In cooperation with the tourism industry, the Slovenian Tourist Board has established an umbrella framework and defined the competitive advantages of Slovenian tourism, key tourism products and target groups. On this basis, the 2012–2016 Slovenian Tourism Development Strategy has laid down five basic orientations for the marketing of Slovenian tourism in the next five-year term. These are the following: increasing the recognisability of Slovenia on key markets, development of new markets, clear positioning of tourism products, efficient digital marketing, and increasing the volume of coordinated promotional activities through partnerships.

The guiding principle of all activities is a sustainable approach. We are convinced that partnerships and clear objectives are crucial for Slovenia's tourism offer to be successful on the global tourist market in the future.

The commitment to implementing strategic measures in the fields of development and marketing has been confirmed by signing the Declaration on Partnership for the Sustainable Development of Slovenian Tourism.

Tourism and Hospitality Chamber of Slovenia Zdravko Počivalšek, President

The Slovenian Tourism Development Strategy has set quality objectives and appropriate measures to enable a rational and sustainable development of tourism over the medium-term period. We believe that we can ensure, primarily through higher sales in foreign markets, the development of the tourism industry, which is of particular importance for national economy, and thus contribute to the prosperity



of Slovenia. The strategy is comprehensive and takes into account all sectors, with policies and activities enabling the successful development of tourism. The responsibility is on all of us: politicians, business and civil society sectors. Only with joint efforts can we achieve a faster increase in tourism turnover and exports, create thousands of new jobs, and generate a multiplication of development effects in a number of other activities: from traffic and agriculture, sport and culture, the construction sector and the production of goods for tourist facilities and tourists, to trade and other services. It is for this reason that we have to manage this sector and implement its strategy in a concerted manner. The new tourism development strategy is also important because, due to the global economic crisis, our actions must be well considered so as to enable the growth and development of tourism in the future. The strategy will be carried out with a positive approach and the cooperation of all who are engaged in tourism or influence it through our work. The tourism industry sector, united in the Tourism and Hospitality Chamber of Slovenia, congratulates the Tourism and Internationalisation Directorate for taking a new approach when preparing the 'bottom-up' strategy and for playing an active and constructive role in these activities.

Chamber of Craft and Small Business of Slovenia, Tourism and Hospitality Section Mate Matjaž-Tomi, President

The practice of unity and interoperability between all organisations dealing with hospitality and tourism must also be transposed to the cooperation of all hospitality and tourism service providers. I am confident that this will then translate into positive financial indicators. Hospitality and tourism encourage other economic activities, small and large, and with good work they can significantly help the Slovenian economy to overcome the current crisis.

Tourist Association of Slovenia Peter Misja, President

The tourism organisation within the Tourist Association of Slovenia – an association with a hundred and seven years of tradition – has been cooperating, as a social sector, with the public and private sector for a number of years, while being an equal and creative co-shaper of all major tourism developments and following the principles of partnership at local, regional and national levels, which will also continue in the future. Our permanent and priority tasks are and will remain the raising of public awareness about tourism and coexistence with tourists, with emphasis on the green sustainable tourism, care for the order of places, work with youth and their education for living with tourism and for tourism, cooperation at local, regional, national and international levels with all relevant private and institutional partners on the co-shaping of strategic orientations of Slovenian tourism and, of course, in particular their implementation.



TO ACCOMPANY THE STRATEGY Taleb Rifai, Secretary-General, United Nations World Tourism Organisation (UNWTO)

The impressive growth of tourism in Slovenia over the previous decade is testimony not only to the country's breath-taking scenery, bustling towns and welcoming people, but also to the active and engaged approach of consecutive governments towards the sector.

In Slovenia there exists a tangible recognition at all levels of the importance of tourism to the national economy, particularly in terms of job creation and regional development. The New Slovenia Tourism Strategy, 2012–2016, is further proof of this support and a key step towards consolidating Slovenia's image as a leading tourism destination in the heart of Europe.

This new strategy represents more than simply a blueprint for growth. It is a commitment to a vision that by 2016, 'tourism in Slovenia will be entirely based on sustainable development'.

This is indeed a laudable goal. It is also the right one. Tourism strategies cannot afford to distance themselves from the principles of sustainability, both for the sake of the environment, and if they are to achieve competiveness in the global tourism marketplace.

It is ever more apparent that sustainability (in its three pillars: social, economic and environmental) and competitiveness are inseparable. Competitiveness can only be achieved by fully embracing sustainability. This new strategy touches on an impressive number of objectives and measures, yet sustainability underlines them all and represents the common thread running throughout this future vision of tourism in Slovenia. It is this focus that makes this the strongest possible tourism strategy.

International tourism is an extremely competitive market, with new destinations continuously emerging and gaining market share. By placing sustainability at the heart of its strategy I have no doubt that Slovenia will continue to protect and enhance its natural beauty, providing the country with its unique competitive edge for years to come.

*** Leslie de Chernatony Professor of Brand Management Developing a strategic plan for a place brand represents one of the more daunting challenges for management. It is therefore commendable to see the 2010–2016 Slovenian Tourism Development Strategy. The strategy is able to take advantage of the previous work to develop Slovenia as a well-conceived brand. The respected branding gives Slovenia a competitive advantage, since with a clear vision for this brand, a focused cluster of benefits are being presented to the tourist market. It is easier to attract particular tourist segments when there is an easily recognisable cluster of benefits. Furthermore, those Slovenian groups that need to work together to deliver the Slovenia brand promise are better able to co-ordinate their coherent activities as they know which forms of behaviour reflect the desired Slovenia brand. Successful branding in the tourist market is not just about developing a brand; it's also about having a unified approach amongst different groups to deliver the brand promise.



Pride and commitment enable locals to act in a natural manner when seeking to leave a lasting memory of the joys of being a tourist in Slovenia. The opportunities from Slovenia's growing numbers of tourists make this strategy document compelling reading.

***

Maja Uran Maravić, Turistica – Faculty of Tourism Studies, University of Primorska

Maja Uran Maravić is an associate professor in the field of strategic management and quality management in tourism and a co-author of the previous tourism development strategy (Development Plan and Policies of Slovene Tourism 2007–2011).

The essence of any good strategy for tourism development lies in the structure, the concepts of competitiveness, the inclusion of stake-holders and, especially, the willingness of all stake-holders to implement the set goals and activities.

The term 'tourism strategy' is universally used in the public as a designation for the development of tourism and/or marketing plans for destinations, regions and countries. In other words, the tourism strategy is a fundamental long-term development plan of a destination, covering its further development in terms of competitiveness and/or its marketing. Therefore, it must have an adequate structure, which (according to the theory of strategic management) means that it has all basic phases: analysis of the situation, design, implementation and evaluation of the strategy.

In tourism planning, the sustainable and long-term competitiveness of a destination must be the top priority of the management at local and national levels. The competitiveness of a tourist destination is its ability that, despite the growing tourism offer (attractive destinations), it manages to provide an adequate level of tourist visits and, consequently, enhance the satisfaction of all stakeholders in the tourist system. Each tourist company should set the objective of establishing a system of a tourism offer that will attract and meet tourists' expectations of quality. Tourist visitors and their satisfaction with the destination will generate revenue, which are also a main goal. A good strategy should, above all, define how to compete on the market and how to remove the obstacles to increasing competitiveness.

Tourism development falls under the responsibility of various stakeholders, from the government stakeholders (the Ministry of Economic Development and Technology, and the Tourism and Internationalisation Directorate), private ones (interests are pursued through the Slovenian Chamber of Commerce and Industry and interest groups) to public, civil or international organisations. Tourism is a service economic activity, its essential feature being that it markets national assets (i.e. mountains, beaches, sea, culture, history, etc.), which justifies its obligatory cooperation with the state administration as a trustee of a joint 'socially-owned property'. Hence, a successful development of tourism requires cooperation or an appropriate dialogue among all three stakeholders – public, private and civil sectors.

The Republic of Slovenia has already adopted its fifth national tourism development strategy. The implementation of each strategy has depended on the willingness of stakeholders. The new strategy has everything necessary to succeed; consequently, I only wish we would manage to implement it.



INTRODUCTION

In 2011, we often looked back at the history of our young country. We were celebrating the twentieth anniversary of our independence; we were proud to do so, but this also drew attention to the fact that Slovenia is still far from the ideal of integration with the European and global political, economic and tourist spheres. Does the word 'ideal' even belong here at all? Does it not raise too many expectations too high? Yes, the word does actually belong here. We may never reach an ideal situation, but it is always best to strive for high goals, rather than being satisfied with grey mediocrity. Slovenia and Slovenian tourism, with rich endowments of natural and cultural heritage, deserve much more.

With the development of the new tourism strategy being completed, we are already well into 2012. Although the country has a new government, this does not at all diminish our efforts towards sustainable development and the quality of national tourism. The objectives and values have remained the same. But so have the issues of national and international economies, only their resolutions seem to have significantly accelerated, albeit often in a painful way. Has this brought us closer to the end of the crisis? The awareness that tourism – in all phases from development to marketing – is part of the solution and not the problem will definitely help. By expanding the competences of the Tourism Directorate at the Ministry of Economy to internationalisation or international economic cooperation, our conviction about the importance of our sector in the overall national economy has been further confirmed.

During the adoption of the new Slovenian tourism strategy, for at least four years the international economic situation has been facing daily news of company bankruptcies, growing unemployment, protests in front of financial institutions, concern for the future of the European currency and similar. In these precarious circumstances, the successful development of tourism and marketing undoubtedly provides a solution rather than presents part of the problem.

According to the data provided by the World Tourist Organisation (UNWTO), 2011 saw remarkable trends in the development of tourism in all global regions, except for the so-called 'Arab Spring' in North Africa and the Middle East. The final data on Slovenian tourism show that Slovenia substantially exceeds the European average, and some foreign markets rank Slovenia among the 'stars' of this year's summer season, as international tourist arrivals have reached nearly a double-digit growth (nine per cent).

Furthermore, in recent years, stakeholders and co-shapers of Slovenian tourism have reached a very broad consensus on the sustainable development of tourism. This means that tourism must be environmentally friendly, protective towards national and local culture, and focused on maintaining social balance in terms of prosperity for every individual, family, society, and thus our country. Last but not least, the Slovenian tourist community has accepted its share of responsibility for climate change and strengthened its sense of social responsibility.

The change that was announced and substantiated by the Tourism and Internationalisation Directorate and the Slovenian Tourist Board with their partners at the Slovenian Tourism Forum at Radenci in 2009 is much more important than it seems.

It is about the historical consensus of one of the important key activities of the Slovenian economy. Sustainable development may be, without reservations, approved by managers of large tourist systems, their marketing agents, promoters in regional and local tourism organisations, travel enthusiasts in the tourism associations and the Tourist Association of Slovenia, trainers, innkeepers, taxi drivers and airline cabin crews, and finally also Slovenian tourism partners outside the HoReCa



sector (hotels, restaurants and catering), and politicians from the local level to the National Assembly and the Government of the Republic of Slovenia, and even the President of the Republic of Slovenia.

Even if the decision about sustainable development as the basis of Slovenian tourism, was quite obvious – for the reason that such a policy was only to protect and enhance the quality of the largest competitive advantage of Slovenian tourism, i.e., the natural and cultural environment and hospitality of our nation – we have to bear in mind that no broad national agreement or consensus can be taken for granted, in particular in small communities like ours. It is for this reason that the decision about sustainable development is of historical significance and provides the basis for the preparation and implementation of all documents and projects in the future.



I. Tourism development in Slovenia in the 1991–2011 period

The path towards the independence of Slovenia was quite rocky. Few expected that the proclamation of independence would automatically weaken a still vague international perception about Slovenia being a safe tourist destination. A ten-day war in June and July 1991 contributed significantly to this and, although followed by a consolidation period for Slovenia as a country, the decline in international tourism was so dramatic that it took almost two decades to recover the former number of foreign tourist arrivals and overnight stays .

However, this was not merely the issue of security. The good, yet quite inexperienced, communication of a young state with the international public soon reinforced its conviction that Slovenia was a much safer tourist destination in comparison to other destinations, and, above all, a more established and well-recognised tourist goal. Key tasks were mainly focused on the restructuring of the tourism economy, the privatisation of the hotel industry, the reconstruction of accommodation capacities, the establishment of new tour operators, travel agencies and carriers, full access to foreign markets and, for a Slovenian tourist, also to destinations abroad, etc.

We have addressed three strategic issues; firstly, how to open wide the door to foreign capital that would, through direct investment, become the co-owner of our tourism, then orientation towards the mass tourism or exclusivity and, finally, the painful issue of the recognisability and promotion of Slovenian tourism in the international public. With regard to the first issue, it was quickly established that a small country like Slovenia was not exactly on the priority list among foreign investors. We had to rely on our own resources and we soon realised that consequently Slovenian tourism is stronger and independent from the influence of powerful foreign owners. Realising this, we needed a small step to the conviction that Slovenia's smallness in size and tourist activity, in comparison with mighty neighbours of Austria, Italy and Croatia, does not allow our country to focus on mass tourism,

nor to focus on exclusive tourism, but rather on designing a comprehensive tourism offer according to the tailor-made principle.

Rather than receiving anonymous tourist crowds arriving with charter flights, our tourists were 'known by name', and offered products of active, cultural, convention, health and wellness tourism1 and, above all recently, true gastronomic and wine indulgences. In this field, we determinedly discontinued the practice of tourism development until the dissolution of Yugoslavia in 1991. The decision not to encourage mass tourism was one of our first strategic steps and one that in fact enabled recent consensus on the sustainable development of tourism.

The independent growth of Slovenian tourism has always been accompanied by the shadow of poor recognisability in the world. For some time this was attributed to poor promotion. However, even the last advocators of this cause realised that the promotion of Slovenian tourism had never been as good as that conducted since the establishment of the Slovenia Tourism Promotion Centre (1995) or, subsequently, the Slovenian Tourist Board, and that the reasons were rooted elsewhere. The main reason for Slovenia's poor recognisability abroad, as a country and tourist destination, is because the country is young, while every destination builds its reputation for decades and each country for centuries. Only in recent years has it been established that the main goal is not a worldwide recognisability of Slovenian tourism, but its good, rather excellent reputation among decision-makers and opinion leaders, who will spread their opinions to their countries and markets, among

1 Well-being tourism.



businessmen, tourists, travellers, target groups and market niches. After a few years of successful cooperation with EU institutions, a bold decision was made to take a more aggressive approach in more distant countries, in particular in the BRICS countries (Brazil, Russia, India, China and South Africa. The results were achieved faster than expected by many analysts; as early as in summer 2011, Ljubljana's streets, Bled Castle, Postojna Caves, and Tartini Square in Piran were visited by tourists who a few years ago had not been aware of the existence of Slovenia.



II. Slovenian Tourism Strategy

Why is a tourism development strategy necessary? Because this strategic economic activity, which has a strong and positive impact on natural, cultural and social development of the natural and social environment, concerns a considerable number of various stakeholders governed by private and public law, and civil and social organisations, all having a wide variety of individual interests. These are to be brought forward and identified. All options should be discussed and, as much as possible, based on an overview of the current situation in this sector, these interests should be brought into line at the international level and implemented.

The term 'strategy' implies that activity is focused on the future and development, which is why we have to set high, but realistic and achievable goals.

When the economic system of the socialist self-management changed into a market economy at the beginning of the 1990s, economic entities took the initiative. They have primarily dealt with the privatisation of the former socially-owned property, the reconstruction of worn-out facilities and the development of new economic factors; among them, small and medium-sized enterprises still prevail. In 1995, the state became more actively engaged in tourism.

In January 1995, the National Assembly of the Republic of Slovenia adopted a resolution on strategic aims in the field of tourism development in Republic Slovenia with a programme of activities and measures, imposing on the government the establishment of a public institution for the promotion of tourism and the drafting of the law governing the promotion of tourism. When in place and fully operational, this institution – the Slovenia Tourism Promotion Centre – broke new grounds in spring 1996 and prepared a document entitled Index 356, which is considered to be the first true marketing strategy of Slovenian tourism.

A number of documents were prepared that outlined the direction of tourism development. The first tourism development strategy was adopted and the organised marketing of Slovenia as a tourist destination began under the auspices of the Slovenia Tourism Promotion Centre (the STPB: in 1999, it was renamed as the Slovenian Tourist Board); the first college of tourism was established.

The primary goal of the resolution was to develop recognisable and market-oriented tourism offers based on domestic knowledge and cultural heritage. They were to offer quality, to be tailored to the needs of tourists with higher purchasing power and to make Slovenia a recognised destination on the tourist market. The offer was to be developed in delineated geographical units (mountains, sea, including the Karst, health resorts, towns and rural country). This strategic document also set quantitative objectives that were to be achieved in the period from 1995 to 2000. The tourism sector was expected to attract 6 million tourists and offer 12 million overnight stays, while foreign currency inflow would amount to 3.5 billion USD. The investment in infrastructure was to increase the quality of accommodation facilities and other infrastructure, while the accommodation facilities should be increased by additional 20 000 beds. One of the most important measures put forward by the resolution was to draft a law governing tourism.

In 1995, the Gaming Act and the Hospitality Industry Act entered into force; furthermore, general practices and customs were adopted in the hospitality industry. The classification of accommodation facilities was introduced in 1997, when the government established the Ministry of Small Business and Tourism that was headquartered in Maribor; a year later, the Tourism Development Act was adopted. The law was drafted with a view to fostering an environment which would facilitate the development of tourism. In terms of contents, the law consisted of two parts. The first part identified the activities, forms, financing and organisation of tourism at the local and national levels, while its second part specified trading conditions in selected tourism activities. In terms of the



organisation in tourism, the law envisaged the setting up of local tourism organisations (LTO) to promote tourism at the local level. The law also regulated the operation of agencies and tourist guides; in 1999, the Chamber of Commerce and Industry of Slovenia began licensing procedures for tour operators and tourist guides.

In the first decade of the 21st century, attention was paid to the strengthening of tourist demand and supply, and the restructuring and increasing of the quality of tourism offer in view of the increasingly clear orientation towards sustainable development. There were also mergers of larger enterprises, investment in new tourist infrastructure and reconstruction of existing infrastructure. The legislation governing tourism underwent major revisions. A new umbrella law was adopted in 2004 and 2008 saw the adoption of new rules on the classification of accommodation facilities.

The 2002–2006 strategic document replaced the administrative model of management with a business approach, taking into account the principles of sustainable development, comprehensive spatial development of the state, life quality, market niches and the quality of offer, service clusters and development centres and social capital, and business partnership. In tourism development, business entities were to market individual destinations by means of products, programmes and in delineated tourist areas. The strategy also envisaged the introduction of annual policies by means of which the state would define the targeted programmes, financial means and implementing instruments for achieving programme objectives. It highlighted the importance of integrating national, regional, local and entrepreneurial interests and services in the fields that improved Slovenia's competitive advantage.

Basic orientations of tourism development were to be derived from competitive advantages, mainly the geographical position and the variety of offer. The strategy envisaged that tourism offer in Slovenia be divided into ten basic tourist areas (the Coast, Goriško, Karst, Ljubljana, the Julian Alps, Pohorje-Maribor, Pomurje-Obsotelje, Dolenjska, the Slovenian countryside and towns with hinterland). Based on these delineated areas, the development of integral tourism offer was discussed within the products (gambling, health and spa, and business tourism), geographical areas (the Julian Alps, Maribor, Karst and the Coast) and programme areas directed into countryside (3E: ecological, ethnological and oenological), recreational (3A: active, action and adrenaline), and experience tourism (3D: doživljajski, dediščinski in domišljijski (experience, heritage and fantasy)).

The quantitative and qualitative objectives of the strategy also included the increase in the annual tourism turnover to EUR 1.6 billion, the number of night overstays by seven per cent per annum, average daily individual tourist consumption of EUR 80 per day, occupancy rate of facilities to at least 50 per cent, the upgrading of at least 4 000 hotel beds, the development of a minimum of 38 new tourist farms and the improvement of the beds on offer in mountain huts, youth hostels and camps. Furthermore, this would increase the recognisability of Slovenia, improve the educational structure in tourism, preserve the nature and increase the integration of cultural heritage in tourism.

The Promotion of Tourism Development Act (ZSRT) was replaced by the Tourism Development Act in 1998. The new law did not define the method for tourism organisation at the local level or the compulsory membership, which was disputable in the old law. In terms of contents, the new law was also divided into two parts: the first part defined the planning, financing and encouragement of tourism development at the national and local levels, while the second part contained the conditions for the implementation of certain activities relating to tourism. It primarily sets the conditions to be met by tourist agents, tourist guides and escorts, tour operators or organisers of sport events.

With the Development Plan and Policies of Slovene Tourism 2007–2011 (DPPST, 2006), the Ministry of the Economy aimed to set up a development model of tourism in the period 2007–2011 that would best evaluate key development potentials in tourism. The document defined the role and



tasks of individual stakeholders involved in tourism development. It proposed a model of destination organisation resulting in a simple organisation and increased efficiency of Slovenian tourism, which was to be simpler and more effective. Furthermore, the document included guidance for the marketing and promotion of Slovenian tourism.

Such an introduction was important because the review of twenty years of Slovenian tourism challenged us to look into the future. We cannot continue to congratulate ourselves for our successor or to dwell on the past. Let's walk forward into the future!



III. 2012-2016 Slovenian Tourism Development Strategy (summary)

The 2012-2016 Partnership for the Sustainable Development of Slovenian Tourism (the working title of the new tourism strategy) is based on experience of the previous two decades and discoveries from at least a century before that, on the theoretical knowledge and findings from the fifteen years of the Slovenian Tourist Board's operations, cooperation between the Ministry of Economic Development and Technology, the Slovenian Tourist Board and stakeholders from the private and civil society sectors and, especially, on a very clear image of what we wish to achieve in the future.2

Emphasis is placed on the sustainable concept of tourism development in all areas and levels.

In general, there are three development areas, but the main goal of the national tourism strategy is actually to achieve synergy among all of them:

increasing competitiveness, favourable business environment, effective and innovative marketing.

These development areas definitely include investments in quality and innovation, 'climbing' the international ladders of competitiveness in both tourism in general as well as its components and areas, the development of strategic partnerships within the sector and with external stakeholders, the elimination of obstacles for effective tourism development, the development of measurement methods for various statistics and indicators, including tourist satellite accounts, and increasing the cultural level of evaluation and competence, etc.

Summarised in other words, the main content-related objectives of the new strategy include:

competitiveness (innovation, quality, success, knowledge, safety, added value, traffic, inflows, tourist satisfaction, destination management, consumption per visitor, de-seasonalisation, etc.),

quality of life and welfare (the well-being of the local population, balanced regional development, participation in tourism development, satisfaction of employees, quality of life, etc.),

reputation and development of Slovenian tourism (the priority of tourism, partnership for development, public-private partnership, tourism as viewed by other activities, etc.),

Slovenia's recognisability and reputation in the world (recognisability on foreign markets, market brand, image of Slovenia, internationalisation, etc.).

All these objectives are accompanied by the basic orientation towards sustainable development, the concern for economic, socio-cultural and natural environment, management of the

environmental impacts and quality of the environment, transition to a low-carbon society, etc. As already pointed out, it is sustainable development that forms the strategic basis dictating steps and projects to be taken next, and that will allow the international expert and wider community to identify Slovenia as an excellent, green, active, healthy and pleasurable destination to visit and do

business with.

2The strategy is based on the premises of two research papers: The Analysis of Slovenian Tourism from 1991 to 2010

(Turistica, 2011), and The Expert Groundwork for the Development and Marketing Strategy of Slovenian Tourism 2012–

2016 (The Institute for Tourism of the Faculty of Economics, Slovenian Tourist Board, 2011).



The main quantitative objectives are: increase the volume of tourist activity (tourism turnover: revenues and profit from the

hospitality and tourism sector, number of tourists, number of overnight stays): number of overnight stays: 2 % (annual growth rate), number of tourists: 4 % (annual growth rate), inflow from the export of travel: 6 %-8 % (annual growth rate).

In order to reach the above objective, it is necessary that:

the principles of sustainable development of tourism be effectively enforced, a favourable business environment be ensured, higher quality be achieved and conditions be established that will lead to greater

competitiveness of Slovenian tourism, efficient and innovative marketing and promotion of Slovenia as an attractive tourist

destination be planned and implemented. Strategic measures for competitive and sustainable Slovenian tourism:3

1. Encouragement to increase competitiveness

The strategy proposes that all stakeholders in Slovenian tourism should promote the further development of tourist destinations (regional tourism organisations, local tourism organisations, tourist societies).

The strategy promotes research and development, both in the public and private sectors, to provide appropriate bases for business decision making.

In cooperation with educational institutions, this will raise the qualifications of employees in the hospitality and tourism sectors, and encourage innovations in the upgrading and development of high-value added tourism products.

Those responsible for international integration will monitor and represent the interests of Slovenia in the creation of development orientations at the level of the EU, UNWTO, OECD and in other international organisations.

The state promotes investments in green tourist infrastructure in broader terms and supports the development and establishment of suitable flight, rail and road connections in order to make Slovenia more accessible.

Slovenia is developing a tourism offer that will also be interesting for tourists outside the main tourist season, thus affecting the de-seasonalisation and ensuring on-going visits of tourist destinations.

2. Ensuring a favourable business environment

Slovenian tourism requires efficient coordination and cooperation at the inter-ministerial level with a view to exploiting all policies and financial instruments of the Republic of Slovenia and the EU in the development of sustainable tourism as well as possible.

The government has to provide a favourable business and regulatory framework, thus ensuring faster development and increase in the competitiveness of Slovenian tourism.

The organisation of Slovenian tourism has to enable the efficient implementation of tasks at the national, regional and local levels, promote entrepreneurial development,

3 The measures listed are briefly summarised from Chapter 4.



increase competitiveness as well as ensure appropriate financial frameworks for the development of sustainable tourism at the national level.

It is essential that the system of multi-term winter school holidays be re-established.

3. Efficient marketing and promotion of Slovenia

Slovenia has to become a recognisable and highly-positioned destination for target segments. In order to increase the recognisability and reach the desired ranking as a tourist destination on selected sending markets for Slovenian tourism and among the selected target groups, the consistent use of the brand of Slovenia is to be provided in the entire tourism economy and, at the same time, cooperation with other targeted fields of the brand of Slovenia is to be intensified.

Adequate resources for better promotion and internationalisation of tourism must be provided.

Tourism products need to be clearly positioned, and intensively and efficiently marketed on individual markets.

Slovenia is to be innovatively and efficiently marketed through activities of digital marketing and the integration of e-marketing and classic marketing.

It is essential that Slovenia also be innovatively and efficiently marketed in the virtual world using modern marketing tools and the integration of e-marketing and classic marketing.

The tourist sector is to have a key role in the management of Unique Selling Proposition (a.k.a. USP) of Slovenian tourism.

It is essential that partnerships of all public, private and civil entities of tourism be established, and the activities harmonised and implemented with the aim of achieving synergistic effects at all levels of operation.



1. INTRODUCTION

In the years to come and given the present level of development of Slovenian tourism and the existing development potential, tourism will become one of the leading industries of the Slovenian economy and will thus make a significant contribution to the attainment of Slovenia's development goals, in particular to the attainment of its economic objectives, such as competitiveness, GDP growth, employment growth, sustainable development, harmonised regional development, the greater quality of life and well-being of its population, the reinforcement of its cultural identity and increase of Slovenia's recognition in the world.

1.1. Tourism as Slovenia's development opportunity

Pursuant to Article 2 of the Promotion of Tourism Development Act (Uradni list RS (Official Gazette of the Republic of Slovenia), no. 2/04), the Government of the Republic of Slovenia at its 81st

regular session on 11 May 2010, under item 1, adopted the following decision:

The Government of the Republic of Slovenia defines tourism as one of the most important economic or strategic sectors that generates new jobs and has an extremely positive impact on

balanced regional development. In the previous decade, Slovenian tourism has shown extremely positive growth trends, both regarding the growth of the number of tourists and overnight stays as well as the growth of receipts from tourism. The economic recession in 2010 did influence the growth of turnover in tourism, but the situation is already nearing that of the record-breaking year of 2008. The number of tourist arrivals increased in 2011 by 7 % with respect to 2010 (3 217 966 arrivals in 2011), whereas the number of overnight stays increased by 5.4 % compared to 2010 (9 388 059 overnight stays in 2011).4 Compared to 2010, 2011 saw 0.5 % (EUR 1 945 billion) more receipts from the export of travel.5

Table 1: Tourism data

2011 Estimates for 2022

Slovenia Worldwide Slovenia Worldwide

GDP (direct contribution) 3.5 % 2.8 % 3.3 % 3.0 %

GDP (total contribution) 12.9 % 9.1 % 12.4 % 9.8 %

Number of jobs(direct) 33 000

(3.9 % of total

employment)

98 031 500

(3.3 % of total

employment)

34 000

(3.9 % of total

employment)

120 427 000

(3.6 % of total

employment)

Number of jobs(total) 111 000

(13.2 % of total

employment)

260 093 000

(8.7 % of total

employment)

115 000

(13.0 % of total

employment)

327 922 000

(9.8 % of total

employment)

Visitor exports (% of total) 8.8 % 5.3 % 7.0 % 4.3 %

Capital investment (% of total)

9.9 % 4.9 % 10.7 % 5.1 %

Source: World Travel & Tourism Council, 2012

4 Source: Statistical Office of the Republic of Slovenia (hereinafter: the SORS), Tourist arrivals and overnight stays by

countries, December 2011. 5 Source: Bank of Slovenia, Financial Statistics, Travels in the period 1994–2011.



Therefore, tourism is a stimulator of the quality of life and welfare in Slovenia.

Figure 1: Tourism inflow and outflow, Slovenia, 1994 2011, (in EUR 1 000)

Source: Bank of Slovenia (Travels in the period 1994–2011)

The export of travel services in the entire period increased, except in 1998 and 1999, when it decreased due to political unrest in the region. Since 1994, the export of tourism services has grown by 2.3 times to stand at EUR 1.945 billion in 2010, which is the highest amount recorded so far. The balance of tourism turnover by individual years amounted to 45 % and 55 % of the total inflow from tourism. According to the data provided by the Statistical Office of the Republic of Slovenia (hereinafter: SORS), the total number of tourist arrivals in 20116 increased by 7 % compared to the year before, consisting of a 9 % rise in the number of foreign and a 3.9 % rise in the number of domestic tourists. The total number of overnight stays in 2011 rose by 5.4 % compared to the year before; a 9.3 % increase in the number of overnight stays by foreign tourists and a 0.4 % rise in the number of overnight stays by domestic tourists was noted.

6 Source: SORS, Tourist arrivals and overnight stays by countries, December 2011, final data.

0

400

800

1200

1600

2000

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

(00

0) Export of services Import of services Balance



Figure 2: Tourism flows by arrivals of foreign and domestic tourists, Slovenia, by years, 1991–2011

Note: In 2008, the methodology of data collection was changed (break in the time series). Source: SORS (Tourist arrivals and overnight stays, by years)

The number of overnight stays in 2011 rose by 5.4 % compared to the year before, whereby a 9.3 % increase in the number of overnight stays by foreign tourists and a 0.5 % rise in the number of overnight stays by domestic tourists was noted.

Figure 3: Tourism flows by overnight stays of foreign and domestic tourists, Slovenia, by years, 1991–2011


In 2011, 58% of overnight stays were by foreign tourists.

0

500

1000

1500

2000

2500

3000

3500

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

(00

0)

total arrivals arrivals of domestic tourists

arrivals of foreign tourists

0

200

400

600

800

1000

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

(00

00

)

total overnight satys overnight satys of domestic tourist

overnight stays of foreign tourists



Figure 4: Domestic and foreign tourist overnight stays, Slovenia, 1991–2011

Source: SORS

The average period of stay by foreign and domestic tourists is becoming shorter.

Figure 5: The flows of the average periods of stays domestic and foreign tourists, Slovenia, by years,

1991–2011


Figure 6 shows the trends in the number of rooms and beds since 1991.

0

200

400

600

800

1000

1200

1400

1600

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

jan jul

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

(10

00

)

total overnight stays overnight stays of domestic tourists

overnight stays of foreign tourist

3

3

3

3

3

4

4

4

4

4

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Total GDP GDP of domestic tourists GDP of foreign quests



Figure 6: The number of rooms and beds, Slovenia, 1991–2010 (old and new methodology)

Note: The capacity levels as per 31 August are indicated according to the old methodology, whereas the maximum capacities available by individual years are stated according to the new methodology. Source: SORS

Tourism is and will be an important economic activity with a number of multiplicative effects.

According to the estimate of the World Tourism and Travel Council (WTTC), tourism in Slovenia

creates as much as 12 % of GDP. At the same time, tourism is a very important export activity that represents a good 8 % of total export and over 40 % of services export in Slovenia's balance of

payments (source: Bank of Slovenia).

According to the data provided by the Bank of Slovenia, the receipts from the export of travel in 2011 increased by 0.5 % compared to 2010. The growth trend, however, was slightly more

moderate than the growth of the number of arrivals by foreign tourists, which indicates that the crisis still affects the results in tourism and is also reflected in the new guidelines of tourist

demand.

Tourists plan their holidays more thoroughly, searching for the most suitable ratios between price and quality. Spending outside bed-and-breakfasts (pensions) has also decreased.

0

200

400

600

800

1000

1200

1400

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

(10

0)

rooms (old methodology) rooms (new methodology)

beds (old methodology) beds (new methodology)



1.2. The Brand of Slovenia

Slovenia's brand, 'I feel Slovenia', has been in use since 2007. Compared to other brands that were used in Slovenia in the past, this is a systematic and modern attempt to establish a brand involving all areas, not only tourism.

Some of the stated elements of Slovenia's brand identity (Figure 7) are similar to characteristics of other nations and countries, while others are unique to Slovenia.

What makes Slovenia special is a combination of the above elements. This combination creates countless harmonised stories and builds a Slovenian experience. A part of the Slovenian story can already be experienced, while the other part represents our common desires regarding the development of Slovenia. Below only one story is presented. Each user will derive his or her own variation but they will all have the same core.

Figure 7: Brand of Slovenia

Source: Overall Slovenia brand design



The Core of Slovenia's Brand

In Slovenia, green is more than just a colour; it is 'Slovenian green', expressing the balance between the calm of nature and the tenacity of Slovenians. It speaks of unspoilt nature and our focus on

maintaining it as such. It symbolises a balance of lifestyle that joins the pleasant excitement with which we pursue personal desires with the common vision to move forward with nature. Slovenian

green also describes our focus on the elemental, on what we feel under our hands. And finally, Slovenian green speaks of the harmony of all senses with which we experience Slovenia. A memory of Slovenia combines the smell of a forest, a babbling brook, a surprising taste of water,

and the softness of wood. We feel Slovenia.

The brand is the substantive core of the Slovenian tourism development strategy. It is evident that the 2012–2016 development strategy is more oriented towards the elements such as organic development, environmental responsibility and links with nature.

Given that Slovenian green is permanent and the most important feature of Slovenia and Slovenian tourism, the core-focused orientation in this period is even more logical.

In terms of development, it should be noted that other elements of the formula, which in this period will not be substantially focused on, are equally important.

We need to bear in mind that the changed circumstances on global markets and changed habits of tourists will require smaller adjustments in focus, in particular in adapting functional promises of individual tourism products, integrated products or brands of providers.

The brand's elements are a constant guide to the development of individual tourism providers.



1.3. Budget funds for tourism development In addition to private sector investments, funds for the development of tourism and tourist infrastructure were also provided by the state. In the previous decade, EUR 269 million was allocated for tourism. Given the importance of tourism for the Slovenian economy, this amount is not significant. It is important to note, however, that the state has increased its funds for tourism. Figure 8: Budget and EU funds earmarked for tourism, Slovenia, 2001–2011 (in EUR)

Source: Data provided by the Ministry of Economic Development and Technology (overview of budget and EU

funds)

Figure 8 presents the state budget funds available in the previous ten years for direct measures that were aimed at promoting tourism development (marketing, investments, operation of the Slovenian Tourist Board, research and development, human resources, etc.) and were carried out by the Ministry of Economic Development and Technology and implementing institutions (Slovenian Tourist Board, Slovenian Enterprise Fund).

Figure 8 shows a steady increase in available funds. After 2004, a considerable rise in funds has been recorded, because in 2004 the Republic of Slovenia joined the EU and was thus able to draw resources from the EU funds (also for the development of tourist infrastructure). The funds were adapted to meet the needs arising from the implementation schedule for the projects approved. In the 2001–2011 period, the budget provided EUR 182.93 million for investment policy. The stated assets encouraged the investment cycle in the period concerned, specifically in the total value of EUR 649.68 million. Within the projects concluded to date, a total of 1 252 new jobs were created and 6 679 new beds provided. Most of the remaining funds (EUR 86.09 million) were primarily earmarked for marketing measures or measures carried out by the Slovenian Tourist Board.

The Promotion of Tourism Development Act, in Article 8, states the resources (Ur. l. RS, no. 2/04) necessary for the implementation of the strategy and annual tourism policies. Resources are provided from the budget of the Republic of Slovenia (as already stated) and from the allocated resources of the Republic of Slovenia obtained from the concession fees for the organisation of special games of chance and intended for the development and promotion of tourism at the national level in accordance with Article 74 of the Gaming Act.



We believe that a consistent implementation of the aforementioned Act would substantially increase financial resources for this purpose.

The distribution of the concession fee obtained from the operation of special games of chance is laid down in Article 74 of the Gaming Act; i.e. 2.2 % of the concession fee is the income of the FIHO7 and 2.2 % of the concession fee is the income of the FŠO.8 From the remaining part, 50 % is the revenue of the budget of the Republic of Slovenia and is allocated to the development and promotion of tourism, and 50 % is allocated to local communities in the integrated tourist area and used for the organisation of an inhabitant-friendlier environment and for the tourist infrastructure.9

In accordance with Article 20 of the Promotion of Tourism Development Act, the financial resources earmarked for tourism development are also provided at the level of tourist area, specifically by municipal budgets from earmarked resources:

- pursuant to Article 74 of the Gaming Act, part of the concession fee is allocated to local communities in the integrated tourist area and used for the organisation of an inhabitant-friendlier environment and for the tourist infrastructure;

- the tourist tax intended for the implementation of activities and services in the public interest (in accordance with Article 21 of the Promotion of Tourism Development Act).

Figure 9: Data on actually realised municipality revenues obtained from tourist tax for the 2007–2011 period

(in EUR).

Source: Ministry of Finance (data are collected at the Public Payments Administration of the Republic of Slovenia, PPA Office (B-2 forms).

7 Foundation for the Financing of Disability and Humanitarian Organisations in the Republic of Slovenia

8 Foundation for Funding Sports Organisations in the Republic of Slovenia.

9 The total amount of concession fees in the period from 2005 to 2009 exceeded EUR 50 million per year. The maximum

amount was recorded in 2007 (EUR 57.5 million); subsequently, the resources decreased and in 2010 the paid concession

fees amounted to EUR 48.2 million.

6700

6800

6900

7000

7100

7200

7300

7400

7500

2007 2008 2009 2010 2011

(00

0)



Figure 10: Data on actually realised municipality revenues obtained from concession fees and special games

of chance in the 2007–2011 period (in EUR)

Source: Ministry of Finance (data are collected at the Public Payments Administration of the Republic of Slovenia, PPA Office (B-2 forms).

The shown amount of funds, i.e. the data stated in Figures 9 and 10, are to be included in the municipality budgets or final accounts for each fiscal year, while actual intended use of these funds is to be defined on the basis of the applicable law at the adoption of each year's decree on the budget. The proposal to increase budgetary funds for tourism development is substantiated in detail in the enclosure.

0

500

1000

1500

2000

2500

3000

2007 2008 2009 2010 2011

(00

00

)



1.4. The EU Roadmap

1.4.1. The importance of tourism in the EU

Tourism is a key sector of the European economy.

The EU tourism industry generates more than 5 % of the EU GDP, with about 1.8 million enterprises employing around 5.2 % of the total labour force (approximately 9.7 million jobs). When indirect effects are taken into account, tourism generates more than 10 % of the European Union's GDP and provides about 12 % of the labour force. 1.4.2. Important EU legal bases

With the Lisbon Treaty, tourism was given the first independent legal basis (Title XXI, Tourism and Article 176 B) for the adoption of the EU's independent development and organisational measures, which are aimed at promoting competitiveness of the European tourism and implemented as complement actions within the Member States in this field. The sector of tourism still remains within the competence of the Member States.

The new EU tourism policy entitled Europe, the world's No. 1 tourist destination – a new political framework for tourism in Europe, which was adopted by the European Commission (EC, COM(2010) 352 final, 30 June 2010) and approved by the EU Council in November 2010, was created in close cooperation and consultation with the Member States at the ministerial level. The basis for the new EU tourism policy was adopted in Madrid with the 'Madrid Declaration' for sustainable and responsible tourism in Europe, conveying a high degree of consensus among the Member States on the new EU tourism policy at the European, national and regional-local levels to encourage the economic growth, the creation of new jobs and competitiveness, and enhance the visibility of European tourism, mainly on third markets and a satisfactory productivity of the tourism industry.

As an important strategic EU document to encourage environmental, social and economic sustainability of EU tourism, in 2007 the European Commission produced the Agenda for a sustainable and competitive European tourism, which was also endorsed by the EU Council, while the Resolution of the European Parliament (2007) confirmed A Renewed EU Tourism Policy and the Agenda for a sustainable and competitive European tourism.

The next EU strategic policy document is the Europe 2020 Strategy, which is to achieve the goals set through smart, sustainable and inclusive growth across Europe. The strategy was prepared in order to develop integrated guidelines for a quick exit from the crisis in the entire Europe.

Another important document is COSME (the EU Framework Programme for the Competitiveness of Enterprises and Small and Medium-sized Enterprises 2014–2020, with a foreseen budget of EUR 2.4 billion). From 2014 onwards, the programme will run as a Regulation and a framework programme and will, in terms of contents and finance, complement the measures taken by the Member States for development of tourism industry.



1.4.3. EU orientations

On 30 June 2010, the European Commission presented a new communication: COM(2010) 352 final or 'Europe, the world's No 1 tourist destination – a new political framework for tourism in Europe'. The key objectives of the new EU tourism policy are the following:

1. keeping Europe the world's top tourist destination; (in recent years, Europe's position as the world's No 1 tourist destination has been eroded by Asia, Africa and America);

2. enhancing the visibility of Europe as a global tourism brand; 3. boosting 'green' growth, productivity, innovation; and 4. stimulating competitiveness in the European tourism sector.

Within the framework of Communication COM(352), the Commission has prepared 21 priority implementing measures to achieve the goals set by the new policy (measures are prepared for EU structures, policy structures and tourism industry), which are required for the implementation of fundamental goals of the new EU tourism policy. Table 2: Objectives of the new EU tourism policy are the following:

Key objectives

21 measures divided into four

areas

Europe, the world's No 1 tourist destination – a new political framework for tourism in Europe EC, COM(2010) 352 final

30 June 2010

1. Keeping Europe the world's

top tourist destination

2. Enhancing the visibility of

Europe as a global tourism

brand

3. Boosting 'green' growth,

productivity, innovation

4. Improving the

competitiveness of the

tourism sector in Europe,

mainly of tourist small and

medium-sized enterprises,

taking into account the goals

of the Europe 2020 Strategy

1. Measures to stimulate

competitiveness in the

European tourism sector

2. Measures to promote the

development of

sustainable, responsible

and high-quality tourism

3. Measures to consolidate

the image and visibility of

Europe as a collection of

sustainable and high-quality

tourist destinations

4. Measures to maximise the

potential of EU policies and

financial instruments for

the development of tourism

Key orientations of the aforementioned EU documents also provide the basis for orientations or

development areas in the Slovenian tourism development strategy.



1.5. Travel and tourism competitiveness index

In terms of the Travel and Tourism Competitiveness Index (WEF 10), Slovenia is ranked 33rd out of the 139 countries in 2011; since 2009 (ranked 35th), Slovenia has improved by two rankings, while since 2007 it moved up by as many as 11 places higher in the ranking (44th in 2007).

Slovenia ranked 29th (38th in 2009) in terms of regulatory framework, 33rd in terms of business environment and infrastructure (the same as in 2009) and 53rd in terms of human, cultural and

natural resources (61st in 2009).

Table 3: Slovenia's ranking using different criteria

Table 4 shows the competitiveness index of Slovenian tourism for 2007, 2008, 2009 and 2011.

10

World Economic Forum. 11

See detailed explanation in the following chapter. 12

The Happy Planet Index shows the ecological efficiency with which human well-being is created (scale from 0 to 100). It

combines environmental impact with well-being to measure the environmental efficiency. It measures happiness of people

and life expectancy by taking account of resource consumption and is expressed as ecological (global, HPI) or carbon

(European HPI) footprint. The countries that score well demonstrate that it is possible to live long and happy life without

excessive consumption of natural resources (The first country on the European HPI list is Island indexed 72.3 – the

calculations are for 2007).

Source: Research Slovenia's 2011 ranking Slovenia's 2099 ranking

WEF Travel & Tourism Competitiveness Index 2011 11

33 (2011)

35 (2010)

Future Brand Country Brand Index 2010 54 (Central and Eastern Europe: 8)

65

Institute for Economics and Peace in cooperation with Economist Intelligence Unit

Global Peace Index

11 (Central and Eastern Europe: 1)

9

Swiss Institute of Management Development (IMD)

World Competitiveness Index 51 (tourism receipts in GDP: 10)

52

National Geographic Traveler

Criteria: environmental and ecological quality, social and cultural integrity, condition of historic buildings and archaeological sites, aesthetic appeal, quality of tourism management, and outlook for the future

5

NEF (The new economics foundation)

Happy Planet Index (HPI)12

8 (out of 30 European countries – index 48.5)



Table 4: The Slovenia's Travel and Tourism Competitiveness Index

Rank 2007 2008 2009 2011

Travel & Tourism Competitiveness Index

44 36 35 33 ↑

I Regulatory framework 44 42 38 29 ↑

Policy rules and regulations 81 87 66 65 ↑

Environmental sustainability 27 17 20 23 ↓

Safety and security 33 20 24 29 ↓

Health and hygiene 34 36 36 39 ↓

Prioritisation of Travel and Tourism 77 84 80 44 ↑

II. Business environment and infrastructure

38 33 33 33 →

Air transport infrastructure 79 70 70 74 ↓

Ground transport infrastructure 37 23 23 25 ↓

Tourism infrastructure 20 20 16 17 ↓

ICT infrastructure 28 26 27 26 ↑

Price competition in tourism. 106 102 94 99 ↓

III Human, cultural and natural resources

53 61 61 53 ↑

Human resources 52 35 36 42 ↓

Affinity for Travel & Tourism 60 53 70 49 ↑

Natural resources 57 * 76 79 64 ↑

Cultural resources 57 * 54 54 58 ↓

Source: WEF, 2011. In 2011: 139 countries; in 2009: 133 countries; in 2008: 130 countries; in 2007: 124 countries.



1.6. Challenges

The research done by the World Economic Forum under the title 'The Travel & Tourism Competitiveness Index' (Chapter 1.4) reveals that the main Slovenia's competitive advantages still remain in the area of business environment and infrastructure (rank 33), with emphasis on tourism infrastructure (rank 17), ground transport infrastructure (rank 25) and information technology (rank 26), and safety and security (rank 23).

Increasing the competitiveness in the aforementioned areas is a key priority in the new 2012–2016 strategic period.

Table 5: Competitive advantages

Area Rank

Environmental sustainability 23

Environmental legislation 31

Safety and security 29

Tourism infrastructure 17

Number of rooms per capita 29

Road density 12

ICT structure 26

Hotel price index 29

Tourism receipts as a share of GDP 29

Quality of the natural environment 16

Table 6: Areas lacking competitiveness

Area Rank

Prevalence of foreign ownership 116

Openness of bilateral Air Service

Agreements

126

Sustainability of tourism industry

development

71

Government prioritisation of tourism

industry

94

Effectiveness of marketing 68

Airport infrastructure – number of

operating airlines

116

Quality of railroad infrastructure 49

Airport charges 103

Fuel price levels 80

Hiring and firing practicing 132

Regulations and labour legislation 82

Attitude of population toward foreign

visitors

79

Number of World Heritage cultural sites 122



1.7. Identified obstacles in achieving greater competitiveness of Slovenian tourism 13

Based on findings, the following obstacles were identified in the process of attaining greater competitiveness:

1. FUNDS FOR THE DEVELOPMENT AND MARKETING OF SLOVENIAN TOURISM

limited funds earmarked for tourism in terms of its importance for the Slovenian economy (in the areas of investments, development and promotion),

2. ACCESSIBILITY OF SLOVENIA poor direct flight connections with the key markets of Slovenian tourism,

poor and outdated railway infrastructure,

poor road connections from motorways to some most important tourism centres,

the vignette (toll collection) system unfriendly to visitors and tourists,

poorly regulated visa policy on promising markets of Slovenian tourism, 3. PROMOTION

inconsistent use of the national brand 'I FEEL SLOVENIA' in promotional activities on foreign markets (primarily by other sectors and economy aiming to achieve the synergy effects of Slovenia's recognisability),

Slovenia's poor recognisability on target markets, 4. TOURISM OFFER

lack of competitive tourism products,

added value or attained price of tourism products is too low,

non-cooperation of tourism providers and unconnected tourism offer,

unsatisfactory situation and insufficient action in the field of green or sustainable development in tourism and other sectors,

gaming poorly integrated into tourism offer, 5. HUMAN RESOURCES IN TOURISM

lack of quality, qualified and motivated human resources in hospitality and tourism industries,

rigid labour legislation, 6. BUSINESS ENVIRONMENT

discouraging investment environment for capital,

inadequate business environment that poorly encourages innovations and competitiveness,

inefficient inter-ministerial coordination to promote tourism development, 7. LEGISLATION

inconsistent implementation of the Gaming Act to ensure the earmarked use of funds from special games of chance concession fees,

ministerial regulations that are relevant for tourism fail to adequately take into account interests and needs of this area.

13

Source: Declaration on Partnership for the Sustainable Development of Slovenian Tourism, 2011.



1.8. Monitoring of tourism industry performance at national and entrepreneurial levels

Table 7: Presentation of physical and value indicators for the evaluation of performance effectiveness

Indicators 14

Level

Number of tourist arrivals

National level

(Source: SORS)

Number of overnight stays

National level

(Source: SORS)

Receipts from exported trips

National level

Source: Bank of Slovenia (BS)

Indicators for financial performance of enterprises

National level (Source: Tourism Satellite Accounts; evaluation of economic importance of tourism in Slovenia) Entrepreneurial level (benchmarking) 15

(Source: data on enterprises, collected and processed at the sectoral level, interest groups, product, etc.

16)

In the next period, the performance or attainment of objectives will be presented by taking into consideration not only physical indicators, e.g. the number of tourist arrivals and overnight stays and receipts from tourism (export), but also additional performance indicators for companies engaged in the hospitality and tourism industries.

The development in the economic sector is not only measured by economic indicators but also by a number of indicators measuring the attainment of several developmental goals.

The orientation of Slovenian tourism towards sustainable development requires that account be taken of economic, social-cultural and environmental indicators as well as tourist satisfaction indicators in the evaluation of business performance, as well as of the indicators of the political environment.

14

At the accommodation level, the indicators are presented in the 2009 document entitled Oblikovanje modela merjenja uspešnosti poslovanja hotelskih podjetij (Defining the model for measuring the performance in hotel companies). 15

According to the recommendations of the tourism industry (workshop with the representatives of tourism industry at the Ministry of the Economy, 14 June 2011). 16

e.g. Indicators according to the Uniform System of Accounts for Lodging Industry (USALI): Revenue per Available Room –

RevPar, Average Daily Room Rate – ADR, occupancy, EBITDA, EBIT, value added per employee, receipts per tourist or

overnight stay, etc.



The principles of sustainability are comprehensive and affect various areas of expertise; consequently, we suggest dividing the indicators into three areas:17

economic area,

socio-cultural area,

environmental area, which is subdivided into the natural and cultural environment.

The economic area includes traditional financial accounts indicators for business performance of hotel companies. These indicators assist the owners and other stakeholders in the monitoring of a company's financial performance.18 If, for example, the Uniform System of Accounts for the Lodging Industry (USALI) is taken into consideration, the stated indicators can be divided into:

overall business performance indicators, which are the same for hotel and any other companies,

indicators relating to the business performance of the accommodation sector, and

indicators relating to the performance of an individual department of a hotel company (hospitality industry, congresses, wellness or well-being programmes, etc.).

Among the indicators for measuring the marketing performance of companies, indicators relating to tourist satisfaction stand out the most. The area of marketing includes indicators of performance as perceived by tourists, indicators of marketing performance in terms of the contributions of marketing activities to business results, and indicators of a company's position on the market.

Socio-cultural environment. Such indicators help to monitor the mitigation of negative impacts on the social environment. They also assist in monitoring the positive effects or benefits for the social environment, e.g. positive effects on the life of natives.

The area of the natural environment, often called the ecological environment, includes sustainable development indicators relating to the natural and cultural environment. They enable us to follow the mitigation of negative effects as well as to measure positive effects of tourism on the natural environment of the destination and on its cultural heritage.

At the national level, Tourism Satellite Accounts (TSA) should be made at least every two years. The last Tourism Satellite Accounts were made for 2003 and extrapolation for 2006. In the years to come, this will be one of the on-going tasks of the Statistical Office of the Republic of Slovenia in the area of tourism. The first tourism satellite accounts will be published in 2012 when the evaluation of the economic importance of tourism in 200919 has been prepared.

Furthermore, the data should be obtained not only by individual accommodation facilities or by the scope of hospitality and tourism industries, but also by individual segments, such as congress tourism, health tourism, youth tourism, countryside tourism, etc. (contribution of an individual segment, multiplying effects, etc.20

17

The proposal is made on the basis of the conclusions in the document entitled Oblikovanje modela merjenja uspešnosti poslovanja hotelskih podjetij (Defining the model for measuring the performance in hotel companies). 18

Given the performance analysis in the 2008–2010 period (source: Business performance indicators of companies in the selected sectors of hospitality and tourism industries, 2008–2010), the monitoring of the dynamics of business performance indicators is of vital importance. 19

Source: The Annual Programme of Statistical Surveys 2011, SORS. 20

Such data should be evident from the Tourism Satellite Accounts.



The monitoring of indicators at the national level falls under the competence of the Statistical Office of the Republic of Slovenia and the Bank of Slovenia, while the monitoring of indicators at the entrepreneurial level will need to be established by companies, interest groups and chambers.



2. MISSION, VISION AND OBJECTIVES OF SLOVENIAN TOURISM DEVELOPMENT

The development and marketing strategy of Slovenian tourism for the 2012–2016 period is built on the foundations and achievement of objectives21 set in the Development Plan and Policies of Slovene Tourism 2007-2011, and upgrades them in line with the foundations of the desired development of Slovenian tourism in this strategic period.

2.1. Mission, vision and objectives

MISSION

Slovenian sustainable tourism creates an important part of economic and socio-cultural well-being, revenues and jobs, and is an important contributor to Slovenia's international reputation; it is

based on intensive marketing of tourism products of internationally recognised brands and high added value.

THE 2016 VISION AND PARTNERSHIP COMMITMENT

In 2016, tourism in Slovenia will be based on sustainable development and will, as a very successful industry of the national economy, importantly contribute to our country's social welfare and

reputation in the world.

Slovenia will be a developed tourist destination with a modern, diverse and top-quality tourism offer, based on innovative and quality integrated tourism products and high value-added services aimed at satisfying tourists. Attractive and diverse tourism products will make Slovenia a desired destination for tourists coming from remote markets.

OBJECTIVES

The objective of the 2012–2016 Slovenian Tourism Development Strategy is: to increase the volume of tourism activity (tourism turnover: revenues and profits

from hospitality industry and tourism activities,22 number of tourists, number of overnight stays):

number of overnight stays: 2 % (annual growth rate), number of tourist’s arrivals: 4 % (annual growth rate), receipts from export of travel: 6 %-8 % (annual growth rate).

In order to reach the above objective, it is required that: the principles of sustainable tourism development be effectively enforced, a favourable business environment be ensured, higher quality be achieved and conditions be established that will lead to greater

competitiveness of Slovenian tourism, efficient and innovative marketing and promotion of Slovenia as an attractive

tourist destination be planned and implemented.

21

A brief analysis or an overview of the realisation of the 2007–2001 Development Plan and Policies of the Slovene Tourism and a SWOT analysis of Slovenian tourism are presented in the expert groundwork for the drafting of the 2012–2016 Slovenian Tourism Development Strategy. 22

The importance of monitoring these indicators is supported by the comparison of data on the number of tourist arrivals

and realised overnight stays (source: SORS), data on the receipts from export of travel (source: BS) in the 2008–2010 period that indicate a positive growth, and data on revenues and losses in the selected sector industries of hospitality and tourism in the 2008–2010 period (source: Business performance indicators of companies in the selected sectors of

hospitality and tourism industries, 2008–2010) that primarily show losses.



Development areas (or activities)

The objectives will be reached through measures applied to these development areas: Table 8: Development areas, measures and objectives

Development area (activity)

Measures

1. Facilitating the increase in the

competitiveness of Slovenian tourism

1.1. Promoting further development of tourist

destinations (regional tourism organisations, local tourism organisations, tourism societies);

1.2. Ensuring adequate human resources to meet the needs of the tourism industry;

1.3. Encouraging improvement in quality; 1.4. Facilitating research and development and

providing appropriate bases for business decision-making;

1.5. Encouraging innovations; 1.6. Making Slovenia more accessible; 1.7. Cooperation with EU and international

institutions (EU, UNWTO, OECD, etc.); 1.8. Encouraging domestic and foreign

investments in tourism infrastructure; 1.9. De-seasonalisation;

2. Development of favourable business

environment

2.1. Efficient coordination and cooperation at

the inter-ministerial level aimed at exploiting all policies and financial instruments of the Republic of Slovenia and the EU for the development of tourism;

2.2. Development of favourable regulatory environment;

2.3. Organisation of Slovenian Tourism;

3. Efficient and innovative marketing and

promotion of Slovenia as an attractive tourist destination

3.1. Increase in recognisability and reputation of

Slovenia and achieving its desired positioning;

3.2. Market segmentation and strategic development plan by individual markets;

3.3. Competitive, clearly positioned tourism products based on principles of sustainability;

3.4. Innovative and effective digital marketing; 3.5. Partnership marketing to achieve synergy

effects.



2.2. Principles of sustainability23

All activities relating to the development and marketing of Slovenian tourism are directed towards sustainability.

Tourism is one of the fastest growing areas in the world and a development opportunity for Slovenia.

Tourism is a promoter in all areas of the three pillars of sustainable development concept:

- economic pillar (the multiplying effect of tourism in terms of revenues and new jobs is 1.8; it accounts for 40 % of services export in Slovenia's balance of payment, creating as much as 12 % of GDP in Slovenia;

- environmental pillar (encourages the preservation of nature and cultural heritage, promotes a sustainable development concept of the state);

- social pillar (extremely positive impact on sustainable regional development and the prosperity of local inhabitants, increased recognisability and reputation of Slovenia in the international arena).

Sustainable tourism development is not defined as an independent policy, but is a concept that is implemented in all areas and tourism development policies.

Sustainable tourism is not a special form of tourism; we strive to make all types and forms of tourism in Slovenia (more) sustainable.

In recent years, the international environment has been pursuing the transition to a green economy; we have been talking about green tourism and the role of tourism in the green economy, while the term 'green economy' refers to the integration of sustainable principles into all segments of economic development. At the same time, green tourism not only embraces tourism services in the green environment, but also includes endeavours and care for the development of all three (four) pillars of the sustainable development (despite the term 'green' being often seen as equivalent to the environmental and spatial solutions). The same applies to the term of 'ecotourism' where a clear distinction should be made between ecotourism and the principles of sustainable tourism, since24 'the term ecotourism itself refers to a segment within the tourism sector, while the sustainability principles should apply to all types of tourism activities, operations, establishments and projects, including conventional and alternative forms'.

Because of its interaction with a number of sectors, tourism makes an important contribution to sustainable economic growth and to the transition to a low-carbon society. The activities supporting sustainable tourism development necessitate the cooperation of various line ministries; consequently, the coordinated (co)operation of all line ministries is of vital importance for the consistent implementation of activities and the attainment of the objectives set forth in the strategy. It is imperative that a consistent inter-sectoral integration25 be established with measurable effects. This document is relevant for and dependent on other ministries; therefore, it contains activities to

23

Sustainable development is a developing concept; therefore, the objective of sustainable tourism, which must be pursued through concerted efforts in all Slovenian tourism development areas, is being integrated into the level of general

objectives. 24

http://www.unep.fr/scp/tourism/events/iye/pdf/iye_leaflet_text.pdf. 25

Poor ministerial integration and cooperation are main key barriers to successful development of tourism in Slovenia.

http://www.unep.fr/scp/tourism/events/iye/pdf/iye_leaflet_text.pdf



be carried out with cooperation of appropriate ministries and government offices. In this context, the Sustainable Development Council with the Government of the Republic of Slovenia and the establishment of a systematic and continuous cooperation with other stakeholders are of crucial importance.

Policies designed to overcome the crisis in the developed countries include the development of green economy (the OECD refers to it as the so-called 'green growth') by increasing energy, social, environmental efficiency; for this purpose, new technologies are being developed to help create new jobs (green jobs) and, in this way, further promote the economic growth. In the international environment, entrepreneurs and decision-makers are perceived to increase their focus on innovations as a key measure to achieve the objectives of green growth and to improve the existing products.

In the future, Slovenian regions and municipalities will play an extremely important role in the transition into a green economy in a number of areas that significantly impact tourism development, such as transport infrastructure and public transport, energy efficiency in public buildings, setting up local chains of food supply (self-catering) and other resources and services, the development of public services, etc..

For the implementation of the principles of sustainable development in tourism, it is of crucial importance that decision-makers and key holders of Slovenia's development in other areas

(agriculture and forestry, transport, health care, environment and spatial planning, etc.) also pursue the achievement of sustainability principles.

The introduction of the so-called green taxes (environmental taxes, taxation of energy products and electricity, charges for exploiting natural resources, etc.) will have a significant impact on the further development of the economy. Economic operators can appropriately adapt their business decisions and focus the activities on investments that will reduce strain on the environment, natural resources, thereby orienting activities towards green development in return for the payment of taxes. The document also includes appropriate measures and incentives to support the tourism industry in the transition towards green growth.

The principles of sustainable development are included in all development areas of the future development period. They are briefly summarised as follows:

compliance with the principles of sustainable development in all tourism development areas;

raising awareness of suppliers and customers about the principles of sustainable

development, the importance of protecting biodiversity and nature conservation, and about

activities for responding and adjusting to climate change;

focus on ecological construction and green investments and the adjustment of the

accommodation sector and management to the principles of sustainability (ecological

management; obtaining international eco-certificates), and, for this purpose, the

development of appropriate educational programmes;

encouraging sustainable tourism development in protected areas with the participation of all

relevant ministries (Ministry of Agriculture and the Environment, Ministry of Economic

Development and Technology, Ministry of Infrastructure and Spatial Planning, etc.), local

population, the tourism sector and regional and destination organisations (RDO);



encouraging the participation of local population in the planning and development of

tourism and local supply chains in tourist destinations, which are required for tourism

development in the local area;

ensuring environmentally responsible stakeholders in terms of supply and demand

(sustainable consumers);

providing systemic research for the regular monitoring of the achievement of sustainable

development goals on the basis of a system of indicators;

encouraging innovations, including eco-innovations, and education for sustainable development, to achieve green growth and the improvement of the environmental and social efficiency;

setting targets and measures to adapt tourism development to climate change,26

encouraging the introduction of environmental certification schemes in the tourism industry (the EU Ecolabel, EMAS, Blue Flag, and other).

In the next five-year period, all key stakeholders will strive for tourism development in the natural environment in ways that will not increase the loss of habitats because of the presence of tourism in the landscape or cause disturbances and damage to protected species of animals and plants. They will endeavour to increase the energy consumption from renewable sources, water use and sustainably produced food, reduce the CO2 emissions, introduce sustainable waste management, and encourage the sales of souvenirs that are not made of endangered animal and plant species.

In short, sustainable tourism can be said to be 'tourism that takes full account of its current and future economic, social and environmental impacts, addressing the needs of visitors, the industry, the environment and host communities' (UNEP, 2005).

26

In order to accelerate the priorities for improving vulnerability assessment and for the inclusion of measures into the

sectoral policies, part of the funds for the adaptation will also be allocated by the climate fund. Source: The Government

Office of the Republic of Slovenia of Climate Change: The Strategy for the transition of Slovenia to a low carbon society by

2050 – Draft.



3. STRATEGIES

3.1. Basic strategy The objectives set in this period will be achieved by continuing or following the policies from the previous strategic period, which means enhancing integration and cooperation in joint planning, shaping and marketing Slovenian tourism at all levels, from the local and regional levels to the national level, and enhancing excellence in all areas and at all levels of Slovenian tourism.

In this strategic period, greater attention will be paid to efficient marketing and promotion of Slovenia as a tourist destination and to creating a better business environment for tourism

development, while focusing on raising the quality of tourism products and services.

In the previous strategic period, there were plenty of funds, both at the EU and national levels, intended for the renovation, construction or modernisation of tourism infrastructure. The majority of funds were to stimulate private sector investments, which substantially contributed to the rise in the level of tourism capacities in terms of both quantity and quality. Incentives were primarily allocated for tourism infrastructure in the narrow sense. In this way, we succeeded in lessening the bottlenecks in the accommodation sector, skiing capacities and the wellness and congress offer. Aided investments will directly create 1.6 million new overnight stays annually and a total of 1 200 new jobs. Considering the multiplying factor of tourism on other activities, positive effects will naturally be much greater.

In the field of investment policy in this strategic period, private and public investments will be encouraged, with more emphasis placed on public tourism infrastructure that will generate an

additional tourism offer and enable a faster development of individual tourist destinations.

3.2. Business strategy Given the situation in Slovenian tourism, it is most appropriate to continue pursuing the business strategy from the previous strategic period.27 The above-average long-term success of tourism lies in its competitive edge, which in Slovenia will be possible through the development strategy of a market niche or market void. In essence, this strategy is to focus our tourism offer on a smaller segment. It is reasonable to continue with a detailed segmentation of markets, mostly by following the criterion of value that our tourism offer has (or is supposed to have) for a target tourist, as well as the specialisation of the offer and market dispersal.

In order to implement this strategy successfully, several activities need to be carried out in development areas. These activities include:

o further development of destinations (also through the active and efficient role of regional destination boards);

o continuous collection of information on tourists and application of this information in further business operations;

o concern for quality; o concern for employees.

27

Development Plan and Policies of Slovene Tourism 2007–2011.



3.3. Levels of organisation, tourist destinations and basic policies of the tourism offer

National level The Slovenian Tourist Board is engaged in the marketing and promotion of Slovenia as a tourist destination and to this end it performs the function of promotion, distribution and development. As the leading strategic partner of Slovenian tourism, the Slovenian Tourist Board links the existing products and destinations and projects of national importance, facilitates the development of new products and establishes an integral tourism information structure, while also carrying out the research and development. If the Slovenian Tourist Board is to carry out all of the planned activities (including the promotion of destination development), the conditions for this must to be provided (including financial and human resources).28 Regional level The development or creation of tourist destinations is based on the objectives already set in the previous strategic period, i.e. to develop recognisable destinations with their own stories. Deriving from the fact that there are 13 regional destination boards established at present,29 with the fourteenth being established,30 we do not wish to discuss whether there are too many regional destination boards at present or not. However, we do wish that tourist destinations would connect in order to form top-quality and interesting tourism products and act jointly on foreign markets (both in the field of promotion and marketing as well as forming integrated tourism products). All regional destination boards were (or will be) established on the grounds of their eligibility to be allocated a financial incentive by the Ministry of Economic Development and Technology. Regional destination boards perform the function of promotion, distribution, development and operations; their vital connective role between all stakeholders at a regional level should not be disregarded. Regional destination boards link the tourism offer at a regional level into interesting and attractive integrated tourism products. According to the Slovenian Tourist Board's programme, cooperation with regional destination boards is envisaged after 2013 at the programme level;31 consequently, it is important that all regional destination boards be in line with the programme objectives of the Slovenian Tourist Board. Local level Local tourism organisations or organisations at the local level perform the same function as regional destination boards, but at a local level. Since regional destination boards have been established, we

28

The issue is further defined in the enclosure. 29

Status as per 15 November 2011. 30

The overview of regional strategies is presented in more details in the Expert Groundwork for the Development and Marketing Strategy of Slovenian Tourism for the 2012–2016. 31

An additional financing source for regional destination boards may be obtained through a consistent implementation of

Article 74 of the Gaming Act.



propose that cooperation and relations with development actors at a regional level be intensified, as this is the only way to form quality and interesting integrated tourism products.

Basic policies of the tourism offer

Unspoilt nature and natural features are the competitive edge of Slovenia, providing the basis for Slovenia's cover story and core areas of the Slovenia's tourism offer which consolidate the brand of

Slovenia's and Slovenian tourism's brand I FEEL SLOVENIA.

Green

Slovenia is a green country. Vast forests, the luxury of pure and therapeutic water, the preservation of extraordinary biodiversity, well-preserved landscape diversity, numerous natural values, and the commitment to sustainable tourism, rank Slovenia among the green gems of Europe. Nature lovers are the main target group to visit Slovenia as a tourist destination.

Active

The green nature itself offers wonderful opportunities for sport and recreation. Slovenia has been a desirable destination for hikers, cyclists and lovers of various water sports for decades, providing a range of active leisure pursuits in close contact with nature.

Healthy

Lovers of nature and active life have set themselves a clear goal – the preservation of health and well-being. Natural gifts, upgraded with activities and events into attractive tourism products of high value added, provide an excellent basis to satisfy basic needs and desires of the target tourist group.

Figure 11: Cover story of Slovenia as a tourist destination – Slovenia. Green. Active. Healthy.

On the basis of Slovenia's competitive advantages and individual tourism products, global trends, its level of development, competitiveness, scope and organisation of tourism products, core areas of tourism offer have been identified. This strategy, to a large extent, pursues the development and marketing of core areas of tourism offer which have already been defined in the previous strategy.



Core areas of the offer are focused on the sets of leisure time, within which a number of specialised, niche tourism products are being developed, marketed, and adapted to:

• individual target groups in view of demographic characteristics (e.g. youth tourism, senior tourism, families),

• narrow market segments for 'nature lovers' (e.g. lovers of adrenaline adventures), • market segments in view of the forms that are given priority (e.g. lovers of camps,

vineyard cottages, farms) and other market segments.

o HEALTH AND WELL-BEING (health resorts, wellness, medical tourism), o ACTIVE HOLIDAYS (winter and summer activities, e.g. skiing, hiking, etc.), o ADVENTURES IN NATURE (countryside tourism, tourist farms, natural parks, EDEN, ecotourism,

camps, etc.), O BUSINESS TOURISM, O GASTRONOMY, o CULTURE (festivals, cities, etc.), O ENTERTAINMENT TOURISM AND GAMBLING INDUSTRY, o CRUISING.

At the umbrella level, the communication is oriented towards developing and consolidating the cover story or the brand of Slovenia, and towards the stated core areas of the offer. In this way, we create a marketing starting point for the more efficient development and marketing of tourism products, also within individual sets of offer and at individual destinations.

Given the contemporary trends and behaviours of consumers and modern ways of digital marketing, there are still ample opportunities for the development of niche products and an in-depth specialisation of the offer and for the marketing of narrow market segments.

The sections below provide some details on the above-mentioned products.32

HEALTH AND WELL-BEING

Health resorts, wellness, medical tourism

The operation of 15 Slovenian natural spas is based on natural therapeutic effects of thermal water, therapeutic peloids and peat, beneficial effects of sea and mountain climates with aerosols, brine and salt-pan mud. Health resorts and spas merged their knowledge, experience and development under the Slovenian Spas Association (hereinafter: SSA) that has been operating as an economic interest grouping for more than 50 years. With realised overnight stays, Slovenian natural spas have become the most important pillar of Slovenian tourism, accounting for one third of all overnight stays in Slovenia. A wide-range offer includes programmes for 365 days of the year and covers all target groups. In terms of contents, the SSA programmes are focused on three main areas: health spa and health care services, which include preventive care and specialist outpatient and hospital rehabilitation with additional use of natural medicinal means; programmes for relaxation and pampering, which include wellness services; and the so-called adventure spa programmes for young people (aqua fun).

32

The description of the stated products has been made in cooperation with the Slovenian Tourist Board and

associations/institutions responsible for the development of a particular tourism product or service.



In the national tourism statistics, spas account for over 680 000 guests and 2.8 million overnight stays annually, which is the largest contribution in terms of the unique Slovenian tourism product. The focus on sustainable development, the obtained EU eco-label, and procedures for its obtaining are important challenges following an extremely strong investment cycle over the past seven years.

The main objectives in the future five-year period include the development of programmes for health maintenance, including preventive programmes, modern health care programmes that are based on a holistic approach, the specialisation of individual health resorts and the development of new programmes for relaxation and entertainment. Slovenian natural spas will thus, in a well-balanced ratio, intertwine wisdom, experience, the natural environment and the distinct features of the country with the expertise and friendliness of hosts.

ACTIVE HOLIDAYS

Hiking and biking

Both tourism products are managed and developed by the Hiking and Biking Economic Interest Grouping (the Hiking and Biking EIG), operating since April 2008. The development strategies for hiking and biking in Slovenia were prepared in 2006. The Hiking and Biking EIG operates on the basis of the contracts signed or agreements with the members, the strategic partner of Slovenia Tourist Board, and other partners. Its members are specialised accommodation providers for hiking and/or biking. Currently, there are 26 members or 28 with accommodation facilities. The Alpine Association of Slovenia is very active in this area, ensuring the development of alpinism since 1893. The association manages over 9 000 km of marked mountain trails and, assisted by its members, 175 alpine cottages and bivouacs.

Hiking and biking are the most important and sustainable products of active holidays in Slovenia with more than 10 000 km of distinctly marked hiking trails and more than 8 000 km of marked cycling trails. The Alpine Association of Slovenia or alpine clubs have 175 alpine cottages; there are 72 hotel and apartment accommodations, specialised for hikers and cyclists.

The Hiking and Biking EIG's vision is to become a strong product association to offer active, green, sustainable holidays in Slovenia and to make Slovenia visible on the map of Europe as a developed hiking, biking and tourist destination, offering a variety of outdoor activities. In cooperation with the Association of Slovenian Ski Lift Operators, offering winter skiing activities, and the Slovenian Tourist Board, the association aims to market year-round active holidays in Slovenia under the uniform brand 'Active Slovenia'. The objective is to increase the number of overnight stays in various outdoor activities by 5 % per year. However, at the national level, the state does not place proper emphasis on the promotion of hiking, cycling and other offers relating to various outdoor activities; consequently, the amount of funds allocated to this area is not sufficient. Again, there should be more flexibility at the formal level: e.g. the law regulating the driving in the natural environment (in preparation), more transparent acquisition of guiding licences for particular products, the system of marking for thematic hiking trails and cycling routes, etc.

Through implementing regulations (e.g. law regulating mountain paths, a law regulating driving in the natural environment is being prepared), the Alpine Association of Slovenia in the future wishes to ensure financial resources for the maintenance of trails and modernisation of alpine cottages (with a view to meeting high standards of environmental protection). As regards alpine cottages, new



content-related programmes are being drafted (e.g. the issuing of 'Environmentally Friendly Cottages' certificates, the issuing of 'Family Friendly Cottages' certificates, the implementation of the 'Alpine cottage as an interpretive centre' project).

Active holidays with emphasis on skiing

The Slovenian Chamber of Mountain Centres, consisting of Slovenian ski centres and tourist accommodation providers, was established to strengthen the activities of mountain centres and to expand the possibilities of active holidays in the natural environment, based on sustainable aspects of the offer during all four seasons. It was established in 2007 under the Chamber of Commerce and Industry of Slovenia, and has 20 members.

The project entitled 'Active Slovenia' is a tourism project to promote the sales of tourism products both at the level of state and the level of destination, as well as in the international market. A single ski pass, which is based on the principle of annual membership and, after the season ends, is also a bonus card valid for 365 days, is the first practical step offering its members services throughout Slovenia and encouraging the guests to return. The 2010/11 ski season recorded 1.19 million visitors.

Objectives to be achieved by the end of 2016 are as follows: establish a network of bonus partners linked through the system of Active Slovenia in the field of tourism, sport, culture, gastronomy; promote the Active Slovenia card as a bonus card for domestic and foreign visitors; increase the sales of active holidays in Slovenia by 15 % compared to 2011; create communities of users on the Internet; revive the cooperation of tourism and sports programme operators; include the highest quality tourism operators; offer a comprehensive programme of benefits enabling quality leisure time to cardholders; promote healthy living and self-care; promote leisure time activity by attending tourism, sports and cultural events; and, in the international arena, rank Slovenia among those operators who provide the highest quality active vacations in Europe.

Golf tourism

Golfing constitutes an essential element of a country's tourism offer; 13 registered golf courses represent a major potential for Slovenian tourism. In 2011, there were 8 495 golfers registered in Slovenia; their number is growing year by year also owing to the activities undertaken by the Golf Association of Slovenia and its campaign 'Slovenia Plays Golf' which furthers the interest of domestic guests in playing golf.

Golf courses provide a wide variety of services and offers, have a significant impact on the economic activity at the local and regional levels, contribute to an increase in employment, enhance the visibility of individual regions, etc. Slovenian golf courses offer to golfers the pleasure of moving in nature, while some of them also have unique ethnological features (Prekmurje Clubhouse, castles, etc.). Golf in combination with other elements of tourism offer, e.g. wellness, meetings industry, may significantly help to improve the structure of tourists visiting Slovenia; as a rule, golfers are regarded as wealthy guests. Furthermore, if we add high-quality cuisine and wine, we can develop high-quality integrated tourism products for more demanding guests. This results in the increased value added or the increased price of tourism products.

In order to create integrated tourism products and improve the quality of tourism offer, which includes golf activities, the Golf Association of Slovenia and the Economic Interest Grouping of



Slovenian Golf Courses need to further cooperate with enterprises and organisations that are engaged in the promotion of tourism, and tour operators, while at the local level, it is necessary that golf course owners and golf clubs link with tourism organisations and tourism service providers (e.g. hotels).

Fishing tourism with an emphasis on fly fishing

The incredible natural wealth of rivers and lakes that (in comparison to the rest of Europe) are still preserved and uncontaminated ranks Slovenia among the most desirable destinations for freshwater sports fishing, in particular fly fishing. The promotion falls under the responsibility of the Fishing Association of Slovenia, which in 2011 celebrated the 130th anniversary of the organised freshwater fishing in Slovenia, and also under the Fisheries Research Institute of Slovenia. The Fishing Association of Slovenia, in cooperation with 64 fishing families, has also been engaged in the preservation of nature and environmental protection.

Freshwater angling plays a very important role in Slovenia's entire tourism offer. Anglers, fly fishers in particular, are extremely good consumers and users of various tourism services. They are one of the best groups of foreign visitors who come to Slovenia. They particularly appreciate nature, have a respectful attitude toward natural and cultural values of Slovenia, and are willing to spend a lot of money. The annual number of fishing days from the tourist fishing is estimated at 15 000.

For effective marketing results in fishing tourism, it is crucial that closer cooperation be established between all the players, mainly fishing families, the Fishing Association of Slovenia, the Fisheries Research Institute of Slovenia, the Slovenian Tourist Board and other tourism service providers, in particular the accommodation sector, the hospitality industry and others, and that the promotion of fishing tourism, mainly in foreign markets, be more organised. The 2016 vision sees Slovenia as the best fishing destination in Europe in terms of clean waters, and its wealth of indigenous species of fish, cuisine, wine and friendly people.

ADVENTURES IN NATURE

Tourist farms

The Association of Tourist Farms of Slovenia (ZTKS) was established in 1997 and organised in accordance with the Societies Act. It links 395 tourist farms across Slovenia. The association ensures the joint action of Slovenian tourist farms on the market, the expansion of offer and the promotion of the countryside at the national and international levels, information and training of tourism operators on farms, and also represents the interests of its members.

Farm tourism is a quality tourism product, interesting in terms of marketing, and based on the charm of nature and rural cultural heritage, hospitality and homey attitude of farm families, rich gastronomic heritage, the knowledge of rural people, and the individuality of the offer. Its development is based on a responsible and respectful attitude towards the natural, cultural and social environments. For centuries, farmers have been preserving natural abilities for food production, practicing sustainable forest management, and promoting the preservation of the environment, as evidenced by the obtained EU Ecolabel.

As accommodation providers, tourist farms create around 84 000 overnight stays, which accounts for



1 % of the overnight stays at the national level; on average, their occupancy rate is 75 days per year. The objective is to increase the average occupancy rate to 100 days and improve the quality of tourism services and offer. In cooperation with the Slovenian Tourist Board, the Association of Tourist Farms of Slovenia is planning to prepare catalogues of tourist farms, present them on the Internet and at fairs, and ensure public relations and advertising. The Association of Tourist Farms, together with experts from agriculture and forestry institutes, and the Chamber of Agriculture and Forestry of Slovenia, will pay considerable attention to the training of farm tourism providers and to the specialised offer of farm tourism.

Camps

There are 65 camps in Slovenia; 45 of these are registered as auto-camps. The Camping Association of Slovenia has been engaged by the Tourism and Hospitality Chamber of Slovenia as a section for camps for about 20 years; its membership comprises 35 camps.

Camps are the second strongest pillar of Slovenian tourism as they collectively created 1 170 610 overnight stays (2010) with a 7 % increase in 2011. The stays are generated by 7 276 campsites, mainly during the summer, from May until the end of October. In the previous 20 years, camps have made a significant contribution to sustainable development of the environment and tourism in Slovenia, in particular of its countryside. They allow authentic leisure time experience, in contact with the environment. Car camping does not cause permanent damage to the Slovenian environment; it keeps Slovenia green and clean. Some camps are already undergoing, or intend to do so, the process for the obtaining of the environmental label/certificate.

The development strategy has as its vision making Slovenia the most excellent and authentic (clean, green, quality) destination for camping. The objectives to be achieved by the end of 2016 are: 80–100 auto-camps, 1 500 000 overnight stays, and the extension of the length of stay from 3 to 4 nights. The most urgent issues that camps have been facing for a number of years relate to the environment, marketing and legislation. The environmental legislation treats camps as permanent building land, which is not the case. The marketing issue concerns the overall complexity of the marketing at home and abroad.

EDEN – European Destination of ExcelleNce

The 'European Destinations of ExcelleNce' project or, in short, EDEN was designed in 2006 by the European Commission in accordance with the guidelines of the European tourism policy. The overall objective of the project is to draw attention to the value, diversity, and shared characteristics of European tourist destinations, and to promote destinations where the economic growth objective is pursued in such a way as to ensure social, cultural, and environmental sustainability. In October 2008, the EDEN network was set up, which includes 62 destinations from among 27 member countries. The project is partly financed under the Competitiveness and Innovation Framework Programme (CIP 2007–2013).

The Slovenian Tourist Board decided to participate in the EDEN project in order to identify and award the most sustainable or green destinations that follow the principles of environmental, socially responsible, and cultural sustainability, thus stimulating their further development and integration. EDEN's winning destinations are the Soča Valley (2008), the Solčavsko region (2009), the Kolpa River



(2010), and Idrija (2011). The Slovenian EDEN network consists of 12 destinations (winning destinations and the finalists).

The European quest for excellence in tourism is developed around an annual theme, chosen by the Commission together with the relevant national tourism bodies. This theme functions as a leitmotif. So far, rural tourism, intangible heritage, protected areas, aquatic tourism, and tourism and regeneration of physical sites have been the main EDEN themes. In 2012, instead of selecting a destination of excellence, the promotion of the already awarded EDEN destinations and of the project itself is underway. In future years, the selection of new and the promotion of the existing destinations of excellence will be held alternatively.

Protected areas in Slovenia

In Slovenia, protected areas now cover 13 % of the territory. The community of protected areas of Slovenia, which includes all Slovenian managers of protected areas of nature, is derived from the importance of nature conservation as the core value of sustainable development. Forms of tourism offer in Slovenian parks are based on the experience of nature, nature-friendly forms of recreation, and scientific interpretations of the living word, which allow visitors to seek the authenticity of sustainable experiences.

Working closely with the local population, we can also enjoy, in addition to nature, learning about the local traditions, culinary specialties and particularities of tangible and intangible cultural heritage that enrich small local accommodation facilities. The tourism offer of Slovenian parks can be integrated into a common product that allows tourist activity for a short (one day) or longer (several days) vacation. Slovenian parks may be a brand, based on the diversity and conservation of the nature and landscape.

Parks as cores of the protected nature, and the basic tourism offers should be placed into a wider tourist region from which the tourists are directed as visitors to these areas. As a rule, parks provide most of the accommodation and service activities. The tourism offer should be based on the active participation of managers of protected areas, who will (through awareness raising, education, nature conservation management and supervision) change the habits of tourists and visitors. Tourists whose goal is learning, seeking new experiences and self-realisation are demanding but they are better consumers. We will encourage those tourism service providers that undertake concrete activities and thus influence the awareness of tourists about the importance and role of the nature conservation.

BUSINESS TOURISM

Business tourism and meetings industry

At the national level, business tourism and meetings industry are represented by the Slovenian Convention Bureau, which was established at the initiative of the economic sector in 2004 and today includes 65 members, key meetings industry service providers from all over Slovenia. The main goal of the bureau, to which the Ministry of Economic Development and Technology awarded the status of a body acting in public interest in the area of tourism development, is the promotion and marketing of Slovenia as a meetings and 'incentive' travel destination, the attraction of national and international events and the professionalisation of meetings industry.



The competitive advantage of Slovenia as a meetings and 'incentive' travel destination is the vicinity of primary markets, new and undiscovered destination, diverse and adequate services, a favourable balance between the price and quality of services, the reputation of the profession and science in international associations and sustainable development. Meetings industry considerably aids in the de-seasonalisation of the main tourist season, since the majority of participants in various meetings visiting Slovenia for the first time and having a positive experience become international promoters of Slovenia. Meetings industry creates major multiplying effects; it is estimated that business tourism and meetings industry create a third of all overnight stays.

In the area of meetings industry, Slovenia has considerable development opportunities. A national survey on such activity would confirm the importance and contribution of the product to the overall economy and the state. For further development, the Slovenian Convention Bureau must be provided with the proper location and support to carry out its mission and tasks. For better performance, it is necessary to establish delineated meetings destinations, link providers at destinations and actively promote and market these destinations in international markets. A highly competitive market requires suitably qualified staff at all levels. In South-East Europe, Slovenia will be the first sustainably oriented meetings and 'incentive' travel destination with attractive offer and expert staff, and support at the local and state levels.

GASTRONOMY

Slovenian regional and local cuisine

For the purpose of tourism, the Slovenian gastronomic strategy is focused on the regional and local cuisine of Slovenia. The project was carried out through the collective brand 'Gostilna Slovenija'. However, at present, this type of offer is not satisfying for hotels and restaurants. According to the findings of the World Tourism Organisation (UNWTO), cuisine is one of two main reasons or motivations to global travel. The emphasis on regionality and locality is connected to the foundations of the EU. The product directly co-shapes the efforts for sustainable development.

The objectives to be achieved in the next five years include the integration of regional and local cuisine in the offers of hotels and restaurants, a consistent presence in tourism promotion, the integration of protected foods and dishes in tourism offer and promotion, and the encouragement of Slovenian and European culinary trails (also in association with the EDEN project).

Gostilna Slovenija

'Gostilna Slovenija' is a collective brand. The project came to life at the end of 2011. The owner of the brand is the Chamber of Craft and Small Business of Slovenia, Section for Hospitality and Tourism. As of 3 March 2012, Gostilna Slovenija included 40 members that were awarded the right to use this collective brand name. In 2012, the number of members is expected to grow to approximately 80, which is, in view of the size of the Slovenian (tourist) offer, quite sufficient.

The product's competitive advantages are already becoming evident as they are gaining interest on foreign markets. Another competitive advantage is the creation of a recognisable inn and the quality of its offer. It also contributes significantly to the overnight stays as some inns also have accommodation capacity; after the definition of appropriate terms for such inns and setting the related legislation, the accommodation capacities may even increase. The product fully complies



with sustainable development, since this framework also lays down the conditions to obtain the rights of using this collective brand.

The next five-year objectives include the regulation of the status and definition of European comparable terms (inn - gostilna, guesthouse - gostilna s prenočišči or gostinski dvor), the drawing up of the study entitled Gostilna Slovenija v svetu (Slovenia's inn in the world), which is a kind of white paper on Gostilna Slovenia for all who would like to open a recognisable restaurant anywhere in the world, and the drawing up of the relevant promotion material and multilingual monograph, i.e. a guide to inns under the Gostilna Slovenija brand.

Typical Slovenian dishes

The Slovenian gastronomic strategy envisages the definition of the most typical Slovenian representative dishes (also for drinks) and the designing of models for their overall promotion in line with sustainable development. Thus we refer to the so-called 'green cuisine' of Slovenia. The range of dishes will be obligatory for all inns, including hotels and restaurants that are now trailing behind in this field of tourism offer not only in terms of contents but also in terms of quality.

The product is of utmost importance for the future recognisability of Slovenian cuisine in the world; it means a commitment for the Slovenian hospitality training programs, opportunities for the creation of new tourism products (e.g. new events, culinary paths, etc.). All dishes will be consistently linked to the efforts for sustainable development of Slovenia.

The objectives to be achieved in the next five years are the selection of typical (representative) dishes, their inclusion in educational programmes, scenarios of new tourism events based on individual dishes and their stories, the consolidation of Slovenian cuisine's visibility in the world and the gradual creation of a new, mainly recognisable tourism motif that is associated exclusively with Slovenia.

CULTURE

Cultural tourism

Since Slovenia still lacks organisation in this field, we cannot talk about a classic tourism product (e.g. biking), the providers of which could be partners of the Slovenia Tourist Board or agencies in the marketing of their professionally designed integral services. The existing associations (e.g. of museums) are intended primarily for the Guild and represent the interests of culture rather than tourism; the link between the two has not been established yet. The Strategy for Development of Cultural Tourism in Slovenia was adopted in 2009. The strategy envisaged the organisational structure was to link the two areas, but in practice this has not been implemented since there was no existing regional organisation that could undertake this task.

There are no data available on the number of visits, overnight stays and the consumption of tourists whose main reason to visit Slovenia was the cultural sphere, since the question was not included in the Statistical Office of the Republic of Slovenia's survey on foreign tourists. However, 'pure' cultural/recreational/skiing/etc. tourists have mostly disappeared; in modern times, we refer to a 'hybrid offer', between culture and business tourism, or culture and well-being, or culture and shopping, or culture and recreation, or culture and a visit to relatives and friends.



Cultural tourism is an ideal way to extend the season: during the school year, regular programmes of dramatic arts and classical concerts that are primarily intended for the domestic audience are delivered; the events, however, are eagerly visited also by tourists who happen to be at the event's location. During the summer holidays, the offerings from the 'temples of culture' are often moved to festivals in very popular holiday destinations.

Living heritage as a permanent source for sustainable tourism is of paramount importance since it comprises oral tradition and folk literature, performing arts, customs and traditions, knowledge of the environment, economic knowledge, and cultural space.

Culture is institutionally protected in several ways, and, therefore, more protected than nature, but it also needs more protection, because it involves the concentration of phenomena in one place (e.g. castles, walls, town centre, monument, etc.) that are very much at risk of damage in the event of a large number of visitors. It is, however, positive that the educational level of the visitors looking for culture is generally above the average and that these visitors have a responsible attitude towards the environment and (foreign) culture. Groups looking for the offer in cultural tourism are usually much smaller than the groups coming to a certain destination on the basis of models of mass offer (e.g. skiing). Cultural tourism is by definition mostly considered to be sustainable development-oriented form of tourism.

The improvement and better integration of heritage sites (churches, castles, palaces, monuments), various presentations of the living heritage (concerts, festivals, crafts, cuisine), and heritage events (exhibitions, museums) will undoubtedly contribute to effective and more visible tourism offer (since this can also be a comparative advantage of a destination or country).

Historic cities of Slovenia

The Association of Historical Cities of Slovenia (an economic interest grouping) was established in 2001 by

the towns of Idrija, Koper, Kranj, Novo Mesto, Piran, Ptuj, Radovljica, Slovenske Konjice, Škofja Loka, Tržič and

companies. The product 'TOWNS' means the comprehensive tourism offer of towns: cultural monuments, cuisine, accommodation, cultural institutions (museums, galleries), and cultural events with a rich cultural programme being delivered throughout the year in the squares and streets.

Towns have smaller town hotels, with 10-20 rooms. Tourist visits are received throughout the year, but mostly during the summer season (from May to October). In 2011, the towns increased the number of overnight stays by 3 %. In 2012, the linking of all town hotels is being prepared for the purpose of joint promotion and marketing. Cities are making increasing efforts to implement policies for sustainable development in accommodation (smaller hotels) and transport (cycle paths, bike rental, city centres closed to traffic), and provide excursions into nature (including offering homemade food at the surrounding tourist farms).

The aim is to increase the visibility of historic towns in domestic and foreign tourism markets/neighbouring countries, to extend the stay in the city for more than a few hours or a day, and to develop the organisation and transparency of the sales of tourism programmes that are related to Slovenian historic towns. In the future, it will be necessary and imperative to gain the cooperation of all: towns, government institutions as well as individual providers in cities. The lack of cooperation is also the reason that the image of towns in Slovenia is not sufficiently recognisable.



The cultural offerings of towns are also marketed by holders of other products; consequently, mutual cooperation is crucial.

Houses of Tradition

The Institute for the Development of Houses of Tradition was established in 2001 and joins tourist facilities with the preserved architectural heritage. In 2004, Houses of Tradition met the requirements and became a member of the 'Europe of Tradition' consortium. The institute counts 20 active members, 17 houses of tradition providing accommodation and three houses without accommodation. A member can act as a House of Tradition after obtaining a positive assessment of the facilities in accordance with the rules on the assessment of ensembles and buildings in view of the identification and visibility features.

The concept of the 'Houses of Tradition' brand is in accordance with the principles of sustainable tourism development in Slovenia. Houses of Tradition are scattered throughout Slovenia; the buildings are made from natural materials that are adapted to various types of landscapes; they make the most of the environment's natural riches, preserve the environment and, with their activity, improve the prosperity of local population. Houses of Tradition preserve cultural integrity and act in ways that do not burden the environment additionally. Their food is made from organic ingredients of local sources.

The action plan for the development of offer of houses of tradition envisages the preparation of adventure packages in houses of tradition which will include the accommodation in traditional facilities, cuisine, learning about the nature and cultural heritage of the place and the immediate vicinity of the house and the integration of all the elements of the offer into the entire tourism product of houses of tradition. The marketing is focused on the sales at information and reservation portals and the introduction of business systems to support operations, which would enable access to specialised travel agents. The main obstacle to the development and marketing of a product is mainly the lack of financial resources for broader development cooperation.

ENTERTAINMENT TOURISM AND GAMBLING INDUSTRY

Gambling Tourism

Gambling Tourism or organising special games of chance is an important element complementing the Slovenian tourism offer. Gambling tourism product is a special segment of tourism which is competitive in the international market and for this reason it has developed with high value added. Because of its specifics, the aforementioned part of Slovenian tourism services was defined in the Strategy of Gambling Development in Slovenia, adopted by the Government of the Republic of Slovenia on 16 December 2010, which is the main development document of Slovenian tourism services regarding games of chance for the coming decade.

Experience has shown that gambling tourism has been insufficiently included in the range of tourism services, which is one of the recognised barriers to achieving greater competitiveness of Slovenian tourism. It is therefore of key importance for this segment to promote the development of strong capital concessionaires of special games of chance, which have a capacity to construct socially more acceptable gambling centres, and significantly invest in tourism infrastructure on certain destinations.



In 2010, nine concessions were granted for organising special games of chance in a casino and 33 concessions for organising special games of chance in a gaming hall. Special objectives in gambling tourism are to promote the development of tourism and entertainment infrastructure through a stimulating system of gaming taxes, provide a quality and wide choice of gambling offer, introduce an active concession policy, establish territorially limited gambling areas, define in detail the conditions to be met by a certain type of a gambling unit and obtain, for the state, the largest possible share of economic revenue, providing a still adequate level of investment in the tourism product of gambling and an appropriate profitability for a concessionaire.

CRUISING

Cruise destination

The project entitled Passenger Terminal of the Port of Koper – CRUISE SLOVENIA provides a basis for developing Slovenia in a cruise destination. The leaders of the project, which started in 2005, are Luka Koper, d. d., the Municipality of Koper, and the Chamber of Commerce and Industry of the Primorje Region of Koper.

This is a completely new activity with no comparison within the Slovenia's borders. In 2011, the number of passenger who arrived on ships amounted to 108 820. When visiting, tourists create new economic effects on tourism. According to the data of the European association of passenger ship owners and marine ports, the European Cruise Council, the average consumption of a passenger on an individual destination amounts to EUR 57 (2010 data).

The common interest of all partners/shareholders is the quick and effective development of the project and maximising the economic effects for all the interested parties. The objective of the project is to become an important destination for cruise ships. Slovenia wishes to become known to ship owners as a new destination for cruise ships for its unique tourist offer found in no other passenger terminals (destinations) in the Adriatic Sea or Mediterranean area. Slovenia wishes to develop the project in a base passenger terminal (with a possibility of passenger boarding/landing) and not merely a port of call. Through this, we wish to achieve greater positive economic effects on tourism and also in a wider context. By the end of 2016, further development of the project will be based on the marketing concept FLY, STAY and CRUISE SLOVENIA. The construction of a Passenger Terminal of the Port of Koper is in connection with the aforementioned.

YOUTH TOURISM

In Slovenia, youth tourism or organised youth hostelling dates back to 1892. Hostelling International Slovenia, representing Slovenia in the International Youth Hostel Federation and joining more than 40 youth hostels, has been in operation since 2001. Youth tourism is a selective form of tourism in which, for the most part, the existing services and infrastructure are used, presenting a strong competitive advantage and benefiting to the local community as a whole.

In September 2011, the number of overnight stays in youth hostels increased by 41 %. Youth tourism is specifically sustainable and environmentally oriented, and this remains true for the majority of the youth hostels in the network of the Hostelling International Slovenia. In 2010, the number of overnight stays was only 88 901; however, it should be taken into account that certain youth hostels were included in calculations for holiday homes for youth, which, together with similar buildings,



recorded 530 286 overnight stays. With such a growth and good support, we anticipate the number of overnight stays to double at least.

In Slovenia, within the Hostelling International Slovenia, a network of youth lodgings is well designed and spread and, together with other youth accommodation capacities and camps, provides almost ideal coverage. Slovenian tourism services represent, notably, experience, activities and events and therefore, in the 2012–2016 period, attention should be placed on providing support to the Hostelling International Slovenia in marketing and integration of its tourism products, in particular, on the marketing of youth lodgings for youth groups and in also on offering all other elements of youth tourism such as events, sports activities, cultural events, natural features and similar.



4. DESCRIPTION OF MEASURES AND ACTIVITIES

Figure 12: Objectives and development areas (priority areas marked green)

The following in detail describes development areas and measures or activities.

Expansion of the tourism sector

Encouraging enhanced competitiveness

Development of tourist destinations

Adequacy of human resources to meet the needs of the economy

Quality enhancement

Encouraging R&R and ensuring appropriate

bases for business decision-making

Encouraging innovation

Easier access to Slovenia

The EU and international cooperation

Investments in tourism infrastructure

De-seasonalisation

Ensuring a favourable business environment

Intersectoral coordination and cooperation and favourable regulatory

environment

Organisation of Slovenian tourism

Efficient marketing and promotion of Slovenia

Increased recognisability

Market segmentation

Competitive tourism products

Digital marketing

Partnership marketing

General

objectiveobj

Development areas /

activities

Measures



4.1. Development area or activity 1:

Encouraging competitiveness of Slovenian tourism

MEASURE 1.1. ENCOURAGING THE DEVELOPMENT OF TOURIST DESTINATIONS

DESCRIPTION

Developing effective tourist destinations with high-quality and

attractive integrated tourism products to provide excellent

experience of tourists at a destination.

Providing (implementing) sustainable and responsible

management in the tourism industry and at destinations (to

achieve a better quality of life of local population and

satisfaction of tourists and protect the environment, nature

and cultural heritage).

Sustainable tourism products, destinations and providers

creating competitive advantage of Slovenia as a tourist

destination.

OBJECTIVE

Developing tourism networking on horizontal and vertical

levels.

Sustainable tourism, acknowledged to be one of the key

directions of tourism development in the future (economic,

social, cultural and environmental components) monitored

appropriately.

Responsible use of natural resources, green technologies,

protection of cultural heritage and preservation of cultural

heritage of destinations, quality and job sustainability.

ACTIVITIES WITH NO FINANCIAL

EFFECT

Evaluation of natural and cultural heritage being a component

of the tourism offer at a destination and included in the

tourism offer at a destination.

Including all potential points of tourist attraction at

destinations into integral tourism products.

Qualified tourist animators and attractive tourist animation

programmes developed for different focus groups.

Including all the interested parties at a destination in

development of the tourism offer.

Planned connecting of destinations.



Encouraging the development of sustainable tourism in

protected areas with participation of all involved sectors, local

population, tourist sector and regional destination

organisations.

Adoption of international code of ethics in tourism.

ACTIVITIES WITH FINANCIAL EFFECT Cooperating between regional destination organisations and

the Slovenian Tourist Board at a programme level.

Manager training at a level of regional destination

organisations (advisers qualified in destination management).

Introducing indicators of a sustainable development of tourism

in Slovenia (at individual destinations) and regular periodic

monitoring (based on the indicators).

Encouraging local supplier chains at tourist destinations.

Implementing the EU eco-label or other eco-certificates in

accommodation facilities.

Encouraging vertical and horizontal networking of shareholders

at tourist destinations (and between tourist destinations) to

create (in rural, urban or mountain areas, etc.) a

comprehensive and attractive-to-the-market tourism offer at a

destination.

Slovenia's participating in initiatives such as, e.g. EDEN or

NECSTour to evaluate tourist destinations taking effective

measures to encourage sustainable tourism.

Creating uniform marketing communication forms at a level of

regional destination organisations, in accordance with

Slovenia's brand for marketing.

Utilising all the potentials in this area with the help of other

ministries or government institutions.

Forming a strategic framework or scheme to develop socially

responsible tourism in Slovenia.

COMPETENT AUTHORITIES

Ministry of Economic Development and Technology

Slovenian Tourist Board

PARTICIPANTS / IMPLEMENTING

AGENCIES

Ministry of Agriculture and the Environment

Ministry of Infrastructure and Spatial Planning

Ministry of Finance

Regional destination organisations

Local tourism organisations

Tourist Association of Slovenia, regional associations or tourism

societies

Tourism industry



Interest groups

Education/research institutions

Institute for the Protection of Cultural Heritage of Slovenia

MEASURE 1.2. ADEQUACY OF HUMAN RESOURCES TO MEET THE NEEDS OF THE ECONOMY

DESCRIPTION Ensuring the harmonious development of quality offer for

education and training in the hospitality industry and tourism in

accordance with the needs of the tourism industry and other

users of knowledge.

OBJECTIVE

Ensuring a quality education and training system in the

hospitality industry and tourism and adequate opportunities to

work in the tourism industry and its support activities.

Programmes in hospitality industry and tourism.


EFFECT

Continuous increase in quality of education and training (for

the operational level and medium and top management).

Closer cooperation between education institutions and tourism

industry.

Enhancement of cooperation between higher education

institutions and the economic and public sectors.33

Cooperation between education institutions (at a vertical level).

Taking into account the characteristics of the new Generation Y

in forming new job posts.

Updating professional standards in hospitality industry and

tourism on the basis of analysis of the economy needs and, if

necessary, introduction of new national vocational

qualifications.

Encouraging the introduction of sustainable components at all

levels and in all areas (recognition of examples of good

practice; awareness raising/workshops).

ACTIVITIES WITH FINANCIAL EFFECT Shaping an appropriate concept of mentoring for carrying out

practical training and education in companies (co-financing of

mentor training in companies and co-financing of practical

training of secondary school students and practical education

of students in companies).

Improving the carrying out of practical training for secondary

school students and practical education of university students

through developing school hotels, agencies and restaurant

33

Resolution on Research and Innovation Strategy of Slovenia 2011–2020 (Measure 5, page 22).



facilities.

Improving the reputation of tourism in society (improving the reputation of tourism among the public, in particular among young people and local populations, and thus creating tourism-friendly environment at destinations).

Encouraging the programmes for enhancement of tourism

entrepreneurial culture, in particular, among young people and

local populations.

Awareness raising and education of local population on the

importance of tourism for the development of a destination, on

the principles of sustainable development and the introduction

of elements of sustainability at all levels and areas (recognition

of good practice examples), creating sustainable tourism

products and services, and green jobs.

Encouraging the creation and introduction of training and

further training programmes for people employed in tourism.

Raising awareness of people employed in tourism and the

introduction of modern models of their management.

Promotion of training and work in the hospitality industry and

tourism as a driver for sustainable development of the

economy and a promoter of quality of life and welfare.

Encouraging the employment of local populations.

Encouraging tourism economy to tender for contracts in

connection with management and funds from the European

Social Fund.



Ministry of Education, Science, Culture and Sport


AGENCIES

Ministry of Labour, Family and Social Affairs

Institute of the Republic of Slovenia for Vocational Education

and Training

Tourism and Hospitality Chamber of Slovenia

Chamber of Craft and Small Business of Slovenia


Tourism industry

Educational institutions in tourism

Other providers of education

Regional/local destination organisations

Research institutions in tourism

Interest groups

Tourist Association of Slovenia

Centres of knowledge of heritage communities



Figure 13: Interaction between measures and activities and long-term effects of investment in knowledge

Tourist loyalty and eventually a higher level of tourist visits

Higher revenue and profit

Satisfaction of the staff

Loyalty of the staff

Improved image of jobs in hospitality

industry and tourism

Higher staff qualifications

High quality tourism products

and services (innovation, higher productivity, higher

value added)

Satisfaction of the tourists



MEASURE 1.3. ENCOURAGING IMPROVEMENT IN QUALITY

DESCRIPTION Improving the quality of tourism products and services (at the

level of service providers in tourism, destination and at the

state level) and increasing competitiveness.

OBJECTIVE

High quality of tourism products and services (regarding the

technical and functional aspects) recognised as a driver for

competitiveness and market differentiation.


EFFECT

Inclusion of interest groups in important European interest

groups in tourism industry.34

Introducing an integrated quality system in tourist companies. Measuring users' satisfaction.

ACTIVITIES WITH FINANCIAL EFFECT

Developing a programme for an integrated quality system at all

levels and in all areas (and introducing a programme and

possible introduction of quality system certification at the level

of the state).

Adopting and encouraging the acquisition of national or

international quality mark (e.g. STQ or EQL) (together with a

comprehensive certification scheme and monitoring and

surveillance scheme) and/or the EU eco-label ('Flower' label). Encouraging the accommodation facilities and/or providers to specialise (tourist companies with certified and specialised tourism offer).

35

Further development and introduction of a quality system/

general or specialised36

(in destinations, key tourism products

or brand names or services, companies).

Introduction of a comprehensive categorisation system, and its enhancement (technical quality) and harmonisation with sustainability criteria.

Development and introduction of a tourist satisfaction

monitoring programme (at the national, company or

destination levels; regular monitoring and surveillance).

Raising the awareness of the importance of quality (trainings).




34

Having regard to the interests of the interest groups. 35

e.g. eco, wellness, health care services, recreation and gaming services, services for special market groups, such as young

people, families, persons with disabilities, seniors, etc. 36

At present, the quality criteria for granting the labels (specialisation), e.g. a hotel for cyclists, hotel for hikers, convention

and meetings tourism, have been developed.




AGENCIES

Tourism industry

Chambers

Interest groups

Civil sector

Research institutions

MEASURE 1.4. ENCOURAGING DEVELOPMENT AND RESEARCH AND CREATING ADEQUATE BASIS FOR DECISION MAKING IN TOURISM

DESCRIPTION Establishing a modern system of research and development in

Slovenian tourism.

Enhancing of development and a transfer of knowledge to

tourism industry and other users of knowledge.

Creating appropriate basis for making strategic and business

decisions.

OBJECTIVE

Increasing the importance of research and development in

tourism.


EFFECT

Regular meetings of the Consultative Council for research

within the Slovenian Tourist Board.

Bringing together public and private sectors and research.

Drafting a programme of research topics in tourism.

Participating in the EU Virtual Tourism Observatory Project in

connection with the application of the collected data.

Monitoring and use of data within the ICT and Tourism

platform project.

ACTIVITIES WITH FINANCIAL EFFECT Creating a database that would, at a single point, group all the

results of research and studies in tourism and would provide all

the shareholders with access to knowledge in tourism.

Acquisition, analysis and providing information from the area of

tourism, to support more effective marketing of tourism at all

levels (Slovenian Tourist Board, Statistical Office of the Republic

of Slovenia).

Introducing indicators of a sustainable development of tourism

in Slovenia (at individual destinations) and regular monitoring

and surveillance (research).

Co-financing of basic and applied research from the area of

tourism.

Detailed studies on competitive advantages of Slovenia as a



tourist destination (e.g. natural and cultural heritage,

geostrategic position, safety, gastronomy, etc.).

On-going evaluation of the implementation of the Slovenia's

tourism development strategy.





AGENCIES


Slovenian Research Agency


Interest groups

Statistical Office of the Republic of Slovenia

MEASURE 1.5. PROMOTING INNOVATION IN TOURISM

DESCRIPTION Providing, through innovative and more attractive tourism

products and services, increased competitiveness and

profitability of Slovenian tourism and a transition to a

green/sustainable economy.

Developing innovation at all levels and in all sectors (product,

service, destination, organisation, process, technology,

marketing communication, cooperation, etc.)

OBJECTIVE

Development and introduction of innovation in tourism (in all

areas and at all levels) – GREEN GROWTH.


EFFECT

Recognition of a successfully implemented innovation in

tourism.

ACTIVITIES WITH FINANCIAL EFFECT Raising awareness of stakeholders in tourism on the

importance of innovation (introductory and development

workshops).

Further development of successfully implemented innovation

projects in tourism.

Financial incentives for green innovation in tourism.

Promotion of innovation in tourism.





AGENCIES

Tourism industry

Interest groups

Chambers

Civil sector

Education / research institutions

Public Agency of the Republic of Slovenia for Entrepreneurship

and Foreign Investments



MEASURE 1.6. IMPROVED ACCESSIBILITY TO SLOVENIA AS A TOURIST DESTINATION

DESCRIPTION Preservation of the existing and introduction of new air and rail connections. Improvement of road and the existing rail and maritime connections. User-friendly toll collection system (in particular, to tourists and one-day visitors). Simplification of visa procedures.

OBJECTIVE

Improving sustainable transport accessibility.

Ensuring improved accessibility of Slovenia, in particular,

through air and rail connections, to increase competitiveness.

Introduction of the environmentally-friendly (green) means of

transport in public passenger transport (in particular in rail and

sea transport).


EFFECT

User-friendly toll collection system (in particular, for tourists and one-day visitors).

Decision of the Government of the Republic of Slovenia, as of

5 July 2011, through which the Ministry of Transport was

tasked with defining in detail the role and importance of the

cableway installation and to make an assessment of the

possibility of their inclusion in the public passenger transport

system.37

Simplification of visa procedures38

and introduction of

simplified procedures in new countries.

ACTIVITIES WITH FINANCIAL EFFECT Encouraging the development of air services at the airports in Slovenia (providing more regular airline connections/national airlines, other airlines and low-cost airlines). It is essential to establish regular airline connections with all key European sending markets, creating more competitive conditions (sufficient number of seats). Activities to finalise and start into operation the second largest airport in the state. Liberalisation of Slovenian air traffic services (in accordance with the EU requirements).

37

Based on the Strategy of Cable System Construction in the Republic of Slovenia, taking into account natural features. The activity is sustainable. When this document was in the process of preparation, the implementing part of a decision had not yet been prepared. 38

In 2010, an agreement between the Ministry of Foreign Affairs and the Ministry of the Economy was signed on issuing tourist visas. According to estimations by tourism economists, a further simplification of procedures in this area is needed.



Developing a comprehensive cycle network, connected with

international cycle routes and having adequate infrastructure.

Encouraging the introduction of a uniform national system of

marking cycling routes and hiking trails.39

Modernisation and reconstruction of the existing road

infrastructure,40

with a priority given to the public roads to

improve accessibility to tourist areas.

Establishment of adequate, sufficient and regular transport connections to tourist centres and tourist attractions as well as to important entrance points for tourists from abroad (also to public bus transport, rail and water passenger transport).

Erecting a sufficient number of visible tourist information

boards along roads.

Further development41

of the international Passenger Terminal

of the Port of Koper for the needs of the large passenger ships

on international sea routes and tourist cruising.42


AGENCIES


Ministry of Foreign Affairs



Tourism industry


Interest groups

39

This also includes the consistent marking of international theme paths, cycling routes and hiking trails with internationally

determined information marks on the Slovenia's territory, in all projects in which Slovenia participates (e.g. the European

Iron Curtain Trail, the Emma Trail, the Saint Martin trail, the cross-border Drau Cycle Trail, the Mura-Drava Bike, the Via

Alpina, the E6 and E7 European Hiking trails, etc.). 40

Reconstruction and modernisation of roads other than motorways leading to the most important tourist centres (e.g.

priority given to: Nova Gorica-Bovec, Bled bypass, Dramlje-Podčetrtek and Rogaška Slatina, Novo Mesto-Dolenjske Toplice,

Koper-Izola-Portorož, Zreče-Rogla, Lovrenc na Pohorju-Rogla, Maribor-Mariborsko Pohorje, Hrušica-Planica, Celje-Laško-

Rimske Toplice, etc.). 41

In accordance with the adopted national spatial plan for comprehensive spatial arrangement of the international port in

Koper. 42

In accordance with the Concession Contract the operator is Luka Koper, d. d. (Republic of Slovenia performs the surveillance). Total estimated project value amounts to EUR 4.5 million.



MEASURE 1.7. EU AND INTERNATIONAL COOPERATION

DESCRIPTION Active participation of Slovenia in international projects, e.g. transnational theme trails providing an additional improvement in competitiveness of Slovenian tourism and additional promotion, supported by joint marketing with the project partners.

OBJECTIVE

Participation with the EU institutions and internationally.

Active participation of Slovenia in adopting the legislation,

strategic decisions and orientations having impact on the

development of tourism within the EU institutions (EP, the EU

Council and the European Commission).

Slovenia's participation in the EU and international projects

supporting the improvement in competitiveness and visibility of

Slovenian tourism.


EFFECT

Active participation of Slovenia in the area of tourism in the EU

institutions (in accordance with the Strategy of the Republic of

Slovenia for cooperation in the international organisations of

which the Republic of Slovenia is a member (OECD, UNWTO,

WTO, the Council of Europe, the Alps-Adriatic Working

Community, EUROMED/UzS, ETC, etc.), and in the treaties

signed by the Republic of Slovenia (the Alpine Convention).

Delegations during the visits of high state representatives and

meetings of joint commissions.

ACTIVITIES WITH FINANCIAL EFFECT Business offices abroad.43

Bilateral cooperation.

Participation in transnational international projects.

Participation in cross-border projects.





AGENCIES


Tourism industry

Educational institutions in tourism




Interest groups

43

e.g. embassies abroad providing support to the Slovenian Tourist Board.



MEASURE 1.8. ENCOURAGING INVESTMENTS IN TOURISM INFRASTRUCTURE

DESCRIPTION Ensuring the infrastructure enabling an increased development of tourism at destinations and focusing on contents based on components of sustainable development.

With the potentials provided by natural and cultural heritage,

new tourism offer will be created, providing a development of

the support activities. Particular attention will be paid to the

areas with opportunities for the sustainable development of

tourism (e.g. protected areas and valuable natural features of

national importance44

).

OBJECTIVE

Ensuring the support through the measures, in particular, for

the public tourist infrastructure that may contribute to a faster

development of destinations; however, no private funds can be

provided for it.

Paying the attention to infrastructure development in a

broader sense, namely, in those segments of the tourism offer

where the lack of infrastructure is a huge obstacle to the

further development of tourist destinations. Activity for

encouraging foreign capital investments and developing small

and medium-sized enterprises and providing a reduction of tax

burdens for new investments.


EFFECT

Shaping development policy for various types of infrastructure

(culture, nature, sports, etc.) having impact on tourism.

Introducing project types for financing tourist projects.

Developing new types of incentives to provide an environment

conducive for domestic and foreign investment.

ACTIVITIES WITH FINANCIAL EFFECT Instruments granting incentives for the tourist infrastructure.







Ministry of Finance


AGENCIES

Slovenian Enterprise Fund

Public Fund of the Republic of Slovenia for Regional and Rural

Development

Public Agency of the Republic of Slovenia for Entrepreneurship

and Foreign Investments

44

In accordance with the management plans for these areas and nature conservation guidelines.



MEASURE 1.9. DE-SEASONALISATION

DESCRIPTION Extending the tourist season.

OBJECTIVE

An increased occupancy rate of tourist infrastructure.


EFFECT

Encouraging the development of the existing tourism products

(e.g. spa/health resort services, meetings industry services,

etc.) and creating new tourism products and services to reduce

the seasonal characteristics of tourist demand (e.g. a re-

introduction of at least two winter school holiday periods).

ACTIVITIES WITH FINANCIAL EFFECT /



Tourism industry


AGENCIES

Regional/local tourism organisations

Interest groups



4.2. Development area or activity 2:

Ensuring a favourable business environment

MEASURE 2.1. INTER-MINISTERIAL COORDINATION AND COOPERATION AND ENSURING FAVOURABLE BUSINESS ENVIRONMENT45

DESCRIPTION Effective coordination and co-operation between ministries for

the highest efficiency of all policies and financial instruments of

the Republic of Slovenia and the European Union in

development of tourism.

Ensuring a favourable business and regulatory environment to

achieve a faster development and increase the competitiveness

of Slovenian tourism.

Increasing foreign investment.

OBJECTIVE

An enterprise-friendly business and regulatory environment to

accelerate development of Slovenian tourism.

Acknowledging tourism as an economic activity having an

impact on the welfare of society and creation of new jobs.

Creating and carrying out an appropriate tourism policy and

other strategic documents.


EFFECT

Respecting and adhering to the decision of the Government of

the Republic of Slovenia adopted at its 81st regular session on

11 May 2010, under item 1, defining tourism as one of the

most important economic and/or strategic sectors.

Harmonising regulatory acts that may have an indirect or direct

impact on tourism development with the line ministry

responsible for tourism, during the process of drafting the acts.

Reducing and/or eliminating administrative barriers significant

for tourism development (e.g. exoneration of accommodation

facilities in tourism from data reporting).46

Assuring favourable spatial conditions for the development of

tourism.

Assuring favourable conditions for the construction and/or re-

construction of tourist infrastructure (including faster and

simpler procedure for obtaining all licences).

45

Tourism is and explicitly multi-sectoral activity with strong multiplication effects; since all governmental sectors

participate in the tourism-related activities, a co-ordinated management is needed. 46

e.g. the project within the Elimination of Administrative Barriers, conducted by the Ministry of Justice and Public Administration to reduce the reporting burden in tourism (also participating: the Statistical Office of the Republic of Slovenia, the Ministry of the Interior, the Police).



Verification and/or examining the act that do not contribute to

a faster development of tourism (e.g. in the areas such as

allocation of financial resources for tourism development,

labour legislation, in particular the seasonal and temporary

employments, spatial legislation, swimming water protection,

allocation of concessions for thermal and mineral water

exploitation, copyrights, regulation of winter school holiday

periods, road tolling, visa policy, etc.) to ensure opportunities

for the faster development of tourism. Amendment to the Promotion of Tourism Development Act to simplify the conditions for carrying out activities and/or deregulate the area to enhance entrepreneurship. Care for urban planning, harmonious with the landscape, in tourist communities and care for harmonious and non-intruding placement of various activities in the landscape. Drafting spatial plans at all levels to define priority areas allocated for placement of tourist infrastructure and to plan possible uses (on protected areas, on a primary basis). Defining the conditions for the use of castles and other cultural monuments, which are not museums or other cultural institutions, for the purposes of tourism.

ACTIVITIES WITH FINANCIAL EFFECT /


Government of the Republic of Slovenia

all Slovenian ministries, government offices and relevant

contractors;


AGENCIES

Tourism industry

Interest groups



Civil sector



MEASURE 2.2. ORGANISATION OF SLOVENIAN TOURISM

DESCRIPTION A modern model of cooperation and inclusion of policy-makers

at all levels (national, regional, local, interest groups; chambers,

civil sector, etc.) to promote integration at horizontal and

vertical levels.

Fostering entrepreneurial development and increasing

competitiveness.

Efficient implementation of tasks at national, regional and local

levels.

Providing sufficient funds (ensuring increased budgetary funds

for development of tourism at a state level).

OBJECTIVE

An effective model of the organisation of Slovenian tourism

Promoting partnership cooperation in all areas and at all levels.


EFFECT

Periodical meetings and decision-making of the Council for

Tourism members and the Prime Minister of the Republic of

Slovenia.

Enhancing the integration and strengthening of cooperation in

the joint planning, creation and marketing of Slovenian tourism

at local, regional and national levels and strengthening

excellence at all levels of Slovenian tourism.

Amendment to the Promotion of Tourism Development Act.

ACTIVITIES WITH FINANCIAL EFFECT Increasing the budget funds for development and promotion of

tourism.


Council for Tourism

Government of the Republic of Slovenia



AGENCIES


Tourism industry

Interest groups



Tourism industry



Local tourism organisations



Figure 14: Organisation of Slovenian tourism funding

…

…

Legend:

Operation and programme financing

Participation at a programme level or co-operation in the form of partnership

activities – P


RDO RDO RDO

Ministry of Economic Development and

Technology (Tourism and Internationalisation

LTO LTO LTO LTO LTO

Tourism Enterprises

Tourism and Hospitality

Chamber of Slovenia

Chamber of Craft and

Small Business of

Slovenia

OECD

EU, TAC, …

Interest groups

Tourist Association of

Slovenia

LTO

P

P

P

Sources of funding:

Ministry of Economic Development and Technology –

Budget of the Republic of Slovenia

Slovenian Tourist Board – Budget of the Republic of Slovenia and

own resources

RDO – cooperation with Slovenian Tourist Board at a

programme level

LTO – Municipality Budget

P P

CEI,

AK,…



4.3. Development area or activity 3

Efficient and innovative marketing and promotion of Slovenia as an attractive tourist destination

Figure 15: Effective measures for marketing Slovenia as a tourist destination

MEASURE 3.1 INCREASE IN RECOGNISABILITY AND REPUTATION OF SLOVENIA AND ACHIEVING ITS DESIRED POSITIONING

DESCRIPTION In order to increase the recognisability and achieve the desired ranking

as a tourist destination on selected sending markets for Slovenian

tourism and among the selected target groups, a consistent and

intensive use of the brand of Slovenia is to be ensured in the entire

tourism industry and, at the same time, cooperation with other

commercial and non-commercial sectors in strengthening and

introduction of the brand of Slovenia is to be intensified (trade, exports,

sports, culture etc.).

OBJECTIVE

Increase in the recognisability and reaching the desired ranking as a tourist destination on selected sending markets for Slovenian tourism and among the selected target groups.


EFFECT

The Slovenian Tourist Board, the Slovenian tourism industry and other

subjects of Slovenian tourism were tasked with carrying out the

continuous communication and provision of information on the

'I feel Slovenia' brand to the selected target public.

Gradual introduction of other key areas of Slovenia's brand in order to

establish partnership in the strategic management of Slovenia's brand

(priority area of the economy, sports, agriculture, environment and

culture).



Designation of the key and/or basic target public to be informed and

communicated Slovenia's tourist brand at home and abroad.

ACTIVITIES WITH FINANCIAL EFFECT Carrying out an annual analysis of the Slovenia's reputation as a tourist

destination on the selected markets of Slovenian tourism and in

accordance with the findings, reducing discrepancies between the

identity and image of Slovenia.

Activities linked with the constant use of Slovenia's brand in the

marketing and communication tools and activities of the Slovenian

Tourist Board and the Slovenian tourism industry (substantive and

visual upgrading of marketing and communication tools).

Activities aimed at increasing the share of the Slovenia's tourism

industry, using Slovenia's brand in its marketing and communication

tools.

Determining a sub-programme for marketing and communication tools

of the Slovenian Tourist Board and Slovenian tourism industry, in

accordance with the guidelines on Slovenia as a tourist destination.



Communication Office of the Government of the Republic of Slovenia


AGENCIES

Tourism industry

Interest groups







Olympic Committee of Slovenia

MEASURE 3.2 MARKET SEGMENTATION AND STRATEGIC DEVELOPMENT PLAN BY MARKET

DESCRIPTION

In order to increase the number of tourist arrivals, overnight stays and inflow in the next strategic period, an effective market communication at all levels is to be provided, quickly adapting to changed situation in the market and increasing the funds invested by all the stakeholders in tourism.

OBJECTIVE

Ensuring effective marketing communication on foreign markets. Ensuring effective marketing communication in Slovenia. Enhancement of funds invested by the government, destinations, interest groups and tourism industry according to the principle of partnership cooperation.

ACTIVITIES WITH FINANCIAL EFFECT Data acquisition, analysis and processing with the aim of producing a



marketing network.

Market segmentation and action planning within the following three

clusters of foreign markets: key European markets (mainly B2C

activities), other European markets (mainly B2B activities), overseas

markets (B2B activities).

Effective market segmentation.

Preparation and design of an effective marketing network by

individual market through enhancement of the financial input

(marketing, PR, fairs and stock exchanges, other forms of conventional

and e-marketing).

Implementation of specialised product stock exchanges in Slovenia

(Slovenia as initiator of product networking in the South-East Europe).

Promotional activities carried out on remote markets, in cooperation

with other European countries.

Establishment of tourist information points abroad and definition of

establishment policy and functioning.

System of demonstrations for the promotion of Slovenia as a tourist destination organised for the employees of diplomatic or consular representations to become active ambassadors of tourism.

COMPETENT AUTHORITY Slovenian Tourist Board


AGENCIES

Tourism industry

Interest groups







European national tourism organisations


MEASURE 3.3 COMPETITIVE, CLEARLY POSITIONED TOURISM PRODUCTS BASED ON PRINCIPLES OF SUSTAINABILITY

DESCRIPTION Slovenia, a green and diverse destination at the intersection of the

Alps, Mediterranean Area and the Pannonia plains, offering tourism

products that surpass the expectations of tourists who want to spend

active holiday in well-preserved nature, maintain and protect their

health, appreciate local characteristics of a destination and a

sustainable tourism development.

OBJECTIVE Provision of competitive and clearly positioned tourism products

aiming at partnership marketing of developed and high value-added



quality tourism products on key markets and in target groups; with

accelerated development of the most promising and innovative

products and offer based on sustainability principles.


EFFECT

Distribution of information on trends, good practice examples from

tourism product development, marketing and research results to the

tourism industry and other interested public.

Encouragement of a transfer of knowledge and good practices among

product associations.

ACTIVITIES WITH FINANCIAL EFFECT Carrying out annual activities for the promotion of the tourism

products development in accordance with the existing product

strategies.

Cooperation with product associations in encouraging the

development and marketing of products.

Encouraging the linking of providers of individual products in the

process of development in order to increase quality and integrate

activities, knowledge and funds.

Provision of guidance to development and marketing of Slovenian

tourism products in accordance with the principles of sustainable

development.

Carrying out comprehensive product analyses and research to support

planning and defining the priority tourism products on the domestic

and foreign key European markets of Slovenian tourism.

Guided training for development of tourism products towards

differentiation, innovation, competitiveness and sustainability.



AGENCIES


Tourism industry

Interest groups

Regional and local destination organisations




MEASURE 3.4 INNOVATIVE AND EFFECTIVE IMPLEMENTATION OF DIGITAL MARKETING

DESCRIPTION Important and positive impact of the internet on tourism. An

important contribution of innovative and effective e-marketing to

enhancing the recognisability of Slovenia and improving the image of

the Slovenia's brand in the chosen segments of the market, enhancing

the brand's identity, increasing a competitiveness of Slovenia's

tourism offer and tourism inflow.

OBJECTIVE Enhancement of e-marketing of the Slovenia's tourism offer at all



levels and connection with other marketing activities. Achievement of synergies in marketing with digital partnerships will be of key importance. Innovative marketing through social networks and with the help of mobile solutions will play an important role in connection with other e-communication. Within the site www.slovenia.info, the whole system will become a platform for a creative and effective market communication participation of Slovenian and foreign digital network users. To increase the efficiency and effectiveness of the e-marketing of tourism offering, it will be necessary to establish an improved system of e-communication training. The Slovenian Tourist Board will play the role of an e-marketing communication brain trust in Slovenian society.

ACTIVITIES WITH FINANCIAL EFFECT

Reorganisation and connecting e-marketing and 'conventional' marketing communication. Development, introduction and achievement of synergies in digital partnership marketing with key stakeholders in e-communication. Development, marketing, monitoring and surveillance through key social networks and social CRM. E-marketing and provision of support to e-marketing through an integral tourist information system (ITIS) including analytical monitoring.

Introduction of E-marketing and sales with the help of mobile

solutions.

Establishment and introduction of a system of training in e-

communication.


PARTICIPANTS / IMPLEMENTING AGENCIES

Ministry of Economic Development and Technology Tourism industry Interest groups Regional and local destination organisations



Ministry of Agriculture and the Environment Non-tourism companies Education / research institutions

MEASURE 3.5

PARTNERSHIP MARKETING TO ACHIEVE SYNERGY EFFECTS

DESCRIPTION

The Slovenian Tourist Board builds on a partnership relation; its partners are all the subjects from private, public and civil sectors of tourism. The partnership relation is incorporated in complete planning, organising and carrying out promotional and marketing activities.

OBJECTIVE A partnership cooperation to increase competitiveness of Slovenian tourism and a reorganisation of the Slovenian Tourist Board through

http://www.slovenia.info/



reinforced staffing of partnership administrators.


EFFECT

Promotion of the use of the brand 'I feel Slovenia' and components of

the identity of Slovenia's brand with all partners.

Preparation of the strategy and annual work programmes of the

Slovenian Tourist Board, in close cooperation with partners.

ACTIVITIES WITH FINANCIAL EFFECT Reorganisation and reinforced staffing of the Slovenian Tourist Board

providing partnerships administrators (destinations and products).

Carrying out partnership activities (integration of activities and funds)

with the Slovenian tourism industry, interest groups, and destinations,

and cooperating with companies in direct or indirect connection with

tourism (co-branding).

Cross-sectoral integration with ministries and public and civil

institutions in activities and projects allowing synergy effects.

Enhancement of regional cooperation, placing the emphasis on a

partnership approach with national tourism organisations and/or

tourism providers on overseas markets.

Encouraging the target integration of products and destinations (also

among small and large tourism providers) to enhance horizontal and

vertical connections.



AGENCIES


Tourism industry

Interest groups

Destination organisations


Communication Office of the Government of the Republic of Slovenia





Statistical Office of the Republic of Slovenia

Olympic Committee of Slovenia

National tourism organisations

United Nations World Tourism Organisation (UNWTO), European

Travel Commission (ETC)



4.4. Objectives and Indicators Table 9 shows objectives and indicators at the general objective level.

Table 9: General quantity and quality objectives and indicators

DESCRIPTION INDICATORS

OBJECTIVES

DATA SOURCES

General objective (for 5 years)

Increase in the volume of tourism activity

47

Volume indicators: Number of overnight stays Number of tourists Economic indicators: Inflow from the export of travel services (Business performance of catering and tourism enterprises) Value added per employee Number of new jobs

Increase by 2 % annually Increase by 4 % annually Increase by 6–8 % annually € 35 000 per employee

48

9 000 new jobs by the end of 2016

49

Statistical Office of the Republic of Slovenia Statistical Office of the Republic of Slovenia Bank of Slovenia, satellite account for tourism and/or assessment of direct and indirect impacts of tourism on the economy

50

47

If 2010 was taken as a base year and the proposed annual growth rate was used in the calculation, there would be 650 000 tourists with approximately 9.830.000 overnight stays in Slovenia

by the end of 2016. Assuming that the inflow increased by 8 % a year, the inflow would reach approximately EUR 2.84 billion (to achieve an inflow amounting to approximately EUR 3 billion,

the inflow should be increased by 9 % a year).

According to the UNWTO, in global terms, the number of tourists is assumed to increase by 3.3 % a year over the period of 2010-2030 (1995-2010… 3.9 %), however, in Europe (Central and

Eastern Europe) the number of tourists is assumed to increase by 3.1 % per year until 2030 (1995-2010 … 3.3, %). Entire Europe: 1995-2010… 3.4 %, 2010-2030… 2.5 %). 48

Objective: In tourism, to increase the value added from € 30 000 to € 35 000 per employee. Source: 2010 Business performance indicators of the Chamber of Commerce and Industry of

Slovenia (CCIS) based on data of the Agency of the Republic of Slovenia for Public Legal Records and Related Services (AJPES), the average of a company that is a member of the Tourism and

Hospitality Chamber of Slovenia and material entitled Operation of Companies in 2010 – survey by activity (Office of the Government of the Republic of Slovenia for Macroeconomic Analysis

and Development). 49

In tourism, to increase the number of jobs from the current 45 000 to 50 000 (and/or owing to multiplication influence additional 4 000 jobs in other sectors – totalling 9 000 new jobs).

Source: The Statistical Office of the Republic of Slovenia (SORS) data on the number of employment by activity. 50

The activity is a part of the SORS regular programme.



Business performance indicators of CCIS and Office of the Government of the Republic of Slovenia for Macroeconomic Analysis and Development (IMAD) Statistical Office of the Republic of Slovenia

Objectives and indicators at the level of development areas and measures are shown below.



Table 10: Development areas (activities) and measures with objectives and indicators

DEVELOPMENT AREA MEASURES INDICATORS OBJECTIVES DATA SOURCES

1. Encouragement of

enhanced

competitiveness

(To promote

competitiveness of the

economy sector,

tourism services and

destinations)

Increased competitiveness of Slovenian tourism according to WEF ranking

Every year one position higher (total ranking)

WEF data; Statistical Office of the Republic of Slovenia, EUROSTAT, UNWTO, WTTC, etc. Monitoring the implementation of the policy (within the framework of the strategy implementation group – all the relevant ministries) and other analyses (e.g. Slovenian Tourist Board, tourism societies, surveys)

2. Encouraging the development of tourist destinations

Number of managed and regional destination organisations operating on the market Number of qualified destination managers at a destination Number of accommodation facilities with international ecology certificate at a destination Sustainable tourism development indicators

14 regional destination organisation At least one at a destination No less than 10 % accommodation facilities, certified by the end of 2016 at a destination Development and introduction of sustainable tourism indicators at all destinations on a state level; putting in place a

Data collected by the Slovenian

Tourist Board and regional

destination organisations and

the Statistical Office of the

Republic of Slovenia

Data of ARSO and tourism

companies

Periodic data (destination

reports)



Cooperating between regional destination organisations and the Slovenian Tourist Board at a programme level. Number of tourists and overnight stays at a destination Number of visitors to tourist sites at a destination Number of designed integrated tourism products Number of sales paths formed. Number of tourism and with tourism connected economy and civil subjects actively involved in activities at a destination level.

Number of joint marketing

presentations of destinations

on domestic and foreign

markets

system of periodic reporting Joint (partnership) activities carried out In accordance with strategic objectives set for a certain destination

3. Adequacy of human resources to meet the needs of the economy

Number of employees in catering and tourism sector Number of unemployed that

50 000 by the end of 201651

Reduction of unemployment in

Data of the Tourism and Hospitality Chamber of Slovenia, the Chamber of Craft of Slovenia the Ministry of

51

In tourism, to increase the number of jobs from the current 45 000 to 50 000 (and/or owing to multiplication influence) an additional 4 000 jobs in other sectors – totalling to 9 000 new

jobs).

Source: The Statistical Office of the Republic of Slovenia (SORS) data on the number of employment by activity.



are educated for catering and tourism Number of students enrolled in catering and tourism educational programmes Number of promotional activities carried out Introduction of the Family Friendly Company standard into tourist companies

catering and tourism by 2 % every year. Halting a decrease in enrolment in catering and tourism educational programmes compared to enrolment in other programmes of vocational and technical education At least three activities in connection with promotion of education work in catering and tourism At least one company a year

Labour, Family and Social Affairs, the Ministry of Education, Science, Culture and Sport and the Employment Service of Slovenia

4. Encouragement of quality enhancement (focused on stimulation of non-technological innovations, training, education, staff competency, functional quality, etc.)

Introduction and improvement of categorisation system (technical quality) and its alignment with sustainability criteria. Number of specialised accommodation facilities and/or providers (tourist companies with certified and specialised tourism offer) Introduction of an integrated

100 % At least two accommodation facilities a year At least ten accommodation

Database of accommodation facilities Number of certificates issued (STO) Tourism industry survey



quality system for tourist companies. Measuring the satisfaction of tourists The number of the national quality offer brands or the number of the assumed international quality offer brands

facilities a year Continuously At least twice a year

5. Encouraging development and research and creating adequate basis for decision-making in tourism

Selection of publicly available surveys carried out on tourism and support to target research projects in tourism Established tourism satellite accounts Quality and comprehensive statistical data on tourists and enhancement of statistical databases needed for research and development in tourism

At least two research projects in the field of tourism a year New data on the economic importance of tourism in Slovenia provided every three years Quality data Elimination of administrative barriers

Activities of the Statistical

Office of the Republic of

Slovenia and the Ministry of

Education, Science, Culture and

Sport

National and University Library

(NUK) data

6. Innovation encouragement (in particular, green innovation for green growth)

Number of introduced innovative (specialised) tourism products and services Number of green innovations at

At least five a year

At least two to three a year

Data of the Slovenian Tourist

Board, the Public Agency of the

Republic of Slovenia for

Entrepreneurship and Foreign

Investments, the Metrology



a destination

Institute within the Statistical

Office of the Republic of

Slovenia

7. Easier access to Slovenia in Slovenia

Number of new regular airline connections Number of additional charter flights Number of international passenger airports in operation with chartered and scheduled airlines Establishment of the necessary infrastructure in the Port of Koper for arrivals of big tourist cruise ships Introduction of green means of transport Improvement of road, rail and maritime connections. Enhanced offer of public transport at tourist destinations User-friendly toll collection system for tourists and visitors.

10 new railway tracks by the end of 2016 At least two a year 3 Project implementation Introduction of at least one green means of transport at a destination Improvements in accordance with the tourism development needs Sustainable mobility management at tourist destinations Changed toll-collection system



Simplification of visa procedures

Simpler and faster visa

procedures and introduction of

simplified procedures in new

countries

8. The EU and international

cooperation

Monitoring and participation in international projects which can ensure an increase in competitiveness and additional promotion of Slovenian tourism

Participation in international projects. Number of the EU and international projects with Slovenia's participation

Data of relevant institutions / stakeholders

9. Encouraging investments

in tourism infrastructure

Number of projects supported Number of tourist arrivals Number of new jobs Number of new tourism products Number of supported projects of small and medium-sized enterprises

40 Four per cent increase in supported projects a year 100 in the programme period 40 20

Records of instrument holders (promoters) Statistical Office of the Republic of Slovenia and records of instrument holders Statistical Office of the Republic of Slovenia, the Pension and Disability Insurance Institute of the Republic of Slovenia (PDII) and records of instrument holders Records of instrument holders Records of instrument holders

10. De-seasonalisation Lengthening of tourist season (including a re-introduction of divided winter school holidays)

52

Slight occupancy fluctuation

Statistical Office of the RS, tourism industry

52

In accordance with Article 18 of the Protocol on Tourism (Alpine Convention), the signatory of which is also the Republic of Slovenia:



Accommodation facilities occupancy rate, in total

53

Hotel occupancy rate

At least 30 % At least 65 % at the annual level

2. Ensuring a favourable

business environment

Adoption of regulatory acts in favour of tourism development An effective coordination and co-operation between ministries for the highest efficiency of all policies and financial instruments of the Republic of Slovenia and the European Union in development of tourism

More favourable business environment

2.2. Inter-ministerial cooperation and ensuring favourable regulatory environment

An effective coordination and co-operation between ministries for the highest efficiency of all policies and financial instruments of the Republic of Slovenia and the European Union in development of tourism

Having regard to the Decision adopted by the Government of the Republic of Slovenia at the 81st regular session on 11 May 2011

'Article 18

School Holiday Scheduling

1. Signatories strive to improve location distribution and time scheduling of tourist demand for touristic zones.

To this end, it is also necessary to support the inter-country cooperation in school holiday scheduling and exchange of experience in the lengthening of tourist season.' 53

To increase the average occupancy rate of all accommodation facilities from the current 21 % to 30 % and the hotel occupancy rate from the current 38 % to 60 %.

Source: SORS data on capacities and overnight stays in 2010.



Adoption of regulatory acts in favour of tourism development

Elimination of administrative and bureaucratic barriers

2.3. Organisation of Slovenian Tourism

Partnership cooperation in all areas and at all levels Increasing the budget funds for development and promotion of tourism

Effective model of the organisation of Slovenian tourism At least 20 % increase at the annual level

3. Marketing and promotion of Slovenia as a tourist destination

Effectiveness of marketing and

promotion of brands for

promotion of tourism at the

WEF scale

Every year, one position higher WEF data

3.1. Increase in recognisability and reputation of Slovenia and achieving its desired positioning

Level of recognisability and positioning of Slovenian tourism

Ten per cent increase in the level of recognisability of Slovenia and I feel Slovenia brand by the end of 2016

Annual research of the Slovenian Tourist Board/the Government Communication Office and other research in the field of evaluation of the Slovenia's brand assets

3.2. Market segmentation and strategic development plan by individual market

Number of analyses carried out and/or market profiles prepared Efficiency of the carried out activities of market communication (in large projects) Number of product stock exchanges carried out in South-East Europe

Carrying out/ preparing at least one analysis or market profile annually At least 3 % growth in the number of visits to web pages www.slovenia.info at the annual level Two at the annual level

The Annual Report of the Slovenian Tourist Board, portal site of the Slovenian Tourist Board, survey carried out among the representatives of the Slovenian tourism industry on their satisfaction with the performance of the Slovenian Tourist Board



Number of new 'info points'

2 new info points by the end of 2016

3.3. Competitive, clearly positioned tourism products based on principles of sustainability 3.4. Innovative and effective implementation of digital marketing

Visits to web page www.slovenia.info/rr Usability assessment of information provided Number of product analyses carried out Number of trainings carried out for Slovenian tourism industry, destinations, associations Increased competitiveness of Slovenian tourism according to WEF ranking (in ICT) Visits to the portal User satisfaction with the portal Level of realised upgrading/improvements planned Introduction of mobile solution for Slovenia as a tourist destination

At least three per cent growth in the number of visits to web pages at the annual level Minimum usefulness of information score 3.8 One at the annual level At least three workshops carried out a year Three positions higher by the end of 2016 Three per cent growth a year The average portal satisfaction score 4.3 Implementation of all the agreed upon upgrading Project implementation

Google Analytics, a survey carried out among the representatives of the Slovenian tourism industry on their satisfaction with the performance of the Slovenian Tourist Board, the Annual Report of the Slovenian Tourist Board Data of the WEF, the Statistical Office of the Republic of Slovenia, the Bank of Slovenia, EUROSTAT, UNWTO, WTTC, etc. Google Analytics, a survey on the satisfaction with the portal, data of the Slovenian Tourist Board, the Annual Report of the Slovenian Tourist Board, Facebook insights, Crowdbooster, Twittercounter, one of analytical tools (e.g. Attentics), LinkedIn, Peer Index



Community power on Facebook I feel Slovenia and Twitter Slovenia Info (frequency of interactions, number of publications seen , number of Twitter followers, re-tweets) Business communication established through LinkedIn Progress of Slovenia as a destination on social networks Number of trainings carried out Using social networks and other e-tools to share knowledge

Twitter: increased by 300 followers a year Continuous increase in the number of re-tweets An increase of ten per cent of active fans on Facebook a year Target communication with at least three groups from B2B) segment Retain the value of peerindex (the most influential Twitter users in Slovenia) above the value of 40 Six at the annual level Using social networks and other e-tools

3.5 Partnership marketing to achieve synergy effects

Satisfaction of partners with synergy effects Preparation of partnership strategy and work programmes

Average score at least 3.6 All interest groups, regional destination organisations and large companies

A survey carried out among the representatives of the Slovenian tourism industry on their satisfaction with the performance of the Slovenian Tourist Board



5. FUNDS ENVISAGED FOR THE REALISATION OF THE 2012-2016 SLOVENIAN TOURISM DEVELOPMENT STRATEGY Plans of 2012–2016 development programmes (review of policies having impact on tourism development):


Policy 01 Entrepreneurship and competitiveness

General objective

Expansion of the tourism sector Indicator Inflow from the travel services Increase in the economic, environmental and social capital and enhancement of its effectiveness

Indicator GDP per capita, in purchasing-power standards (PPS) (EU 27=100)

Programme 0102 Fostering growth and development of enterprises

Specific objective

Successful growth and development of tourism in accordance with the principles of sustainable development

Indicator Number of overnight stays

Programme 0103 Promoting competitiveness at the regional level

Specific objective

Efficient integration of cross border areas in development and enhancement of Slovenian regions' participation in the European territorial cooperation ------------------------------- Solving structural issues in target disadvantaged areas and reducing their development gap --------------------------------- Provision of opportunities to increase competitiveness and sustainable development of regions

Indicator Number of partners cooperating with Slovenian partners -------------------------------- Number of newly created gross jobs – Posočje --------------------------------- Regional GDP

Sub-Programme 010301 Development of regions Result Partnership of Slovenian bodies in the field of sustainable and balanced development and territorial cohesion -------------------------------- Job creation -------------------------------- Co-financing of regional projects

Indicator The contract value of Slovenian partners, by programme (ESRR + IPA) -------------------------------- Regional unemployment rate --------------------------------- Length of newly constructed and reconstructed roads

Sub-Programme 010203 Support to development of tourism

Result Enhanced competitiveness of Slovenian tourism

Indicator Increased competitiveness of Slovenian tourism according to WEF ranking



Ministry of Infrastructure and Spatial Planning Policy 06 Transport and Transport

Infrastructure General objective

Ensuring safety, regularity and efficiency in civil aviation

Indicator Increased number of transported passengers and volume of goods and increased number of flight operations Increased number of air routes, enhanced tourism development and economic progress

Programme 0601 Transport and Transport Infrastructure

Specific objective

Sustainable development of civil aviation and air transport safety management

Indicator Increased number of new air routes and increased volume of transported goods and tourism development

Sub-Programme 060103 Air Transport and Airport Infrastructure

Result New airline connections opened with airports that do not have sufficient traffic (Maribor Edvard Rusjan Airport and Portorož Airport)

Indicator At least one new regular air route established

Sub-Programme 0601201 Road Transport and Infrastructure

Result Indicator

Ministry of Agriculture and the Environment Policy 5.3.3. Quality of life and

diversification of the rural economy General objective

Encouragement of self-employment and diversification of activities in rural areas

Indicator Tourism infrastructure in rural areas (number of beds)

Programme 5.3.3.1.1. Diversification in non-agricultural activities 5.3.3.2. Improvement of the quality of life in rural areas

Specific objective

Specific objectives: Facilitating job creation and seeking new sources of income in rural areas Specific objectives: Improvement of the quality of life in rural communities

Indicator Number of jobs created on the basis of supported projects Growth in the number of tourists Rural population benefiting from the improved services

Sub-Programme 5.3.3.1.1. Diversification in non-agricultural activities 5.3.3.1.2. Support to the formation and development of micro-sized enterprises 5.3.3.2.2. Renovation and

Result Operational objectives: Encouragement of diversification of activities and provision of support to their development in rural areas Operational objectives: Encouragement of diversification of activities and provision of support to their development in rural areas

Indicator Number of supported projects promoting tourism Number of supported projects promoting tourism Number of villages where projects were



development of villages 5.3.3.2.3. Preservation and improvement of rural heritage

Operational objectives: Landscaping the areas of public use and construction of facilities for various purposes Operational objectives: Enhancement of attractiveness of rural communities

carried out Number of projects supported in connection with rural heritage

Policy 09 Environmental and spatial

planning issues General objective

Creating a good state of the environment and nature; reducing the impact of climate change; and improving the safety of the population

Indicator Change in the ratio between the number of endangered species and the total number of known species – mammals, birds, reptiles, amphibians, fish fauna and high vegetation

Programme 0901 Sustainable management of natural resources

Specific objective

Effective legislation and clear strategic guidelines for water management

Indicator Reduced emissions into waters

Sub-Programme

090101 Sustainable natural resource management and construction of environmental infrastructure

Result Achievement of good status of waters and prevention of deterioration of the status of waters

Indicator A proportion of water bodies achieving good status of waters

Programme 0902 Conservation of biodiversity Specific objective

Preservation of valuable natural features Conservation and/achievement of a favourable conservation status of plant and animal species, their habitats and habitat types

Indicator Number of units having the status of a valuable natural feature The sufficiency index showing the progress in proposing sites that contribute to the Habitats Directive

Sub-Programme 090201 Biodiversity conservation and protection of valuable natural features

Result Favourable level of conservation of European species and habitat types

Indicator Proportion of favourable conservation status of important European species Proportion of favourable conservation status of important European habitat types

Sub-Programme

Implementation of sustainable development/ reduction of environmental impact

Result Sustainability-oriented tourism infrastructure

Indicator The number new Eco-labels awarded


Policy 04 Education and sports General

objective

Development of a system of practical

education and training

Indicator A school hotel where students receive

practical training in a real environment



Programme 040104 Higher education Specific

objective

Modernisation of higher education system and

quality assurance

Indicator Monitoring the quality of education

Sub-Programme 04010402 Higher education activity Result Updated existing programmes Indicator New educational programmes meeting the

demands of the economy (wellness )


objective



Indicator Inter-company education centre for catering

and tourism

Programme 040103 General secondary and

vocational education

Specific

objective

Upgrading of the system of practical education

and training

Indicator Construction of a business to business

education centre establishing a modern

infrastructure for upgrading the system of

practical education and training

Sub-Programme 04010303 Secondary education

activity

Result New programmes, new jobs, new

infrastructure

Indicator The number of new jobs, new educational

and training programmes and new projects

carried out jointly with the economic sector.


objective



Indicator Modernised secondary school financing and

management system



Specific

objective

Encouraging employers to carry out practical

training through work for secondary school

students and practical education through work

for higher school students

Indicator Public invitation to tender for the Slovenian

Human Resources Development and

Scholarship Fund

Sub-Programme 04010303 Secondary education

activity

Result In companies, new apprenticeship positions for

students

Indicator Number of the on-the-job practical trainings

carried out


objective



Indicator Modernised secondary school financing and

management system



Specific

objective

Encouraging employers to carry out practical

training through work for secondary school

students and practical education through work

for higher school students

Indicator Public invitation to tender published by the

Ministry of Education, Science, Culture and

Sport

Sub-Programme 04010303 Secondary education Result New qualified mentors in companies Indicator The number of qualified mentors in



activity companies


objective Construction of a network of sports facilities Indicator The number of new and modernised facilities

Programme 0402 Sports Specific objective

Construction of sports facilities to support tourism industry

Indicator The surface of new and modernised facilities

Sub-Programme 040201 Sports programmes Result New jobs Indicator Number of new jobs

Policy 05 Culture General

objective Ensuring an encouraging environment for the development of Slovenian culture and language, cultural heritage protection and preserving the diversity of the art and media landscape

Indicator Maintaining value added in culture as a

percentage of GDP

Programme 0501 Culture Specific objective

Accessibility of top cultural goods and high

quality media contents and culture

infrastructure throughout the Slovenian

cultural space and planned presence and

recognisability of the Slovenian culture in the

international arena.

Improvement of the social status of authors

and other professionals in the areas of culture

and media.

Indicator Proportion of public funds allocated for

culture (municipality and state budgets in

total) in the gross domestic product

Proportion of the annual household

consumption spent on culture

Sub-Programme 050102 Cultural heritage preservation

Result Projects and programmes carried out in the area of cultural heritage and archive material, carried out a year

Indicator The number of co-financed projects and programmes in the area of movable and immovable cultural heritage and archive activities a year



Table 11: Framework financial plan by area (activity) during the 2012–2016 period

Table 11 shows financial funds (framework amounts) by ministry, allocated for the implementation of the aforementioned measures.

In the event of changes in the amount of the budgetary funds of the Republic of Slovenia, the amounts by budget heading in the table will be changed (adjusted)

correspondingly.

in EUR

Year Sub-

Programme Budget heading;

Budget funds

Budget heading; EU funds

2012 2013 2014

(Assessment) 2015

(Assessment) 2016

(Assessment) TOTAL

Development area / Measures

1. ENCOURAGEMENT OF ENHANCED COMPETITIVENESS

1.1. Encouraging the development of tourist destinations

Encouraging the development of tourist destinations

010203 Support to development of tourism

1732 - 0 40 000 40 000 40 000 40 000

160 000

6959 - 252 147 210 000 525 000 525 000 525 000

2 037 147

- 6837 (EU funds)

1 428 832 1 190 000 1 575 000 1 575 000 1 575 000 7 343 832

010301 Development of regions Operational Programme Slovenia-Austria 2007–2013

6513 (Slovenia's participation)

112 500 112 500 112 500 112 500 112 500 562 500



International territorial cooperation

010301 Development of regions Operational Programme Slovenia-Austria 2007–2013

The EU funds are not in the Budget; the Slovenian Regional Development Fund of Ribnica shall provide payments***

54

(637 500) (637 500) (637 500) (637 500) (637 500) (3 187 500)

010301 Development of regions Operational Programme Slovenia-Hungary 2007–2013


90 000 90 000 90 000 90 000 90 000 450 000

010301 Development of regions Operational Programme Slovenia-Hungary 2007–2013

The EU funds are not in the Budget; the Slovenian Regional Development Fund of Ribnica shall provide payments***

(510 000) (510 000) (510 000) (510 000) (510 000) (2 550 000)

010301 Development of regions Operational Programme (IPA) Slovenia-Croatia 2007–


112 500 112 500 112 500 112 500 112 500 562 500

54

*** Funds of the Slovenian Regional Development Fund of Ribnica are not included in the total sum.



2013

010301 Development of regions Operational Programme (IPA) Slovenia-Croatia 2007–2013

The EU funds are not in the Budget; the Slovenian Regional Development Fund of Ribnica is responsible for payments***

(637 500) (637 500) (637 500) (637 500) (637 500) (3 187 500)

010301 Development of regions Operational Programme Slovenia-Italy 2007–2013


112 500 112 500 112 500 112 500 112 500 562 500

010301 Development of regions Operational Programme Slovenia-Italy 2007–2013

The EU funds are not in the Budget; an authority for certification in Italy shall be responsible for payments

637 500 637 500 637 500 637,500 637 500 3 187 500

Additional temporary measures for disadvantaged areas (project group: 1536-11-S002, Programme promoting the development in the Posočje region)

010301 Development of regions

1166

50 000 100 000 End of

Programme End of

Programme End of

Programme 150 000

Regional development (group of projects) 1536-11-S008: Co-financing of R&DP implementation plans)

010301 Development of regions

7621 (EU funds)

14 365 390 21 200 000 Impossible to

assess Impossible to


assess 35 565 390



Networking of cultural potentials 050102 Cultural heritage preservation

6955

1 761 051 2 515 401 0 0 0 4 276 452

6877 (EU funds)

9 979 364 14 253 934 0 0 0 24 233 298

Cultural monuments –projects of the Slovenian Armed Forces and intervention

050102 Cultural heritage preservation

4551 300 000 300 000 300 000 300 000 300 000 1 500 000

4552 300 000 300 000 0 0 0 600 000

8751 0 100 000 100 000 100 000 100 000 400 000

Diversification in non-agricultural activities (Measure 311)

5.3.3.1.1, Diversification in non-agricultural activities


3 000 000 No funds will be tendered

Impossible to assess



3 000 000

9200 (EU funds)

9 000 000 0 0 0 0 9 000 000

Support to the formation and

development of micro-sized

enterprises (Measure 312)

5.3.3.1.2.

Support to the

formation and

development

of micro-sized

enterprises






1 900 000

9200 (EU funds)

5 700 000 0 0 0 0 5 700 000

Renovation and development of villages (Measure 322)

5.3.3.2.2. Renovation and development of villages






2 500 000

9200 (EU funds)

7 500 000 0 0 0 0 7 500 000

Preservation and improvement of rural heritage (Measure 323)

5.3.3.2.3. Preservation and


750 000

No funds will be tendered




750 000



improvement of rural heritage

9200 (EU funds)

2 250 000 0 0 0 0 2 250 000

TOTAL

61 464 284 40 636 835 2 967 500 2 967 500 2 967 500 111 003 619

1.2. Adequacy of human resources to meet the needs of the economy

Adequacy of human resources to meet the needs of the economy

010203

Support to

development

of tourism

1732 - 42 000 100 000 100 000 110 000 110 000 462 000

Astoria II – School hotel renovation and wellness centre construction

04010402 Higher education activity

5786 - 1 150 000 0 0 0 0 1 150 000

-

6959 and 6837 (EU funds) in the amount of € 4 096 440 included in measure 1,8) (Resources of the Ministry of Economic Development and Technology)

0 0 0 0 0 0

Business to business education centre - Academy of Culinary Arts and Tourism

04010303 Secondary education activity


- 374 984 0 0 0 0

374 984

- 6876 (EU funds)

2 124 912 0 0 0 0 2 124 912



Encouraging employers to carry out practical training through work (carried out by the Human Resources Development and Scholarship Fund of the Republic of Slovenia through public invitations to tender)



- 43 860 84 628 0 0 0

128 488

-

6894 (ESF) (EU funds)

248 542 479 559 0 0 0 728 101

Training of employers' mentors for delivering practical on-the job-training to secondary school and higher school students



- 1 467 2 752 0 0 0

4 219

6894 (ESF) (EU funds)

8 319 15 598 0 0 0 23 916

TOTAL

3 994 084 682 537 100 000 110 000 110 000 4 996 621

1.3. Encouraging improvement in quality

Encouraging improvement in quality

010203

Support to

development

of tourism

1732 - 38 000 170 000 200 000 220 000 250 000 878 000

TOTAL

38 000 170 000 200 000 220 000 250 000 878 000

1.4. Encouraging development and research and creating adequate basis for decision-making in tourism

Encouraging development and research and creating adequate basis for decision-making in tourism

010203

Support to

development

1732 - 70 000 140 000 160 000 180 000 200 000 750 000



of tourism

TOTAL

70 000 140 000 160 000 180 000 200 000 750 000

1.5. Encouraging innovation in tourism

Encouraging innovation in tourism

010203

Support to

development

of tourism

1732 - 50 000 90 000 100 000 100 000 100 000 440 000

TOTAL

50 000 90 000 100 000 100 000 100 000 440 000

1.6. Easier access to Slovenia in Slovenia

Easier access to Slovenia in Slovenia

010203

Support to

development

of tourism

1732 - 350 000 1 000 000 1 000 000 1 000 000 1 000 000 4 350 000

Transport and transport Infrastructure

55

060102 Road

transport and

Infrastructure

01350

Major

maintenance and

repair of national

roads

- 249 060 0 0 0 0 249 060

060102 Road

transport and

Infrastructure

1351

Construction of

national roads

- 42 380 0 0 0 0 42 380

55

On the basis of the Operational Programme for Environmental and Transport Infrastructure Development 2007–2013. For the period of 2014–2020 funds have been assessed and will be allocated in the future operational programmes.



060102 Road

transport and

Infrastructure

-

9489

National road

network (ERDF

2007-13)

5 009 292 9 360 850 2 480 863 0 0 16 851 005

060102 Road

transport and

Infrastructure

9492

National road

network (ERDF

2007-12-

Slovenia's

participation)

883 993 1 651 920 437 799 0 0 2 973 712

060102 Road

transport and

Infrastructure

01351

National road

network

(earmarked fund)

1 546 490 3 460 000 6 010 000 6 890 000 6 610 000 24 516 490

TOTAL

8 081 215 15 472 770 9 928 662 7 890 000 7 610 000 48 982 647

1.7. The EU and international cooperation

The EU and international cooperation

010203

Support to

development

of tourism

1732 20 000 100 000 100 000 100 000 100 000 420 000

TOTAL

20 000 100 000 100 000 100 000 100 000 420 000

1.8. Encouraging investments in tourism infrastructure

Encouraging investments in

tourism infrastructure

010203

Support to

development

6959 (Slovenia's

participation) -

2 869 146 2 745 882 4 475 000 4 475 000 4 475 000 19 040 028

- 6837 16 258 495 15 560 000 13 425 000 13 425 000 13 425 000 72 093 495



of tourism56

(EU funds)

Co-financing investments in community sports and recreational infrastructure facilities

040201 Sports programmes

57

6951 Sports infrastructure (Slovenia's participation)

3 725 770 3 725 770 Impossible to



assess 7 451 540

6938 (EU funds) 21 112 696 21 112 696




42 225 392

Community facilities for visiting protected areas – a group of projects

090201 Biodiversity conservation and protection of valuable natural features

2443 (Co-financing projects for protected areas)

58

059

600 000 375 000 750 000 1 125 000 2 850 000

Community facilities for visiting valuable natural features – a group of projects

090201 Biodiversity conservation and protection of valuable natural features

2443 (15 % co-financing of projects for valuable natural features )

60

0 0 225 000 375 000 600 000 1 200 000

TOTAL 43 966 107 43 744 348 18 500 000 19 025 000 19 625 000 144 860 455

56

On the basis of the Operational Programme for Strengthening Regional Development Potentials for the period of 2007-2013. For the period of 2014-2010, the funds have been assessed on the basis of assumption that the level would be the same as in the current financial perspective and will be earmarked for the tourism projects to be defined in the operational programmes for that time. 57

Funds are earmarked for construction of the Nordic Centre Planica and investments in the organisation of EuroBasket 2013. The Nordic Centre Planica – Phase I (the Ski-Jumping and Sky-

Flying Centre) is under construction, while Phase II (the Cross-Country Skiing Centre) is in the certification phase. Other projects are in preparation. Funds are from the European Regional

Development Fund within the Operational Programme for strengthening regional development potential in the period 2007-2013. 58

In accordance with the management plan policies for the protected areas. 59

The Ministry of Agriculture and the Environment has been seeking to provide funds in the amount of € 114 791 under this heading; however, the funds have not been allocated yet. 60

In accordance with nature conservation guidelines.



1.9. De-seasonalisation

De-seasonalisation 010203

Support to

development

of tourism

- - 0 0 0 0 0 0

TOTAL

0 0 0 0 0 0

2. Ensuring a favourable business environment

2.1. Inter-ministerial cooperation and ensuring favourable regulatory environment

Inter-ministerial cooperation and ensuring favourable regulatory environment

010203

Support to

development

of tourism

- - 0 0 0 0 0 0

TOTAL

0 0 0 0 0 0

2.2. Organisation of Slovenian Tourism

Organisation of Slovenian Tourism 010203

Support to

development

of tourism

1710 - 2 000 000 2 600 000 2 700 000 2 800 000 2 900 000 13 000 000

TOTAL 2 000 000 2 600 000 2 700 000 2 800 000 2 900 000 13 000 000



3. Marketing and promotion of Slovenia as a tourist destination

3.1 Increase in recognisability and

reputation of Slovenia and

achieving its desired positioning

Increase in recognisability and

reputation of Slovenia and

achieving its desired positioning

010203

Support to

development

of tourism

1732 - 300 000 610 000 700 000 700 000 700 000 3 010 000

TOTAL 300 000 610 000 700 000 700 000 700 000 3 010 000

3.2 Market segmentation and

strategic development plan by an

individual market

Market segmentation and strategic

development plan by individual

market

010203

Support to

development

of tourism

1732 - 1 450 000 5 744 000 6 294 000 7 894 000 9 344 000 30 726 000

TOTAL

1 450 000 5 744 000 6 294 000 7 894 000 9 344 000 30 726 000

3.3 Competitive, clearly positioned

tourism products based on

principles of sustainability

Competitive, clearly positioned

tourism products based on

010203

Support to

development

1732 - 350 000 656 000 656 000 606 000 606 000 2 874 000



principles of sustainability of tourism

TOTAL

350 000 656 000 656 000 606 000 606 000 2 874 000

3.4 Innovative and effective

marketing in the virtual world

Innovative and effective marketing

in the virtual world

010203

Support to

development

of tourism

1732 - 30 000 600 000 850 000 700 000 800 000 2 980 000

TOTAL

30 000 600 000 850 000 700 000 800 000 2 980 000

3.5 Partnership marketing to

achieve synergy effects

Partnership marketing to achieve

synergy effects

010203

Support to

development

of tourism

1732 - 800 000 1 750 000 1 800 000 1 850 000 1 850 000 8 050 000

TOTAL

800 000 1 750 000 1 800 000 1 850 000 1 850 000 8 050 000

TOTAL

EU funds and budget funds

122 613 690 112 996 490 45 056 162 45 142 500 47 162 500 372 971 342

TOTAL Budget funds

27 627 848 29 823 853 27 575 299 30 142 500 32 162 500 147 332 000

TOTAL EU funds

94 985 842 83 172 637 17 480 863 15 000 000 15 000 000 225 639 342

Year 2012 2013 2014 2015 2016



Bibliography and Sources Information on regional national strategies and data on the funding and activities of the other ministries and services of the Government of the Republic of Slovenia were obtained via electronic communication, telephone and personal conversations with representatives of the abovementioned institutions and from the publicly available documents. This document was produced in compliance with the following:

- UNWTO policies; - OECD policies; - EU policies; - Alpine Convention policies; - Slovenia's Development Strategy 2007–2013; - information and policies for drafting the Slovenia's Development Strategy 2013–2020; - Regional Development Programmes; - local tourism organisations; - policies of the tourism industry and interest groups (findings obtained at workshops); - strategies of individual tourism products and/or services (business tourism, hiking tourism, biking

tourism, culture tourism, etc.)

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Enclosures

A. Slovenia's Development Strategies 2006-2013 and 2013-2020

The Slovenian Tourism Development Strategy for the period starting at the beginning of 2012 and concluding at

the end of 2016 takes into account the key development objectives of two strategic documents at the national

level, i.e. Slovenia's Development Strategy 2006–2013, and Slovenia's Development Strategy 2013-2020.

Slovenia's Development Strategy 2006–2013 sets four main objectives of development (economic, social,

intergenerational and sustainable objectives as well as development in the international environment). The

2012–-2016 Slovenian Tourism Development Strategy will help to faster achievement of the four

aforementioned development objectives by implementing the planned measures at all levels.

Table 12: Review of the Slovenia's Development Strategy objectives

Slovenia's Development Strategy

2006-2013

Development and Marketing Strategy of Slovenian Tourism

2012-2016

Development priorities Development areas Expected results

1. Competitive economy and

faster economic growth

Encouraging competitiveness of

Slovenian tourism

Marketing and promotion of Slovenia

as a tourist destination

1. Increased recognisability and

accessibility of Slovenia as a

tourist destination

2. Increase in tourist visits

3. Increase in tourism revenue

4. Well-designed tourist

destinations

5. Increase in quality of tourism

services and products

6. Tourism investments realised

2. Effective creation, two-way

flow, and use of knowledge for

economic development and

quality jobs


Slovenian tourism

7. Increased role of research in

tourism

8. Adequacy of staff in tourism

3. Efficient and less costly state Development of favourable business

environment

9. Improved regulatory framework

for tourism development

4. Modern social state and higher

employment


Slovenian tourism

10. Quality jobs

5. Integration of measures to

achieve sustainable

development


Slovenian tourism

11. Encouraged sustainable

tourism development

Slovenia's Development Strategy 2013-2020

The 2012-2016 Slovenian Tourism Development Strategy has been created simultaneously with preparation of

the Slovenia's Development Strategy 2006-2013. The current materials include the following objectives:61

increase in the population well-being through higher employment and higher value added;

61

On 11 October 2011 available at: http://www.svrez.gov.si/si/delovna_podrocja/priprava_strategije_razvoja_slovenije_2013_2020/ .

http://www.svrez.gov.si/si/delovna_podrocja/priprava_strategije_razvoja_slovenije_2013_2020/



higher productivity; and

higher satisfaction/happiness index.

B. The drawing up of the 2012–2016 Slovenian Tourism Development Strategy

The first activities relating to the preparation of the 2012–2016 Slovenian Tourism Development Strategy

started in September 2010 at Laško, marking the World Tourism Day. The outcome of the working meeting

between the then Ministry of the Economy and representatives of the tourism industry and academic

environment and some regional, local and civil representatives was the following decision:

'On 27 September 2010 at Laško, the present key representatives of tourism industry and other key

stakeholders in Slovenian tourism are acquainted with the presented premises for a new 2012–2016 Slovenian

tourism development strategy that will be based on intensive marketing and focused on improving the quality

of services and developing innovative tourism products with a view to increasing the competitiveness,

promoting sustainable tourism development and increasing the tourism turnover (volume of receipts, number

of arrivals and overnight stays).'

The next workshop with representatives of the economic sector and interest groups was held on 14 June 2011

at the premises of the Ministry of Economic Development and Technology. The workshop stressed the

following key points to serve as a basis for the strategy: - recognisability/reputation, - accessibility of Slovenia, - modern and innovative marketing approach, - favourable business environment (legislation), - visa policy, - orientation towards sustainable development, - innovative products/services, green products, high value added, - quality (technical and functional), - jobs, - foreign investment, - the importance of tourism.

Together with colleagues at the Tourism and Internationalisation Directorate under the Ministry of Economic

Development and Technology, we studied the relevant documents that have an impact on the development of

tourism in Slovenia at the national and international levels (development, strategic, programme and regulatory

documents at the national and entrepreneurial levels, as well as at the international level, i.e. UNWTO, OECD,

EU, Alpine Convention, etc.). These contain policies and measures that enable and encourage tourism

development and that the tourism industry must follow.

On 8 September and 20 September 2011, two additional workshops were held with the representatives of key

ministries and the former Government Office for Development and European Affairs at the Ministry of

Economic Development and Technology.

The next workshop with the representatives of regional destination boards took place on 19 September 2011

(also at the Ministry of Economic Development and Technology).



On 26 September 2011, we received the minutes from the Tourism and Hospitality Chamber about the

workshop, organised on 8 September 2011, with the premises for the new 2012–2016 Slovenian Tourism

Development Strategy.

On 30 September 2011, we received the Expert Groundwork for the Development and Marketing Strategy of

Slovenian Tourism for the 2012–2016, which was prepared by the EIPF-Economic Institute at the Faculty of

Economics (project leader: dr. Tanja Mihalič), containing policies for further development of Slovenian tourism

(Contracting Authority: Slovenian Tourist Board).

On 2 November 2011, the measures in marketing development area and promotion of Slovenia as a tourist

destination were presented at the Slovenian Tourist Board and then brought into line with external experts in

trademarks, product development, international marketing and information technology.

On 11 November 2011, we received final proposals for objectives and measures which were prepared by the

Tourism and Hospitality Chamber and were to be taken into account in the new 2012–2016 Slovenian Tourism

Development Strategy.

On 17 November 2011, the proposal for the 2012–2016 Slovenian Tourism Development Strategy was

presented for the first time to the members of the Management Board of the Tourism and Hospitality

Chamber.

From 1 October to mid-December 2011, the internal coordination was conducted and discussions held with the

then Government Office for Development and European Affairs.

On 29 November 2011, the proposal for the 2012–2016 Slovenian Tourism Development Strategy was

presented for the second time, in the context of discussions held under the Faculty of Economics.

In mid-December (16 December 2011), the 2012–2016 Slovenian Tourism Development Strategy proposal was

sent for review and opinions of the members of the wider operational team; as far as possible, their opinions

and explanations were taken into consideration.

The first public presentation of the proposal for the 2012–2016 Slovenian Tourism Development Strategy was

held on 9 December 2011 during the Days of Slovenian Tourism in Portorož.

A detailed coordination meeting with the working group of the Tourism and Hospitality Chamber was held on

13 January 2012.

In mid-January, the opinions and constructive proposals were received from Chamber of Craft and Small

Business, Slovenian Convention Bureau, Association of Tourist Farms of Slovenia, Slovenian Spas Association,

Association of Slovenian Ski Lift Operators, Slovenian Chamber of Mountain Centres, Tourist Association of

Slovenia, and Association of Municipalities and Towns of Slovenia (with the exception of the Association of

Municipalities of Slovenia).

On 25 January 2012, a presentation and public debate of the proposal for the Slovenian Tourism Development

Strategy were held at the Slovenian Chamber of Commerce and Industry, which all stakeholders in tourism

were invited to attend (Slovenian Chamber of Commerce and Industry – Tourism and Hospitality Chamber,

Chamber of Craft and Small Business of Slovenia – Tourism and Hospitality Section, the tourism industry,

Slovenian Spas Association, Slovenian Convention Bureau, the Association of Tourist Agencies of Slovenia, the

Association of Tourist Farms of Slovenia, the Association of Slovenian Ski Lift Operators, the Slovenian Chamber

of Mountain Centres, the Alpine Association of Slovenia, Hostelling International Slovenia, the Slovenian



Association of Tourist Guides, the Tourist Association of Slovenia, the Association of Municipalities and Towns

of Slovenia, the Association of Municipalities of Slovenia, regional destination boards, local tourist boards,

mayors of all municipalities, regional development agencies, etc.)

At the end of January (30 January 2012), an additional meeting with the representatives of the Association of

Municipalities and Towns of Slovenia was organised, in which the proposal for the strategy was again

presented in more detail.

In early February 2012 (2 February 2012), a final coordination of the proposal was made with the

representatives of the Tourism and Hospitality Chamber.

On 16 February 2012, representatives of all the ministries and government offices relevant for tourism

development were invited to attend the presentation of the strategy proposal (presentation and discussion

prior to the official inter-ministerial coordination). By 1 March 2012, we received opinions, suggestions and

explanations that were mostly taken into consideration. Bilateral meetings were carried out with some

ministries, in which the content of the document was amended and corrected.

On the same day of 16 February 2012, the strategy proposal was again presented to the Management Board of

the Tourism and Hospitality Chamber.

The inter-ministerial coordination was conducted in the period from 15 to 29 March 2012. The coordination

was also held after 29 March 2012, i.e. until the beginning of May, since the revised national budget imposed

new or revised budget amounts that had to be taken into account. In this period, additional bilateral meetings

were held and inter-ministerial adjustments made. Finally, the document was submitted to the Government of

the Republic of Slovenia for discussion.

After workshops, presentations and discussions concerning the strategy, the participants were invited to

submit opinions, suggestions, comments or criticism. The final version of the Strategy thus includes certain

policies and proposals made by the Tourism and Hospitality Chamber, the Chamber of Craft and Small Business,

the Tourist Association of Slovenia, the Slovenian Convention Bureau, the Slovenian Spas Association, the

Association of Tourist Agencies of Slovenia, the Association of Slovenian Ski Lift Operators, the Slovenian

Chamber of Mountain Centres, the Association of Tourist Farms of Slovenia, the Association of Educators and

Researchers in Tourism, Hostelling International Slovenia, the Association of Historical Cities of Slovenia, the

Hiking and Cycling Economic Interest Grouping (EIG), Slovenia's Consortium for the Development and

Promotion of Cruise Shipping, the Slovenian Natural Parks Association, the Alpine Association of Slovenia, the

Association of Municipalities and Towns of Slovenia, and the Slovenian Foundation for Sustainable

Development, etc. The ideas, experience and knowledge of tourism industry representatives contributed to the

drafting of the Strategy.

On the part of the Ministry of Economic Development and Technology, mag. Marjan Hribar and Mojca

Paternoster cooperated in drafting the Strategy and policies. The following experts participated in the drafting

and analysis of national and international frameworks, as well as the preparation of contents of particular

chapters, measures, and indicators: Jasna Radič, Marko Podrekar, mag. Ana Božičnik, mag. Irena Milinkovič,

Darko Sajko, Nataša Pance, Natalija Medica and Alenka Marovt. On the part of the Slovenian Tourist Board,

Polona Černic was engaged in the preparation of some charts and statistical data processing and mag. Nataša

Hočevar in the designing of the final text of Chapter 3.3.

The 2012–2016 Slovenian Tourism Development Strategy was adopted by the Government of the Republic of

Slovenia at its 17th

regular session held on 7 June 2012.



C. Justification for the proposal to increase budgetary funds for tourism development

In this context, it is reasonable to conclude that Slovenia has interpreted the events of the international

economic crisis very seriously. The autumn events in 2011 in Greece, Italy, and Spain and earlier in Iceland,

Ireland and Portugal call for more responsible management of national budgets. This was also the message of

almost all political parties and civil lists that ran in the National Assembly election in December 2011.

Furthermore, attention should be drawn to a fact that rarely finds a place in the media or in the broader public

debate on electoral programmes. Experts in both political and economic sciences, and practically all political

parties, speak about increasing the efficiency of state administration, reducing the number of ministries and

mostly about unnecessary costs. Under no criteria would the budgetary funds for the development and

marketing of tourism fall into this category.

The budgetary funds for tourism that fall under the Ministry of Economic Development and Technology 62

cain

be roughly divided into two groups: 1. funds for the development of tourism in terms of legislation, policies and organisation (which falls

under the competence of the Tourism and Internationalisation Directorate at the Ministry of Economic Development and Technology);

2. funds for the marketing of tourism (its programme is implemented by the Slovenian Tourist Board).

The present strategy specifies competences and tasks of both institutions. Since tourism still has potential for

further growth (compared to competing tourist destinations, there is much room for development, new

infrastructure, creation of tourism products and the like), it would be completely unjustified to defend any

position that the Slovenian state should also seek to save money with cuts in the budget for tourism

development. Not only Slovenian and international literature on the economics of tourism but also the practice

itself point to a very important feature of the flexibility ratio of investment in the development and marketing

of tourism in relation to (foreign) receipts from tourism. To put it simply, every euro invested in the

development (policy, infrastructure, quality of working conditions of the sector, etc.) and marketing of tourism

in a particular period (from one to several years) yields increased revenue to the state budget.

Cuts in the budgetary investment in tourism also result in smaller budget revenue from tourism. This

theoretical explanation of the state investments in the development and marketing of tourism is also very

much confirmed in the practice.

In 2011, the influential European Tourist Commission (ETC), an association of National Tourism Organisations

based in Brussels, issued an overview of the budgets of the national tourism organisations in the 2008–2011

period. The document provides a detailed analysis of all activities, responsibilities and budgets of National

Tourism Organisations that are members of ETC (not only EU Member States but in a wider context). It is a

benchmarking reference tool that clearly indicates good or poor performance of the Slovenian Tourist Board in

comparison with other organisations in Europe and what it means in terms of the funds allocated from the

budget.

After reviewing the general tasks of the national tourism organisations, we can see that the Slovenian Tourist

Board carries out all of them (marketing of domestic and foreign tourism, marketing of leisure and business

tourism, human resources development, product management and technical support), while the scope of work

of the majority of European national tourism organisations is more limited to particular tasks. The Irish and

Italian tourism organisations only deal with international tourism. The list of tasks of the Slovenian Tourist

62

The scope excludes the funds earmarked for tourism development by other ministries.



Board is very long and requires a well-established and professional team in various fields of expertise and a rich

variety of activities, and, as a result, also financial items.

In this context, attention should be also drawn to the Slovenian Tourist Board's tasks in the field of education

and professional assistance to the economic sector. These tasks are crucial and among the most important

public tasks in relation to the private sector; they require, however, additional funds since the economic sector

and tourism educational institutions are already heavily burdened with large investments, so the education

sector is usually the first experiencing the lack of funding.

However, we can see that Slovenia has significantly fewer tourism representative offices abroad than other

countries that are comparable in the national economy in terms of scope and share of tourism, and in

particular in terms of competitive destinations. The Slovenian tourism industry still – and rightly – requires

better visibility abroad. Increasing visibility takes time, often decades (two of which are already behind us, and

the visibility of Slovenia today is much better than in 1995); however, the pace of change may be and must be

accelerated. The situation in this area may even be improved by increasing the budgets for marketing in the

existing representative offices and engaging more 'tourism ambassadors' that would have good possibilities (or

funds) to carry out promotion campaigns. As already mentioned, Slovenia's actions must be well thought

through; still, four representative offices and two information bureaux cannot withstand the competition, not

even Estonia, which has only seven such offices, or Montenegro, which has four. By the size of tourism and

other criteria, both countries are smaller than Slovenia. It would be crucial to establish Slovenian

representative offices in Moscow, Paris and New York, if we limit ourselves to only three. The superpowers of

tourism have approximately thirty representative offices each (Austria has 30, Switzerland 34, Germany33, Italy

26, Spain 33, the Czech Republic 26, Hungary 19, Ireland 23, etc.). It should be noted that Slovenian tourism

representative offices may have a key role in supporting air connections.

The number of employees in the national tourism organisation is shown in a special table. The Spanish

Turespaña leads, with more than 500 employees. This, evidently, cannot serve as an example for Slovenia since

Spain is the third greatest power in tourism. Nevertheless, the Flemish tourism organisation has 100 employees

(there is no National Tourism Organization in Belgium, but there is one in Flanders and in Walloon and a

Brussels Region Tourism Organisation) although Flanders is smaller in size than Slovenia. Danes also employ

more than a hundred workers. The Slovenian Tourist Board has 31 employees and ranks among the middle

tourism organisations; other data confirm that this number is quite appropriate.

The table indicating the number of employees and a share of employees in the marketing of national tourism

organisations shows how well-thought is the performance of the Slovenian Tourist Board in comparison with

other national tourism organisations. The Slovenian Tourist Board has as many as 80 per cent of employees

engaged in the marketing and only 20 per cent in the organisation of work or management. It counts 31

employees in comparison with Slovakia that has 98 employees, of which only 44 per cent of employees are

engaged in marketing. Switzerland provides another example; their organisation, Schweiz Tourismus, has 95

per cent of employees engaged in marketing, but the number of staff is 223. As we know, the organisation of

work according to the Swiss example requires a small, well-trained team; as a result, the vast majority of

employees can be engaged in the strategic communication.

The table on budgets of national tourism organisations is the most representative. The data indicate a slight

decrease in the budgetary funds, which is quite understandable due to the global economic crisis; this decrease

is not significant but there are some exceptions (Italy, Spain – two countries of the PIIGS, Finland and Slovakia).

In Italy and Spain, both countries highly decentralised, regions invest a great deal of money in the marketing.

The countries to set an example are Sweden, Norway and Hungary. They are aware that the investments in

tourism marketing need to be made during the crisis since revenues from tourism have a positive impact on

balance of payment. If viewed from the input into the Slovenian Tourist Board's budget, Slovenia is ranked



somewhere in the middle. However, if Slovenian tourism is to be strengthened, particularly in terms of

strategic, development and marketing objectives, it would be reasonable to invest at least three to five million

euros more, or at least 10 per cent increase, to make a difference.

According to the survey, Slovenia's ratio of fixed to variable costs is excellent, since 74 per cent of the Slovenian

Tourist Board's budget is earmarked for the marketing. Only the Finns, Finns, Lithuanians and Latvians can

afford a higher percentage (but at a much lower base) as the situation in all three countries is very specific,

while our tourism examples are Austria, Switzerland, etc. Taking into consideration that their budget for

marketing is substantially higher, it should be noted that our performance is more effective (fewer funds used

for wages, rents, travel costs, mail, etc. than for specific projects), which proves that the Slovenian Tourist

Board would be entitled to a higher budget since every euro is invested very carefully. Investment in the

marketing per person and in the marketing staff is above average, which means that our capacities are limited

with a smaller number of employees doing more than other national tourism organisations on average.

In view of the above, it can be concluded that the national budget allocates to the Slovenian Tourist Board the

essential share of resources which the STB effectively and economically spends mainly for the implementation

of its programme, and that the fixed costs in relation to marketing costs are handled very responsibly.

Consequently, higher budgetary resources for the marketing of Slovenian tourism would further contribute to

better results if compared to the excellent results achieved in 2011. Despite the complexity of international

economic situation, certain results even exceeded the record year of 2008 (the year that followed the period of

economic growth).

Satisfaction with the successful performance of tourism in 2011 should not last long. It is much more important

that we recognise the opportunities afforded to Slovenian tourism in the short-, medium- and long-term

periods, urgently increase the criteria, such as the average occupancy of rooms and beds in Slovenian hotels

and similar facilities, strengthen the situation on the market of tourism niches (health tourism and wellness

tourism, tourism of meetings and motivational travels, etc.) and conclude that for the obvious progress in this

fields – including the obvious increase in revenues from tourism – we need to increase budgetary funds for

marketing and tourism. We should bear in mind that the investments in the development and marketing not

only bring more revenues to the state budget, but also increase the number of students of tourism, create new

jobs, and because of the multiplying factors of tourism also higher revenues in sectors relating to tourism, e.g.

tourism caves and other sites of special interest, museums and other cultural institutions, taxi service

providers, trade, craftsmen, florists, food-processing industry, wine-growing sector, forest industry, furniture

industry, etc.

To conclude, the Republic of Slovenia can count on much higher yield for every euro it invests into tourism.



Prepared by:


Tourism and Internationalisation Directorate

Kotnikova 5

SI – 1000 Ljubljana

Author, project leader and editor:

Mateja Tomin Vučković

Co-authors:

- Ana Božičnik, Irena Milinkovič, Rok Klančnik,

- Tinkara Pavlovčič Kapitanovič, Karmen Novarlič, Livija Kovač Kostantinovič, Maša Puklavec, Nataša

Hočevar (Chapter 4.3 / p. 72-77).

The following experts were engaged in designing the contents, range of activities and indicators: Marjan

Hribar, Mojca Paternoster, Marko Podrekar, Jasna Radič, Darko Sajko, Nataša Pance.

The analysis of the Slovenian and international framework and documents relevant for tourism development

was made in cooperation with:

Ana Božičnik, Irena Milinkovič.

Documents

2012 2016 SLOVENIAN TOURISM DEVELOPMENT STRATEGY · republic of slovenia ministry of economic development and technology directorate for tourism and internationalization 2012–2016