poslovanje CG ispravak 10 e - Vlada Crne Gore · ukupne infrastrukture, ne samo hotelsko-ugostiteljskih objekata i sadržaja koje posjeduju. U tom smislu, ovaj period obilježavaju

Fakultet za turizam,hotelijerstvo i trgovinuBar

Wild Beauty

20062006

Ministarstvo turizma i zaštite životne sredine Crne Gore

Ministry of Tourism andEnvironment of Montenegro

Poslovanje hotelijerstva u Crnoj Gori 2006Horwath Hotel Industry Survey Montenegro 2006

content

4

5

6

8

9

13

27

sadržaj

Introduction by Minister of Tourism andEnvironment of Montenegro

Foreword

Tourism and Hotel Industry in Montenegro

Methodology

Executive Summary and Highlights

Survey Results

Explanation of Terms Used

Uvod Ministra turizma i zaštite životne sredine CG

Predgovor

Turizam i hotelijerstvo u Crnoj Gori

Metodologija

Rezime i pregled kljuènih rezultata

Rezultati istraživanja

Objašnjenje korišæenih pojmova

4

5

6

8

9

13

27

Prostorna distribucija uzorkaSurvey Sample Spatial Distribution

BOSNA I

HERCEGOVINA

SRBIJA

ALBANIJA

HRVATSKA

JADRANSKOMORE

SKADARSKOJEZERO

Podgorica

KOSOVO

Planinski dio /

Mountain Area

Središnji dio /

Central Area

Primorje /

Seaside Area

N = 38 hotelaN = 38 hotels

Struktura uzorka po regijamaSample Structure By Region

PrimorjeSredišnji dioPlaninski dio

Crna Gora ukupno

3053

38

Seaside AreaCentral AreaMountain AreaMontenegro total

Broj hotela / Number of Hotels


Poslovanje hotelijerstva u Crnoj Gori 2006 Horwath Hotel Industry Survey Montenegro 2006

Poslovanje hotelijerstva u Crnoj Gori 2006Horwath Hotel Industry Survey Montenegro 2006

content

4

5

6

8

9

13

27

sadržaj

Introduction by Minister of Tourism andEnvironment of Montenegro

Foreword


Methodology

Executive Summary and Highlights

Survey Results

Explanation of Terms Used


Predgovor


Metodologija

Rezime i pregled kljuènih rezultata

Rezultati istraživanja

Objašnjenje korišæenih pojmova

4

5

6

8

9

13

27

Prostorna distribucija uzorkaSurvey Sample Spatial Distribution

BOSNA I

HERCEGOVINA

SRBIJA

ALBANIJA

HRVATSKA

JADRANSKOMORE

SKADARSKOJEZERO

Podgorica

KOSOVO

Planinski dio /

Mountain Area

Središnji dio /

Central Area

Primorje /

Seaside Area

N = 38 hotelaN = 38 hotels

Struktura uzorka po regijamaSample Structure By Region


Crna Gora ukupno

3053

38

Seaside AreaCentral AreaMountain AreaMontenegro total

Broj hotela / Number of Hotels



It is with great pleasure that I present to you the results of the survey on hotel operation in Montenegro, Horwath Hotel Industry Survey Montenegro, conducted, for the second year in a row, by the Horwath & Horwath Consulting from Zagreb and the Faculty for Tourism, Hotel Management and Trade from Bar.

This survey is conducted in the most developed tourism markets of the world, within the renowned Worldwide Hotel Industry Study, and enables placing the national hotel industry in regional and international perspective.

S velikim zadovoljstvom predstavljam rezultate istraživanja o poslovanju crnogorskog hotelijerstva, Horwath Hotel Industry Survey Crna Gora, koje, drugu godinu, sprovode Horwath i Horwath Consulting iz Zagreba i Fakultet za turizam, hotelijerstvo i trgovinu iz Bara.

Istraživanje se sprovodi u najrazvijenim turistièkim tržištima svijeta, u okviru renomiranog istraživanja „Horwath Worldwide Hotel Industry Study“, i omoguæava uporeðivanje nacionalnog hotelijerstva u regionalnim i meðunarodnim okvirima.

The service quality in Montenegrin hotel industry has been greatly enhanced. Investments into modernisation of the existing hotel facilities keep increasing following the demand for quality generated by medium- and high-class visitors from the European market. Renovated 4**** hotels showed best revenues per guest room. Upgrading the level of services and amenities resulted in the extension of the season.

Montenegro is oriented towards the creation of a high quality tourism product, implying intensive upgrading of overall infrastructure, not only hospitality establishments and their amenities. In this regard, the previous period has been characterised by major investments of the state and the private capital into the infrastructure improvement and transport accessibility; Montenegrin airports have been renovated and modernised.

Appreciating the importance of tourism industry, the Government has provided one of the most competitive tax environments for tourism and hospitality in the region: reduced VAT rate of 7%, corporate tax amounting to 9%, and it also passed the decision on gradual payroll tax reduction to 15% in 2007 and 2008, then 12% in 2009 and 9% in 2010.

Successful tourism seasons of the past years and the return of visitors to Montenegro confirm the aptness of the development vision for Montenegro to become in the coming 15-20 years one of the most prominent European destinations. Naturally, the preconditions for attaining such an ambitious goal are complex and imply the implementation of a number of tasks, starting from further infrastructure development and increased accessibility to varied amenities and diversified tourism product and upgrading the service quality.

I would like to express my gratitude to all those who assisted in this survey, in particular the hotel owners and operators and respective hotel services for the efforts they invested in order to provide accurate and reliable information.

Kvalitet usluge crnogorskog hotelijerstva je unaprijeðen. Investicije u osavremenjavanje postojeæih hotelskih kapaciteta rastu u kontinuitetu, prateæi tražnju za kvalitetom koju generiše srednja i viša klasa evropskog tržišta. Renovirani hoteli sa èetiri zvjezdice su pokazali najbolji prihod po raspoloživoj sobi. Unaprijeðenje nivoa kvaliteta i sadržaja turistièkog proizvoda rezultiralo je produženjem turistièke sezone.

Opredijeljenje Crne Gore je kreiranje visokokvalitetnog turistièkog proizvoda, što podrazumijeva intenzivno poboljšanje kvaliteta ukupne infrastrukture, ne samo hotelsko-ugostiteljskih objekata i sadržaja koje posjeduju. U tom smislu, ovaj period obilježavaju velike investicije države i privatnog kapitala na planu poboljšanja infrastrukture i saobraæajne dostupnosti. Renovirani i modernizovani su crnogorski aerodromi.

Vlada je, uvažavajuæi znaèaj turistièke industrije, obezbijedila jednu od najkonkurentinijh poreskih sredina za turistièku privredu u regionu: uvedena je redukovana stopa PDV-a od 7%, stopa korporativnog poreza iznosi 9%, a donijeta je odluka o postepenom smanjenju poreza na dohodak na 15% u 2007. i 2008. godini, zatim, na 12% u 2009. i na 9% u 2010. godini.

Uspješne turistièke sezone proteklih godina i povratak turista u Crnu Goru potvrðuju realnost razvojne vizije da Crna Gora u narednih 15-20 godina dostigne poziciju jedne od najuspješnijih evropskih turistièkih destinacija. Svakako, preduslovi za dostizanje ovako ambicioznog cilja su kompleksni i podrazumijevaju realizaciju velikog broja zadataka, poèev od daljeg poboljšanja infrastrukture i saobraæajne dostupnosti do sadržajnog obogaæivanja i diversifikacije turistièkog proizvoda i podizanja kvaliteta usluga.

Zahvaljujem svima koji su sproveli ovo istraživanje, posebno hotelijerima i hotelskim struènim službama na uloženom naporu kako bi informacije sadržane bile taène i pouzdane.

Predrag NeneziæMinistar / MinisterMinistarstvo turizma i zaštite životne sredine Crne GoreMinistry of Tourism and Environment of Montenegro

Foreword

It is our pleasure to introduce the results of survey on Montenegro hotel industry for a second year in a row. The Survey was conducted by the Horwath Consulting Zagreb and the Faculty for Tourism, Hospitality and Trade Management in Bar, ordered by Montenegro Ministry of Tourism.

This survey is part of the global survey "Horwath Hotel Industry Survey", which has been carried out for the past 35 years in the organisation of Horwath International network, using the standard methodology.

We would like to express our sincere thanks to all the hoteliers in Montenegro who participated and provided us with all the necessary data. We would also like to stress that this survey would not have been possible, without the recognition of its importance by the Montenegro Ministry of Tourism.

We believe that we will provide the continuity of this survey in the years to come. Therefore, we would like to invite the industry professionals to participate in this survey next year. Until then, we send you our best regards.

Predgovor

Zadovoljstvo nam je drugu godinu za redom predstaviti rezultate istraživanja o poslovanju crnogorskog hotelijerstva, koje su, po nalogu Ministarstva turizma Crne Gore, proveli Horwath Consulting Zagreb i Fakultet za turizam, hotelijerstvo i trgovinu Bar.

Ovo je istraživanje dio globalnog istraživanja "Horwath Hotel Industry Survey" koje se u mnogim zemljama svijeta sprovodi veæ 35 godina u organizaciji mreže Horwath International, po jedinstvenoj metodologiji.

Želimo zahvaliti svim crnogorskim hotelijerima koji su se spremno ukljuèili te osigurali neophodne podatke. Isto tako, želimo istaknuti da bez podrške Ministarstva turizma Crne Gore, koje je prepoznalo znaèaj ovog istraživanja, njegovo sprovoðenje ne bi bilo moguæe.

Vjerujemo da æemo uspjeti osigurati kontinuitet ovog istraživanja u godinama što dolaze. Stoga pozivamo hotelijere da se ukljuèe u ovo istraživanje naredne godine. Do tada, srdaèno Vas pozdravljamo.

Prof. Dr. Stevan PopoviæDekan / DeanFakultet za turizam, hotelijerstvo i trgovinu BarFaculty for Tourism, Hospitality andTrade Management Bar

Dr. Sanja ÈižmarDirektor / Managing DirectorHorwath Consulting Zagreb

54

Introduction by Minister of Tourism and Environment of Montenegro




It is with great pleasure that I present to you the results of the survey on hotel operation in Montenegro, Horwath Hotel Industry Survey Montenegro, conducted, for the second year in a row, by the Horwath & Horwath Consulting from Zagreb and the Faculty for Tourism, Hotel Management and Trade from Bar.

This survey is conducted in the most developed tourism markets of the world, within the renowned Worldwide Hotel Industry Study, and enables placing the national hotel industry in regional and international perspective.

S velikim zadovoljstvom predstavljam rezultate istraživanja o poslovanju crnogorskog hotelijerstva, Horwath Hotel Industry Survey Crna Gora, koje, drugu godinu, sprovode Horwath i Horwath Consulting iz Zagreba i Fakultet za turizam, hotelijerstvo i trgovinu iz Bara.

Istraživanje se sprovodi u najrazvijenim turistièkim tržištima svijeta, u okviru renomiranog istraživanja „Horwath Worldwide Hotel Industry Study“, i omoguæava uporeðivanje nacionalnog hotelijerstva u regionalnim i meðunarodnim okvirima.

The service quality in Montenegrin hotel industry has been greatly enhanced. Investments into modernisation of the existing hotel facilities keep increasing following the demand for quality generated by medium- and high-class visitors from the European market. Renovated 4**** hotels showed best revenues per guest room. Upgrading the level of services and amenities resulted in the extension of the season.

Montenegro is oriented towards the creation of a high quality tourism product, implying intensive upgrading of overall infrastructure, not only hospitality establishments and their amenities. In this regard, the previous period has been characterised by major investments of the state and the private capital into the infrastructure improvement and transport accessibility; Montenegrin airports have been renovated and modernised.

Appreciating the importance of tourism industry, the Government has provided one of the most competitive tax environments for tourism and hospitality in the region: reduced VAT rate of 7%, corporate tax amounting to 9%, and it also passed the decision on gradual payroll tax reduction to 15% in 2007 and 2008, then 12% in 2009 and 9% in 2010.

Successful tourism seasons of the past years and the return of visitors to Montenegro confirm the aptness of the development vision for Montenegro to become in the coming 15-20 years one of the most prominent European destinations. Naturally, the preconditions for attaining such an ambitious goal are complex and imply the implementation of a number of tasks, starting from further infrastructure development and increased accessibility to varied amenities and diversified tourism product and upgrading the service quality.

I would like to express my gratitude to all those who assisted in this survey, in particular the hotel owners and operators and respective hotel services for the efforts they invested in order to provide accurate and reliable information.

Kvalitet usluge crnogorskog hotelijerstva je unaprijeðen. Investicije u osavremenjavanje postojeæih hotelskih kapaciteta rastu u kontinuitetu, prateæi tražnju za kvalitetom koju generiše srednja i viša klasa evropskog tržišta. Renovirani hoteli sa èetiri zvjezdice su pokazali najbolji prihod po raspoloživoj sobi. Unaprijeðenje nivoa kvaliteta i sadržaja turistièkog proizvoda rezultiralo je produženjem turistièke sezone.

Opredijeljenje Crne Gore je kreiranje visokokvalitetnog turistièkog proizvoda, što podrazumijeva intenzivno poboljšanje kvaliteta ukupne infrastrukture, ne samo hotelsko-ugostiteljskih objekata i sadržaja koje posjeduju. U tom smislu, ovaj period obilježavaju velike investicije države i privatnog kapitala na planu poboljšanja infrastrukture i saobraæajne dostupnosti. Renovirani i modernizovani su crnogorski aerodromi.

Vlada je, uvažavajuæi znaèaj turistièke industrije, obezbijedila jednu od najkonkurentinijh poreskih sredina za turistièku privredu u regionu: uvedena je redukovana stopa PDV-a od 7%, stopa korporativnog poreza iznosi 9%, a donijeta je odluka o postepenom smanjenju poreza na dohodak na 15% u 2007. i 2008. godini, zatim, na 12% u 2009. i na 9% u 2010. godini.

Uspješne turistièke sezone proteklih godina i povratak turista u Crnu Goru potvrðuju realnost razvojne vizije da Crna Gora u narednih 15-20 godina dostigne poziciju jedne od najuspješnijih evropskih turistièkih destinacija. Svakako, preduslovi za dostizanje ovako ambicioznog cilja su kompleksni i podrazumijevaju realizaciju velikog broja zadataka, poèev od daljeg poboljšanja infrastrukture i saobraæajne dostupnosti do sadržajnog obogaæivanja i diversifikacije turistièkog proizvoda i podizanja kvaliteta usluga.

Zahvaljujem svima koji su sproveli ovo istraživanje, posebno hotelijerima i hotelskim struènim službama na uloženom naporu kako bi informacije sadržane bile taène i pouzdane.

Predrag NeneziæMinistar / MinisterMinistarstvo turizma i zaštite životne sredine Crne GoreMinistry of Tourism and Environment of Montenegro

Foreword

It is our pleasure to introduce the results of survey on Montenegro hotel industry for a second year in a row. The Survey was conducted by the Horwath Consulting Zagreb and the Faculty for Tourism, Hospitality and Trade Management in Bar, ordered by Montenegro Ministry of Tourism.

This survey is part of the global survey "Horwath Hotel Industry Survey", which has been carried out for the past 35 years in the organisation of Horwath International network, using the standard methodology.

We would like to express our sincere thanks to all the hoteliers in Montenegro who participated and provided us with all the necessary data. We would also like to stress that this survey would not have been possible, without the recognition of its importance by the Montenegro Ministry of Tourism.

We believe that we will provide the continuity of this survey in the years to come. Therefore, we would like to invite the industry professionals to participate in this survey next year. Until then, we send you our best regards.

Predgovor

Zadovoljstvo nam je drugu godinu za redom predstaviti rezultate istraživanja o poslovanju crnogorskog hotelijerstva, koje su, po nalogu Ministarstva turizma Crne Gore, proveli Horwath Consulting Zagreb i Fakultet za turizam, hotelijerstvo i trgovinu Bar.

Ovo je istraživanje dio globalnog istraživanja "Horwath Hotel Industry Survey" koje se u mnogim zemljama svijeta sprovodi veæ 35 godina u organizaciji mreže Horwath International, po jedinstvenoj metodologiji.

Želimo zahvaliti svim crnogorskim hotelijerima koji su se spremno ukljuèili te osigurali neophodne podatke. Isto tako, želimo istaknuti da bez podrške Ministarstva turizma Crne Gore, koje je prepoznalo znaèaj ovog istraživanja, njegovo sprovoðenje ne bi bilo moguæe.

Vjerujemo da æemo uspjeti osigurati kontinuitet ovog istraživanja u godinama što dolaze. Stoga pozivamo hotelijere da se ukljuèe u ovo istraživanje naredne godine. Do tada, srdaèno Vas pozdravljamo.

Prof. Dr. Stevan PopoviæDekan / DeanFakultet za turizam, hotelijerstvo i trgovinu BarFaculty for Tourism, Hospitality andTrade Management Bar

Dr. Sanja ÈižmarDirektor / Managing DirectorHorwath Consulting Zagreb

54

Introduction by Minister of Tourism and Environment of Montenegro




Regionalna distribucija smještajnih kapaciteta (kreveti) i turistièkog prometa (noæenja)Regional Distribution of Accommodation Capacities (Beds) and Tourist Overnights

Sezonska koncentracija turistièkog prometa (noæenja)Tourist Overnights Seasonality


Tourism in Montenegro is experiencing its extensive development, which started in the 1960's. Its ascending path was interrupted by an earthquake on the 15th April 1979. Reconstruction of hotels was completed within the 8 years, followed by a period of business stabilisation until the 1991. Beginning of the 1990's sees the period of regression caused by an isolation of the State Union of Serbia and Montenegro and the process of slow transition and privatisation, which is now reaching its end.

During the last few years, owing to the qualitative reconstruction of privatised hotels, synchronised activities of the tourism industry, Ministry of Tourism and the National Tourism Organisation, as well as the Government policies of reintegration of Montenegro in the international community, there are visible signs of revitalisation of Montenegrin tourism and hotel industry, as well as indications of its re-growth, but on the qualitatively new grounds. Montenegro received assistance from the German Government, in a form of a new, contemporary strategy for tourism development - the Master Plan for Tourism Development, adopted in 2001, which includes a new marketing strategy, as well as model projects for development of each of the attractive tourism locations. Afterwards, strategic and operational tourism policy' measures were introduced, which all influenced on the visible revitalization and the growth of Montenegrin tourism sector.

Beginning of new, positive trends was evident by the increase in tourism nights volume (approximately 15% in total, and 32% in foreign volume) in 2004, and the continuation of tourism season extension in 2005 and 2006 as a result of the tour operator's return to the reconstructed hotels. Positive tensions were increased in 2005 and 2006.

The increase of foreign tourism turnover shows the exquisite dynamics where the growth rate in 2006 was almost at index of 140 or closely to 40%.

In 2006, new high category hotels were openned, among which: Hotel Quin of Montenegro, Hotel Splendid and Hotel Bellevue in Budva (Beèiæi), and the privatization process continued, including Ulcinj hotels.

Preliminary arrangements were made for the arrival of reputable international hotel management companies (Aman Resort for the lease of "Sveti Stefan" hotels), which can be a good catalyst for attracting the major investors ("major players") to Montenegro.

The Ministry of Tourism has recently started two capital informative projects: Satellite Account (TSA) of tourism expenditures with the WTTC and the Montenegrin Hotel Industry Survey according to the USALI system conducted by the Faculty for Tourism, Hospitality and Trade management in Bar and Horwath International, Horwath Consulting Zagreb. Both of the projects represent the implementation of international standards in the area of analytical information, and they allow the international comparison by key figures, which is one of the indispensable requirements for an efficient macro and micro economic management of tourism development. Analysis of results by the USALI system also has an important educative mission for the hotel management in Montenegro.


Turizam u Crnoj Gori doživljava svoj ekstenzivni razvoj poèev od

60-ih godina prošlog vijeka, èiju je uzlaznu putanju privremeno

prekinuo zemljotres od 15. aprila 1979. godine. Obnova hotelskih

kapaciteta završena je u roku od osam godina, nakon èega slijedi

period poslovne stabilizacije sve do 1991. godine. Poèetkom

devete decenije slijedi period regresa, izazvan izolacijom bivše

državne zajednice Srbije i Crne Gore i proces usporene tranzicije i

privatizacije, koji se polako privodi kraju.

Posljednjih godina, zahvaljujuæi kvalitetnoj rekonstrukciji

privatizovanih hotela, sinhronizovanim aktivnostima turistièke

privrede, Ministarstava turizma i Nacionalne turistièke

organizacije, kao i Vladinoj politici reintegracije Crne Gore u

meðunarodnu zajednicu, pokazuju se rani znaci revitalizacije

crnogorskog turizma i hotelijerstva, kao i vijesnici njegovog

ponovnog razvoja, ali na kvalitativno novim osnovama. Crna Gora

je, u vidu pomoæi Njemaèke Vlade, dobila novu savremenu

strategiju razvoja turizma-Master plan razvoja turizma usvojen

2001 godine, koji ukljuèuje i novu marketing strategiju, te model

projekte za razvoj pojedinih atraktivnih turistièkih lokacija.

Uslijedilo je donošenje strateških i operativnih mjera turistièke

politike, što je sve uticalo na prepoznatljivu revitalizaciju i razvoj

turistièkog sektora u Crnoj Gori.

Poveæanje ukupnog turistièkog prometa u 2004. godini za oko

15%, a inostranog za oko 32%, te nastavak produženja turistièke

sezone u 2005. i 2006. godini, zahvaljujuæi povratku turoperatora

u kvalitativno rekonstruisane hotele, ukazuje na poèetak pozitivnih

trendova u turizmu Crne Gore. Pozitivne tendencije su pojaèane i

u 2005. i 2006. godini.

Naroèitu dinamiku pokazuje rast inostranog turistièkog prometa,

èija se stopa poveæanja u 2006. godini približava indeksu 140,

odnosno blizu 40 %.

U 2006. godini došlo je do otvaranja novih hotela visoke

kategorije, kao što su: Hotel Qeen of Montenegro, Hotel Splendid

i Hotel Bellevue u Budvi (Beèiæi), kao i do nastavka procesa

privatizacije, koji je zahvatio i hotele u Ulcinju.

Došlo je i do pripremnih aranžmana za dolazak renomiranih

internacionalnih hotelskih menadžment kompanija (Aman Resort

za zakup hotela „Sveti Stefan“), što može biti dobar katalizator za

dolazak u Crnu Goru velikih investitora („Velikih igraèa“).

Ministarstvo turizma je u posljednje vrijeme pokrenulo i dva

kapitalna informativna projekta: Satelitski obraèun (TSA) turistièke

potrošnje sa WTTC i Analiza poslovanja hotelijerstva Crne Gore

po USALI sistemu sa Fakultetom za turizam i hotelijerstvo Bar i

Horwath Consultingom Zagreb. Oba projekta predstavljaju

primjenu internacionalnih standarda u oblasti analitièkog

informisanja, te omoguæavaju internacionalnu komparaciju po

validnim parametrima, što je jedan od neophodnih uslova za

efikasno makro i mikroekonomsko upravljanje turistièkim

razvojem. Analiza poslovanja po USALI sistemu ima i znaèajnu

edukativnu misiju za hotelski menadžment Crne Gore.

Udio turizma u crnogorskoj nacionalnoj industrijiShare of Tourism in Montenegrin National Economy

Hotelski kapaciteti po kategorijamaHotel Capacities by Category

% uèešæa u agregatu

Bruto društveni proizvodBruto društveni proizvod generisan turizmom

Izvoz roba i uslugaZaposlenost

Zaposlenost generisana turizmom,direktno i indirektno

1990

7,0%22,0%35,0%9,2%

17,1%

2006

9,5%15,7%41,5%10,0%

16,8%

2016

15,0%22,8%53,6%16,7%

24,4%

% of share in aggregate

Gross National Product (GNP)GNP from TourismExport of Goods and ServicesEmploymentEmployment in Tourism,directly and indirectly

Izvor: „Crna Gora - uticaj putovanja i turizma na zaposlenost i privredu“, WTTC, 2006. i Statistièki godišnjak Crne Gore 1991.Source: „Montenegro - Influence of Travel and Tourism on Employment and Economy“, WTTC, 2006 and 1991 Montenegrin Statistical Yearbook

KategorijaL / 5*A / 4*B / 3*C / 2*D / 1*

Ukupno

Broj hotelaNo. of Hotels

1989

1125533

74

Broj sobaNo. of Rooms

1989

1181.9848.027

103128

10.360

Broj krevetaNo. of Beds

1989

2544.317

17.363219352

22.505


2006

235709832

237


2006

371.4574.4976.5341.609

14.134


2006

803.214

11.95616.8793.627

35.756

CategoryL / 5*A / 4*B / 3*C / 2*D / 1*Total

Napomena: U 1989. su za kategorije hotela korišæene slovne oznake.Note: In 1989 hotel categories were marked with letters.Izvor / Source: MONSTAT

noæenjaovernights

1989

2.875.3523.226.8439.945.200

%1989

28,9%32,5%

100,0%

noæenjaovernights

2006

1.892.1082.164.8655.840.257

%2006

32,4%37,1%

100,0%

JulyAugustYearly *

JulAvgust

Godišnje *

* Godišnja noæenja 2006. predstavljaju kumulativ prvih 10 mjeseci.* 2006 overnights are cumulated for first 10 months only.Izvor / Source: MONSTAT


I-XII 1989

127.3181.7892.805

131.912

Broj noæenjaOvernightsI-XII 1989

9.513.600273.200158.400

9.945.200


I-X 2006

125.5113.2592.223

130.993

Broj noæenjaOvernights

I-X 2006

5.626.928149.91463.415

5.840.257


Crna Gora

Seaside AreaCentral AreaMountain AreaMontenegro

Izvor / Source: MONSTAT

33.375 42.327

98.53788.666

0

50.000

100.000

150.000

1989 2006

komplementarni / other accommodation capacities

osnovni / hotels and similar properties 6.915.500 3.686.120

3.029.700

2.154.137

0

2.000.000

4.000.000

6.000.000

8.000.000

10.000.000

I-XII 1989 I-X 2006

broj noæenjanumber of overnights

domaæi / domestic

inostrani / foreign

Izvor: Dr Rade Ratkoviæ i dr Miljan Radoviæ „Turistièka studija“, Prostorni Plan Crne Gore - sektorske studije, Podgorica, 2005. i MONSTATSource: Rade Ratkoviæ, PhD and Miljan Radoviæ, PhD „Tourism Study“, The Physical Plan of the Republic of Montenegro - Sector Studies, Podgorica, 2005 and MONSTAT

Smještajni kapaciteti (kreveti) Crne Gore 1989. i 2006.1989 and 2006 Montenegrin Accommodation Capacities (Beds)

Turistièki promet (noæenja) u Crnoj Gori 1989. i 2006.1989 and 2006 Tourist Overnights in Montenegro

broj krevetanumber of beds

76Fakultet za turizam,hotelijerstvo i trgovinuBar


Regionalna distribucija smještajnih kapaciteta (kreveti) i turistièkog prometa (noæenja)Regional Distribution of Accommodation Capacities (Beds) and Tourist Overnights

Sezonska koncentracija turistièkog prometa (noæenja)Tourist Overnights Seasonality


Tourism in Montenegro is experiencing its extensive development, which started in the 1960's. Its ascending path was interrupted by an earthquake on the 15th April 1979. Reconstruction of hotels was completed within the 8 years, followed by a period of business stabilisation until the 1991. Beginning of the 1990's sees the period of regression caused by an isolation of the State Union of Serbia and Montenegro and the process of slow transition and privatisation, which is now reaching its end.

During the last few years, owing to the qualitative reconstruction of privatised hotels, synchronised activities of the tourism industry, Ministry of Tourism and the National Tourism Organisation, as well as the Government policies of reintegration of Montenegro in the international community, there are visible signs of revitalisation of Montenegrin tourism and hotel industry, as well as indications of its re-growth, but on the qualitatively new grounds. Montenegro received assistance from the German Government, in a form of a new, contemporary strategy for tourism development - the Master Plan for Tourism Development, adopted in 2001, which includes a new marketing strategy, as well as model projects for development of each of the attractive tourism locations. Afterwards, strategic and operational tourism policy' measures were introduced, which all influenced on the visible revitalization and the growth of Montenegrin tourism sector.

Beginning of new, positive trends was evident by the increase in tourism nights volume (approximately 15% in total, and 32% in foreign volume) in 2004, and the continuation of tourism season extension in 2005 and 2006 as a result of the tour operator's return to the reconstructed hotels. Positive tensions were increased in 2005 and 2006.

The increase of foreign tourism turnover shows the exquisite dynamics where the growth rate in 2006 was almost at index of 140 or closely to 40%.

In 2006, new high category hotels were openned, among which: Hotel Quin of Montenegro, Hotel Splendid and Hotel Bellevue in Budva (Beèiæi), and the privatization process continued, including Ulcinj hotels.

Preliminary arrangements were made for the arrival of reputable international hotel management companies (Aman Resort for the lease of "Sveti Stefan" hotels), which can be a good catalyst for attracting the major investors ("major players") to Montenegro.

The Ministry of Tourism has recently started two capital informative projects: Satellite Account (TSA) of tourism expenditures with the WTTC and the Montenegrin Hotel Industry Survey according to the USALI system conducted by the Faculty for Tourism, Hospitality and Trade management in Bar and Horwath International, Horwath Consulting Zagreb. Both of the projects represent the implementation of international standards in the area of analytical information, and they allow the international comparison by key figures, which is one of the indispensable requirements for an efficient macro and micro economic management of tourism development. Analysis of results by the USALI system also has an important educative mission for the hotel management in Montenegro.


Turizam u Crnoj Gori doživljava svoj ekstenzivni razvoj poèev od

60-ih godina prošlog vijeka, èiju je uzlaznu putanju privremeno

prekinuo zemljotres od 15. aprila 1979. godine. Obnova hotelskih

kapaciteta završena je u roku od osam godina, nakon èega slijedi

period poslovne stabilizacije sve do 1991. godine. Poèetkom

devete decenije slijedi period regresa, izazvan izolacijom bivše

državne zajednice Srbije i Crne Gore i proces usporene tranzicije i

privatizacije, koji se polako privodi kraju.

Posljednjih godina, zahvaljujuæi kvalitetnoj rekonstrukciji

privatizovanih hotela, sinhronizovanim aktivnostima turistièke

privrede, Ministarstava turizma i Nacionalne turistièke

organizacije, kao i Vladinoj politici reintegracije Crne Gore u

meðunarodnu zajednicu, pokazuju se rani znaci revitalizacije

crnogorskog turizma i hotelijerstva, kao i vijesnici njegovog

ponovnog razvoja, ali na kvalitativno novim osnovama. Crna Gora

je, u vidu pomoæi Njemaèke Vlade, dobila novu savremenu

strategiju razvoja turizma-Master plan razvoja turizma usvojen

2001 godine, koji ukljuèuje i novu marketing strategiju, te model

projekte za razvoj pojedinih atraktivnih turistièkih lokacija.

Uslijedilo je donošenje strateških i operativnih mjera turistièke

politike, što je sve uticalo na prepoznatljivu revitalizaciju i razvoj

turistièkog sektora u Crnoj Gori.

Poveæanje ukupnog turistièkog prometa u 2004. godini za oko

15%, a inostranog za oko 32%, te nastavak produženja turistièke

sezone u 2005. i 2006. godini, zahvaljujuæi povratku turoperatora

u kvalitativno rekonstruisane hotele, ukazuje na poèetak pozitivnih

trendova u turizmu Crne Gore. Pozitivne tendencije su pojaèane i

u 2005. i 2006. godini.

Naroèitu dinamiku pokazuje rast inostranog turistièkog prometa,

èija se stopa poveæanja u 2006. godini približava indeksu 140,

odnosno blizu 40 %.

U 2006. godini došlo je do otvaranja novih hotela visoke

kategorije, kao što su: Hotel Qeen of Montenegro, Hotel Splendid

i Hotel Bellevue u Budvi (Beèiæi), kao i do nastavka procesa

privatizacije, koji je zahvatio i hotele u Ulcinju.

Došlo je i do pripremnih aranžmana za dolazak renomiranih

internacionalnih hotelskih menadžment kompanija (Aman Resort

za zakup hotela „Sveti Stefan“), što može biti dobar katalizator za

dolazak u Crnu Goru velikih investitora („Velikih igraèa“).

Ministarstvo turizma je u posljednje vrijeme pokrenulo i dva

kapitalna informativna projekta: Satelitski obraèun (TSA) turistièke

potrošnje sa WTTC i Analiza poslovanja hotelijerstva Crne Gore

po USALI sistemu sa Fakultetom za turizam i hotelijerstvo Bar i

Horwath Consultingom Zagreb. Oba projekta predstavljaju

primjenu internacionalnih standarda u oblasti analitièkog

informisanja, te omoguæavaju internacionalnu komparaciju po

validnim parametrima, što je jedan od neophodnih uslova za

efikasno makro i mikroekonomsko upravljanje turistièkim

razvojem. Analiza poslovanja po USALI sistemu ima i znaèajnu

edukativnu misiju za hotelski menadžment Crne Gore.

Udio turizma u crnogorskoj nacionalnoj industrijiShare of Tourism in Montenegrin National Economy

Hotelski kapaciteti po kategorijamaHotel Capacities by Category

% uèešæa u agregatu

Bruto društveni proizvodBruto društveni proizvod generisan turizmom

Izvoz roba i uslugaZaposlenost

Zaposlenost generisana turizmom,direktno i indirektno

1990

7,0%22,0%35,0%9,2%

17,1%

2006

9,5%15,7%41,5%10,0%

16,8%

2016

15,0%22,8%53,6%16,7%

24,4%

% of share in aggregate

Gross National Product (GNP)GNP from TourismExport of Goods and ServicesEmploymentEmployment in Tourism,directly and indirectly

Izvor: „Crna Gora - uticaj putovanja i turizma na zaposlenost i privredu“, WTTC, 2006. i Statistièki godišnjak Crne Gore 1991.Source: „Montenegro - Influence of Travel and Tourism on Employment and Economy“, WTTC, 2006 and 1991 Montenegrin Statistical Yearbook

KategorijaL / 5*A / 4*B / 3*C / 2*D / 1*

Ukupno


1989

1125533

74


1989

1181.9848.027

103128

10.360


1989

2544.317

17.363219352

22.505


2006

235709832

237


2006

371.4574.4976.5341.609

14.134


2006

803.214

11.95616.8793.627

35.756

CategoryL / 5*A / 4*B / 3*C / 2*D / 1*Total

Napomena: U 1989. su za kategorije hotela korišæene slovne oznake.Note: In 1989 hotel categories were marked with letters.Izvor / Source: MONSTAT

noæenjaovernights

1989

2.875.3523.226.8439.945.200

%1989

28,9%32,5%

100,0%

noæenjaovernights

2006

1.892.1082.164.8655.840.257

%2006

32,4%37,1%

100,0%

JulyAugustYearly *

JulAvgust

Godišnje *

* Godišnja noæenja 2006. predstavljaju kumulativ prvih 10 mjeseci.* 2006 overnights are cumulated for first 10 months only.Izvor / Source: MONSTAT


I-XII 1989

127.3181.7892.805

131.912

Broj noæenjaOvernightsI-XII 1989

9.513.600273.200158.400

9.945.200


I-X 2006

125.5113.2592.223

130.993

Broj noæenjaOvernights

I-X 2006

5.626.928149.91463.415

5.840.257


Crna Gora

Seaside AreaCentral AreaMountain AreaMontenegro

Izvor / Source: MONSTAT

33.375 42.327

98.53788.666

0

50.000

100.000

150.000

1989 2006

komplementarni / other accommodation capacities

osnovni / hotels and similar properties 6.915.500 3.686.120

3.029.700

2.154.137

0

2.000.000

4.000.000

6.000.000

8.000.000

10.000.000

I-XII 1989 I-X 2006

broj noæenjanumber of overnights

domaæi / domestic

inostrani / foreign

Izvor: Dr Rade Ratkoviæ i dr Miljan Radoviæ „Turistièka studija“, Prostorni Plan Crne Gore - sektorske studije, Podgorica, 2005. i MONSTATSource: Rade Ratkoviæ, PhD and Miljan Radoviæ, PhD „Tourism Study“, The Physical Plan of the Republic of Montenegro - Sector Studies, Podgorica, 2005 and MONSTAT

Smještajni kapaciteti (kreveti) Crne Gore 1989. i 2006.1989 and 2006 Montenegrin Accommodation Capacities (Beds)

Turistièki promet (noæenja) u Crnoj Gori 1989. i 2006.1989 and 2006 Tourist Overnights in Montenegro

broj krevetanumber of beds



This hotel survey in Montenegro has been carried out on the basis of standard methodology of "Horwath Hotel Industry Survey".

The research instrument used for this survey was the questionnaire, which was basically defined in Horwath International. This 21-item questionnaire includes information on physical condition of the hotel properties, structure of facilities, technological equipment, employment, market and financial business results.

The field research was conducted in the period between May and December 2006. The data collected refer to the 2005 financial year and budgeted results for 2006.

The survey sample includes 38 hotels with 5,080 hotel rooms, which represent 38% of the 2005 registered hotel capacities in Montenegro. The results of this survey do not strive to represent the statistical average of business results of Montenegrin hotel industry, but indicate the currently achieved level of business performances and provide the basis for monitoring of development trends of Montenegrin hotel industry.

Results are presented according to the size, category, price level and geographical location of the hotel (Seaside area, Central area, Mountain area of Montenegro). All figures are based on simple arithmetic averages.

The financial results are shown in accordance with the "Uniform System of Accounts for Lodging Industry" by hotel departments, and are given in Euro. An explanation of the terms used is given at the end of the publication.

Istraživanje poslovanja hotelijerstva Crne Gore sprovedeno je po standardnoj metodologiji istraživanja "Horwath Hotel Industry Survey".

Instrument istraživanja je upitnik, èije su osnove definisane u Horwath Internationalu. Upitnik se sastoji od 21 pitanja te obuhvata podatke o fizièkom stanju objekata i strukturi sadržaja, njihovoj tehnološkoj opremljenosti, zaposlenosti te tržišnim i finansijskim rezultatima poslovanja.

Terenski dio istraživanja sproveden je u periodu od maja do decembra 2006. godine, a prikupljeni se podaci odnose na 2005. poslovnu godinu i planirane rezultate za 2006. godinu.

Uzorak obuhvata 38 hotela u Crnoj Gori, odnosno ukljuèuje 5.080 hotelskih soba, što predstavlja 38% od registrovanih hotelskih kapaciteta Crne Gore u 2005. godini. Rezultati ovog istraživanja ne pretenduju predstavljati statistièki prosjek poslovanja hotelijerstva Crne Gore, veæ ukazuju na trenutno dostignuti nivo poslovnog rezutata i obezbijeðuju bazu za buduæe praæenje trendova razvoja crnogorskog hotelijerstva.

Rezultati se prezentuju s obzirom na razlièitu velièinu hotelskog objekta, kategoriju, nivo cijena i regionalnu pripadnost hotela (Primorje, Središnji dio i Planinski dio Crne Gore). Svi rezultati predstavljaju jednostavne aritmetièke sredine.

Finansijski su rezultati poslovanja prikazani u skladu sa jedinstvenim izvještajnim sistemom specijalizovanim za smještajnu industriju, pod nazivom "Uniform System of Accounts for Lodging Industry". Rezultati se iskazuju po hotelskim sektorima, i to u Eurima. Objašnjenje korišæenih naziva dato je na kraju publikacije.

Methodology Metodologija

Rezime i pregled kljuènih rezultataExecutive Summary and Highlights

Montenegro - the Wild beauty - is one of the young, newly discovered tourism destinations on the international tourism market, which is at the growth stage of its life cycle. Montenegro is entering a phase of serious tourism and hotel products creation, as well as its shaping of tourism supply within the whole value chain.

The performance results of the hotel industry in Montenegro completely reflect this market position of the country as a tourism destination.The results show significant growth compared to last year. In 2005, Montenegrin hotel industry generated 8 thousand Euros of net operating revenue per room (without the value added tax), whilst it is planned to achieve a high growth rate for 2006 (revenue per room of 11.4 tousand Euros). Such business performance results are still achieved in high seasonality conditions and with concentration of hotel demand in the summer months respectively, which is confirmed by the annual room occupancy rate of 37%. The average hotel operating period is 9.6 months. Additionally, the average net room rate (without the added value tax) in 2005 was 27.6 Euros, which shows there is considerable space for the price growth in the years to come, especially considering Montenegrin hotel industry is at the stage of intensive investments. Overall, Montenegrin hotel industry is mostly based on the allotment and group businesses, whilst the individual guests represent only 18.3% of total nights in hotels, whether they stayed in Montenegrin hotels for leisure or business purposes.

The results of the survey are based on the sample structure which mainly consists of three star hotels. The average age of hotels in Montenegro is 23 years, with the average 3 year period from last renovation

Crna Gora - divlja ljepota - je na internacionalnom turistièkom tržištu jedna od mladih, tek otkrivenih turistièkih destinacija, koja se nalazi u uzlaznoj fazi svog životnog ciklusa. Crna Gora tek ulazi u fazu ozbiljne izgradnje turistièkih i hotelskih proizvoda, te oblikovanja turistièke ponude u cjelokupnom lancu vrijednosti.

Rezultati poslovanja hotelske industrije Crne Gore u potpunosti odražavaju ovakav tržišni položaj zemlje kao turistièke destinacije. Rezultati pokazuju znatan rast u odnosu na prethodnu godinu. Crnogorsko hotelijerstvo je u 2005. godini ostvarilo 8 hiljada Eura neto poslovnog prihoda po sobi (bez poreza na dodatu vrijednost), dok je za 2006. godinu planirana visoka stopa rasta prihoda (èak 11,4 hiljade Eura prihoda po sobi). Ovakvi se poslovni rezultati još uvijek ostvaruju u uslovima visoke sezonalnosti, odnosno koncentracije hotelske tražnje u ljetnim mjesecima, o èemu svjedoèi godišnja stopa zauzetosti hotelskih soba od 37% . Prosjeèna dužina perioda poslovanja hotela kroz godinu je 9,6 mjeseci. Takoðe, realizovana neto cijena sobe (bez poreza na dodatu vrijednost) u 2005. godini od 27,6 Eura pokazuje da postoji znatan prostor za rast cijena u godinama koje dolaze, buduæi da se crnogorsko hotelijerstvo nalazi u fazi intenzivnog investiranja. Naime, posmatrano u cjelini, crnogorsko se hotelijerstvo pretežno bazira na alotmanskom i grupnom biznisu, dok individualni gosti, bez obzira da li u crnogorskim hotelima borave zbog odmora ili zbog poslovnih razloga, predstavljaju tek 18,3% ukupno ostvarenih noæenja u hotelima.

Rezultati istraživanja baziraju se na strukturi uzorka u kojem prevladavaju hoteli sa 3 hotelske zvjezdice. Prosjeèna starost hotela u Crnoj Gori je 23 godine, sa prosjeènim periodom od tri godine od poslijednjeg obnavljanja.

Market Position and Key Figures of Montenegrin Hotel Industry

Tržišni položaj i kljuèni rezultati hotelske industrije Crne Gore

Struktura uzorkaSample Structure

Hoteli s 3* /3* Hotels42,1%





This hotel survey in Montenegro has been carried out on the basis of standard methodology of "Horwath Hotel Industry Survey".

The research instrument used for this survey was the questionnaire, which was basically defined in Horwath International. This 21-item questionnaire includes information on physical condition of the hotel properties, structure of facilities, technological equipment, employment, market and financial business results.

The field research was conducted in the period between May and December 2006. The data collected refer to the 2005 financial year and budgeted results for 2006.

The survey sample includes 38 hotels with 5,080 hotel rooms, which represent 38% of the 2005 registered hotel capacities in Montenegro. The results of this survey do not strive to represent the statistical average of business results of Montenegrin hotel industry, but indicate the currently achieved level of business performances and provide the basis for monitoring of development trends of Montenegrin hotel industry.

Results are presented according to the size, category, price level and geographical location of the hotel (Seaside area, Central area, Mountain area of Montenegro). All figures are based on simple arithmetic averages.

The financial results are shown in accordance with the "Uniform System of Accounts for Lodging Industry" by hotel departments, and are given in Euro. An explanation of the terms used is given at the end of the publication.

Istraživanje poslovanja hotelijerstva Crne Gore sprovedeno je po standardnoj metodologiji istraživanja "Horwath Hotel Industry Survey".

Instrument istraživanja je upitnik, èije su osnove definisane u Horwath Internationalu. Upitnik se sastoji od 21 pitanja te obuhvata podatke o fizièkom stanju objekata i strukturi sadržaja, njihovoj tehnološkoj opremljenosti, zaposlenosti te tržišnim i finansijskim rezultatima poslovanja.

Terenski dio istraživanja sproveden je u periodu od maja do decembra 2006. godine, a prikupljeni se podaci odnose na 2005. poslovnu godinu i planirane rezultate za 2006. godinu.

Uzorak obuhvata 38 hotela u Crnoj Gori, odnosno ukljuèuje 5.080 hotelskih soba, što predstavlja 38% od registrovanih hotelskih kapaciteta Crne Gore u 2005. godini. Rezultati ovog istraživanja ne pretenduju predstavljati statistièki prosjek poslovanja hotelijerstva Crne Gore, veæ ukazuju na trenutno dostignuti nivo poslovnog rezutata i obezbijeðuju bazu za buduæe praæenje trendova razvoja crnogorskog hotelijerstva.

Rezultati se prezentuju s obzirom na razlièitu velièinu hotelskog objekta, kategoriju, nivo cijena i regionalnu pripadnost hotela (Primorje, Središnji dio i Planinski dio Crne Gore). Svi rezultati predstavljaju jednostavne aritmetièke sredine.

Finansijski su rezultati poslovanja prikazani u skladu sa jedinstvenim izvještajnim sistemom specijalizovanim za smještajnu industriju, pod nazivom "Uniform System of Accounts for Lodging Industry". Rezultati se iskazuju po hotelskim sektorima, i to u Eurima. Objašnjenje korišæenih naziva dato je na kraju publikacije.

Methodology Metodologija

Rezime i pregled kljuènih rezultataExecutive Summary and Highlights

Montenegro - the Wild beauty - is one of the young, newly discovered tourism destinations on the international tourism market, which is at the growth stage of its life cycle. Montenegro is entering a phase of serious tourism and hotel products creation, as well as its shaping of tourism supply within the whole value chain.

The performance results of the hotel industry in Montenegro completely reflect this market position of the country as a tourism destination.The results show significant growth compared to last year. In 2005, Montenegrin hotel industry generated 8 thousand Euros of net operating revenue per room (without the value added tax), whilst it is planned to achieve a high growth rate for 2006 (revenue per room of 11.4 tousand Euros). Such business performance results are still achieved in high seasonality conditions and with concentration of hotel demand in the summer months respectively, which is confirmed by the annual room occupancy rate of 37%. The average hotel operating period is 9.6 months. Additionally, the average net room rate (without the added value tax) in 2005 was 27.6 Euros, which shows there is considerable space for the price growth in the years to come, especially considering Montenegrin hotel industry is at the stage of intensive investments. Overall, Montenegrin hotel industry is mostly based on the allotment and group businesses, whilst the individual guests represent only 18.3% of total nights in hotels, whether they stayed in Montenegrin hotels for leisure or business purposes.

The results of the survey are based on the sample structure which mainly consists of three star hotels. The average age of hotels in Montenegro is 23 years, with the average 3 year period from last renovation

Crna Gora - divlja ljepota - je na internacionalnom turistièkom tržištu jedna od mladih, tek otkrivenih turistièkih destinacija, koja se nalazi u uzlaznoj fazi svog životnog ciklusa. Crna Gora tek ulazi u fazu ozbiljne izgradnje turistièkih i hotelskih proizvoda, te oblikovanja turistièke ponude u cjelokupnom lancu vrijednosti.

Rezultati poslovanja hotelske industrije Crne Gore u potpunosti odražavaju ovakav tržišni položaj zemlje kao turistièke destinacije. Rezultati pokazuju znatan rast u odnosu na prethodnu godinu. Crnogorsko hotelijerstvo je u 2005. godini ostvarilo 8 hiljada Eura neto poslovnog prihoda po sobi (bez poreza na dodatu vrijednost), dok je za 2006. godinu planirana visoka stopa rasta prihoda (èak 11,4 hiljade Eura prihoda po sobi). Ovakvi se poslovni rezultati još uvijek ostvaruju u uslovima visoke sezonalnosti, odnosno koncentracije hotelske tražnje u ljetnim mjesecima, o èemu svjedoèi godišnja stopa zauzetosti hotelskih soba od 37% . Prosjeèna dužina perioda poslovanja hotela kroz godinu je 9,6 mjeseci. Takoðe, realizovana neto cijena sobe (bez poreza na dodatu vrijednost) u 2005. godini od 27,6 Eura pokazuje da postoji znatan prostor za rast cijena u godinama koje dolaze, buduæi da se crnogorsko hotelijerstvo nalazi u fazi intenzivnog investiranja. Naime, posmatrano u cjelini, crnogorsko se hotelijerstvo pretežno bazira na alotmanskom i grupnom biznisu, dok individualni gosti, bez obzira da li u crnogorskim hotelima borave zbog odmora ili zbog poslovnih razloga, predstavljaju tek 18,3% ukupno ostvarenih noæenja u hotelima.

Rezultati istraživanja baziraju se na strukturi uzorka u kojem prevladavaju hoteli sa 3 hotelske zvjezdice. Prosjeèna starost hotela u Crnoj Gori je 23 godine, sa prosjeènim periodom od tri godine od poslijednjeg obnavljanja.

Market Position and Key Figures of Montenegrin Hotel Industry

Tržišni položaj i kljuèni rezultati hotelske industrije Crne Gore

Struktura uzorkaSample Structure






37% of surveyed hotels in Montenegro will invest 348.5 thousand of Euros per property on average in 2006, and in 2007, 26% of hotels plans to invest 1.05 million of Euros per property on average. The amounts of average planned investments indicate this is the process of improvement of the existing market products, i.e. without a more radical market repositioning.

Surveyed hotels in Montenegro in average operate with losses, which amount to 1.9% of net operating revenue in 2005. However, it is worth mentioning that the plans for 2006 include the achievement of profit, which means that this year should, according to plans, conclude with 11.3% of profit compared to net operating revenue.

Main causes of business losses of hotels are, on the one hand relatively low revenue per room, while on the other hand, expenses include high share of gross payroll and related expenses, which totals to 34.5% of the net operating revenue. Notwithstanding the low monthly average gross payroll of 379 Euros per employee, there is a relatively high number of full-time employee per room, which in 2005 equalled to 0.6.

The structure of expenses also includes high food and beverage costs of sales, energy expenses and the administrative departments' expenses.

37% anketiranih hotela u Crnoj Gori æe investirati u 2006. godini i to prosjeèno 348,5 hiljada Eura po objektu, a u 2007. godini oko 26% hotela planira investirati prosjeèno 1,05 miliona Eura po objektu. S obzirom na visine planiranih prosjeènih investicionih iznosa, radi se o unapreðenju hotelskih proizvoda u okviru postojeæeg tržišnog pozicioniranja, tj. bez ulaska u radikalnije tržišno repozicioniranje.

Anketirani hoteli u Crnoj Gori u prosjeku posluju s gubitkom, koji u 2005. godini iznosi 1,9% ostvarenog neto poslovnog prihoda. Ipak, valja istaknuti da je za 2006. godinu planirano ostvarenje dobiti, te bi, prema planovima, ova godina trebala biti završena sa 11,3% dobiti u odnosu na ostvareni neto poslovni prihod.

Osnovni uzroci gubitaka iz poslovanja hotela nalaze se s jedne strane u relativno niskom nivou prihoda po sobi, ali s druge strane u troškovnoj strukturi se istièe trošak radne snage koji u bruto iznosu u 2005. godini iznosi èak 34,5% u odnosu na realizovani poslovni prihod. Uprkos skromnom prosjeènom bruto mjeseènom trošku rada od 379 Eura po zaposlenom, istièe se relativno visok broj prosjeèno zaposlenih po sobi, koji, prema satima rada, u 2005. iznosi 0,6.

U strukturi troškova takoðer se svojom visinom istièu direktni troškovi hrane i piæa, troškovi energije i troškovi administrativnih sektora.

Planned Investments Planirane investicije

Profit Level of the Hotel Industry Profitabilnost hotela

Profitabilnost hotela u Crnoj Gori po regijama 2005. i 2006.2005 and 2006 Montenegrin Hotels GOP Level by Region

The hotel resort product of Montenegro in the seaside region generates the highest occupancy, but also the lower room rate in comparison to the Central area of Montenegro. Tourism in this region is generally based on the allotment business, which has only started to shift towards the product diversification strategy, which will be the main lever of future growth of the hotel industry's operating indicators in this region.

On the other hand, the central region of Montenegro is mainly comprised by city hotels, which are mostly relying on the business guests' demand, and much less on the leisure tourism demand. This is the reason for the above-average level of room rates in relation to the average in the hotel industry of Montenegro. Nevertheless, the relatively low annual occupancy rates are achieved in this region, which mainly depend on demand of the business guests as the dominant segment.

The hotel industry in the mountain area of Montenegro is generally based on the ski and mountain tourism product, which is the main reason for the low occupancy of hotel capacities in this region of the country.

The profitability of hotels is not evident only in the central area of Montenegro, whilst the hotels in the seaside and the mountain area operate with positive business results on average.

Hotelski proizvod Crne Gore koji podrazumijeva odmor i koji je prisutan u Primorju, ostvaruje relativno najvišu zauzetost, ali isto tako relativno nižu cijenu u odnosu na središnji dio Crne Gore. U ovoj regiji se uglavnom radi o turizmu baziranom na alotmanskom biznisu, koji se tek okreæe strategiji diverzifikacije proizvoda, što æe biti osnovna poluga buduæeg rasta poslovnih pokazatelja hotelske industrije ove regije.

S druge strane, u središnjem dijelu Crne Gore pretežno se radi o gradskom hotelijerstvu, koje je veæim dijelom oslonjeno na tražnju poslovnih gostiju a manje na tražnju turista. Ovo je razlog ostvarivanja natprosjeènog nivoa hotelskih cijena u odnosu na prosjek hotelijerstva Crne Gore. Ipak, ovdje se ostvaruje relativno niska zauzetost na godišnjem nivou, koja uglavnom zavisi od nivoa potražnje poslovnih gostiju kao dominantnog segmenta.

Hotelijerstvo u planinskom dijelu Crne Gore uglavnom se bazira na proizvodu ski i planinskog turizma, što je i osnovni razlog niske zauzetosti hotelskih kapaciteta u ovom dijelu zemlje.

Profitabilnost hotela nije prisutna samo u središnjem dijelu Crne Gore, dok hoteli u primorskom i planinskom dijelu u prosjeku posluju s pozitivnim poslovnim rezultatom.

Results by Region Rezultati po regijama

1110

Prosjeèna cijena i godišnja zauzetost soba u hotelima Crne Gore po regijama 2005. i 2006.

2005 and 2006 Montenegrin Hotels Average Room Rate and Annual Room Occupancy by Region

Poslovni prihod hotela po raspoloživoj sobi u Crnoj Gori po regijama 2005. i 2006.

2005 and 2006 Montenegrin Hotels Operating Revenue per Available Room by Region

GOP po sobi /

GOP per room (Euro)

udio GOP-a u UP /

share of GOP in TR (%)

GOP po sobi 2005. / 2005 GOP per room

planirani GOP po sobi 2006. / 2006 budgeted GOP per room

udio GOP-a u UP 2005. / 2005 share of GOP in total operating revenue

udio GOP-a u planiranom UP 2006. / 2006 budgeted share of GOP in total operating revenue

1.373 367 1.0673.342 795 418 2.648

15,9%14,7%

25,6%

15,0%

23,1%

8,7%

-600

-400

-200

0

200

400

600

800

1.000

1.200

1.400

1.600

1.800

2.000

2.200

2.400

2.600

2.800

3.000

3.200

3.400

Primorje / Seaside Area

Središnji dio / Central Area

Planinski dio / Mountain Area

Crna Gora / Montenegro

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

22%

24%

26%

28%

30%

32%

-346

13,2%

-4,3%27 32 2833 38 3319 18

38,4%

42,9%

40,8%

11,3%

22,2%

0

5

10

15

20

25

30

35

40

45

50





0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

prosjeène cijene soba /average room rates (Euro)

zauzetost soba /room occupancy in %

cijena 2005. / 2005 rate

planirana cijena 2006. / 2006 budgeted rate

zauzetost soba 2005. / 2005 room occupancy

planirana zauzetost soba 2006. / 2006 budgeted room occupancy

36,8%

prihod po sobi /revenue per room (Euro)

8.6588.040

2.492

8.090

13.076

9.114

2.788

11.441

0

2.000

4.000

6.000

8.000

10.000

12.000

14.000





poslovni prihod po raspoloživoj sobi 2005. / 2005 operatingrevenue per available room

planirani poslovni prihod po raspoloživoj sobi 2006. / 2006budgeted operating revenue per available room



20,5%12,6%

37% of surveyed hotels in Montenegro will invest 348.5 thousand of Euros per property on average in 2006, and in 2007, 26% of hotels plans to invest 1.05 million of Euros per property on average. The amounts of average planned investments indicate this is the process of improvement of the existing market products, i.e. without a more radical market repositioning.

Surveyed hotels in Montenegro in average operate with losses, which amount to 1.9% of net operating revenue in 2005. However, it is worth mentioning that the plans for 2006 include the achievement of profit, which means that this year should, according to plans, conclude with 11.3% of profit compared to net operating revenue.

Main causes of business losses of hotels are, on the one hand relatively low revenue per room, while on the other hand, expenses include high share of gross payroll and related expenses, which totals to 34.5% of the net operating revenue. Notwithstanding the low monthly average gross payroll of 379 Euros per employee, there is a relatively high number of full-time employee per room, which in 2005 equalled to 0.6.

The structure of expenses also includes high food and beverage costs of sales, energy expenses and the administrative departments' expenses.

37% anketiranih hotela u Crnoj Gori æe investirati u 2006. godini i to prosjeèno 348,5 hiljada Eura po objektu, a u 2007. godini oko 26% hotela planira investirati prosjeèno 1,05 miliona Eura po objektu. S obzirom na visine planiranih prosjeènih investicionih iznosa, radi se o unapreðenju hotelskih proizvoda u okviru postojeæeg tržišnog pozicioniranja, tj. bez ulaska u radikalnije tržišno repozicioniranje.

Anketirani hoteli u Crnoj Gori u prosjeku posluju s gubitkom, koji u 2005. godini iznosi 1,9% ostvarenog neto poslovnog prihoda. Ipak, valja istaknuti da je za 2006. godinu planirano ostvarenje dobiti, te bi, prema planovima, ova godina trebala biti završena sa 11,3% dobiti u odnosu na ostvareni neto poslovni prihod.

Osnovni uzroci gubitaka iz poslovanja hotela nalaze se s jedne strane u relativno niskom nivou prihoda po sobi, ali s druge strane u troškovnoj strukturi se istièe trošak radne snage koji u bruto iznosu u 2005. godini iznosi èak 34,5% u odnosu na realizovani poslovni prihod. Uprkos skromnom prosjeènom bruto mjeseènom trošku rada od 379 Eura po zaposlenom, istièe se relativno visok broj prosjeèno zaposlenih po sobi, koji, prema satima rada, u 2005. iznosi 0,6.

U strukturi troškova takoðer se svojom visinom istièu direktni troškovi hrane i piæa, troškovi energije i troškovi administrativnih sektora.

Planned Investments Planirane investicije

Profit Level of the Hotel Industry Profitabilnost hotela

Profitabilnost hotela u Crnoj Gori po regijama 2005. i 2006.2005 and 2006 Montenegrin Hotels GOP Level by Region

The hotel resort product of Montenegro in the seaside region generates the highest occupancy, but also the lower room rate in comparison to the Central area of Montenegro. Tourism in this region is generally based on the allotment business, which has only started to shift towards the product diversification strategy, which will be the main lever of future growth of the hotel industry's operating indicators in this region.

On the other hand, the central region of Montenegro is mainly comprised by city hotels, which are mostly relying on the business guests' demand, and much less on the leisure tourism demand. This is the reason for the above-average level of room rates in relation to the average in the hotel industry of Montenegro. Nevertheless, the relatively low annual occupancy rates are achieved in this region, which mainly depend on demand of the business guests as the dominant segment.

The hotel industry in the mountain area of Montenegro is generally based on the ski and mountain tourism product, which is the main reason for the low occupancy of hotel capacities in this region of the country.

The profitability of hotels is not evident only in the central area of Montenegro, whilst the hotels in the seaside and the mountain area operate with positive business results on average.

Hotelski proizvod Crne Gore koji podrazumijeva odmor i koji je prisutan u Primorju, ostvaruje relativno najvišu zauzetost, ali isto tako relativno nižu cijenu u odnosu na središnji dio Crne Gore. U ovoj regiji se uglavnom radi o turizmu baziranom na alotmanskom biznisu, koji se tek okreæe strategiji diverzifikacije proizvoda, što æe biti osnovna poluga buduæeg rasta poslovnih pokazatelja hotelske industrije ove regije.

S druge strane, u središnjem dijelu Crne Gore pretežno se radi o gradskom hotelijerstvu, koje je veæim dijelom oslonjeno na tražnju poslovnih gostiju a manje na tražnju turista. Ovo je razlog ostvarivanja natprosjeènog nivoa hotelskih cijena u odnosu na prosjek hotelijerstva Crne Gore. Ipak, ovdje se ostvaruje relativno niska zauzetost na godišnjem nivou, koja uglavnom zavisi od nivoa potražnje poslovnih gostiju kao dominantnog segmenta.

Hotelijerstvo u planinskom dijelu Crne Gore uglavnom se bazira na proizvodu ski i planinskog turizma, što je i osnovni razlog niske zauzetosti hotelskih kapaciteta u ovom dijelu zemlje.

Profitabilnost hotela nije prisutna samo u središnjem dijelu Crne Gore, dok hoteli u primorskom i planinskom dijelu u prosjeku posluju s pozitivnim poslovnim rezultatom.

Results by Region Rezultati po regijama

1110

Prosjeèna cijena i godišnja zauzetost soba u hotelima Crne Gore po regijama 2005. i 2006.

2005 and 2006 Montenegrin Hotels Average Room Rate and Annual Room Occupancy by Region

Poslovni prihod hotela po raspoloživoj sobi u Crnoj Gori po regijama 2005. i 2006.

2005 and 2006 Montenegrin Hotels Operating Revenue per Available Room by Region

GOP po sobi /

GOP per room (Euro)

udio GOP-a u UP /

share of GOP in TR (%)

GOP po sobi 2005. / 2005 GOP per room

planirani GOP po sobi 2006. / 2006 budgeted GOP per room

udio GOP-a u UP 2005. / 2005 share of GOP in total operating revenue

udio GOP-a u planiranom UP 2006. / 2006 budgeted share of GOP in total operating revenue

1.373 367 1.0673.342 795 418 2.648

15,9%14,7%

25,6%

15,0%

23,1%

8,7%

-600

-400

-200

0

200

400

600

800

1.000

1.200

1.400

1.600

1.800

2.000

2.200

2.400

2.600

2.800

3.000

3.200

3.400





-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

22%

24%

26%

28%

30%

32%

-346

13,2%

-4,3%27 32 2833 38 3319 18

38,4%

42,9%

40,8%

11,3%

22,2%

0

5

10

15

20

25

30

35

40

45

50





0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

prosjeène cijene soba /average room rates (Euro)

zauzetost soba /room occupancy in %

cijena 2005. / 2005 rate

planirana cijena 2006. / 2006 budgeted rate

zauzetost soba 2005. / 2005 room occupancy

planirana zauzetost soba 2006. / 2006 budgeted room occupancy

36,8%

prihod po sobi /revenue per room (Euro)

8.6588.040

2.492

8.090

13.076

9.114

2.788

11.441

0

2.000

4.000

6.000

8.000

10.000

12.000

14.000





poslovni prihod po raspoloživoj sobi 2005. / 2005 operatingrevenue per available room

planirani poslovni prihod po raspoloživoj sobi 2006. / 2006budgeted operating revenue per available room



20,5%12,6%

The results show the demand for higher category hotels is stronger than demand for economy and budget hotels. Considering that the average room rate logically follows the hotel's quality levels, four star hotels generate up to 2.5 times more revenue per room than three star hotels, which prevailed in the sample.

Market analysis by the category of hotels indicates foreign visitors are predominantly oriented to the higher category hotels.

The full-time equivalent number of employees is extremely high in four star hotels, which results in the high share of payroll expenses in the total revenue (34%) and the loss of 1% of realised revenue. Excluding the influence of high depreciation and amortization expense, the result of these hotels goes up to positive ratio of 10% of total revenue.

Rezultati pokazuju da u Crnoj Gori postoji viši nivo potražnje za hotelima više kategorije u odnosu na hotele srednjeg i nižeg kvalitativnog nivoa. S obzirom da visina prosjeèno ostvarene cijene logièno prati nivo kvalitete hotela, u hotelima sa 4 hotelske zvjezdice ostvaruje se èak 2,5 puta veæi prihod po sobi nego u hotelima sa 3 zvjezdice, koji su prevladavajuæi prema njihovoj prisutnosti u uzorku.

Analiza tržišta po kategorijama hotela ukazuje na pretežnu usmjerenost stranih gostiju na više kategorije hotela.

Istièe se izuzetno visok broj zaposlenih po sobi u hotelima sa 4 zvjezdice, što u hotelima ove kategorije rezultira visokim udiom troška rada u ukupnom prihodu (34%) te gubitkom koji iznosi 1% ostvarenih prihoda. Iskljuèivši uticaj amortizacije, rezultat ovih hotela raste ka pozitivnom uèešæu od 10% ukupnog prihoda.

Results by Category Rezultati po kategorijama hotela

Poslovni prihod hotela po raspoloživoj sobi u Crnoj Goripo kategorijama hotela 2005. i 2006.

2005 and 2006 Montenegrin Hotels Operating Revenueper Available Room by Hotel Category

Montenegrin Highlights by Region, Category, Property Size and Price Level

Market Mix

Nationality of Guests

Source of Advance Reservations

Employment per Hotel Departments

Hotel Facilities

Overnights Seasonality

Montenegrin Hotel Industry Financial Results (Ratio to Net Operating Revenues, in %)

Montenegrin Hotel Industry Financial Results (per Available Room, Euro)

Use of Technology Systems and Planned Investments

Kljuèni rezultati istraživanja po regijama, kategorijama, velièini objekta i visini cijena

Tržišni miks

Nacionalnost gostiju

Izvori unaprijed obavljenih rezervacija

Zaposleni po hotelskim sektorima

Sadržaji hotela

Sezonalnost noæenja

Finansijski rezultati poslovanja hotelijerstva Crne Gore (udio u poslovnom prihodu, u %)

Finansijski rezultati poslovanja hotelijerstva Crne Gore (po raspoloživoj sobi, Euro)

Korišæenje tehnoloških sistema i planirana ulaganja

1312

prihod po raspoloživoj sobi /revenue per available room (Euro)

12.287

5.5354.937

16.887

7.571 7.380

0

2.000

4.000

6.000

8.000

10.000

12.000

14.000

16.000

18.000

20.000

Hoteli s 4* / 4* Hotels Hoteli s 3* / 3* Hotels Hoteli s 2* / 2* Hotels

poslovni prihod po raspoloživoj sobi 2005. / 2005 operating revenue per available room

planirani poslovni prihod po raspoloživoj sobi 2006. / 2006 budgeted operating revenue per available room



The results show the demand for higher category hotels is stronger than demand for economy and budget hotels. Considering that the average room rate logically follows the hotel's quality levels, four star hotels generate up to 2.5 times more revenue per room than three star hotels, which prevailed in the sample.

Market analysis by the category of hotels indicates foreign visitors are predominantly oriented to the higher category hotels.

The full-time equivalent number of employees is extremely high in four star hotels, which results in the high share of payroll expenses in the total revenue (34%) and the loss of 1% of realised revenue. Excluding the influence of high depreciation and amortization expense, the result of these hotels goes up to positive ratio of 10% of total revenue.

Rezultati pokazuju da u Crnoj Gori postoji viši nivo potražnje za hotelima više kategorije u odnosu na hotele srednjeg i nižeg kvalitativnog nivoa. S obzirom da visina prosjeèno ostvarene cijene logièno prati nivo kvalitete hotela, u hotelima sa 4 hotelske zvjezdice ostvaruje se èak 2,5 puta veæi prihod po sobi nego u hotelima sa 3 zvjezdice, koji su prevladavajuæi prema njihovoj prisutnosti u uzorku.

Analiza tržišta po kategorijama hotela ukazuje na pretežnu usmjerenost stranih gostiju na više kategorije hotela.

Istièe se izuzetno visok broj zaposlenih po sobi u hotelima sa 4 zvjezdice, što u hotelima ove kategorije rezultira visokim udiom troška rada u ukupnom prihodu (34%) te gubitkom koji iznosi 1% ostvarenih prihoda. Iskljuèivši uticaj amortizacije, rezultat ovih hotela raste ka pozitivnom uèešæu od 10% ukupnog prihoda.

Results by Category Rezultati po kategorijama hotela

Poslovni prihod hotela po raspoloživoj sobi u Crnoj Goripo kategorijama hotela 2005. i 2006.

2005 and 2006 Montenegrin Hotels Operating Revenueper Available Room by Hotel Category

Montenegrin Highlights by Region, Category, Property Size and Price Level

Market Mix

Nationality of Guests

Source of Advance Reservations

Employment per Hotel Departments

Hotel Facilities

Overnights Seasonality

Montenegrin Hotel Industry Financial Results (Ratio to Net Operating Revenues, in %)

Montenegrin Hotel Industry Financial Results (per Available Room, Euro)

Use of Technology Systems and Planned Investments

Kljuèni rezultati istraživanja po regijama, kategorijama, velièini objekta i visini cijena

Tržišni miks

Nacionalnost gostiju

Izvori unaprijed obavljenih rezervacija

Zaposleni po hotelskim sektorima

Sadržaji hotela

Sezonalnost noæenja

Finansijski rezultati poslovanja hotelijerstva Crne Gore (udio u poslovnom prihodu, u %)

Finansijski rezultati poslovanja hotelijerstva Crne Gore (po raspoloživoj sobi, Euro)

Korišæenje tehnoloških sistema i planirana ulaganja

1312

prihod po raspoloživoj sobi /revenue per available room (Euro)

12.287

5.5354.937

16.887

7.571 7.380

0

2.000

4.000

6.000

8.000

10.000

12.000

14.000

16.000

18.000

20.000

Hoteli s 4* / 4* Hotels Hoteli s 3* / 3* Hotels Hoteli s 2* / 2* Hotels

poslovni prihod po raspoloživoj sobi 2005. / 2005 operating revenue per available room

planirani poslovni prihod po raspoloživoj sobi 2006. / 2006 budgeted operating revenue per available room



Primorje

Seaside Area2005

Crna Gora

Montenegro2005

Crna Gora

Montenegro2006 plan

Središnji dio

Central Area2005

Planinski dio

Mountain Area2005

Hoteli s 4*

4* Hotels2005

Hoteli s 3*

3* Hotels2005

Hoteli s 2*

2* Hotels2005

do 100 soba

under 100 rooms2005

100 - 200 soba

100 - 200 rooms2005

preko 200 soba

over 200 rooms2005

manje od 25 Eura

less than25 Euro

2005

25 - 60 Eura

25 - 60 Euro2005

višeod 60 Euramore than

60 Euro2005

Kljuèni rezultati istraživanja po regijama, kategorijama, velièini objekta i visini cijenaMontenegrin Highlights by Region, Category, Property Size and Price Level

1514

Prosjeèna velièina objekta (sobe)Prosjeèna godišnja zauzetost soba

Prosjeèna ostvarena cijena sobe (Euro)

Ukupni poslovni prihod po raspoloživoj sobi (Euro)

Prosjeèan broj zaposlenih po sobiMjeseèni troškovi rada po zaposlenom (Euro)

Ukupni prihod po zaposlenom (Euro)

Trošak rada (% od poslovnog prihoda)

Dobit prije fiksnih troškova (% od poslovnog prihoda)

Dobit prije amortizacije i oporezivanja(% od poslovnog prihoda)

Dobit prije oporezivanja / Gubitak (% od uk. prihoda)

Domaæi gostiStrani gosti

RusijaÈeška

NjemaèkaOstale strane zemlje

Poslovni gostiIndividualni odmorišni gosti

Alotmani i grupeOstali gosti

Prosjeèna starost hotela (u godinama)Period od posljednjeg obnavljanja

(godine)

Average Size of Property (rooms)Average Annual Room OccupancyAverage Room Rate (Euro)

Total Operating Revenue per Available Room (Euro)

Average No. of Employees per RoomMonthly Payroll Expenses per Employee (Euro)Total Operating Revenue per Employee (Euro)Payroll and Related Expenses (% of Operating Rev.)

Gross Operating Profit (% of Operating Revenue)Profit Before Depreciation, Amortization and Profit Tax (% of Operating Revenue)Profit Before Profit Tax / Loss (% of Total Rev.)

Domestic GuestsForeign Guests

RussiaCzech RepublicGermanyOther Foreign Countries

Business TravelersTourists/Leisure FITAllotments & GroupsOther guests

Average Age of Hotel (in years)Period from Last Renovation (years)

14140,8%32,88

11.441

0,57

527

20.170

27,2%

23,1%

17,8%

11,3%

34,0%66,0%

8,0%11,4%79,5%1,1%

13436,8%27,61

8.090

0,60

379

12.617

34,5%

13,2%

8,3%

-1,9%

36,6%63,4%

11,5%10,5%10,4%31,0%

7,8%10,5%80,1%1,5%

23,3

3,0

8622,2%32,11

8.040

0,70

303

9.615

32,8%

-4,3%

-9,2%

-17,4%

61,1%38,9%

2,0%0,3%1,9%

34,6%

78,4%0,9%

12,4%8,2%

22,0

0,2

1411,3%18,56

2.492

0,67

76

3.750

22,9%

14,7%

12,0%

5,1%

82,9%17,1%

0,4%0,0%3,8%

12,9%

34,5%54,0%10,1%1,5%

13,7

0,7

7648,2%44,36

12.287

1,08

525

17.043

33,4%

16,4%

10,6%

-1,0%

20,4%79,6%

20,8%0,8%

20,7%37,3%

13,3%16,4%68,4%1,9%

18,9

1,7

18435,8%19,34

5.535

0,49

257

8.996

35,6%

10,9%

7,4%

0,3%

45,4%54,6%

8,9%7,6%7,9%

30,3%

4,5%8,7%

85,8%1,0%

21,8

3,7

14326,6%25,18

4.937

0,40

364

11.994

37,3%

2,1%

-2,2%

-12,7%

32,0%68,0%

6,0%35,1%3,2%

23,8%

10,7%8,0%

78,7%2,6%

36,1

4,0

3233,5%27,02

7.196

0,68

300

10.221

32,2%

5,8%

2,6%

-6,5%

44,0%56,0%

10,6%0,3%

18,9%26,1%

29,2%19,7%44,0%7,2%

16,8

2,0

15832,5%41,89

12.178

0,79

519

15.951

38,4%

20,3%

13,9%

0,9%

32,8%67,2%

13,0%5,0%6,1%

43,1%

16,5%19,5%62,4%1,6%

33,6

2,6

35739,7%21,63

5.216

0,48

276

10.345

30,7%

18,1%

11,6%

5,6%

37,0%63,0%

10,9%14,5%10,9%26,8%

0,8%5,3%

93,2%0,6%

26,8

5,9

20035,8%17,82

3.971

0,43

275

9.614

36,2%

4,0%

-0,3%

-10,9%

38,2%61,8%

8,1%16,6%9,2%

27,9%

4,3%7,8%

86,2%1,7%

25,3

2,4

9238,0%33,71

8.045

0,67

328

11.841

34,5%

10,7%

7,5%

-1,8%

36,9%63,1%

15,8%1,8%

13,8%31,8%

12,9%11,7%74,0%1,5%

19,6

2,0

6739,2%75,56

19.195

1,74

655

19.705

33,5%

21,1%

13,8%

2,8%

24,6%75,4%

18,3%0,9%6,2%

49,9%

13,9%25,0%61,0%0,1%

28,2

7,0



15438,4%27,38

8.658

0,59

390

13.040

35,0%

15,9%

10,9%

0,2%

35,3%64,7%

12,0%11,0%10,9%30,9%

4,3%10,9%83,7%1,2%

24,5

3,7

Primorje

Seaside Area2005

Crna Gora

Montenegro2005

Crna Gora

Montenegro2006 plan

Središnji dio

Central Area2005

Planinski dio

Mountain Area2005

Hoteli s 4*

4* Hotels2005

Hoteli s 3*

3* Hotels2005

Hoteli s 2*

2* Hotels2005

do 100 soba

under 100 rooms2005

100 - 200 soba

100 - 200 rooms2005

preko 200 soba

over 200 rooms2005

manje od 25 Eura

less than25 Euro

2005

25 - 60 Eura

25 - 60 Euro2005


60 Euro2005

Kljuèni rezultati istraživanja po regijama, kategorijama, velièini objekta i visini cijenaMontenegrin Highlights by Region, Category, Property Size and Price Level

1514

Prosjeèna velièina objekta (sobe)Prosjeèna godišnja zauzetost soba

Prosjeèna ostvarena cijena sobe (Euro)

Ukupni poslovni prihod po raspoloživoj sobi (Euro)

Prosjeèan broj zaposlenih po sobiMjeseèni troškovi rada po zaposlenom (Euro)

Ukupni prihod po zaposlenom (Euro)

Trošak rada (% od poslovnog prihoda)

Dobit prije fiksnih troškova (% od poslovnog prihoda)

Dobit prije amortizacije i oporezivanja(% od poslovnog prihoda)

Dobit prije oporezivanja / Gubitak (% od uk. prihoda)

Domaæi gostiStrani gosti

RusijaÈeška

NjemaèkaOstale strane zemlje

Poslovni gostiIndividualni odmorišni gosti

Alotmani i grupeOstali gosti

Prosjeèna starost hotela (u godinama)Period od posljednjeg obnavljanja

(godine)

Average Size of Property (rooms)Average Annual Room OccupancyAverage Room Rate (Euro)

Total Operating Revenue per Available Room (Euro)

Average No. of Employees per RoomMonthly Payroll Expenses per Employee (Euro)Total Operating Revenue per Employee (Euro)Payroll and Related Expenses (% of Operating Rev.)

Gross Operating Profit (% of Operating Revenue)Profit Before Depreciation, Amortization and Profit Tax (% of Operating Revenue)Profit Before Profit Tax / Loss (% of Total Rev.)

Domestic GuestsForeign Guests

RussiaCzech RepublicGermanyOther Foreign Countries

Business TravelersTourists/Leisure FITAllotments & GroupsOther guests

Average Age of Hotel (in years)Period from Last Renovation (years)

14140,8%32,88

11.441

0,57

527

20.170

27,2%

23,1%

17,8%

11,3%

34,0%66,0%

8,0%11,4%79,5%1,1%

13436,8%27,61

8.090

0,60

379

12.617

34,5%

13,2%

8,3%

-1,9%

36,6%63,4%

11,5%10,5%10,4%31,0%

7,8%10,5%80,1%1,5%

23,3

3,0

8622,2%32,11

8.040

0,70

303

9.615

32,8%

-4,3%

-9,2%

-17,4%

61,1%38,9%

2,0%0,3%1,9%

34,6%

78,4%0,9%

12,4%8,2%

22,0

0,2

1411,3%18,56

2.492

0,67

76

3.750

22,9%

14,7%

12,0%

5,1%

82,9%17,1%

0,4%0,0%3,8%

12,9%

34,5%54,0%10,1%1,5%

13,7

0,7

7648,2%44,36

12.287

1,08

525

17.043

33,4%

16,4%

10,6%

-1,0%

20,4%79,6%

20,8%0,8%

20,7%37,3%

13,3%16,4%68,4%1,9%

18,9

1,7

18435,8%19,34

5.535

0,49

257

8.996

35,6%

10,9%

7,4%

0,3%

45,4%54,6%

8,9%7,6%7,9%

30,3%

4,5%8,7%

85,8%1,0%

21,8

3,7

14326,6%25,18

4.937

0,40

364

11.994

37,3%

2,1%

-2,2%

-12,7%

32,0%68,0%

6,0%35,1%3,2%

23,8%

10,7%8,0%

78,7%2,6%

36,1

4,0

3233,5%27,02

7.196

0,68

300

10.221

32,2%

5,8%

2,6%

-6,5%

44,0%56,0%

10,6%0,3%

18,9%26,1%

29,2%19,7%44,0%7,2%

16,8

2,0

15832,5%41,89

12.178

0,79

519

15.951

38,4%

20,3%

13,9%

0,9%

32,8%67,2%

13,0%5,0%6,1%

43,1%

16,5%19,5%62,4%1,6%

33,6

2,6

35739,7%21,63

5.216

0,48

276

10.345

30,7%

18,1%

11,6%

5,6%

37,0%63,0%

10,9%14,5%10,9%26,8%

0,8%5,3%

93,2%0,6%

26,8

5,9

20035,8%17,82

3.971

0,43

275

9.614

36,2%

4,0%

-0,3%

-10,9%

38,2%61,8%

8,1%16,6%9,2%

27,9%

4,3%7,8%

86,2%1,7%

25,3

2,4

9238,0%33,71

8.045

0,67

328

11.841

34,5%

10,7%

7,5%

-1,8%

36,9%63,1%

15,8%1,8%

13,8%31,8%

12,9%11,7%74,0%1,5%

19,6

2,0

6739,2%75,56

19.195

1,74

655

19.705

33,5%

21,1%

13,8%

2,8%

24,6%75,4%

18,3%0,9%6,2%

49,9%

13,9%25,0%61,0%0,1%

28,2

7,0



15438,4%27,38

8.658

0,59

390

13.040

35,0%

15,9%

10,9%

0,2%

35,3%64,7%

12,0%11,0%10,9%30,9%

4,3%10,9%83,7%1,2%

24,5

3,7

Nacionalnost gostiju Crne Gore 2004. - 2005. i planirana za 2006.(%)2004 - 2005 Actual and 2006 Budgeted Nationality of Guests in Montenegro (%)

Nacionalnost gostiju (u %)Nationality of Guests (in %)

Ostali / Other

Alotmani i grupe / Allotments & Groups

Individualni odmorišni gosti / Tourists - Leisure FIT

Poslovni gosti / Business Travelers

2004 2005 2006 plan

1,9%

74,7%

8,8%

14,5%

1,5% 1,1%

80,1% 79,5%

10,5% 11,4%

7,8% 8,0%

Tržišni miks Crne Gore 2004. - 2005. i planirani za 2006.(%)2004 - 2005 Actual and 2006 Budgeted Montenegrin Market Mix (%)

Tržišni miks (u %)Market Mix (in %)

Odmorišni alotmanskiOdmorišni individualni

Odmorišni grupniPoslovni grupni

Poslovni individualniOstali gosti

Ukupno

Leisure AllotmentsTourists / Leisure FITLeisure GroupsBusiness GroupsBusiness Individual TravelersOther GuestsTotal

2005

Crna Gora

Montenegro2006 plan

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005 2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

2006 plan

Domaæi / Domestic

Strani / Foreign

47,4% 52,6%

36,6%

34,0%

63,4%

66,0%

2004

2005

1716

70,2%11,4%9,4%4,9%3,1%1,1%

100,0%

69,0%10,5%11,1%4,7%3,1%1,5%

100,0%

72,2%10,9%11,5%2,7%1,5%1,2%

100,0%

8,6%0,9%3,8%

44,4%34,0%8,2%

100,0%

0,0%54,0%10,1%19,6%14,8%1,5%

100,0%

58,6%16,4%9,8%6,5%6,8%1,9%

100,0%

71,3%8,7%

14,5%3,2%1,3%1,0%

100,0%

76,9%8,0%1,8%7,1%3,6%2,6%

100,0%

StraniDomaæi

Srbija i Crna GoraRusijaÈeška

NjemaèkaBosna i Hercegovina

SlovenijaSlovaèka

Velika Britanija i Sjeverna IrskaItalija

Ostale strane zemljeUkupno

ForeignDomestic

Serbia and MontenegroRussiaCzech RepublicGermanyBosnia and HerzegovinaSloveniaSlovakiaGreat Britain & Northern IrelandItalyOther Foreign CountriesTotal

63,4%36,6%

36,6%11,5%10,5%10,4%4,3%4,1%3,3%2,8%2,5%

14,0%100,0%

64,7%35,3%

35,3%12,0%11,0%10,9%4,3%4,2%3,5%2,8%2,5%

13,6%100,0%

38,9%61,1%

61,1%2,0%0,3%1,9%4,1%2,0%0,1%1,4%3,0%

24,0%100,0%

17,1%82,9%

82,9%0,4%0,0%3,8%0,1%3,0%0,0%0,1%2,6%7,2%

100,0%

79,6%20,4%

20,4%20,8%0,8%

20,7%1,5%1,8%0,1%8,1%7,8%

18,1%100,0%

54,6%45,4%

45,4%8,9%7,6%7,9%6,2%3,9%4,3%0,8%0,7%

14,4%100,0%

68,0%32,0%

32,0%6,0%

35,1%3,2%2,4%8,2%5,0%1,3%0,5%6,4%

100,0%



Nacionalnost gostiju Crne Gore 2004. - 2005. i planirana za 2006.(%)2004 - 2005 Actual and 2006 Budgeted Nationality of Guests in Montenegro (%)

Nacionalnost gostiju (u %)Nationality of Guests (in %)

Ostali / Other

Alotmani i grupe / Allotments & Groups

Individualni odmorišni gosti / Tourists - Leisure FIT

Poslovni gosti / Business Travelers

2004 2005 2006 plan

1,9%

74,7%

8,8%

14,5%

1,5% 1,1%

80,1% 79,5%

10,5% 11,4%

7,8% 8,0%

Tržišni miks Crne Gore 2004. - 2005. i planirani za 2006.(%)2004 - 2005 Actual and 2006 Budgeted Montenegrin Market Mix (%)

Tržišni miks (u %)Market Mix (in %)

Odmorišni alotmanskiOdmorišni individualni

Odmorišni grupniPoslovni grupni

Poslovni individualniOstali gosti

Ukupno

Leisure AllotmentsTourists / Leisure FITLeisure GroupsBusiness GroupsBusiness Individual TravelersOther GuestsTotal

2005

Crna Gora

Montenegro2006 plan

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005 2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

2006 plan

Domaæi / Domestic

Strani / Foreign

47,4% 52,6%

36,6%

34,0%

63,4%

66,0%

2004

2005

1716

70,2%11,4%9,4%4,9%3,1%1,1%

100,0%

69,0%10,5%11,1%4,7%3,1%1,5%

100,0%

72,2%10,9%11,5%2,7%1,5%1,2%

100,0%

8,6%0,9%3,8%

44,4%34,0%8,2%

100,0%

0,0%54,0%10,1%19,6%14,8%1,5%

100,0%

58,6%16,4%9,8%6,5%6,8%1,9%

100,0%

71,3%8,7%

14,5%3,2%1,3%1,0%

100,0%

76,9%8,0%1,8%7,1%3,6%2,6%

100,0%

StraniDomaæi

Srbija i Crna GoraRusijaÈeška

NjemaèkaBosna i Hercegovina

SlovenijaSlovaèka

Velika Britanija i Sjeverna IrskaItalija

Ostale strane zemljeUkupno

ForeignDomestic

Serbia and MontenegroRussiaCzech RepublicGermanyBosnia and HerzegovinaSloveniaSlovakiaGreat Britain & Northern IrelandItalyOther Foreign CountriesTotal

63,4%36,6%

36,6%11,5%10,5%10,4%4,3%4,1%3,3%2,8%2,5%

14,0%100,0%

64,7%35,3%

35,3%12,0%11,0%10,9%4,3%4,2%3,5%2,8%2,5%

13,6%100,0%

38,9%61,1%

61,1%2,0%0,3%1,9%4,1%2,0%0,1%1,4%3,0%

24,0%100,0%

17,1%82,9%

82,9%0,4%0,0%3,8%0,1%3,0%0,0%0,1%2,6%7,2%

100,0%

79,6%20,4%

20,4%20,8%0,8%

20,7%1,5%1,8%0,1%8,1%7,8%

18,1%100,0%

54,6%45,4%

45,4%8,9%7,6%7,9%6,2%3,9%4,3%0,8%0,7%

14,4%100,0%

68,0%32,0%

32,0%6,0%

35,1%3,2%2,4%8,2%5,0%1,3%0,5%6,4%

100,0%



Zaposleni po hotelskim sektorima (u %)Employment per Hotel Departments (in %)

Izvori obavljenih rezervacija u hotelima Crne Gore 2005. (%)2005 Sources of Advance Reservations in Montenegrin Hotels (%)

Izvori unaprijed obavljenih rezervacija (u %)Sources of Advance Reservations (in %)

2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Direktni zahtjevi od strane gostaTour operator

Putnièka agencijaVaša Web stranica

Vlastiti sistem rezervacijeNezavisni sistem rezervacije

Predstavnik hotelaOstale Internet straniceTransportno preduzeæe

Globalni sistem distribucije (GDS)Ukupno

Direct Inquiry (by guest)Tour OperatorTravel AgentOwn Web SiteOwn Reservation SystemIndependent Reservation SystemHotel RepresentativeOther Internet SiteTransportation CompanyGDSTotal

2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Usluživanje i ostalo HiPKuhinja

DomaæinstvoAdministrativni i opšti sektor

RecepcijaSektor održavanja

Ostali operativni sektoriAnimacija

Marketing i prodajaUkupno

Service and Other F&BKitchenHousekeepingAdministration and GeneralFront OfficeProperty MaintenanceOther Operating DepartmentsAnimationMarketing and SalesTotal

Struktura i regionalna distribucija zaposlenih u hotelima Crne Gore 2005.2005 Montenegrin Hotel Staff Structure and Regional Distribution

Stalni / Permanent52,0%

Sezonci /Seasonal 48,0%

Središnji dio / Central Area9,8%

Planinski dio / Mountain Area0,9%

Primorje / Seaside Area89,3%

Putnièka agencija /Travel Agent18,4%

Direktni zahtjev /Direct Inquiry (by guest)34,1%

Vlastiti sistem rezervacije,predstavnik ili web stranica /Own Reservation System,Representative or Web Page15,0%Ostali izvori /

Other Sources3,7%

Tour operator /Tour Operator28,9%

1918

34,1%28,9%18,4%6,8%6,3%2,6%1,9%1,1%0,0%0,0%

100,0%

25,9%35,1%19,4%6,2%7,5%2,6%2,3%0,9%0,0%0,0%

100,0%

68,0%0,6%6,8%

14,0%3,0%4,0%0,6%3,0%0,0%0,0%

100,0%

58,8%13,3%26,7%1,2%0,0%0,0%0,0%0,0%0,0%0,0%

100,0%

33,9%23,6%16,0%14,1%4,7%2,7%2,9%2,2%0,0%0,0%

100,0%

33,3%30,8%19,6%3,0%7,4%3,6%1,6%0,6%0,1%0,0%

100,0%

36,1%35,7%20,7%0,0%7,1%0,0%0,3%0,0%0,0%0,0%

100,0%

23,3%19,6%19,3%12,4%9,2%6,9%6,9%1,3%1,2%

100,0%

22,7%19,4%19,4%12,1%8,9%7,4%7,6%1,4%1,2%

100,0%

29,0%21,7%17,3%14,5%11,2%3,1%1,0%0,0%2,1%

100,0%

20,7%20,7%31,0%13,8%13,8%0,0%0,0%0,0%0,0%

100,0%

25,2%19,3%15,9%11,6%9,8%5,9%9,4%1,7%1,3%

100,0%

21,7%19,1%21,2%14,4%8,7%6,8%5,6%1,2%1,4%

100,0%

22,9%22,5%22,9%7,3%9,0%

10,5%3,8%0,3%0,7%

100,0%



Zaposleni po hotelskim sektorima (u %)Employment per Hotel Departments (in %)

Izvori obavljenih rezervacija u hotelima Crne Gore 2005. (%)2005 Sources of Advance Reservations in Montenegrin Hotels (%)

Izvori unaprijed obavljenih rezervacija (u %)Sources of Advance Reservations (in %)

2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Direktni zahtjevi od strane gostaTour operator

Putnièka agencijaVaša Web stranica

Vlastiti sistem rezervacijeNezavisni sistem rezervacije

Predstavnik hotelaOstale Internet straniceTransportno preduzeæe

Globalni sistem distribucije (GDS)Ukupno

Direct Inquiry (by guest)Tour OperatorTravel AgentOwn Web SiteOwn Reservation SystemIndependent Reservation SystemHotel RepresentativeOther Internet SiteTransportation CompanyGDSTotal

2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Usluživanje i ostalo HiPKuhinja

DomaæinstvoAdministrativni i opšti sektor

RecepcijaSektor održavanja

Ostali operativni sektoriAnimacija

Marketing i prodajaUkupno

Service and Other F&BKitchenHousekeepingAdministration and GeneralFront OfficeProperty MaintenanceOther Operating DepartmentsAnimationMarketing and SalesTotal

Struktura i regionalna distribucija zaposlenih u hotelima Crne Gore 2005.2005 Montenegrin Hotel Staff Structure and Regional Distribution

Stalni / Permanent52,0%

Sezonci /Seasonal 48,0%

Središnji dio / Central Area9,8%

Planinski dio / Mountain Area0,9%

Primorje / Seaside Area89,3%

Putnièka agencija /Travel Agent18,4%

Direktni zahtjev /Direct Inquiry (by guest)34,1%

Vlastiti sistem rezervacije,predstavnik ili web stranica /Own Reservation System,Representative or Web Page15,0%Ostali izvori /

Other Sources3,7%

Tour operator /Tour Operator28,9%

1918

34,1%28,9%18,4%6,8%6,3%2,6%1,9%1,1%0,0%0,0%

100,0%

25,9%35,1%19,4%6,2%7,5%2,6%2,3%0,9%0,0%0,0%

100,0%

68,0%0,6%6,8%

14,0%3,0%4,0%0,6%3,0%0,0%0,0%

100,0%

58,8%13,3%26,7%1,2%0,0%0,0%0,0%0,0%0,0%0,0%

100,0%

33,9%23,6%16,0%14,1%4,7%2,7%2,9%2,2%0,0%0,0%

100,0%

33,3%30,8%19,6%3,0%7,4%3,6%1,6%0,6%0,1%0,0%

100,0%

36,1%35,7%20,7%0,0%7,1%0,0%0,3%0,0%0,0%0,0%

100,0%

23,3%19,6%19,3%12,4%9,2%6,9%6,9%1,3%1,2%

100,0%

22,7%19,4%19,4%12,1%8,9%7,4%7,6%1,4%1,2%

100,0%

29,0%21,7%17,3%14,5%11,2%3,1%1,0%0,0%2,1%

100,0%

20,7%20,7%31,0%13,8%13,8%0,0%0,0%0,0%0,0%

100,0%

25,2%19,3%15,9%11,6%9,8%5,9%9,4%1,7%1,3%

100,0%

21,7%19,1%21,2%14,4%8,7%6,8%5,6%1,2%1,4%

100,0%

22,9%22,5%22,9%7,3%9,0%

10,5%3,8%0,3%0,7%

100,0%



Profil hotelaHotel Profile

Prosjeèna kategorija (broj zvjezdica)Prosjeèni period poslovanja (broj mjeseci)

Najèešæa vrsta objekta

Prosjeèan broj smještajnih jedinicaOd toga, prosjeèan broj soba

Prosjeèan broj apartmanaProsjeèan broj ležaja

Prosjeèan fizièki broj zaposlenih na dan 31.07.

Prosjeèan broj zaposlenih prema satima rada

Prosjeèan broj restoranaProsjeèan broj stolica u restoranu

Prosjeèan broj barovaProsjeèan broj stolica u baru

Hoteli s ostalim sadržajima hrane i piæa (% u ukupnom)

Prosjeèan broj ostalih sadržaja hrane i piæaProsjeèan broj stolica u ost. sadrž. hrane i piæa

Hoteli s kongresnim i prostorima za sastanke (% u uk.)

Prosjeèan broj kongresnih i prostora za sastanke

Prosjeèna površina kongr. i 2

prostora za sast. (m)

Hoteli s bazenima (% u ukupnom)Prosjeèan broj unutrašnjih bazenaProsjeèan broj spoljašnjih bazena

Hoteli s fitness centrom (% u ukupnom)2Prosjeèna površina fitness centra (m)

Hoteli s wellness centrom (% u ukupnom)2

Prosjeèna površina wellness centra (m)

Hoteli s teniskim terenima (% u ukupnom)Prosjeèan broj nenatkrivenih tenis terena

Prosjeèna udaljenost hotela od plaže (m)Hoteli s plažom samo za

hotelske goste (% u ukup.)

Hoteli s casinom (% u ukupnom)2Prosjeèna površina casina (m)

Hoteli s parkingom (% u ukupnom)Hoteli s garažom (% u ukupnom)

Prosjeèan ukupan broj parking mjestaProsjeèan broj parking mjesta u garaži

2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Average Category (stars)Average Operating Period (months)Most Common Hotel Type

Average Capacity (units)Out of Which, Average Number of RoomsAverage Number of SuitesAverage Number of Beds

Average Physical Number of Employees on 31st of JulyAverage Number of Employees per Working Hour

Average Number of RestaurantsAverage Number of Seats in RestaurantAverage Number of BarsAverage Number of Seats in BarHotels with Other F&B Outlets (% in total)Average Number of Other F&B OutletsAverage Number of Seats in Other F&B Outlet

Hotels with Congress & Meeting Facilities (% in total)Average Number of Congress and Meeting SpacesAverage Congress and Meeting Area (sq.m.)

Hotels with Swimming Pools (% in total)Average Number of Indoor PoolsAverage Number of Ooutdoor Pools

Hotels with Fitness Center (% in total)Average Fitness Center Area (sq.m.)

Hotels with Wellness Center (% in total)Average Wellness Center Area (sq.m.)

Hotels with Tennis Courts (% in total)Average Number of Outdoor Tennis Courts

Average Hotel Distance from Beach (m)Hotels with Beach Only for Hotel Guests (% of total)

Hotels with Casino (% in total)Average Casino Area (sq.m.)

Hotels with Parking (% in total)Hotels with Garage (% in total)Average Total Number of Parking LotsAverage Number of Parking Lots in Garage

2005

Crna Gora

Montenegro2006 plan

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Sezonalnost noæenja (%)Overnights Seasonality (u %)

JanuarFebruar

MartAprilMajJuniJuli

AugustSeptembar

OktobarNovembarDecembar

Ukupno

JanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberTotal

Struktura ostvarenih noæenja 2004. - 2005. i planiranih za 2006. u hotelima Crne Gore po regijama (%)

2004 - 2005 Actual and 2006 Budgeted Overnights Structure in Montenegrin Hotels by Region (%)

95,8% 95,1% 95,5%

4,0% 4,7% 4,2%0,2% 0,3% 0,3%

0,0%

10,0%

20,0%

30,0%

40,0%

50,0%

60,0%

70,0%

80,0%

90,0%

100,0%

2004 2005 2006 plan

Planinski dio /Mountain Area

Središnji dio /Central Area


2120

39,6

odmorišni

leisure

13411518

310

79

81

1252

277

45%2

170

55%

2

133

22%11

16%31

13%86

9%4

93

29%

5%600

71%13%

7714

38,9

odmorišni

leisure

15413122

359

89

91

2280

279

47%2

167

53%

2

153

27%11

20%31

17%86

12%4

93

37%

7%600

73%13%

8413

312,0

poslovni

business

86815

183

57

60

2117

1100

60%1

200

80%

4

100

10%1-

0%-

0%-

0%-

-

-

0%-

80%20%

5820

412,0

odmorišni

leisure

14123

32

9

10

1781

17

0%-

-

33%

1

30

0%--

0%-

0%-

0%-

-

-

0%-

33%0%10

-

410,0

odmorišni

leisure

766511

157

77

82

1147

264

40%1

123

53%

2

111

23%12

20%37

27%105

13%2

115

33%

13%600

67%13%

5522

39,1

odmorišni

leisure

18415924

451

90

90

2318

282

38%4

184

50%

3

178

25%11

19%25

6%9

9%6

53

25%

0%-

81%19%

849

29,6

poslovni / kongresnibusiness / congress

14312320

315

54

57

1252

193

71%1

120

71%

1

103

14%11

0%-

0%-

0%-

141

29%

0%-

57%0%

113-

1,0%1,1%1,2%1,7%8,7%

16,0%22,2%22,9%17,0%5,6%1,5%1,2%

100,0%

1,0%1,1%1,3%2,0%6,6%

16,1%23,1%24,7%17,7%4,1%1,1%1,2%

100,0%

0,9%0,9%1,0%1,7%6,3%

16,3%23,8%25,4%18,1%3,9%0,8%0,9%

100,0%

4,3%4,9%8,0%9,1%

11,4%11,7%8,3%9,5%

10,1%7,2%7,5%8,0%

100,0%

10,7%9,9%2,4%1,8%3,7%4,2%

24,7%22,0%5,1%4,0%3,1%8,5%

100,0%

1,3%1,4%2,1%3,6%8,3%

14,9%18,2%20,9%16,9%7,3%2,5%2,5%

100,0%

1,0%1,1%0,8%1,5%6,5%

16,1%24,5%26,1%18,4%2,9%0,5%0,6%

100,0%

0,9%0,8%1,7%1,2%4,1%

17,7%25,8%25,7%16,4%3,0%1,0%1,6%

100,0%



Profil hotelaHotel Profile

Prosjeèna kategorija (broj zvjezdica)Prosjeèni period poslovanja (broj mjeseci)

Najèešæa vrsta objekta

Prosjeèan broj smještajnih jedinicaOd toga, prosjeèan broj soba

Prosjeèan broj apartmanaProsjeèan broj ležaja

Prosjeèan fizièki broj zaposlenih na dan 31.07.

Prosjeèan broj zaposlenih prema satima rada

Prosjeèan broj restoranaProsjeèan broj stolica u restoranu

Prosjeèan broj barovaProsjeèan broj stolica u baru

Hoteli s ostalim sadržajima hrane i piæa (% u ukupnom)

Prosjeèan broj ostalih sadržaja hrane i piæaProsjeèan broj stolica u ost. sadrž. hrane i piæa

Hoteli s kongresnim i prostorima za sastanke (% u uk.)

Prosjeèan broj kongresnih i prostora za sastanke

Prosjeèna površina kongr. i 2

prostora za sast. (m)

Hoteli s bazenima (% u ukupnom)Prosjeèan broj unutrašnjih bazenaProsjeèan broj spoljašnjih bazena

Hoteli s fitness centrom (% u ukupnom)2Prosjeèna površina fitness centra (m)

Hoteli s wellness centrom (% u ukupnom)2

Prosjeèna površina wellness centra (m)

Hoteli s teniskim terenima (% u ukupnom)Prosjeèan broj nenatkrivenih tenis terena

Prosjeèna udaljenost hotela od plaže (m)Hoteli s plažom samo za

hotelske goste (% u ukup.)

Hoteli s casinom (% u ukupnom)2Prosjeèna površina casina (m)

Hoteli s parkingom (% u ukupnom)Hoteli s garažom (% u ukupnom)

Prosjeèan ukupan broj parking mjestaProsjeèan broj parking mjesta u garaži

2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Average Category (stars)Average Operating Period (months)Most Common Hotel Type

Average Capacity (units)Out of Which, Average Number of RoomsAverage Number of SuitesAverage Number of Beds

Average Physical Number of Employees on 31st of JulyAverage Number of Employees per Working Hour

Average Number of RestaurantsAverage Number of Seats in RestaurantAverage Number of BarsAverage Number of Seats in BarHotels with Other F&B Outlets (% in total)Average Number of Other F&B OutletsAverage Number of Seats in Other F&B Outlet

Hotels with Congress & Meeting Facilities (% in total)Average Number of Congress and Meeting SpacesAverage Congress and Meeting Area (sq.m.)

Hotels with Swimming Pools (% in total)Average Number of Indoor PoolsAverage Number of Ooutdoor Pools

Hotels with Fitness Center (% in total)Average Fitness Center Area (sq.m.)

Hotels with Wellness Center (% in total)Average Wellness Center Area (sq.m.)

Hotels with Tennis Courts (% in total)Average Number of Outdoor Tennis Courts

Average Hotel Distance from Beach (m)Hotels with Beach Only for Hotel Guests (% of total)

Hotels with Casino (% in total)Average Casino Area (sq.m.)

Hotels with Parking (% in total)Hotels with Garage (% in total)Average Total Number of Parking LotsAverage Number of Parking Lots in Garage

2005

Crna Gora

Montenegro2006 plan

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Sezonalnost noæenja (%)Overnights Seasonality (u %)

JanuarFebruar

MartAprilMajJuniJuli

AugustSeptembar

OktobarNovembarDecembar

Ukupno

JanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberTotal

Struktura ostvarenih noæenja 2004. - 2005. i planiranih za 2006. u hotelima Crne Gore po regijama (%)

2004 - 2005 Actual and 2006 Budgeted Overnights Structure in Montenegrin Hotels by Region (%)

95,8% 95,1% 95,5%

4,0% 4,7% 4,2%0,2% 0,3% 0,3%

0,0%

10,0%

20,0%

30,0%

40,0%

50,0%

60,0%

70,0%

80,0%

90,0%

100,0%

2004 2005 2006 plan

Planinski dio /Mountain Area

Središnji dio /Central Area


2120

39,6

odmorišni

leisure

13411518

310

79

81

1252

277

45%2

170

55%

2

133

22%11

16%31

13%86

9%4

93

29%

5%600

71%13%

7714

38,9

odmorišni

leisure

15413122

359

89

91

2280

279

47%2

167

53%

2

153

27%11

20%31

17%86

12%4

93

37%

7%600

73%13%

8413

312,0

poslovni

business

86815

183

57

60

2117

1100

60%1

200

80%

4

100

10%1-

0%-

0%-

0%-

-

-

0%-

80%20%

5820

412,0

odmorišni

leisure

14123

32

9

10

1781

17

0%-

-

33%

1

30

0%--

0%-

0%-

0%-

-

-

0%-

33%0%10

-

410,0

odmorišni

leisure

766511

157

77

82

1147

264

40%1

123

53%

2

111

23%12

20%37

27%105

13%2

115

33%

13%600

67%13%

5522

39,1

odmorišni

leisure

18415924

451

90

90

2318

282

38%4

184

50%

3

178

25%11

19%25

6%9

9%6

53

25%

0%-

81%19%

849

29,6

poslovni / kongresnibusiness / congress

14312320

315

54

57

1252

193

71%1

120

71%

1

103

14%11

0%-

0%-

0%-

141

29%

0%-

57%0%

113-

1,0%1,1%1,2%1,7%8,7%

16,0%22,2%22,9%17,0%5,6%1,5%1,2%

100,0%

1,0%1,1%1,3%2,0%6,6%

16,1%23,1%24,7%17,7%4,1%1,1%1,2%

100,0%

0,9%0,9%1,0%1,7%6,3%

16,3%23,8%25,4%18,1%3,9%0,8%0,9%

100,0%

4,3%4,9%8,0%9,1%

11,4%11,7%8,3%9,5%

10,1%7,2%7,5%8,0%

100,0%

10,7%9,9%2,4%1,8%3,7%4,2%

24,7%22,0%5,1%4,0%3,1%8,5%

100,0%

1,3%1,4%2,1%3,6%8,3%

14,9%18,2%20,9%16,9%7,3%2,5%2,5%

100,0%

1,0%1,1%0,8%1,5%6,5%

16,1%24,5%26,1%18,4%2,9%0,5%0,6%

100,0%

0,9%0,8%1,7%1,2%4,1%

17,7%25,8%25,7%16,4%3,0%1,0%1,6%

100,0%



Finansijski rezultati poslovanja hotelijerstva Crne Gore (udio u poslovnom prihodu, u %)Montenegrin Hotel Industry Financial Results (Ratio to Net Operating Revenues, in %)

Prihodi smještajaOstali prihodi sektora smještaja

Ukupni prihod sektora smještajaPrihodi hrane

Prihodi piæaOstali prihodi sektora hrane i piæa

Ukupni prihod sektora hrane i piæaPrihodi trgovina

Prihodi casinaPrihodi sporta i rekreacije

Prihodi wellness / zdravstvenog centraPrihodi ostalih operativnih sektora

Prihodi od zakupaOstali prihodi

UKUPNI POSLOVNI PRIHODI DIREKTNI TROŠKOVI

SmještajHrana

PiæeOstalo sektor hrane i piæa

Ukupno sektor hrane i piæaTrgovine

Sport i rekreacijaWellness / Zdravstveni centar

Ostali operativni sektoriUKUPNI DIREKTNI TROŠKOVI

DIREKTNE PLATE I POVEZANI TROŠKOVISmještaj

Hrana i piæeTrgovine

CasinoSport i rekreacija

Wellness / Zdravstveni centarOstali operativni sektori

UKUPNE DIREKTNE PLATE I POV. TR.OSTALI SEKTORSKI TROŠKOVI

SmještajHrana i piæe

TrgovineCasino


Ostali operativni sektoriUKUPNI OSTALI SEKTORSKI TROŠKOVI

UKUPNI DOPRINOS OPERATIVNIH SEKTORA NERASPOREÐENE PLATE I POV. TR.

Administrativni i opšti sektorMarketing i prodaja

AnimacijaOdržavanje

UKUPNE NERASPOR. PLATE I POV. TR.NERASPOREÐENI IZDACI



Energija objektaUKUPNI NERASPOREÐENI IZDACIUKUPNI TROŠKOVI PRIJE GOP-a

GOP - DOBIT PRIJE FIKSNIH TROŠKOVA FIKSNI TROŠKOVI

Menadžment nadoknadaTrošak zakupa i leasinga opreme

Nadoknade (komunalna i dr.) i doprinosiPremije osiguranja

AmortizacijaKamate

Ostali fiksni troškoviUKUPNI FIKSNI TROŠKOVI

FINANSIJSKI I IZVANREDNI PRIHODIFINANS. (osim kamata) I IZVANR. RASH.

UKUPNI PRIHODIUKUPNI TROŠKOVI

BRUTO DOBIT / GUBITAK

Rooms RevenuesOther Rooms RevenuesTotal Rooms Department RevenuesFood RevenuesBeverage RevenuesOther F&B RevenuesTotal F&B Department RevenuesShops RevenuesCasino RevenuesSport and Recreation RevenuesWellness / Health Center RevenuesOther Operating Departments RevenuesRental RevenuesOther Operating RevenuesTOTAL NET OPERATING REVENUESCOSTS OF SALESRoomsFoodBeverageOther F&BTotal F&B DepartmentShopsSport and RecreationWellness / Health CenterOther Operating DepartmentsTOTAL COSTS OF SALESDIRECT PAYROLL AND RELATED EXP.RoomsF&BShopsCasinoSport and RecreationWellness / Health CenterOther Operating DepartmentsTOTAL DIRECT PAYROLL AND REL. EXP.OTHER DEPARTMENTAL EXPENSESRoomsF&BShopsCasinoSport and RecreationWellness / Health CenterOther Operating DepartmentsTOTAL OTHER DEPARTMENTAL EXP.TOTAL DEPARTMENTAL CONTRIBUTIONUNDISTRIBUTED PAYROLL AND REL. EXP.Administration and GeneralMarketing and SalesAnimationMaintenanceTOTAL UNDISTR. PAYROLL AND REL. EXP.UNDISTRIBUTED OTHER EXPENSESAdministration and GeneralMarketing and SalesAnimationMaintenanceEnergyTOTAL UNDISTRIBUTED OTHER EXP.TOTAL EXPENSES BEFORE GOPGOP - GROSS OPERATING PROFITFIXED CHARGESManagement FeesRent and Leasing ExpensesTaxes and FeesInsurance PremiumsDepreciation and AmortizationInterest ExpensesOther Fixed ChargesTOTAL FIXED CHARGESFINANCIAL AND EXTRAORDINARY REV.FINANC. (excl. interests) AND EXTR. EXP.TOTAL REVENUESTOTAL EXPENSESPROFIT BEFORE PROFIT TAX / LOSS

Primorje

Seaside Area2005

Crna Gora

Montenegro2005

Crna Gora

Montenegro2006 plan

Središnji dio

Central Area2005

Planinski dio

Mountain Area2005

Hoteli s 4*

4* Hotels2005

Hoteli s 3*

3* Hotels2005

Hoteli s 2*

2* Hotels2005

do 100 soba

under 100 rooms2005

100 - 200 soba

100 - 200 rooms2005

preko 200 soba

over 200 rooms2005

manje od 25 Eura

less than25 Euro

2005

25 - 60 Eura

25 - 60 Euro2005


60 Euro2005

2322

47,6%1,2%

48,8%23,3%12,7%0,6%

36,5%0,2%8,9%0,1%0,4%0,4%0,4%4,3%

100,0%

13,2%53,7%36,8%84,2%48,3%63,5%14,0%0,4%

-24,5%

44,9%1,3%

46,3%23,9%12,4%0,9%

37,2%0,4%9,0%0,5%0,4%0,1%0,9%5,3%

100,0%

15,7%56,9%37,5%78,0%50,9%92,6%4,4%

11,3%-

26,9%

45,5%0,9%

46,4%22,9%11,0%0,7%

34,7%0,4%

10,6%0,5%0,5%0,1%1,0%5,7%

100,0%

12,8%55,5%30,9%

108,2%48,8%93,5%4,4%

10,8%184,1%23,5%

43,1%4,2%

47,3%29,9%17,3%1,9%

49,1%0,4%0,0%0,0%0,0%0,0%0,3%3,0%

100,0%

30,5%64,7%64,2%1,9%

62,1%87,2%

---

45,7%

34,3%0,0%

34,3%26,6%34,7%0,0%

61,2%0,0%0,0%0,0%0,0%0,0%0,0%4,5%

100,0%

38,3%49,6%38,7%

-43,4%

----

43,1%

46,8%1,2%

47,9%18,8%11,5%1,3%

31,6%0,3%

15,0%0,6%0,7%0,2%0,2%3,6%

100,0%

18,5%60,3%40,6%81,3%54,0%

119,8%3,5%

10,8%172,4%26,6%

40,9%1,1%

42,0%31,3%16,1%0,3%

47,7%0,6%0,0%0,1%0,0%0,0%2,2%7,3%

100,0%

13,8%49,0%30,9%32,5%42,8%69,6%18,5%

--

27,2%

45,4%2,9%

48,4%32,2%7,8%0,0%

40,0%0,2%0,0%0,4%0,0%0,0%1,2%9,8%

100,0%

4,9%65,9%48,2%

-62,7%84,2%0,0%

--

27,6%

46,0%1,5%

47,4%26,5%17,4%1,0%

44,8%0,0%0,0%0,0%0,0%0,0%0,5%7,2%

100,0%

22,3%56,4%43,0%90,4%52,0%84,2%

325,7%--

34,2%

37,5%1,3%

38,8%20,8%9,0%1,0%

30,7%0,5%

22,7%1,0%1,0%0,3%0,5%4,5%

100,0%

7,7%54,8%25,5%59,9%46,4%

111,9%0,0%

11,3%-

18,4%

63,1%0,8%

63,9%24,1%5,5%0,3%

29,8%0,9%0,0%0,4%0,0%0,0%3,5%1,4%

100,0%

12,9%63,7%35,5%

113,0%58,9%62,8%13,2%

--

26,5%

51,5%0,9%

52,5%29,7%9,6%2,2%

41,5%1,0%0,0%0,3%0,0%0,0%1,3%3,5%

100,0%

17,7%55,8%37,7%6,0%

48,9%71,2%29,5%

--

31,5%

47,5%2,5%

50,0%25,9%14,8%0,7%

41,4%0,3%0,0%0,1%0,0%0,0%1,2%7,0%

100,0%

13,3%53,2%31,9%

174,6%47,5%76,9%0,0%0,0%

-26,6%

38,4%0,3%

38,7%18,5%11,3%0,3%

30,2%0,1%

24,0%1,0%1,0%0,3%0,3%4,5%

100,0%

17,6%63,6%45,6%

125,6%57,5%

278,3%0,0%

11,2%56,4%24,7%

21,9%25,1%13,3%38,2%93,9%1,3%

-23,8%

5,4%9,7%2,8%

11,4%20,2%0,7%

-8,1%

43,6%

26,6%36,0%17,8%32,9%17,9%33,5%

-29,5%

8,4%10,8%4,8%5,1%6,7%

39,5%-

9,2%34,4%

27,1%37,4%16,1%32,9%17,9%33,5%

-29,8%

8,5%11,1%4,8%5,1%6,7%

39,5%-

9,3%37,4%

21,2%35,4%28,4%

----

28,7%

7,7%10,8%5,2%

----

9,8%15,8%

44,5%10,9%

-----

21,9%

5,0%3,5%

-----

3,9%31,2%

26,5%33,1%19,5%32,9%13,5%33,5%

-28,6%

8,3%7,6%2,7%5,1%6,7%

39,5%-

7,9%36,9%

28,4%37,0%18,5%

-84,3%

--

30,9%

8,0%12,8%7,2%

-14,1%

--

10,9%30,9%

22,9%45,3%0,0%

-0,0%

--

30,1%

9,3%17,9%0,0%

-0,0%

--

12,0%30,2%

25,1%33,4%0,0%

-0,0%

--

26,9%

11,4%14,9%0,0%

-0,0%

--

12,7%26,3%

31,4%41,3%21,7%32,9%12,8%33,5%

-33,8%

6,1%6,1%3,3%5,1%6,4%

39,5%-

6,3%41,5%

21,8%33,8%14,6%

-60,3%

--

25,7%

4,6%3,6%8,0%

-10,1%

--

5,9%41,8%

30,4%27,4%16,5%

-44,4%

--

29,7%

14,0%4,6%6,5%

-5,9%

--

10,0%28,8%

22,9%45,4%24,8%

-189,0%89,3%

-30,7%

7,4%15,8%3,5%

-63,3%39,8%

-11,5%31,2%

29,1%28,2%0,0%

32,9%0,0%

31,4%0,0%

28,0%

5,5%7,7%0,0%5,1%2,6%

39,5%38,7%6,2%

41,1%

2,3%0,4%0,1%0,6%3,4%

4,1%1,6%0,7%2,7%7,9%

17,1%76,9%23,1%

3,3%0,4%0,2%1,2%5,0%

2,6%1,6%0,5%2,8%8,7%

16,2%86,8%13,2%

3,4%0,4%0,2%1,3%5,3%

2,9%1,8%0,6%3,1%7,9%

16,3%84,1%15,9%

2,9%0,3%0,0%0,9%4,1%

0,8%0,2%0,0%1,4%

13,5%16,0%

104,3%-4,3%

1,0%0,0%0,0%0,0%1,0%

0,7%0,0%0,0%2,3%

12,5%15,5%85,3%14,7%

3,2%0,5%0,2%0,8%4,8%

2,8%2,2%0,8%2,0%8,0%

15,7%83,6%16,4%

3,4%0,1%0,1%1,0%4,7%

2,0%0,7%0,1%4,1%8,5%

15,4%89,1%10,9%

3,4%0,0%0,0%3,7%7,1%

2,9%0,6%0,0%4,4%

13,1%20,9%97,9%2,1%

4,2%0,1%0,0%1,0%5,3%

1,6%0,2%0,0%2,8%

10,5%15,2%94,2%5,8%

2,5%0,8%0,3%1,0%4,6%

3,7%3,2%1,3%1,6%6,8%

16,6%79,7%20,3%

2,4%0,1%0,1%2,4%5,0%

2,6%1,4%0,2%6,4%8,1%

18,7%81,9%18,1%

5,1%0,1%0,1%1,2%6,5%

3,3%0,7%0,1%3,5%

10,7%18,3%96,0%4,0%

2,6%0,0%0,0%1,1%3,8%

1,9%0,5%0,0%3,6%

10,8%16,8%89,3%10,7%

3,1%0,9%0,3%1,3%5,6%

2,9%3,2%1,3%1,7%5,4%

14,5%78,9%21,1%

1,5%0,1%1,0%0,5%6,5%0,7%1,8%

12,1%0,3%0,0%

100,3%89,0%11,3%

1,5%0,1%1,4%0,7%

10,2%1,3%0,5%

15,7%1,1%0,6%

101,1%103,1%

-1,9%

1,8%0,0%1,4%0,6%

10,6%1,5%0,3%

16,2%1,3%0,7%

101,3%101,1%

0,2%

0,0%0,9%1,4%1,1%8,2%0,0%1,8%

13,3%0,2%0,0%

100,2%117,6%-17,4%

0,0%0,0%1,5%0,1%6,9%0,0%0,0%8,5%0,0%1,1%

100,0%94,9%5,1%

2,5%0,2%0,8%0,6%

11,6%1,3%0,9%

17,9%1,0%0,5%

101,0%102,0%

-1,0%

0,0%0,0%2,1%0,6%7,1%1,5%0,0%

11,3%1,0%0,2%

101,0%100,7%

0,3%

0,0%0,0%2,5%1,2%

10,5%0,7%0,0%

14,9%2,3%2,2%

102,3%115,0%-12,7%

0,0%0,3%1,6%0,5%9,1%0,4%1,0%

13,0%0,7%0,1%

100,7%107,3%

-6,5%

3,8%0,0%0,8%0,7%

13,0%1,9%0,0%

20,1%1,5%0,8%

101,5%100,6%

0,9%

0,0%0,0%2,1%1,0%5,9%2,4%0,5%

12,0%1,6%2,0%

101,6%95,9%5,6%

0,0%0,0%1,7%1,1%

10,6%1,8%0,0%

15,3%0,7%0,2%

100,7%111,5%-10,9%

0,0%0,1%1,9%0,6%9,3%0,4%0,7%

12,9%1,3%0,8%

101,3%103,1%

-1,8%

4,0%0,3%0,5%0,5%

11,0%1,9%0,6%

18,9%1,3%0,7%

101,3%98,5%2,8%



Finansijski rezultati poslovanja hotelijerstva Crne Gore (udio u poslovnom prihodu, u %)Montenegrin Hotel Industry Financial Results (Ratio to Net Operating Revenues, in %)









SmještajHrana











TrgovineCasino













AmortizacijaKamate






Primorje

Seaside Area2005

Crna Gora

Montenegro2005

Crna Gora

Montenegro2006 plan

Središnji dio

Central Area2005

Planinski dio

Mountain Area2005

Hoteli s 4*

4* Hotels2005

Hoteli s 3*

3* Hotels2005

Hoteli s 2*

2* Hotels2005

do 100 soba

under 100 rooms2005

100 - 200 soba

100 - 200 rooms2005

preko 200 soba

over 200 rooms2005

manje od 25 Eura

less than25 Euro

2005

25 - 60 Eura

25 - 60 Euro2005


60 Euro2005

2322

47,6%1,2%

48,8%23,3%12,7%0,6%

36,5%0,2%8,9%0,1%0,4%0,4%0,4%4,3%

100,0%

13,2%53,7%36,8%84,2%48,3%63,5%14,0%0,4%

-24,5%

44,9%1,3%

46,3%23,9%12,4%0,9%

37,2%0,4%9,0%0,5%0,4%0,1%0,9%5,3%

100,0%

15,7%56,9%37,5%78,0%50,9%92,6%4,4%

11,3%-

26,9%

45,5%0,9%

46,4%22,9%11,0%0,7%

34,7%0,4%

10,6%0,5%0,5%0,1%1,0%5,7%

100,0%

12,8%55,5%30,9%

108,2%48,8%93,5%4,4%

10,8%184,1%23,5%

43,1%4,2%

47,3%29,9%17,3%1,9%

49,1%0,4%0,0%0,0%0,0%0,0%0,3%3,0%

100,0%

30,5%64,7%64,2%1,9%

62,1%87,2%

---

45,7%

34,3%0,0%

34,3%26,6%34,7%0,0%

61,2%0,0%0,0%0,0%0,0%0,0%0,0%4,5%

100,0%

38,3%49,6%38,7%

-43,4%

----

43,1%

46,8%1,2%

47,9%18,8%11,5%1,3%

31,6%0,3%

15,0%0,6%0,7%0,2%0,2%3,6%

100,0%

18,5%60,3%40,6%81,3%54,0%

119,8%3,5%

10,8%172,4%26,6%

40,9%1,1%

42,0%31,3%16,1%0,3%

47,7%0,6%0,0%0,1%0,0%0,0%2,2%7,3%

100,0%

13,8%49,0%30,9%32,5%42,8%69,6%18,5%

--

27,2%

45,4%2,9%

48,4%32,2%7,8%0,0%

40,0%0,2%0,0%0,4%0,0%0,0%1,2%9,8%

100,0%

4,9%65,9%48,2%

-62,7%84,2%0,0%

--

27,6%

46,0%1,5%

47,4%26,5%17,4%1,0%

44,8%0,0%0,0%0,0%0,0%0,0%0,5%7,2%

100,0%

22,3%56,4%43,0%90,4%52,0%84,2%

325,7%--

34,2%

37,5%1,3%

38,8%20,8%9,0%1,0%

30,7%0,5%

22,7%1,0%1,0%0,3%0,5%4,5%

100,0%

7,7%54,8%25,5%59,9%46,4%

111,9%0,0%

11,3%-

18,4%

63,1%0,8%

63,9%24,1%5,5%0,3%

29,8%0,9%0,0%0,4%0,0%0,0%3,5%1,4%

100,0%

12,9%63,7%35,5%

113,0%58,9%62,8%13,2%

--

26,5%

51,5%0,9%

52,5%29,7%9,6%2,2%

41,5%1,0%0,0%0,3%0,0%0,0%1,3%3,5%

100,0%

17,7%55,8%37,7%6,0%

48,9%71,2%29,5%

--

31,5%

47,5%2,5%

50,0%25,9%14,8%0,7%

41,4%0,3%0,0%0,1%0,0%0,0%1,2%7,0%

100,0%

13,3%53,2%31,9%

174,6%47,5%76,9%0,0%0,0%

-26,6%

38,4%0,3%

38,7%18,5%11,3%0,3%

30,2%0,1%

24,0%1,0%1,0%0,3%0,3%4,5%

100,0%

17,6%63,6%45,6%

125,6%57,5%

278,3%0,0%

11,2%56,4%24,7%

21,9%25,1%13,3%38,2%93,9%1,3%

-23,8%

5,4%9,7%2,8%

11,4%20,2%0,7%

-8,1%

43,6%

26,6%36,0%17,8%32,9%17,9%33,5%

-29,5%

8,4%10,8%4,8%5,1%6,7%

39,5%-

9,2%34,4%

27,1%37,4%16,1%32,9%17,9%33,5%

-29,8%

8,5%11,1%4,8%5,1%6,7%

39,5%-

9,3%37,4%

21,2%35,4%28,4%

----

28,7%

7,7%10,8%5,2%

----

9,8%15,8%

44,5%10,9%

-----

21,9%

5,0%3,5%

-----

3,9%31,2%

26,5%33,1%19,5%32,9%13,5%33,5%

-28,6%

8,3%7,6%2,7%5,1%6,7%

39,5%-

7,9%36,9%

28,4%37,0%18,5%

-84,3%

--

30,9%

8,0%12,8%7,2%

-14,1%

--

10,9%30,9%

22,9%45,3%0,0%

-0,0%

--

30,1%

9,3%17,9%0,0%

-0,0%

--

12,0%30,2%

25,1%33,4%0,0%

-0,0%

--

26,9%

11,4%14,9%0,0%

-0,0%

--

12,7%26,3%

31,4%41,3%21,7%32,9%12,8%33,5%

-33,8%

6,1%6,1%3,3%5,1%6,4%

39,5%-

6,3%41,5%

21,8%33,8%14,6%

-60,3%

--

25,7%

4,6%3,6%8,0%

-10,1%

--

5,9%41,8%

30,4%27,4%16,5%

-44,4%

--

29,7%

14,0%4,6%6,5%

-5,9%

--

10,0%28,8%

22,9%45,4%24,8%

-189,0%89,3%

-30,7%

7,4%15,8%3,5%

-63,3%39,8%

-11,5%31,2%

29,1%28,2%0,0%

32,9%0,0%

31,4%0,0%

28,0%

5,5%7,7%0,0%5,1%2,6%

39,5%38,7%6,2%

41,1%

2,3%0,4%0,1%0,6%3,4%

4,1%1,6%0,7%2,7%7,9%

17,1%76,9%23,1%

3,3%0,4%0,2%1,2%5,0%

2,6%1,6%0,5%2,8%8,7%

16,2%86,8%13,2%

3,4%0,4%0,2%1,3%5,3%

2,9%1,8%0,6%3,1%7,9%

16,3%84,1%15,9%

2,9%0,3%0,0%0,9%4,1%

0,8%0,2%0,0%1,4%

13,5%16,0%

104,3%-4,3%

1,0%0,0%0,0%0,0%1,0%

0,7%0,0%0,0%2,3%

12,5%15,5%85,3%14,7%

3,2%0,5%0,2%0,8%4,8%

2,8%2,2%0,8%2,0%8,0%

15,7%83,6%16,4%

3,4%0,1%0,1%1,0%4,7%

2,0%0,7%0,1%4,1%8,5%

15,4%89,1%10,9%

3,4%0,0%0,0%3,7%7,1%

2,9%0,6%0,0%4,4%

13,1%20,9%97,9%2,1%

4,2%0,1%0,0%1,0%5,3%

1,6%0,2%0,0%2,8%

10,5%15,2%94,2%5,8%

2,5%0,8%0,3%1,0%4,6%

3,7%3,2%1,3%1,6%6,8%

16,6%79,7%20,3%

2,4%0,1%0,1%2,4%5,0%

2,6%1,4%0,2%6,4%8,1%

18,7%81,9%18,1%

5,1%0,1%0,1%1,2%6,5%

3,3%0,7%0,1%3,5%

10,7%18,3%96,0%4,0%

2,6%0,0%0,0%1,1%3,8%

1,9%0,5%0,0%3,6%

10,8%16,8%89,3%10,7%

3,1%0,9%0,3%1,3%5,6%

2,9%3,2%1,3%1,7%5,4%

14,5%78,9%21,1%

1,5%0,1%1,0%0,5%6,5%0,7%1,8%

12,1%0,3%0,0%

100,3%89,0%11,3%

1,5%0,1%1,4%0,7%

10,2%1,3%0,5%

15,7%1,1%0,6%

101,1%103,1%

-1,9%

1,8%0,0%1,4%0,6%

10,6%1,5%0,3%

16,2%1,3%0,7%

101,3%101,1%

0,2%

0,0%0,9%1,4%1,1%8,2%0,0%1,8%

13,3%0,2%0,0%

100,2%117,6%-17,4%

0,0%0,0%1,5%0,1%6,9%0,0%0,0%8,5%0,0%1,1%

100,0%94,9%5,1%

2,5%0,2%0,8%0,6%

11,6%1,3%0,9%

17,9%1,0%0,5%

101,0%102,0%

-1,0%

0,0%0,0%2,1%0,6%7,1%1,5%0,0%

11,3%1,0%0,2%

101,0%100,7%

0,3%

0,0%0,0%2,5%1,2%

10,5%0,7%0,0%

14,9%2,3%2,2%

102,3%115,0%-12,7%

0,0%0,3%1,6%0,5%9,1%0,4%1,0%

13,0%0,7%0,1%

100,7%107,3%

-6,5%

3,8%0,0%0,8%0,7%

13,0%1,9%0,0%

20,1%1,5%0,8%

101,5%100,6%

0,9%

0,0%0,0%2,1%1,0%5,9%2,4%0,5%

12,0%1,6%2,0%

101,6%95,9%5,6%

0,0%0,0%1,7%1,1%

10,6%1,8%0,0%

15,3%0,7%0,2%

100,7%111,5%-10,9%

0,0%0,1%1,9%0,6%9,3%0,4%0,7%

12,9%1,3%0,8%

101,3%103,1%

-1,8%

4,0%0,3%0,5%0,5%

11,0%1,9%0,6%

18,9%1,3%0,7%

101,3%98,5%2,8%











SmještajHrana











TrgovineCasino













AmortizacijaKamate






Finansijski rezultati poslovanja hotelijerstva Crne Gore (po raspoloživoj sobi u Euro)Montenegrin Hotel Industry Financial Results (per Available Room, in Euro)

Primorje

Seaside Area2005

Crna Gora

Montenegro2005

Crna Gora

Montenegro2006 plan

Središnji dio

Central Area2005

Planinski dio

Mountain Area2005

Hoteli s 4*

4* Hotels2005

Hoteli s 3*

3* Hotels2005

Hoteli s 2*

2* Hotels2005

do 100 soba

under 100 rooms2005

100 - 200 soba

100 - 200 rooms2005

preko 200 soba

over 200 rooms2005

manje od 25 Eura

less than25 Euro

2005

25 - 60 Eura

25 - 60 Euro2005


60 Euro2005

2524

5.443,9142,8

5.586,72.661,81.447,8

64,44.174,0

23,71.016,4

12,747,642,542,6

494,911.441,0

740,21.428,4

533,354,2

2.015,915,01,80,2

28,82.801,9

3.635,2107,9

3.743,11.934,61.005,4

69,73.009,7

29,0727,537,232,38,1

70,8432,5

8.090,2

586,31.100,2

377,254,3

1.531,726,81,63,6

26,02.176,1

3.941,080,5

4.021,51.983,9

955,363,1

3.002,331,6

921,547,140,910,286,2

497,08.658,3

516,31.101,8

295,468,3

1.465,529,52,14,4

18,82.036,6

3.469,1336,7

3.805,82.402,41.391,1

150,73.944,2

30,80,00,00,00,0

21,1238,7

8.040,5

1.162,01.553,9

893,62,9

2.450,526,80,01,1

35,03.675,3

854,80,0

854,8662,5863,9

0,01.526,4

0,00,00,00,00,00,0

111,12.492,3

327,2328,4334,1

0,0662,5

0,00,00,0

83,31.073,1

5.745,8141,6

5.887,52.311,91.413,9

159,23.885,0

32,41.843,0

78,781,820,422,1

436,512.287,5

1.087,21.393,5

573,9129,5

2.096,938,82,88,8

35,33.269,7

2.265,759,7

2.325,41.731,2

893,616,2

2.641,034,30,06,90,00,0

120,7406,6

5.535,0

321,8847,9276,4

5,31.129,6

23,91,30,3

28,81.505,8

2.242,8145,6

2.388,41.591,3

385,70,0

1.977,09,40,0

17,30,00,0

61,4483,3

4.936,8

117,51.048,2

186,05,3

1.239,67,90,00,00,0

1.365,0

3.306,9106,6

3.413,41.908,21.249,1

69,03.226,3

3,30,00,60,00,0

32,6519,6

7.195,9

761,41.077,0

536,962,4

1.676,22,82,10,0

17,02.459,5

4.566,1163,3

4.729,42.530,61.093,5

116,13.740,1

63,92.764,5

124,5122,730,757,0

545,212.178,2

362,01.387,2

278,469,5

1.735,171,60,0

13,861,2

2.243,7

3.292,541,9

3.334,31.255,8

286,213,4

1.555,349,40,0

19,30,00,0

183,674,0

5.216,1

429,0799,5101,515,1

916,131,02,60,04,7

1.383,4

2.046,836,5

2.083,41.179,3

380,588,2

1.648,038,50,0

13,10,00,0

50,8137,7

3.971,4

369,2657,7143,4

5,3806,427,43,90,3

44,41.251,6

3.821,4198,2

4.019,72.080,91.193,6

54,53.328,9

23,90,05,32,70,0

97,4566,7

8.044,6

532,71.106,6

381,095,1

1.582,618,40,00,06,6

2.140,3

7.374,457,2

7.431,53.558,72.170,3

60,95.789,9

17,24.607,5

186,4197,351,153,6

860,919.195,4

1.308,02.263,1

990,676,5

3.330,247,90,0

22,128,9

4.737,1

1.221,51.048,4

3,1387,812,00,6

53,82.727,3

303,5404,3

0,7115,6

2,60,3

96,3923,3

4.988,6

995,21.083,5

5,2239,1

6,710,842,6

2.383,1

312,8323,9

1,437,32,5

12,855,6

746,22.784,8

1.087,91.123,3

5,1302,8

8,413,737,9

2.579,2

343,1334,1

1,547,33,2

16,259,0

804,43.238,2

807,61.395,2

8,80,00,00,0

96,32.307,9

292,9425,2

1,60,00,00,0

68,1787,7

1.269,4

380,8166,0

0,00,00,00,00,0

546,7

42,953,10,00,00,00,00,0

96,0776,5

1.560,41.284,0

6,3605,710,727,422,0

3.516,5

490,8295,7

0,994,65,3

32,348,6

968,24.533,2

661,2977,5

6,30,05,80,0

61,51.712,4

185,4337,6

2,50,01,00,0

78,4604,8

1.712,0

547,7896,2

0,00,00,00,0

43,51.487,4

222,5353,1

0,00,00,00,0

18,4594,0

1.490,4

857,31.076,6

0,00,00,00,00,0

1.933,9

390,3479,7

0,00,00,00,0

41,2911,2

1.891,4

1.486,71.543,6

13,8908,516,041,1

104,94.114,6

286,4226,6

2,1141,9

7,948,551,9

765,45.054,5

725,8525,8

7,20,0

11,70,0

71,21.341,7

151,856,14,00,02,00,0

96,1310,0

2.181,0

634,3451,6

6,30,05,80,0

80,51.178,6

292,376,12,50,00,80,0

27,1398,7

1.142,5

919,51.510,1

5,90,0

10,02,4

20,72.468,6

298,5525,2

0,80,03,31,1

97,5926,4

2.509,3

2.159,51.631,2

0,01.514,2

0,062,00,0

5.367,0

405,4448,0

0,0236,5

4,878,019,8

1.192,57.898,8

264,842,87,5

72,6387,6

466,7188,278,8

310,6908,4

1.952,78.792,72.648,3

266,628,712,796,6

404,7

208,0126,042,7

230,3705,9

1.312,97.023,01.067,3

296,332,216,1

110,1454,7

251,4156,953,6

266,8681,9

1.410,67.285,51.372,8

234,624,60,0

73,7332,9

62,416,42,4

114,31.087,01.282,58.386,4-346,0

23,70,00,00,0

23,7

17,00,00,0

58,3310,4385,7

2.125,2367,1

394,765,825,399,3

585,1

341,2265,2102,3240,1985,7

1.934,510.273,92.013,5

190,85,46,5

55,6258,3

111,838,15,4

227,0470,2852,5

4.933,8601,2

165,52,20,0

184,9352,6

142,428,80,0

216,8645,0

1.033,04.831,9

104,9

302,16,80,0

73,6382,6

113,917,10,0

205,0757,3

1.093,26.780,3

415,6

309,991,742,5

119,1563,2

454,5384,6154,6196,5831,7

2.021,99.708,72.469,4

123,94,57,4

126,1261,8

135,375,29,3

335,7420,1975,6

4.272,5943,6

202,43,73,0

49,1258,2

132,528,33,7

137,2425,2726,9

3.814,1157,4

210,92,03,5

86,7303,0

150,241,23,6

287,7865,4

1.348,07.186,3

858,3

586,5166,563,4

250,01.066,4

563,4613,2250,6325,3

1.029,12.781,6

15.144,64.050,8

166,715,7

111,457,0

743,784,5

209,41.388,4

33,94,3

11.474,910.185,41.289,5

121,311,9

110,052,9

825,8102,242,1

1.266,292,550,8

8.182,78.340,0-157,3

153,73,3

117,451,8

919,3129,329,3

1.404,0114,261,6

8.772,58.751,1

21,4

0,070,6

109,089,8

656,81,1

144,21.071,4

17,60,0

8.058,19.457,8

-1.399,8

0,00,0

36,82,9

172,90,00,0

212,60,0

28,02.492,32.365,8

126,5

307,330,297,667,7

1.430,7156,5106,6

2.196,6123,865,5

12.411,312.536,0

-124,7

0,00,0

116,135,8

392,981,70,0

626,553,411,1

5.588,45.571,4

17,0

0,00,0

122,360,3

519,232,80,0

734,6114,6110,4

5.051,45.676,9-625,5

0,022,6

117,237,4

656,531,069,5

934,153,05,5

7.249,07.720,0-471,0

461,00,0

94,783,0

1.578,3226,1

0,02.443,1

179,496,7

12.357,612.248,5

109,1

0,00,0

110,954,0

308,5125,526,2

625,282,4

106,95.298,55.004,6

293,9

0,00,0

68,743,7

420,473,00,0

605,725,99,3

3.997,34.429,1-431,8

0,06,3

155,845,6

747,530,554,9

1.040,6101,463,3

8.146,08.290,2-144,2

768,358,897,896,8

2.115,8371,3120,2

3.629,0246,4128,3

19.441,818.901,8

539,9











SmještajHrana











TrgovineCasino













AmortizacijaKamate






Finansijski rezultati poslovanja hotelijerstva Crne Gore (po raspoloživoj sobi u Euro)Montenegrin Hotel Industry Financial Results (per Available Room, in Euro)

Primorje

Seaside Area2005

Crna Gora

Montenegro2005

Crna Gora

Montenegro2006 plan

Središnji dio

Central Area2005

Planinski dio

Mountain Area2005

Hoteli s 4*

4* Hotels2005

Hoteli s 3*

3* Hotels2005

Hoteli s 2*

2* Hotels2005

do 100 soba

under 100 rooms2005

100 - 200 soba

100 - 200 rooms2005

preko 200 soba

over 200 rooms2005

manje od 25 Eura

less than25 Euro

2005

25 - 60 Eura

25 - 60 Euro2005


60 Euro2005

2524

5.443,9142,8

5.586,72.661,81.447,8

64,44.174,0

23,71.016,4

12,747,642,542,6

494,911.441,0

740,21.428,4

533,354,2

2.015,915,01,80,2

28,82.801,9

3.635,2107,9

3.743,11.934,61.005,4

69,73.009,7

29,0727,537,232,38,1

70,8432,5

8.090,2

586,31.100,2

377,254,3

1.531,726,81,63,6

26,02.176,1

3.941,080,5

4.021,51.983,9

955,363,1

3.002,331,6

921,547,140,910,286,2

497,08.658,3

516,31.101,8

295,468,3

1.465,529,52,14,4

18,82.036,6

3.469,1336,7

3.805,82.402,41.391,1

150,73.944,2

30,80,00,00,00,0

21,1238,7

8.040,5

1.162,01.553,9

893,62,9

2.450,526,80,01,1

35,03.675,3

854,80,0

854,8662,5863,9

0,01.526,4

0,00,00,00,00,00,0

111,12.492,3

327,2328,4334,1

0,0662,5

0,00,00,0

83,31.073,1

5.745,8141,6

5.887,52.311,91.413,9

159,23.885,0

32,41.843,0

78,781,820,422,1

436,512.287,5

1.087,21.393,5

573,9129,5

2.096,938,82,88,8

35,33.269,7

2.265,759,7

2.325,41.731,2

893,616,2

2.641,034,30,06,90,00,0

120,7406,6

5.535,0

321,8847,9276,4

5,31.129,6

23,91,30,3

28,81.505,8

2.242,8145,6

2.388,41.591,3

385,70,0

1.977,09,40,0

17,30,00,0

61,4483,3

4.936,8

117,51.048,2

186,05,3

1.239,67,90,00,00,0

1.365,0

3.306,9106,6

3.413,41.908,21.249,1

69,03.226,3

3,30,00,60,00,0

32,6519,6

7.195,9

761,41.077,0

536,962,4

1.676,22,82,10,0

17,02.459,5

4.566,1163,3

4.729,42.530,61.093,5

116,13.740,1

63,92.764,5

124,5122,730,757,0

545,212.178,2

362,01.387,2

278,469,5

1.735,171,60,0

13,861,2

2.243,7

3.292,541,9

3.334,31.255,8

286,213,4

1.555,349,40,0

19,30,00,0

183,674,0

5.216,1

429,0799,5101,515,1

916,131,02,60,04,7

1.383,4

2.046,836,5

2.083,41.179,3

380,588,2

1.648,038,50,0

13,10,00,0

50,8137,7

3.971,4

369,2657,7143,4

5,3806,427,43,90,3

44,41.251,6

3.821,4198,2

4.019,72.080,91.193,6

54,53.328,9

23,90,05,32,70,0

97,4566,7

8.044,6

532,71.106,6

381,095,1

1.582,618,40,00,06,6

2.140,3

7.374,457,2

7.431,53.558,72.170,3

60,95.789,9

17,24.607,5

186,4197,351,153,6

860,919.195,4

1.308,02.263,1

990,676,5

3.330,247,90,0

22,128,9

4.737,1

1.221,51.048,4

3,1387,812,00,6

53,82.727,3

303,5404,3

0,7115,6

2,60,3

96,3923,3

4.988,6

995,21.083,5

5,2239,1

6,710,842,6

2.383,1

312,8323,9

1,437,32,5

12,855,6

746,22.784,8

1.087,91.123,3

5,1302,8

8,413,737,9

2.579,2

343,1334,1

1,547,33,2

16,259,0

804,43.238,2

807,61.395,2

8,80,00,00,0

96,32.307,9

292,9425,2

1,60,00,00,0

68,1787,7

1.269,4

380,8166,0

0,00,00,00,00,0

546,7

42,953,10,00,00,00,00,0

96,0776,5

1.560,41.284,0

6,3605,710,727,422,0

3.516,5

490,8295,7

0,994,65,3

32,348,6

968,24.533,2

661,2977,5

6,30,05,80,0

61,51.712,4

185,4337,6

2,50,01,00,0

78,4604,8

1.712,0

547,7896,2

0,00,00,00,0

43,51.487,4

222,5353,1

0,00,00,00,0

18,4594,0

1.490,4

857,31.076,6

0,00,00,00,00,0

1.933,9

390,3479,7

0,00,00,00,0

41,2911,2

1.891,4

1.486,71.543,6

13,8908,516,041,1

104,94.114,6

286,4226,6

2,1141,9

7,948,551,9

765,45.054,5

725,8525,8

7,20,0

11,70,0

71,21.341,7

151,856,14,00,02,00,0

96,1310,0

2.181,0

634,3451,6

6,30,05,80,0

80,51.178,6

292,376,12,50,00,80,0

27,1398,7

1.142,5

919,51.510,1

5,90,0

10,02,4

20,72.468,6

298,5525,2

0,80,03,31,1

97,5926,4

2.509,3

2.159,51.631,2

0,01.514,2

0,062,00,0

5.367,0

405,4448,0

0,0236,5

4,878,019,8

1.192,57.898,8

264,842,87,5

72,6387,6

466,7188,278,8

310,6908,4

1.952,78.792,72.648,3

266,628,712,796,6

404,7

208,0126,042,7

230,3705,9

1.312,97.023,01.067,3

296,332,216,1

110,1454,7

251,4156,953,6

266,8681,9

1.410,67.285,51.372,8

234,624,60,0

73,7332,9

62,416,42,4

114,31.087,01.282,58.386,4-346,0

23,70,00,00,0

23,7

17,00,00,0

58,3310,4385,7

2.125,2367,1

394,765,825,399,3

585,1

341,2265,2102,3240,1985,7

1.934,510.273,92.013,5

190,85,46,5

55,6258,3

111,838,15,4

227,0470,2852,5

4.933,8601,2

165,52,20,0

184,9352,6

142,428,80,0

216,8645,0

1.033,04.831,9

104,9

302,16,80,0

73,6382,6

113,917,10,0

205,0757,3

1.093,26.780,3

415,6

309,991,742,5

119,1563,2

454,5384,6154,6196,5831,7

2.021,99.708,72.469,4

123,94,57,4

126,1261,8

135,375,29,3

335,7420,1975,6

4.272,5943,6

202,43,73,0

49,1258,2

132,528,33,7

137,2425,2726,9

3.814,1157,4

210,92,03,5

86,7303,0

150,241,23,6

287,7865,4

1.348,07.186,3

858,3

586,5166,563,4

250,01.066,4

563,4613,2250,6325,3

1.029,12.781,6

15.144,64.050,8

166,715,7

111,457,0

743,784,5

209,41.388,4

33,94,3

11.474,910.185,41.289,5

121,311,9

110,052,9

825,8102,242,1

1.266,292,550,8

8.182,78.340,0-157,3

153,73,3

117,451,8

919,3129,329,3

1.404,0114,261,6

8.772,58.751,1

21,4

0,070,6

109,089,8

656,81,1

144,21.071,4

17,60,0

8.058,19.457,8

-1.399,8

0,00,0

36,82,9

172,90,00,0

212,60,0

28,02.492,32.365,8

126,5

307,330,297,667,7

1.430,7156,5106,6

2.196,6123,865,5

12.411,312.536,0

-124,7

0,00,0

116,135,8

392,981,70,0

626,553,411,1

5.588,45.571,4

17,0

0,00,0

122,360,3

519,232,80,0

734,6114,6110,4

5.051,45.676,9-625,5

0,022,6

117,237,4

656,531,069,5

934,153,05,5

7.249,07.720,0-471,0

461,00,0

94,783,0

1.578,3226,1

0,02.443,1

179,496,7

12.357,612.248,5

109,1

0,00,0

110,954,0

308,5125,526,2

625,282,4

106,95.298,55.004,6

293,9

0,00,0

68,743,7

420,473,00,0

605,725,99,3

3.997,34.429,1-431,8

0,06,3

155,845,6

747,530,554,9

1.040,6101,463,3

8.146,08.290,2-144,2

768,358,897,896,8

2.115,8371,3120,2

3.629,0246,4128,3

19.441,818.901,8

539,9



2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Korišæenje tehnoloških sistema (u %)Use of Technology Systems (in %)

Planirana ulaganja 2006. i 2007. godinePlanned Investments in 2006 and 2007

Key Figures

Average Annual Room OccupancyThis category is defined as total occupied rooms divided by total available rooms throughout the year.Average Room RateThis category is defined as rooms revenues (without value added tax) divided by the total number of rooms occupied.

Profit and Loss Statement Items

REVENUESRooms revenuesThis category includes net revenues from room and apartment rental or sub rental. Rooms revenue is shown in net amount, which means that VAT, agency commissions or residence tax are excluded. If rooms (lodging) and board food are included in selling price, the rooms revenues are separated from food revenues in order to show appropriate revenues by departments.Other Rooms RevenuesThis category includes departmental revenues from the sources other than lodging revenue. Revenue is shown in net amount (tax not included) and it can include the following revenues: telecommunications, guest insurance, congress or meeting room rentals, guest laundry, parking, exchange office, safe deposit and all other departmental revenues generated and paid at front office (except F&B revenues and other services paid "on room" that belong to other departments described in the following paragraphs).Food RevenuesFood revenue is related to net revenue that is realised by food sale including coffee, milk, tea and fresh juice. Revenue does not include tax, but includes a la carte and board food.Beverage RevenuesBeverage revenue includes net revenue realised by sale of alcoholic and non-alcoholic drinks (tax excluded).Other F&B RevenuesThis category includes departmental revenues from sources other than the sale of food and beverage articles. Revenues are shown in net amounts (tax excluded) and can be: rental of F&B spaces for any purpose, miscellaneous banquet revenues, couvert or service charges and other miscellaneous departmental revenues (sales of candies, cigarettes etc.).Shops RevenuesThis category includes net revenues (without tax) realised from retail in special shops of the property (souvenir, market, newspaper etc.).Casino RevenuesThis category includes net revenues (without tax) realised in hotel casino if it is not rented out in which case it generates rental revenues.Sport and Recreation RevenuesThis category includes net revenues (without tax) realised from the rental of sport facilities (like tennis courts, mini golf, sport halls etc.), sport equipment rentals (rackets, balls, beach requisites, boats etc.) and sale of tickets for entering the outdoor pools, beach and similar. If the property

Kljuèni indikatori

Prosjeèna zauzetost sobaOva kategorija se definiše kao ukupno zauzete sobe podijeljene sa ukupno raspoloživim sobama kroz godinu.Prosjeèna ostvarena cijena sobeOva kategorija se definiše kao prihodi smještaja (bez poreza na dodatu vrijednost) podijeljeni sa ukupnim brojem zauzetih soba.

Stavke Bilansa uspjeha

PRIHODIPrihodi smještajaOva stavka ukljuèuje neto prihode od turistièkog korišæenja ili podzakupa hotelskih soba i apartmana. Èesto se naziva prihod "èistog" smještaja. Prihodi smještaja iskazuju se u neto iznosima, što znaèi da ne ukljuèuju porez na dodatu vrijednost, provizije agencijama niti boravišnu taksu. Ako su i soba (noæenje) i pansionska hrana ukljuèeni u prodajnu cijenu, prihodi smještaja se odvajaju od prihoda hrane, kako bi se mogli iskazati odgovarajuæi prihodi sektora.Ostali prihodi sektora smještajaOva prihodovna stavka ukljuèuje prihode sektora iz izvora razlièitih od prihoda "èistog" smještaja. Prihodi se iskazuju u neto iznosima (ne ukljuèuju porez) a mogu biti: prihodi telekomunikacija, prihodi od osiguranja gostiju, prihodi od zakupa kongresne ili dvorane za sastanke, prihodi od pranja veša za goste, prihodi parkinga, prihodi mjenjaènice, prihodi depoa te razni ostali prihodi sektora koji se generišu i naplaæuju na recepciji (osim prihoda hrane i piæa i ostalih usluga plaæenih "na sobu" koji pripadaju ostalim dalje navedenim sektorima).Prihodi hranePrihod hrane se odnosi na neto prihod koji se ostvaruje prodajom hrane ukljuèujuæi prodaju kafe, mlijeka, èaja i svježih (nepakovanih, cijeðenih) sokova. Prihod ne ukljuèuje porez i obuhvata kako a la carte hranu tako i pansionsku hranu.Prihodi piæaPrihodi piæa ukljuèuju neto prihode ostvarene prodajom alkoholnih i bezalkoholnih piæa (ne ukljuèuju porez).Ostali prihodi sektora hrane i piæaOva prihodovna stavka ukljuèuje prihode sektora iz izvora razlièitih od prodaje hrane i piæa. Prihodi se iskazuju u neto iznosima (ne ukljuèuju porez) a mogu biti: zakup prostorija hrane i piæa za neku namjenu, razni banketni prihodi, prihodi od naplate kuvera ili servisa, te razni ostali prihodi sektora (prodaja bombona, cigareta i sl.).Prihod trgovinaOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene prodajom trgovaèke robe u posebnim trgovinama objekta (kao što su suvenirnice, duæani, novinski kiosci i sl.).Prihod casinaOva stavka ukljuèuje neto prihode (bez poreza) ostvarene u hotelskom casinu ukoliko isti nije u potpunosti zakupljen pa se u njemu generiše prihod od zakupa.Prihod sporta i rekreacijeOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene zakupom sportskih terena na korišæenje gostima (kao npr. teniskih terena,

Objašnjenje korišæenih pojmova Explanation of Terms Used

2726

Sistem za pristup InternetuSistem obraèuna telefonskih poziva

Vlastita web stranicaLokalna mreža (LAN)

Intranet sistemSistem za prodajna mjesta hrane i piæa (POS)

Sistem praæenja poslovanja (MIS)Sistem memorisanja podataka

(Data Warehousing)Jednoobrazni raèunov. sistem

za smještajnu ind. (USALI)Sistem upravljanja objektom (PMS)

Centralni sistem rezervacije (CRS)Sistem upravljanja prihodom (YM)

Široko pojasna mreža (WAN)Sistem upravljanja energijom (EMS)

Globalni sistem distribucije (GDS)

Internet AccessTelephone Central SystemOwn WebsiteLocal Area Network (LAN)Intranet SystemPoint of Sale System (POS)Management Information System (MIS)

Data Warehousing SystemUniform System of Accounts for Lodging Industry (USALI)Property Management System (PMS)Central Reservation System (CRS)Yield Management (YM)Wide Area Network (WAN)Energy Management System (EMS)Global Distribution System (GDS)

89,5%84,2%52,6%34,2%31,6%21,1%18,4%

18,4%

15,8%15,8%15,8%13,2%13,2%7,9%2,6%

90,0%86,7%53,3%40,0%33,3%23,3%20,0%

20,0%

16,7%16,7%16,7%13,3%13,3%6,7%3,3%

100,0%100,0%80,0%20,0%40,0%20,0%20,0%

20,0%

20,0%20,0%20,0%20,0%20,0%20,0%0,0%

66,7%33,3%0,0%0,0%0,0%0,0%0,0%

0,0%

0,0%0,0%0,0%0,0%0,0%0,0%0,0%

93,3%93,3%80,0%46,7%60,0%40,0%26,7%

33,3%

40,0%40,0%40,0%26,7%33,3%20,0%6,7%

87,5%75,0%31,3%37,5%18,8%6,3%6,3%

12,5%

0,0%0,0%0,0%6,3%0,0%0,0%0,0%

85,7%85,7%42,9%0,0%0,0%

14,3%28,6%

0,0%

0,0%0,0%0,0%0,0%0,0%0,0%0,0%

Hoteli koji æe ulagati (% u ukupnom) /Hotels that will invest (% in total)

Prosjeèan iznos ulaganja po hotelu u Euro /Average investment per hotel in Euro

348.481 513.970 11.000110.000

1.049.200 1.740.000 30.000 7.333

37%

30%

40%

100% 100%

20%

26%20%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Crna Gora / Montenegro Primorje / Seaside Area Središnji dio / Central Area Planinski dio / Mountain Area

0

100.000

200.000

300.000

400.000

500.000

600.000

700.000

800.000

900.000

1.000.000

1.100.000

1.200.000

1.300.000

1.400.000

1.500.000

1.600.000

1.700.000

1.800.000

Euro 2006 Euro 2007

% 2006 % 2007



2005

Crna Gora

Montenegro

Planinskidio

Mountain Area

2005

Središnji dio

Central Area

2005

PrimorjeSeaside

Area2005

Hoteli s 4*

4* Hotels2005

Hotelis 3*

3*Hotels2005

Hotelis 2*

2*Hotels2005

Korišæenje tehnoloških sistema (u %)Use of Technology Systems (in %)

Planirana ulaganja 2006. i 2007. godinePlanned Investments in 2006 and 2007

Key Figures

Average Annual Room OccupancyThis category is defined as total occupied rooms divided by total available rooms throughout the year.Average Room RateThis category is defined as rooms revenues (without value added tax) divided by the total number of rooms occupied.

Profit and Loss Statement Items

REVENUESRooms revenuesThis category includes net revenues from room and apartment rental or sub rental. Rooms revenue is shown in net amount, which means that VAT, agency commissions or residence tax are excluded. If rooms (lodging) and board food are included in selling price, the rooms revenues are separated from food revenues in order to show appropriate revenues by departments.Other Rooms RevenuesThis category includes departmental revenues from the sources other than lodging revenue. Revenue is shown in net amount (tax not included) and it can include the following revenues: telecommunications, guest insurance, congress or meeting room rentals, guest laundry, parking, exchange office, safe deposit and all other departmental revenues generated and paid at front office (except F&B revenues and other services paid "on room" that belong to other departments described in the following paragraphs).Food RevenuesFood revenue is related to net revenue that is realised by food sale including coffee, milk, tea and fresh juice. Revenue does not include tax, but includes a la carte and board food.Beverage RevenuesBeverage revenue includes net revenue realised by sale of alcoholic and non-alcoholic drinks (tax excluded).Other F&B RevenuesThis category includes departmental revenues from sources other than the sale of food and beverage articles. Revenues are shown in net amounts (tax excluded) and can be: rental of F&B spaces for any purpose, miscellaneous banquet revenues, couvert or service charges and other miscellaneous departmental revenues (sales of candies, cigarettes etc.).Shops RevenuesThis category includes net revenues (without tax) realised from retail in special shops of the property (souvenir, market, newspaper etc.).Casino RevenuesThis category includes net revenues (without tax) realised in hotel casino if it is not rented out in which case it generates rental revenues.Sport and Recreation RevenuesThis category includes net revenues (without tax) realised from the rental of sport facilities (like tennis courts, mini golf, sport halls etc.), sport equipment rentals (rackets, balls, beach requisites, boats etc.) and sale of tickets for entering the outdoor pools, beach and similar. If the property

Kljuèni indikatori

Prosjeèna zauzetost sobaOva kategorija se definiše kao ukupno zauzete sobe podijeljene sa ukupno raspoloživim sobama kroz godinu.Prosjeèna ostvarena cijena sobeOva kategorija se definiše kao prihodi smještaja (bez poreza na dodatu vrijednost) podijeljeni sa ukupnim brojem zauzetih soba.

Stavke Bilansa uspjeha

PRIHODIPrihodi smještajaOva stavka ukljuèuje neto prihode od turistièkog korišæenja ili podzakupa hotelskih soba i apartmana. Èesto se naziva prihod "èistog" smještaja. Prihodi smještaja iskazuju se u neto iznosima, što znaèi da ne ukljuèuju porez na dodatu vrijednost, provizije agencijama niti boravišnu taksu. Ako su i soba (noæenje) i pansionska hrana ukljuèeni u prodajnu cijenu, prihodi smještaja se odvajaju od prihoda hrane, kako bi se mogli iskazati odgovarajuæi prihodi sektora.Ostali prihodi sektora smještajaOva prihodovna stavka ukljuèuje prihode sektora iz izvora razlièitih od prihoda "èistog" smještaja. Prihodi se iskazuju u neto iznosima (ne ukljuèuju porez) a mogu biti: prihodi telekomunikacija, prihodi od osiguranja gostiju, prihodi od zakupa kongresne ili dvorane za sastanke, prihodi od pranja veša za goste, prihodi parkinga, prihodi mjenjaènice, prihodi depoa te razni ostali prihodi sektora koji se generišu i naplaæuju na recepciji (osim prihoda hrane i piæa i ostalih usluga plaæenih "na sobu" koji pripadaju ostalim dalje navedenim sektorima).Prihodi hranePrihod hrane se odnosi na neto prihod koji se ostvaruje prodajom hrane ukljuèujuæi prodaju kafe, mlijeka, èaja i svježih (nepakovanih, cijeðenih) sokova. Prihod ne ukljuèuje porez i obuhvata kako a la carte hranu tako i pansionsku hranu.Prihodi piæaPrihodi piæa ukljuèuju neto prihode ostvarene prodajom alkoholnih i bezalkoholnih piæa (ne ukljuèuju porez).Ostali prihodi sektora hrane i piæaOva prihodovna stavka ukljuèuje prihode sektora iz izvora razlièitih od prodaje hrane i piæa. Prihodi se iskazuju u neto iznosima (ne ukljuèuju porez) a mogu biti: zakup prostorija hrane i piæa za neku namjenu, razni banketni prihodi, prihodi od naplate kuvera ili servisa, te razni ostali prihodi sektora (prodaja bombona, cigareta i sl.).Prihod trgovinaOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene prodajom trgovaèke robe u posebnim trgovinama objekta (kao što su suvenirnice, duæani, novinski kiosci i sl.).Prihod casinaOva stavka ukljuèuje neto prihode (bez poreza) ostvarene u hotelskom casinu ukoliko isti nije u potpunosti zakupljen pa se u njemu generiše prihod od zakupa.Prihod sporta i rekreacijeOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene zakupom sportskih terena na korišæenje gostima (kao npr. teniskih terena,

Objašnjenje korišæenih pojmova Explanation of Terms Used

2726

Sistem za pristup InternetuSistem obraèuna telefonskih poziva

Vlastita web stranicaLokalna mreža (LAN)

Intranet sistemSistem za prodajna mjesta hrane i piæa (POS)

Sistem praæenja poslovanja (MIS)Sistem memorisanja podataka

(Data Warehousing)Jednoobrazni raèunov. sistem

za smještajnu ind. (USALI)Sistem upravljanja objektom (PMS)

Centralni sistem rezervacije (CRS)Sistem upravljanja prihodom (YM)

Široko pojasna mreža (WAN)Sistem upravljanja energijom (EMS)

Globalni sistem distribucije (GDS)

Internet AccessTelephone Central SystemOwn WebsiteLocal Area Network (LAN)Intranet SystemPoint of Sale System (POS)Management Information System (MIS)

Data Warehousing SystemUniform System of Accounts for Lodging Industry (USALI)Property Management System (PMS)Central Reservation System (CRS)Yield Management (YM)Wide Area Network (WAN)Energy Management System (EMS)Global Distribution System (GDS)

89,5%84,2%52,6%34,2%31,6%21,1%18,4%

18,4%

15,8%15,8%15,8%13,2%13,2%7,9%2,6%

90,0%86,7%53,3%40,0%33,3%23,3%20,0%

20,0%

16,7%16,7%16,7%13,3%13,3%6,7%3,3%

100,0%100,0%80,0%20,0%40,0%20,0%20,0%

20,0%

20,0%20,0%20,0%20,0%20,0%20,0%0,0%

66,7%33,3%0,0%0,0%0,0%0,0%0,0%

0,0%

0,0%0,0%0,0%0,0%0,0%0,0%0,0%

93,3%93,3%80,0%46,7%60,0%40,0%26,7%

33,3%

40,0%40,0%40,0%26,7%33,3%20,0%6,7%

87,5%75,0%31,3%37,5%18,8%6,3%6,3%

12,5%

0,0%0,0%0,0%6,3%0,0%0,0%0,0%

85,7%85,7%42,9%0,0%0,0%

14,3%28,6%

0,0%

0,0%0,0%0,0%0,0%0,0%0,0%0,0%

Hoteli koji æe ulagati (% u ukupnom) /Hotels that will invest (% in total)

Prosjeèan iznos ulaganja po hotelu u Euro /Average investment per hotel in Euro

348.481 513.970 11.000110.000

1.049.200 1.740.000 30.000 7.333

37%

30%

40%

100% 100%

20%

26%20%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Crna Gora / Montenegro Primorje / Seaside Area Središnji dio / Central Area Planinski dio / Mountain Area

0

100.000

200.000

300.000

400.000

500.000

600.000

700.000

800.000

900.000

1.000.000

1.100.000

1.200.000

1.300.000

1.400.000

1.500.000

1.600.000

1.700.000

1.800.000

Euro 2006 Euro 2007

% 2006 % 2007



Other Operating Departments Costs of SalesThis category includes purchase value of sold goods and services related to other operating department revenues (if it exists).PAYROLL AND RELATED EXPENSESThis category includes total labour costs for each hotel department separately. Total labour costs include: permanent employees payrolls in gross amount (incl. all tax and contributions), payroll supplements (employees benefits awards, vacation reimbursements, Christmas bonus, travelling to work compensation), total labour costs of seasonal workers and gross compensation for contracts (students) and fees. This category includes free meals for department employees. Payroll and related expenses are grouped in two groups: direct (related to operating departments) and undistributed (related to the overhead cost centers).Payroll and related expenses of rooms department include all labour costs of front office and housekeeping.Payroll and related expenses of F&B department include all kitchens and all food and beverage outlets (service) as well as banquet and catering areas.Shops payroll and related expenses are related to all separated shopping facilities (souvenir shops, markets etc.).Casino payroll and related expenses relate only to this department, and include gross labour costs of permanent employees, gross payroll of seasonal workers and contract gross compensations. Casino payroll related costs include payroll supplement expenses employees benefits.Sport and recreation payroll and related expenses are related to all sport facilities and eventually on beauty and similar areas if those are not rented out or part of wellness center.Wellness / Health center payroll and related expenses are related to this kind of separate center (if exists), for example thermal complex with medical help.Payroll and related expenses of other operating departments are related to labour costs of all operational departments which revenues are recorded under category “Other Operating Departments Revenues” (if exist).Payroll and related expenses of administration and general are related to GM office and labour costs of administrative personnel who are not organized in separate departments. In case of hotel being part of company which has more than one hotel then the adequate part of management labour costs (administration, finance, accounting, purchasing, development, human resources, IT, security) is added to the category "Undistributed Other Expenses of Administration and General" (allocation by key) and not included in this category.Payroll and related expenses of marketing and sales are related to total labour costs of the employees of marketing and sales department of the property (if exists). In case of hotel being part of company which has more than one hotel then the adequate part of central marketing and sales department labour costs is added to the category "Undistributed Other Expenses of Marketing and Sales" (allocation by key) and not included in this category.Payroll and related expenses of animation are related to total labour costs of animators employed in the property (if exists). In case of hotel being part of company which has more than one hotel then the adequate part of central animation department labour costs is added to the category "Undistributed Other Expenses of Animation" (allocation by key) and not included in this category.Payroll and related expenses of maintenance department are related to total labour costs in this department (house mechanics, gardeners). In case of hotel being part of company which has more than one hotel then the adequate part of central technical department labour costs is added to the category "Undistributed Other Expenses of Maintenance" (allocation by key) and not included in this category.OTHER DEPARTMENTAL EXPENSESOther departmental expenses are grouped in two groups: direct (related to operating departments) and undistributed expenses (related to the overhead cost centers).

Direktni troškovi ostalih operativnih sektoraOva troškovna stavka obuhvata nabavnu vrijednost prodane robe i usluga povezanu s prihodima ostalih sektora (ako takva postoji).PLATE I POVEZANI TROŠKOVIOva troškovna stavka obuhvata ukupne troškove rada iskazane za svaki hotelski sektor posebno. Ukupni troškovi rada obuhvataju: plate stalnih radnika u “bruto II” iznosu (uklj. sve poreze i doprinose iz i na platu), dodatke na plate (materijalna prava zaposlenih nagrade, regres za godišnji odmor, nadoknade prevoza na posao i sl.), ukupne troškove rada sezonskih radnika te bruto nadoknade po ugovorima o djelu, studentskim ugovorima i autorskim honorarima. Ovdje se takoðer navode troškovi besplatnog obroka za radnike odgovarajuæeg sektora. Plate i povezani troškovi se grupišu u dvije grupe: direktne (odnose se na operativne sektore) i nerasporeðene (odnose se na zajednièke troškovne službe objekta).Plate i povezani troškovi sektora smještaja obuhvataju troškove rada recepcije i domaæinstva.Plate i povezani troškovi sektora hrane i piæa obuhvataju sve kuhinje i sva prodajna mjesta hrane i piæa (usluživanje) te bankete i catering.Plate i povezani troškovi trgovina obuhvataju sve odvojene trgovaèke sadržaje (suvenirnice, duæane i sl.).Plate casina se odnose samo na ovaj sektor, a obuhvataju troškove rada stalnih radnika u bruto II iznosu, bruto troškove sezonskih radnika te bruto nadoknade po ugovorima o djelu. U troškove povezane s platama casina ulaze troškovi dodataka na plate.Plate i povezani troškovi sektora sporta i rekreacije odnose se na sve sportske terene, dvorane i sl. te eventualno na salone ako isti nisu zakupljeni ili dio wellness centra.Plate i povezani troškovi wellness / zdravstvenog centra odnose se na takav poseban sektor (ako postoji), kao npr. termalni kompleks s ljekarskim ordinacijama.Plate i povezani troškovi ostalih operativnih sektora odnose se na troškove rada svih operativnih sektora èiji su prihodi navedeni pod stavkom “prihodi ostalih operativnih sektora” (ukoliko postoje).Plate i povezani troškovi administrativnog i opšteg sektora objekta odnose se na kancelariju direktora objekta i troškove rada administrativnog osoblja objekta koje nije rasporeðeno u posebno iskazane sektore hotela. U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio troškova rada Uprave tj. zajednièkih službi (npr. administracije, finansija, raèunovodstva, nabave, razvoja, kadrovske službe, informatike, sigurnosti ...) dodijeljen u stavku nerasporeðenih izdataka administracije (alokacija po kljuèu), a ne u ovu stavku.Plate i povezani troškovi marketinga i prodaje objekta odnose se na ukupne troškove rada zaposlenih u sektoru marketinga i prodaje objekta (ako postoji). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio troškova rada centralnog sektora marketinga i prodaje dodijeljen u stavku nerasporeðenih izdataka marketinga i prodaje (alokacija po kljuèu), a ne u ovu stavku.Plate i povezani troškovi animacije objekta odnose se na ukupne troškove rada animatora zaposlenih u objektu (ako postoji). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio troškova rada centralnog sektora animacije dodijeljen u stavku nerasporeðenih izdataka animacije (alokacija po kljuèu), a ne u ovu stavku.Plate i povezani troškovi sektora održavanja objekta odnose se na ukupne troškove rada zaposlenih u ovom sektoru (kuæni majstori, vrtlari i sl.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio troškova rada centralnog tehnièkog sektora preduzeæa dodijeljen u stavku nerasporeðenih izdataka održavanja (alokacija po kljuèu), a ne u ovu stavku.OSTALI SEKTORSKI TROŠKOVIOstali sektorski troškovi se grupišu u dvije grupe: direktni (odnose se na operativne sektore) i nerasporeðeni izdaci (odnose se na zajednièke troškovne službe objekta).Ostali troškovi sektora smještajaOva troškovna stavka obuhvata sve troškove sektora smještaja osim

does not include wellness offer but it includes beauty and massage or hairdressers the revenues from those facilities are included in this department if those are not completely rented out in which case they generate rental revenues.Wellness / Health Center RevenuesThis category includes net revenues (without tax) from the sale of services in thermal area of the property (wellness), medical services and similar services to the guests.Other Operating Departments RevenuesThis category includes net revenues (without tax) realised in minor operated departments which revenues and expenses due to their value are noted separately (they are not included in other revenues category). These departments can be: nautical marina or small boat harbour that belongs to the property and similar.Rental RevenuesThis category includes net revenues (without tax) realised from rental of space (clubs, offices, restaurants, warehouses) and equipment.Other Operating RevenuesThis category includes all other operating net revenues (without tax) which could not be shown as revenue of categories mentioned above (vending machines, cash discounts etc.).COSTS OF SALERooms Cost of SalesThis category includes cost of telephone conversation, fax services, modem and similar services sold to the guests (this cost is the net amount invoiced by Telekom CG decreased by telecommunication costs generated by hotel staff because employee costs are included in other expenses of each department), cost of guest laundry services and so on. The corresponding revenue is recorded in category “Other Rooms Revenues”.Cost of Food SalesThis category includes purchase value of goods served to guests, in which corresponding revenue is recorded in category “Food Revenues”. Purchase value of goods represents net amount on supplier invoice which includes transportation and delivery costs, deducted for discount, and it stands for all a la carte and board meals. Free of charge employees' meal cost is not included, but is included in department in which employee works (in category payroll and related expenses) unless employees are paying for their meal.Cost of Beverage SalesThis category includes purchase value of alcoholic and non-alcoholic drinks served to guests, in which corresponding revenue is recorded in category “Beverage Revenues”. Purchase value of beverage represents net amount on supplier invoice which includes transportation and delivery costs, deducted for eventual discount. Free of charge beverage cost for employees which goes with meal is not included, but is included in department in which employee works (in category payroll and related expenses) unless employees are paying for their drink.Other F&B Cost of SalesThis category includes net purchase value or costs directly connected with "Other F&B Revenues" (for example purchase value of cigarettes, candies etc.).Shops Cost of SalesThis category includes net purchase value of the merchandise sold in shops. The corresponding revenue is recorded in category “Shops Revenues”.Sport and Recreation Cost of SalesThis category includes net purchase value of all sport equipment, requisites and similar rented to the guests as well as other purchases (cremes etc.) necessary for generating the revenues included in the category "Sport and Recreation Revenues".Wellness / Health Center Cost of SalesThis category includes purchase value of sold goods related to the revenues of this center (for example purchase value of beauty cremes and similar).

mini golfa, sportskih dvorana, ...), zakupom sportske opreme (reketi, loptice, plažni rekviziti, pedaline, èamci, ...) te naplatom ulaznica za korišæenje spoljašnjih bazena, plaže i sl. Ukoliko objekt ne sadrži wellness ponudu, a sadrži kozmetièki salon, masažu, frizerski salon onda se prihod ovih sadržaja može ukljuèiti u sektor sporta i rekreacije ako isti nije zakupljen u cijelosti pa se u njemu generiše prihod od zakupa.Prihod wellness / zdravstvenog centraOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene prodajom usluga u termalnom dijelu objekta (wellness), zdravstvenih usluga i sl. gostima objekta.Prihodi ostalih operativnih sektoraOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene u svim ostalim “manjim” sektorima objekta èiji se prihodi i troškovi zbog njihove vrijednosti posebno iskazuju (tj. ne iskazuju se u stavci ostali prihodi). Ovakav sektor može biti npr. marina ili privezište koja pripada objektu i sl.Prihodi od zakupaOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene zakupom prostora (klubova, ureda, restorana, skladišta, trgovina i sl.) i opreme.Ostali prihodiOva prihodovna stavka ukljuèuje neto prihode (bez poreza) koje nije bilo moguæe iskazati kao prihod nekog od gore navedenih sektora (prihodi od automata za igre ili prodaju, popusti na gotovinu, itd.).DIREKTNI TROŠKOVIDirektni troškovi sektora smještajaOva troškovna stavka obuhvata trošak telefonskih razgovora, usluga faksa, modema i sl. prodanih gostima (trošak predstavlja fakturisani neto iznos od Telekoma CG-a, umanjen za troškove telekomunikacija koje koriste radnici hotela jer se isti nalaze u ostalim troškovima svakog pojedinog sektora objekta), trošak pranja veša za goste i sl. Odgovarajuæi prihod je naveden u stavci "ostali prihodi sektora smještaja".Direktni troškovi hraneOva troškovna stavka obuhvata neto nabavnu vrijednost namirnica usluženih gostima, pri èemu je odgovarajuæi prihod naveden u iznosu “prihod hrane”. Nabavna vrijednost namirnica predstavlja fakturisani neto iznos od dobavljaèa koji ukljuèuje troškove prevoza i dostave, umanjen za eventualne rabate i to ukupno za a la carte i pansionske obroke. Trošak besplatnih obroka za radnike nije ovdje ukljuèen nego na odgovarajuæem sektoru kojem isti pripadaju (u stavci plate i povezani troškovi) osim ako radnici svoje obroke plaæaju.Direktni troškovi piæaOva troškovna stavka obuhvata neto nabavnu vrijednost alkoholnih i bezalkoholnih piæa usluženih gostima, pri èemu je odgovarajuæi prihod naveden u iznosu “prihod piæa”. Ukupna nabavna vrijednost piæa predstavlja fakturisani neto iznos od dobavljaèa koji ukljuèuje troškove prevoza i dostave, umanjen za eventualne rabate. Trošak besplatnog piæa uz obrok za radnike nije ovdje ukljuèen nego na odgovarajuæem sektoru kojem isti pripadaju (u stavci plate i povezani troškovi) osim ako radnici svoje piæe plaæaju.Ostali direktni troškovi sektora hrane i piæaOva troškovna stavka obuhvata neto nabavnu vrijednost odnosno troškove direktno povezane s "ostalim prihodima sektora hrane i piæa" (npr. nabavna vrijednost cigareta, bonbona i sl.).Direktni troškovi trgovinaOva troškovna stavka obuhvata neto nabavnu vrijednost trgovaèke robe prodane u trgovinama. Odgovarajuæi prihod je "prihod trgovina".Direktni troškovi sporta i rekreacijeOva troškovna stavka obuhvata neto nabavnu vrijednost sportske opreme, rekvizita i sl. koje gosti uzimaju u zakup te ostale nabavke (kreme i sl.) nužne za generisanje prihoda navedenih u stavci "prihodi sporta i rekreacije".Direktni troškovi wellness / zdravstvenog centraOva troškovna stavka obuhvata nabavnu vrijednost robe povezanu s prihodom centra (npr. nabavnu vrijednost kozmetièkih sredstava i slièno).



Other Operating Departments Costs of SalesThis category includes purchase value of sold goods and services related to other operating department revenues (if it exists).PAYROLL AND RELATED EXPENSESThis category includes total labour costs for each hotel department separately. Total labour costs include: permanent employees payrolls in gross amount (incl. all tax and contributions), payroll supplements (employees benefits awards, vacation reimbursements, Christmas bonus, travelling to work compensation), total labour costs of seasonal workers and gross compensation for contracts (students) and fees. This category includes free meals for department employees. Payroll and related expenses are grouped in two groups: direct (related to operating departments) and undistributed (related to the overhead cost centers).Payroll and related expenses of rooms department include all labour costs of front office and housekeeping.Payroll and related expenses of F&B department include all kitchens and all food and beverage outlets (service) as well as banquet and catering areas.Shops payroll and related expenses are related to all separated shopping facilities (souvenir shops, markets etc.).Casino payroll and related expenses relate only to this department, and include gross labour costs of permanent employees, gross payroll of seasonal workers and contract gross compensations. Casino payroll related costs include payroll supplement expenses employees benefits.Sport and recreation payroll and related expenses are related to all sport facilities and eventually on beauty and similar areas if those are not rented out or part of wellness center.Wellness / Health center payroll and related expenses are related to this kind of separate center (if exists), for example thermal complex with medical help.Payroll and related expenses of other operating departments are related to labour costs of all operational departments which revenues are recorded under category “Other Operating Departments Revenues” (if exist).Payroll and related expenses of administration and general are related to GM office and labour costs of administrative personnel who are not organized in separate departments. In case of hotel being part of company which has more than one hotel then the adequate part of management labour costs (administration, finance, accounting, purchasing, development, human resources, IT, security) is added to the category "Undistributed Other Expenses of Administration and General" (allocation by key) and not included in this category.Payroll and related expenses of marketing and sales are related to total labour costs of the employees of marketing and sales department of the property (if exists). In case of hotel being part of company which has more than one hotel then the adequate part of central marketing and sales department labour costs is added to the category "Undistributed Other Expenses of Marketing and Sales" (allocation by key) and not included in this category.Payroll and related expenses of animation are related to total labour costs of animators employed in the property (if exists). In case of hotel being part of company which has more than one hotel then the adequate part of central animation department labour costs is added to the category "Undistributed Other Expenses of Animation" (allocation by key) and not included in this category.Payroll and related expenses of maintenance department are related to total labour costs in this department (house mechanics, gardeners). In case of hotel being part of company which has more than one hotel then the adequate part of central technical department labour costs is added to the category "Undistributed Other Expenses of Maintenance" (allocation by key) and not included in this category.OTHER DEPARTMENTAL EXPENSESOther departmental expenses are grouped in two groups: direct (related to operating departments) and undistributed expenses (related to the overhead cost centers).

Direktni troškovi ostalih operativnih sektoraOva troškovna stavka obuhvata nabavnu vrijednost prodane robe i usluga povezanu s prihodima ostalih sektora (ako takva postoji).PLATE I POVEZANI TROŠKOVIOva troškovna stavka obuhvata ukupne troškove rada iskazane za svaki hotelski sektor posebno. Ukupni troškovi rada obuhvataju: plate stalnih radnika u “bruto II” iznosu (uklj. sve poreze i doprinose iz i na platu), dodatke na plate (materijalna prava zaposlenih nagrade, regres za godišnji odmor, nadoknade prevoza na posao i sl.), ukupne troškove rada sezonskih radnika te bruto nadoknade po ugovorima o djelu, studentskim ugovorima i autorskim honorarima. Ovdje se takoðer navode troškovi besplatnog obroka za radnike odgovarajuæeg sektora. Plate i povezani troškovi se grupišu u dvije grupe: direktne (odnose se na operativne sektore) i nerasporeðene (odnose se na zajednièke troškovne službe objekta).Plate i povezani troškovi sektora smještaja obuhvataju troškove rada recepcije i domaæinstva.Plate i povezani troškovi sektora hrane i piæa obuhvataju sve kuhinje i sva prodajna mjesta hrane i piæa (usluživanje) te bankete i catering.Plate i povezani troškovi trgovina obuhvataju sve odvojene trgovaèke sadržaje (suvenirnice, duæane i sl.).Plate casina se odnose samo na ovaj sektor, a obuhvataju troškove rada stalnih radnika u bruto II iznosu, bruto troškove sezonskih radnika te bruto nadoknade po ugovorima o djelu. U troškove povezane s platama casina ulaze troškovi dodataka na plate.Plate i povezani troškovi sektora sporta i rekreacije odnose se na sve sportske terene, dvorane i sl. te eventualno na salone ako isti nisu zakupljeni ili dio wellness centra.Plate i povezani troškovi wellness / zdravstvenog centra odnose se na takav poseban sektor (ako postoji), kao npr. termalni kompleks s ljekarskim ordinacijama.Plate i povezani troškovi ostalih operativnih sektora odnose se na troškove rada svih operativnih sektora èiji su prihodi navedeni pod stavkom “prihodi ostalih operativnih sektora” (ukoliko postoje).Plate i povezani troškovi administrativnog i opšteg sektora objekta odnose se na kancelariju direktora objekta i troškove rada administrativnog osoblja objekta koje nije rasporeðeno u posebno iskazane sektore hotela. U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio troškova rada Uprave tj. zajednièkih službi (npr. administracije, finansija, raèunovodstva, nabave, razvoja, kadrovske službe, informatike, sigurnosti ...) dodijeljen u stavku nerasporeðenih izdataka administracije (alokacija po kljuèu), a ne u ovu stavku.Plate i povezani troškovi marketinga i prodaje objekta odnose se na ukupne troškove rada zaposlenih u sektoru marketinga i prodaje objekta (ako postoji). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio troškova rada centralnog sektora marketinga i prodaje dodijeljen u stavku nerasporeðenih izdataka marketinga i prodaje (alokacija po kljuèu), a ne u ovu stavku.Plate i povezani troškovi animacije objekta odnose se na ukupne troškove rada animatora zaposlenih u objektu (ako postoji). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio troškova rada centralnog sektora animacije dodijeljen u stavku nerasporeðenih izdataka animacije (alokacija po kljuèu), a ne u ovu stavku.Plate i povezani troškovi sektora održavanja objekta odnose se na ukupne troškove rada zaposlenih u ovom sektoru (kuæni majstori, vrtlari i sl.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio troškova rada centralnog tehnièkog sektora preduzeæa dodijeljen u stavku nerasporeðenih izdataka održavanja (alokacija po kljuèu), a ne u ovu stavku.OSTALI SEKTORSKI TROŠKOVIOstali sektorski troškovi se grupišu u dvije grupe: direktni (odnose se na operativne sektore) i nerasporeðeni izdaci (odnose se na zajednièke troškovne službe objekta).Ostali troškovi sektora smještajaOva troškovna stavka obuhvata sve troškove sektora smještaja osim

does not include wellness offer but it includes beauty and massage or hairdressers the revenues from those facilities are included in this department if those are not completely rented out in which case they generate rental revenues.Wellness / Health Center RevenuesThis category includes net revenues (without tax) from the sale of services in thermal area of the property (wellness), medical services and similar services to the guests.Other Operating Departments RevenuesThis category includes net revenues (without tax) realised in minor operated departments which revenues and expenses due to their value are noted separately (they are not included in other revenues category). These departments can be: nautical marina or small boat harbour that belongs to the property and similar.Rental RevenuesThis category includes net revenues (without tax) realised from rental of space (clubs, offices, restaurants, warehouses) and equipment.Other Operating RevenuesThis category includes all other operating net revenues (without tax) which could not be shown as revenue of categories mentioned above (vending machines, cash discounts etc.).COSTS OF SALERooms Cost of SalesThis category includes cost of telephone conversation, fax services, modem and similar services sold to the guests (this cost is the net amount invoiced by Telekom CG decreased by telecommunication costs generated by hotel staff because employee costs are included in other expenses of each department), cost of guest laundry services and so on. The corresponding revenue is recorded in category “Other Rooms Revenues”.Cost of Food SalesThis category includes purchase value of goods served to guests, in which corresponding revenue is recorded in category “Food Revenues”. Purchase value of goods represents net amount on supplier invoice which includes transportation and delivery costs, deducted for discount, and it stands for all a la carte and board meals. Free of charge employees' meal cost is not included, but is included in department in which employee works (in category payroll and related expenses) unless employees are paying for their meal.Cost of Beverage SalesThis category includes purchase value of alcoholic and non-alcoholic drinks served to guests, in which corresponding revenue is recorded in category “Beverage Revenues”. Purchase value of beverage represents net amount on supplier invoice which includes transportation and delivery costs, deducted for eventual discount. Free of charge beverage cost for employees which goes with meal is not included, but is included in department in which employee works (in category payroll and related expenses) unless employees are paying for their drink.Other F&B Cost of SalesThis category includes net purchase value or costs directly connected with "Other F&B Revenues" (for example purchase value of cigarettes, candies etc.).Shops Cost of SalesThis category includes net purchase value of the merchandise sold in shops. The corresponding revenue is recorded in category “Shops Revenues”.Sport and Recreation Cost of SalesThis category includes net purchase value of all sport equipment, requisites and similar rented to the guests as well as other purchases (cremes etc.) necessary for generating the revenues included in the category "Sport and Recreation Revenues".Wellness / Health Center Cost of SalesThis category includes purchase value of sold goods related to the revenues of this center (for example purchase value of beauty cremes and similar).

mini golfa, sportskih dvorana, ...), zakupom sportske opreme (reketi, loptice, plažni rekviziti, pedaline, èamci, ...) te naplatom ulaznica za korišæenje spoljašnjih bazena, plaže i sl. Ukoliko objekt ne sadrži wellness ponudu, a sadrži kozmetièki salon, masažu, frizerski salon onda se prihod ovih sadržaja može ukljuèiti u sektor sporta i rekreacije ako isti nije zakupljen u cijelosti pa se u njemu generiše prihod od zakupa.Prihod wellness / zdravstvenog centraOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene prodajom usluga u termalnom dijelu objekta (wellness), zdravstvenih usluga i sl. gostima objekta.Prihodi ostalih operativnih sektoraOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene u svim ostalim “manjim” sektorima objekta èiji se prihodi i troškovi zbog njihove vrijednosti posebno iskazuju (tj. ne iskazuju se u stavci ostali prihodi). Ovakav sektor može biti npr. marina ili privezište koja pripada objektu i sl.Prihodi od zakupaOva prihodovna stavka ukljuèuje neto prihode (bez poreza) ostvarene zakupom prostora (klubova, ureda, restorana, skladišta, trgovina i sl.) i opreme.Ostali prihodiOva prihodovna stavka ukljuèuje neto prihode (bez poreza) koje nije bilo moguæe iskazati kao prihod nekog od gore navedenih sektora (prihodi od automata za igre ili prodaju, popusti na gotovinu, itd.).DIREKTNI TROŠKOVIDirektni troškovi sektora smještajaOva troškovna stavka obuhvata trošak telefonskih razgovora, usluga faksa, modema i sl. prodanih gostima (trošak predstavlja fakturisani neto iznos od Telekoma CG-a, umanjen za troškove telekomunikacija koje koriste radnici hotela jer se isti nalaze u ostalim troškovima svakog pojedinog sektora objekta), trošak pranja veša za goste i sl. Odgovarajuæi prihod je naveden u stavci "ostali prihodi sektora smještaja".Direktni troškovi hraneOva troškovna stavka obuhvata neto nabavnu vrijednost namirnica usluženih gostima, pri èemu je odgovarajuæi prihod naveden u iznosu “prihod hrane”. Nabavna vrijednost namirnica predstavlja fakturisani neto iznos od dobavljaèa koji ukljuèuje troškove prevoza i dostave, umanjen za eventualne rabate i to ukupno za a la carte i pansionske obroke. Trošak besplatnih obroka za radnike nije ovdje ukljuèen nego na odgovarajuæem sektoru kojem isti pripadaju (u stavci plate i povezani troškovi) osim ako radnici svoje obroke plaæaju.Direktni troškovi piæaOva troškovna stavka obuhvata neto nabavnu vrijednost alkoholnih i bezalkoholnih piæa usluženih gostima, pri èemu je odgovarajuæi prihod naveden u iznosu “prihod piæa”. Ukupna nabavna vrijednost piæa predstavlja fakturisani neto iznos od dobavljaèa koji ukljuèuje troškove prevoza i dostave, umanjen za eventualne rabate. Trošak besplatnog piæa uz obrok za radnike nije ovdje ukljuèen nego na odgovarajuæem sektoru kojem isti pripadaju (u stavci plate i povezani troškovi) osim ako radnici svoje piæe plaæaju.Ostali direktni troškovi sektora hrane i piæaOva troškovna stavka obuhvata neto nabavnu vrijednost odnosno troškove direktno povezane s "ostalim prihodima sektora hrane i piæa" (npr. nabavna vrijednost cigareta, bonbona i sl.).Direktni troškovi trgovinaOva troškovna stavka obuhvata neto nabavnu vrijednost trgovaèke robe prodane u trgovinama. Odgovarajuæi prihod je "prihod trgovina".Direktni troškovi sporta i rekreacijeOva troškovna stavka obuhvata neto nabavnu vrijednost sportske opreme, rekvizita i sl. koje gosti uzimaju u zakup te ostale nabavke (kreme i sl.) nužne za generisanje prihoda navedenih u stavci "prihodi sporta i rekreacije".Direktni troškovi wellness / zdravstvenog centraOva troškovna stavka obuhvata nabavnu vrijednost robe povezanu s prihodom centra (npr. nabavnu vrijednost kozmetièkih sredstava i slièno).



Rooms Other Departmental ExpensesThis category includes all expenses of rooms department except labour and costs of sale (supplies, room inventory, cleaning and washing, employee uniforms, office material, employee telecommunication costs, representation, business trip expenses, reservation system cost, current and investment maintenance of department etc.).F&B Other Departmental ExpensesThis category includes all expenses of food and beverage department, except labour costs and sales costs (supplies, food and beverage area inventory, cleaning and washing, employee uniforms, office material, telecommunication costs of employees, music and special events costs, representation, business trip expenses, current and investment maintenance of department etc.).Shops Other Departmental ExpensesThis category includes all expenses from the operation of shops, except labour costs and purchasing values of the sold merchandise (supplies, employee uniforms, office material, telecommunication costs of department employees, representation, business trip expenses, current and investment maintenance of department).Casino Other Departmental ExpensesThis category includes all expenses derived from casino business except payroll and related costs (supplies, casino inventory, cleaning and washing, employee uniforms, office material, telecommunication costs of department employees, representation, business trip expenses, current and investment maintenance of department).Sport and Recreation Other Departmental ExpensesThis category includes all expenses derived from the operation of all sport and recreation facilities except payroll and related costs and costs of sales (supplies, cleaning and washing, employee uniforms, office material, telecommunication costs of department employees, representation, business trip expenses, current and investment maintenance of department).Wellness / Health Center Other Departmental ExpensesThis category includes total costs derived from center business, except labour costs and cost of sales related to revenue of this department (supplies and office material, inventory, cleaning and washing, employee uniforms, telecommunication costs of department employees, representation, business trip expenses, current and investment maintenance of department).Other Expenses of Other Operating DepartmentsThis category includes total costs derived from other operating department businesses, except labour costs and cost of sales related to revenue of these departments (supply and office materials, inventory, cleaning and washing, employee uniforms, telecommunication costs of department employees, representation, outsourcing, music expenses business trip expenses, current and investment maintenance of department).Undistributed Expenses Administration and GeneralThis category includes all general and administrative expenses derived from the hotel business, except labour costs (supply and office material, audit cost, bank services and money transfer, employees insurance, subscriptions, travelling expenses and GM representation, legal services). In case of hotel being part of company which has more than one hotel then the adequate part of other expenses (and management labour costs) of central overhead departments (administration, finance, accounting, supply, development, human resources, IT, security) is allocated by key to this category.Undistributed Expenses Marketing and SalesThis category includes all expenses derived from advertising and promotional activities (memberships, media advertising, travelling expenses, promo materials, public relations, supply and office material, employee telecommunication, representation etc.). In case of hotel being part of company which has more than one hotel then the adequate part of central marketing and sales costs (and labour costs) is allocated by key to this category.

troškova rada i direktnih troškova (potrošni materijal, inventar u sobama, èišæenje i pranje, uniforme radnika, kancelarijski materijal, troškovi telekomunikacija radnika sektora, reprezentacija, putni troškovi i dnevnice, trošak sistema rezervacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi sektora hrane i piæaOva troškovna stavka obuhvata sve troškove sektora hrane i piæa, osim troškova rada i direktnih troškova (potrošni materijal, inventar u prostorima hrane i piæa, èišæenje i pranje, uniforme radnika, kancelarijski materijal, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, troškovi muzike i specijalnih dogaðanja, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi trgovinaOva troškovna stavka obuhvata sve troškove proizašle iz poslovanja trgovina osim nabavne vrijednosti trgovaèke robe i troškova plata i povezanih troškova (potrošni materijal, sitni inventar, èišæenje i pranje, uniforme radnika, kancelarijski materijal, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi casinaOva troškovna stavka obuhvata sve troškove proizašle iz poslovanja casina osim troškova plata i povezanih troškova (potrošni materijal, inventar u casinu, èišæenje i pranje, uniforme radnika, kancelarijski materijal, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi sporta i rekreacijeOva troškovna stavka obuhvata sve troškove sektora sporta i rekreacije proizašle iz poslovanja, osim troškova rada i direktnih troškova (potrošni materijal, uniforme radnika, kancelarijski materijal, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi wellness / zdravstvenog centraOva troškovna stavka obuhvata ukupne troškove proizašle iz poslovanja centra, osim troškova rada i direktnih troškova povezanih s prihodima centra (npr. potrošni i kancelarijski materijal, inventar, èišæenje i pranje, uniforme radnika, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi ostalih operativnih sektoraOva troškovna stavka obuhvata ukupne troškove proizašle iz poslovanja ostalih “manjih” sektora, osim troškova rada i direktnih troškova povezanih s prihodima ovih sektora (potrošni i kancelarijski materijal, inventar, èišæenje i pranje, uniforme radnika, troškovi glazbe, vanjske usluge, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Nerasporeðeni izdaci administrativnog i opšteg sektoraOva troškovna stavka obuhvata sve opšte i administrativne troškove proizašle iz poslovanja objekta, osim troškova rada (potrošni i kancelarijski materijal, troškovi revizije, bankarske usluge i platni promet, osiguranje svih radnika, pretplate, dnevnice, putne troškove i reprezentaciju direktora objekta, pravne usluge itd.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio ostalih troškova (kao i troškova rada) Uprave tj. zajednièkih službi (npr. administracije, finansija, raèunovodstva, nabave, razvoja, kadrovske službe, informatike, sigurnosti ...) alociran po kljuèu u ovu stavku.Nerasporeðeni izdaci marketinga i prodajeOva troškovna stavka obuhvata sve troškove proizašle iz reklamnih i promotivnih aktivnosti (èlanarine, oglašavanje u raznim medijima, dnevnice, putni troškovi, reklamni materijali, odnosi s javnošæu, potrošni i kancelarijski materijal, telekomunikacije radnika sektora, reprezentacija itd.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio ostalih troškova (kao i troškova rada) centralnog sektora marketinga i prodaje alociran po kljuèu u ovu stavku.Nerasporeðeni izdaci animacije objektaOva troškovna stavka obuhvata sve troškove proizašle iz aktivnosti animacije pruženih gostima objekta, osim troškova rada radnika sektora


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Undistributed Expenses AnimationThis category includes all expenses derived from animation activities (supply and office material, employee telecommunication, representation, business trip expenses, etc.). In case of hotel being part of company which has more than one hotel then the adequate part of central animation costs (and labour costs) is allocated by key to this category.Undistributed Expenses MaintenanceThis category includes all expenses derived from technical maintenance of hotel interior and exterior not mentioned in other hotel departments, except labour costs (supply and office material, contracted repairs, tools, spare parts, engineering material, construction material, uniforms, waste disposal, equipment and plant certificates). In case of hotel being part of company which has more than one hotel then the adequate part of other expenses (and labour costs) of central maintenance is allocated by key to this category.EnergyThis category includes all energy expenses derived from hotel business, and is related to net invoices for electricity, gas, water, oil, gasoline, diesel fuel and solid fuel.FIXED CHARGESManagement FeeThese expenses are related on hotels which have signed management contracts with management companies based on which properties (usually) pay two types of fee: basic fee (usually agreed as percentage of total revenue) and incentive fee (usually agreed as percentage of gross operating profit-GOP).Rent and Leasing ExpensesThis category includes all space or equipment rental cost, except equipment rented for special events (banquets) which is noted as cost of specific department.Taxes and FeesThis category includes municipal and similar compensations, taxes and contributions which do not depend upon business result and memberships. Also, it includes other state (county) taxes as property tax.Insurance PremiumsThis category includes all payments for insurance of buildings, equipment and vehicles.Depreciation and AmortizationThis category includes amortization of buildings, equipment and other assets.Interest ExpensesThis category includes total interests on any debt.Other Fixed ChargesThis category includes all other net property expenses that do not depend on the operational result including replacement reserves for equipment and small inventory. In case of hotel being part of company which has more than one hotel then the adequate part of overall fixed charges is allocated by key to this category.FINANCIAL AND EXTRAORDINARY BUSINESSFinancial and Extraordinary RevenuesThis revenue category includes total net financial and extraordinary revenues of the property (interest revenues, positive differences in exchange rate, sale of asset revenues etc.)Financial (excl. interests) and Extraordinary ExpensesThis expense category includes net financial and extraordinary expenses of the property except interests expenses (negative differences in exchange rate, sale of asset expenses etc.)

(potrošni i kancelarijski materijal, telekomunikacije radnika sektora, dnevnice, putni troškovi, sitni inventar prostora animacije, itd.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio ostalih troškova (kao i troškova rada) centralnog sektora animacije alociran po kljuèu u ovu stavku.Nerasporeðeni izdaci sektora održavanja objektaOva troškovna stavka obuhvata sve troškove proizašle iz tehnièkog održavanja unutrašnjeg i spoljašnjeg dijela objekta nenavedene u pojedinim sektorima objekta, osim troškova rada radnika sektora (potrošni i kancelarijski materijal, ugovoreni popravci, alat, rezervni dijelovi, inženjerski materijal, graðevinski materijal, uniforme, odvoz smeæa, atesti ureðaja i postrojenja itd.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio ostalih troškova (kao i troškova rada) centralnog tehnièkog sektora preduzeæa alociran po kljuèu u ovu stavku.Troškovi energije objektaOva troškovna stavka obuhvata ukupne troškove energije proizašle iz poslovanja cijelog objekta, a odnosi se na fakturisane neto iznose potrošnje elektriène energije, plina, vode, lož ulja, benzina i diesel goriva te èvrstih goriva u objektu.FIKSNI TROŠKOVIMenadžment nadoknadaOvdje navedeni troškovi odnose se na objekte koji imaju zakljuèene ugovore o upravljanju s menadžment kompanijama temeljem kojih objekti plaæaju (uobièajeno) dvije vrste nadoknada: osnovnu koja je uobièajeno ugovorena kao % od ukupnog prihoda te stimulativnu koja je uobièajeno ugovorena kao % od bruto operativne dobiti GOP-a objekta.Trošak zakupa i leasinga opremeOva troškovna stavka obuhvata sve troškove zakupa prostora ili opreme, osim opreme zakupljene za potrebe obavljanja specifiènih dogaðanja (npr. za bankete) koja ulazi u troškove odgovarajuæeg sektora.Nadoknade (komunalna i druge) i doprinosiOva troškovna stavka obuhvata komunalnu i sliène nadoknade, poreze i doprinose koji ne ovise o rezultatu te takse vezane za objekt. Takoðer, ukljuèuje i ostala davanja državi (opštini) kao npr. porez na imovinu.Premije osiguranjaOva troškovna stavka obuhvata sve premije osiguranja zgrada, opreme i vozila objekta.AmortizacijaOva stavka obuhvata amortizaciju zgrada, opreme i ostalih osnovnih sredstava objekta, kroz vijek trajanja.Troškovi kamataOva troškovna stavka obuhvata ukupne troškove kamata na bilo koje obveze koje se odnose na objekt.Ostali fiksni troškoviOvdje navedeni fiksni troškovi odnose se na sve ostale neto troškove objekta koji ne ovise o poslovnom rezultatu objekta ukljuèujuæi rezervisanja za zamjenu opreme i sitnog inventara objekta. U sluèaju da je hotel dio nekog preduzeæa koje obuhvata dva ili više objekata tada je dio fiksnih troškova preduzeæa alociran po kljuèu u ovu stavku.FINANSIJSKO I VANREDNO POSLOVANJEFinansijski i vanredni prihodiOva prihodovna stavka obuhvata ukupne neto finansijske i vanredne prihode objekta (prihodi od kamata, pozitivne kursne razlike, prihodi od prodaje imovine i sl.).Finansijski (osim kamata) i vanredni rashodiOva troškovna stavka obuhvata neto finansijske i vanredne rashode objekta, osim troškova kamata (negativne kursne razlike, rashodi od prodaje imovine i sl.).

Poslovanje hotelijerstva u Crnoj Gori 2006 Horwath Hotel Industry Survey Montenegro 2006 31

Rooms Other Departmental ExpensesThis category includes all expenses of rooms department except labour and costs of sale (supplies, room inventory, cleaning and washing, employee uniforms, office material, employee telecommunication costs, representation, business trip expenses, reservation system cost, current and investment maintenance of department etc.).F&B Other Departmental ExpensesThis category includes all expenses of food and beverage department, except labour costs and sales costs (supplies, food and beverage area inventory, cleaning and washing, employee uniforms, office material, telecommunication costs of employees, music and special events costs, representation, business trip expenses, current and investment maintenance of department etc.).Shops Other Departmental ExpensesThis category includes all expenses from the operation of shops, except labour costs and purchasing values of the sold merchandise (supplies, employee uniforms, office material, telecommunication costs of department employees, representation, business trip expenses, current and investment maintenance of department).Casino Other Departmental ExpensesThis category includes all expenses derived from casino business except payroll and related costs (supplies, casino inventory, cleaning and washing, employee uniforms, office material, telecommunication costs of department employees, representation, business trip expenses, current and investment maintenance of department).Sport and Recreation Other Departmental ExpensesThis category includes all expenses derived from the operation of all sport and recreation facilities except payroll and related costs and costs of sales (supplies, cleaning and washing, employee uniforms, office material, telecommunication costs of department employees, representation, business trip expenses, current and investment maintenance of department).Wellness / Health Center Other Departmental ExpensesThis category includes total costs derived from center business, except labour costs and cost of sales related to revenue of this department (supplies and office material, inventory, cleaning and washing, employee uniforms, telecommunication costs of department employees, representation, business trip expenses, current and investment maintenance of department).Other Expenses of Other Operating DepartmentsThis category includes total costs derived from other operating department businesses, except labour costs and cost of sales related to revenue of these departments (supply and office materials, inventory, cleaning and washing, employee uniforms, telecommunication costs of department employees, representation, outsourcing, music expenses business trip expenses, current and investment maintenance of department).Undistributed Expenses Administration and GeneralThis category includes all general and administrative expenses derived from the hotel business, except labour costs (supply and office material, audit cost, bank services and money transfer, employees insurance, subscriptions, travelling expenses and GM representation, legal services). In case of hotel being part of company which has more than one hotel then the adequate part of other expenses (and management labour costs) of central overhead departments (administration, finance, accounting, supply, development, human resources, IT, security) is allocated by key to this category.Undistributed Expenses Marketing and SalesThis category includes all expenses derived from advertising and promotional activities (memberships, media advertising, travelling expenses, promo materials, public relations, supply and office material, employee telecommunication, representation etc.). In case of hotel being part of company which has more than one hotel then the adequate part of central marketing and sales costs (and labour costs) is allocated by key to this category.

troškova rada i direktnih troškova (potrošni materijal, inventar u sobama, èišæenje i pranje, uniforme radnika, kancelarijski materijal, troškovi telekomunikacija radnika sektora, reprezentacija, putni troškovi i dnevnice, trošak sistema rezervacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi sektora hrane i piæaOva troškovna stavka obuhvata sve troškove sektora hrane i piæa, osim troškova rada i direktnih troškova (potrošni materijal, inventar u prostorima hrane i piæa, èišæenje i pranje, uniforme radnika, kancelarijski materijal, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, troškovi muzike i specijalnih dogaðanja, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi trgovinaOva troškovna stavka obuhvata sve troškove proizašle iz poslovanja trgovina osim nabavne vrijednosti trgovaèke robe i troškova plata i povezanih troškova (potrošni materijal, sitni inventar, èišæenje i pranje, uniforme radnika, kancelarijski materijal, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi casinaOva troškovna stavka obuhvata sve troškove proizašle iz poslovanja casina osim troškova plata i povezanih troškova (potrošni materijal, inventar u casinu, èišæenje i pranje, uniforme radnika, kancelarijski materijal, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi sporta i rekreacijeOva troškovna stavka obuhvata sve troškove sektora sporta i rekreacije proizašle iz poslovanja, osim troškova rada i direktnih troškova (potrošni materijal, uniforme radnika, kancelarijski materijal, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi wellness / zdravstvenog centraOva troškovna stavka obuhvata ukupne troškove proizašle iz poslovanja centra, osim troškova rada i direktnih troškova povezanih s prihodima centra (npr. potrošni i kancelarijski materijal, inventar, èišæenje i pranje, uniforme radnika, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Ostali troškovi ostalih operativnih sektoraOva troškovna stavka obuhvata ukupne troškove proizašle iz poslovanja ostalih “manjih” sektora, osim troškova rada i direktnih troškova povezanih s prihodima ovih sektora (potrošni i kancelarijski materijal, inventar, èišæenje i pranje, uniforme radnika, troškovi glazbe, vanjske usluge, putni troškovi i dnevnice, troškovi telekomunikacija radnika sektora, reprezentacija, tekuæe i investiciono održavanje sektora itd.).Nerasporeðeni izdaci administrativnog i opšteg sektoraOva troškovna stavka obuhvata sve opšte i administrativne troškove proizašle iz poslovanja objekta, osim troškova rada (potrošni i kancelarijski materijal, troškovi revizije, bankarske usluge i platni promet, osiguranje svih radnika, pretplate, dnevnice, putne troškove i reprezentaciju direktora objekta, pravne usluge itd.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio ostalih troškova (kao i troškova rada) Uprave tj. zajednièkih službi (npr. administracije, finansija, raèunovodstva, nabave, razvoja, kadrovske službe, informatike, sigurnosti ...) alociran po kljuèu u ovu stavku.Nerasporeðeni izdaci marketinga i prodajeOva troškovna stavka obuhvata sve troškove proizašle iz reklamnih i promotivnih aktivnosti (èlanarine, oglašavanje u raznim medijima, dnevnice, putni troškovi, reklamni materijali, odnosi s javnošæu, potrošni i kancelarijski materijal, telekomunikacije radnika sektora, reprezentacija itd.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio ostalih troškova (kao i troškova rada) centralnog sektora marketinga i prodaje alociran po kljuèu u ovu stavku.Nerasporeðeni izdaci animacije objektaOva troškovna stavka obuhvata sve troškove proizašle iz aktivnosti animacije pruženih gostima objekta, osim troškova rada radnika sektora


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Undistributed Expenses AnimationThis category includes all expenses derived from animation activities (supply and office material, employee telecommunication, representation, business trip expenses, etc.). In case of hotel being part of company which has more than one hotel then the adequate part of central animation costs (and labour costs) is allocated by key to this category.Undistributed Expenses MaintenanceThis category includes all expenses derived from technical maintenance of hotel interior and exterior not mentioned in other hotel departments, except labour costs (supply and office material, contracted repairs, tools, spare parts, engineering material, construction material, uniforms, waste disposal, equipment and plant certificates). In case of hotel being part of company which has more than one hotel then the adequate part of other expenses (and labour costs) of central maintenance is allocated by key to this category.EnergyThis category includes all energy expenses derived from hotel business, and is related to net invoices for electricity, gas, water, oil, gasoline, diesel fuel and solid fuel.FIXED CHARGESManagement FeeThese expenses are related on hotels which have signed management contracts with management companies based on which properties (usually) pay two types of fee: basic fee (usually agreed as percentage of total revenue) and incentive fee (usually agreed as percentage of gross operating profit-GOP).Rent and Leasing ExpensesThis category includes all space or equipment rental cost, except equipment rented for special events (banquets) which is noted as cost of specific department.Taxes and FeesThis category includes municipal and similar compensations, taxes and contributions which do not depend upon business result and memberships. Also, it includes other state (county) taxes as property tax.Insurance PremiumsThis category includes all payments for insurance of buildings, equipment and vehicles.Depreciation and AmortizationThis category includes amortization of buildings, equipment and other assets.Interest ExpensesThis category includes total interests on any debt.Other Fixed ChargesThis category includes all other net property expenses that do not depend on the operational result including replacement reserves for equipment and small inventory. In case of hotel being part of company which has more than one hotel then the adequate part of overall fixed charges is allocated by key to this category.FINANCIAL AND EXTRAORDINARY BUSINESSFinancial and Extraordinary RevenuesThis revenue category includes total net financial and extraordinary revenues of the property (interest revenues, positive differences in exchange rate, sale of asset revenues etc.)Financial (excl. interests) and Extraordinary ExpensesThis expense category includes net financial and extraordinary expenses of the property except interests expenses (negative differences in exchange rate, sale of asset expenses etc.)

(potrošni i kancelarijski materijal, telekomunikacije radnika sektora, dnevnice, putni troškovi, sitni inventar prostora animacije, itd.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio ostalih troškova (kao i troškova rada) centralnog sektora animacije alociran po kljuèu u ovu stavku.Nerasporeðeni izdaci sektora održavanja objektaOva troškovna stavka obuhvata sve troškove proizašle iz tehnièkog održavanja unutrašnjeg i spoljašnjeg dijela objekta nenavedene u pojedinim sektorima objekta, osim troškova rada radnika sektora (potrošni i kancelarijski materijal, ugovoreni popravci, alat, rezervni dijelovi, inženjerski materijal, graðevinski materijal, uniforme, odvoz smeæa, atesti ureðaja i postrojenja itd.). U sluèaju da je hotel dio nekog preduzeæa koje obuhvata više objekata tada je odgovarajuæi dio ostalih troškova (kao i troškova rada) centralnog tehnièkog sektora preduzeæa alociran po kljuèu u ovu stavku.Troškovi energije objektaOva troškovna stavka obuhvata ukupne troškove energije proizašle iz poslovanja cijelog objekta, a odnosi se na fakturisane neto iznose potrošnje elektriène energije, plina, vode, lož ulja, benzina i diesel goriva te èvrstih goriva u objektu.FIKSNI TROŠKOVIMenadžment nadoknadaOvdje navedeni troškovi odnose se na objekte koji imaju zakljuèene ugovore o upravljanju s menadžment kompanijama temeljem kojih objekti plaæaju (uobièajeno) dvije vrste nadoknada: osnovnu koja je uobièajeno ugovorena kao % od ukupnog prihoda te stimulativnu koja je uobièajeno ugovorena kao % od bruto operativne dobiti GOP-a objekta.Trošak zakupa i leasinga opremeOva troškovna stavka obuhvata sve troškove zakupa prostora ili opreme, osim opreme zakupljene za potrebe obavljanja specifiènih dogaðanja (npr. za bankete) koja ulazi u troškove odgovarajuæeg sektora.Nadoknade (komunalna i druge) i doprinosiOva troškovna stavka obuhvata komunalnu i sliène nadoknade, poreze i doprinose koji ne ovise o rezultatu te takse vezane za objekt. Takoðer, ukljuèuje i ostala davanja državi (opštini) kao npr. porez na imovinu.Premije osiguranjaOva troškovna stavka obuhvata sve premije osiguranja zgrada, opreme i vozila objekta.AmortizacijaOva stavka obuhvata amortizaciju zgrada, opreme i ostalih osnovnih sredstava objekta, kroz vijek trajanja.Troškovi kamataOva troškovna stavka obuhvata ukupne troškove kamata na bilo koje obveze koje se odnose na objekt.Ostali fiksni troškoviOvdje navedeni fiksni troškovi odnose se na sve ostale neto troškove objekta koji ne ovise o poslovnom rezultatu objekta ukljuèujuæi rezervisanja za zamjenu opreme i sitnog inventara objekta. U sluèaju da je hotel dio nekog preduzeæa koje obuhvata dva ili više objekata tada je dio fiksnih troškova preduzeæa alociran po kljuèu u ovu stavku.FINANSIJSKO I VANREDNO POSLOVANJEFinansijski i vanredni prihodiOva prihodovna stavka obuhvata ukupne neto finansijske i vanredne prihode objekta (prihodi od kamata, pozitivne kursne razlike, prihodi od prodaje imovine i sl.).Finansijski (osim kamata) i vanredni rashodiOva troškovna stavka obuhvata neto finansijske i vanredne rashode objekta, osim troškova kamata (negativne kursne razlike, rashodi od prodaje imovine i sl.).

Poslovanje hotelijerstva u Crnoj Gori 2006 Horwath Hotel Industry Survey Montenegro 2006 31

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poslovanje CG ispravak 10 e - Vlada Crne Gore · ukupne infrastrukture, ne samo hotelsko-ugostiteljskih objekata i sadržaja koje posjeduju. U tom smislu, ovaj period obilježavaju