2010

2011
Slovenian tourism development strategy
2012 - 2016

2012

2013

2014

2015

2016

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2018
2019
www.slovenija.info

2020

SLOVENIAN TOURISM
DEVELOPMENT STRATEGY
20122016
Partnership for the sustainable development
of Slovenian tourism

In 2016, tourism in Slovenia will be based

on sustainable development and will be,
as a highly successful industry in the
national economy, a major contribution
to our country's social welfare and
reputation in the world.

June 2012

TABLE OF CONTENTS
PARTNERSHIP FOR THE SUSTAINABLE DEVELOPMENT OF TOURISM
TO ACCOMPANY THE STRATEGY
INTRODUCTION
I. Tourism development in Slovenia in the 19912011 period
II. Slovenian Tourism Strategy
III. 2012-2016 Slovenian Tourism Development Strategy (summary)

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1.

INTRODUCTION

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1.1 Tourism as Slovenia's development opportunity

1.2 The Brand of Slovenia
The Core of Slovenia's Brand
1.3 Budget funds for tourism development
1.4 The EU Roadmap
1.4.1 The importance of tourism in the EU
1.4.2 Important EU legal bases
1.4.3 EU orientations
1.5 Travel and tourism competitiveness index
1.6 Challenges
1.7 Identified obstacles in achieving greater competitiveness of Slovenian tourism
1.8 Monitoring of tourism industry performance at national and entrepreneurial levels

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MISSION, VISION AND OBJECTIVES OF SLOVENIAN TOURISM DEVELOPMENT

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2.1 Mission, vision and objectives

Development areas (or activities)
2.2 Principles of sustainability

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STRATEGIES

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3.1 Basic strategy

3.2 Business strategy
3.3 Levels of organisation, tourist destinations and basic policies of the tourism offer

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DESCRIPTION OF MEASURES AND ACTIVITIES

4.1 Development area or activity 1: Encouraging competitiveness of Slovenian tourism
4.2 Development area or activity 2: Ensuring a favourable business environment
4.3 Development area or activity 3: Efficient and innovative marketing and promotion of Slovenia as an
attractive tourist destination
4.4 Objectives and Indicators

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

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2.

3.

4.

5.

Enclosures
A. Slovenia's Development Strategies 2006 - 2013 and 2013 - 2020
B. The drawing up of the 20122016 Slovenian Tourism Development Strategy
C. Justification for the proposal to increase budgetary funds for tourism development

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LIST OF FIGURES
Figure 1:
Figure 2:
Figure 3:
Figure 4:
Figure 5:
Figure 6:
Figure 7:
Figure 8:
Figure 9:
Figure 10:
Figure 11:
Figure 12:
Figure 13:
Figure 14:

Tourism inflow and outflow, Slovenia, 1994 - 2011, (in EUR 1 000)
Tourism flows by arrivals of foreign and domestic tourists, Slovenia, by years, 19912011
Tourism flows by overnight stays of foreign and domestic tourists, Slovenia, by years, 19912011
Domestic and foreign tourist overnight stays, Slovenia, 19912011
The flows of the average periods of stays domestic and foreign tourists, Slovenia, 19912011
The number of rooms and beds, Slovenia, 19912010 (old and new methodology)
Brand of Slovenia
Budget and EU funds earmarked for tourism, Slovenia, 20012011 (in EUR)
Data on actually realised municipality revenues obtained from tourist tax for the 20072011
Data on actually realised municipality revenues obtained from concession fees and special games of
chance in the 20072011 period (in EUR)
Cover story of Slovenia as a tourist destination Slovenia. Green. Active. Healthy.
Objectives and development areas (priority areas marked green)
Interaction between measures and activities and long-term effects of investment in knowledge
Organisation of Slovenian tourism funding

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LIST OF TABLES
Table 1:
Table 2:
Table 3:
Table 4:
Table 5:
Table 6:
Table 7:
Table 8:
Table 9:
Table 10:
Table 11:
Table 12:

Tourism data
Objectives of the new EU tourism policy are the following
Slovenia's ranking using different criteria
The Slovenia's Travel and Tourism Competitiveness Index
Competitive advantages
Areas lacking competitiveness
Presentation of physical and value indicators for the evaluation of performance effectiveness
Development areas, measures and objectives
General quantity and quality objectives and indicators
Development areas (activities) and measures with objectives and indicators
Framework financial plan by area (activity) during the 20122016 period
Review of the Slovenia's Development Strategy objectives

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PARTNERSHIP FOR THE SUSTAINABLE

DEVELOPMENT OF TOURISM
Ministry of Economic Development and Technology
Marjan Hribar, Acting Director-General of the Tourism and Internationalisation Directorate
Where there is a will, there is a way. A strong will and a clearly set goal will make the road shorter and easier, especially if we combine
our strengths. The new 20122016 Slovenian Tourism Development Strategy has a sound foundation for the future: the direction that
has been chosen by the partners of Slovenian tourism. We have committed ourselves to ensuring sustainable development of tourism
in the future and no one will be a mere observer. We shall cooperate and act in a more responsible way, each in accordance with own
powers and competences.
We have set ourselves ambitious goals because we believe that, together, we can achieve them. The activities planned are numerous as
we are aware that many challenges lie ahead of us. We are also aware that road can be difficult in places; however, this will not keep us
from our goal. Through bad and good times, tourism has proved to be strong. Now, let's bravely continue on our way!

Slovenian Tourist Board

Maja Pak, Director
In cooperation with the tourism industry, the Slovenian Tourist Board has established an umbrella framework and defined the
competitive advantages of Slovenian tourism, key tourism products and target groups. On this basis, the 20122016 Slovenian Tourism
Development Strategy has laid down five basic orientations for the marketing of Slovenian tourism in the next five-year term. These
are the following: increasing the recognisability of Slovenia on key markets, development of new markets, clear positioning of tourism
products, efficient digital marketing, and increasing the volume of coordinated promotional activities through partnerships.
The guiding principle of all activities is a sustainable approach. We are convinced that partnerships and clear objectives are crucial for
Slovenia's tourism offer to be successful on the global tourist market in the future.
The commitment to implementing strategic measures in the fields of development and marketing has been confirmed by signing the
Declaration on Partnership for the Sustainable Development of Slovenian Tourism.

Tourism and Hospitality Chamber of Slovenia

Zdravko Poivalek, President
The Slovenian Tourism Development Strategy has set quality objectives and appropriate measures to enable a rational and sustainable
development of tourism over the medium-term period. We believe that we can ensure, primarily through higher sales in foreign markets,
the development of the tourism industry, which is of particular importance for national economy, and thus contribute to the prosperity
of Slovenia. The strategy is comprehensive and takes into account all sectors, with policies and activities enabling the successful
development of tourism. The responsibility is on all of us: politicians, business and civil society sectors. Only with joint efforts can we
achieve a faster increase in tourism turnover and exports, create thousands of new jobs, and generate a multiplication of development
effects in a number of other activities: from traffic and agriculture, sport and culture, the construction sector and the production of
goods for tourist facilities and tourists, to trade and other services. It is for this reason that we have to manage this sector and implement
its strategy in a concerted manner. The new tourism development strategy is also important because, due to the global economic crisis,
our actions must be well considered so as to enable the growth and development of tourism in the future. The strategy will be carried out
with a positive approach and the cooperation of all who are engaged in tourism or influence it through our work. The tourism industry
sector, united in the Tourism and Hospitality Chamber of Slovenia, congratulates the Tourism and Internationalisation Directorate for
taking a new approach when preparing the 'bottom-up' strategy and for playing an active and constructive role in these activities.

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

Tourist Association of Slovenia

Peter Misja, President

www.slovenia.info | Dunja Wedam

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

TO ACCOMPANY THE STRATEGY

Taleb Rifai, Secretary-General, United Nations World Tourism Organization (UNWTO)
The impressive growth of tourism in Slovenia over the past decade is testimony not only to the countrys breathtaking scenery, bustling
towns and welcoming people, but also to the active and engaged approach of consecutive governments towards the sector.
In Slovenia there exists a tangible recognition at all levels of the importance of tourism to the national economy, particularly in terms
of job creation and regional development. The New Slovenia Tourism Strategy, 2012-2016, is further proof of this support and a key step
towards consolidating Slovenias image as a leading tourism destination in the heart of Europe.
This new strategy represents more than simply a blueprint for growth. It is a commitment to a vision that by 2016, tourism in Slovenia
will be entirely based on sustainable development.
This is indeed a laudable goal. It is also the right one. Tourism strategies cannot afford to distance themselves from the principles of
sustainability, both for the sake of the environment and if they are to achieve competiveness in the global tourism marketplace.
It is ever more apparent that sustainability (in its three pillars; social, economic and environmental) and competitiveness are inseparable.
Competitiveness can only be achieved by fully embracing sustainability. This new strategy touches on an impressive number of objectives
and measures, yet sustainability underlines them all and represents the common thread running throughout this future vision of tourism
in Slovenia. It is this focus that makes this the strongest possible tourism strategy.
International tourism is an extremely competitive market, with new destinations continuously emerging and gaining market share.
By placing sustainability at the heart of its strategy I have no doubt Slovenia will continue to protect and enhance its natural beauty,
providing the country with its unique competitive edge for years to come.

Leslie de Chernatony
Professor of Brand Management
Developing a strategic plan for a place brand represents one of the more daunting challenges for management. It is therefore
commendable to see the 2010-2016 Slovenian Tourism Development Strategy. The strategy is able to take advantage of the previous
work to develop Slovenia as a well conceived brand. The respected branding gives Slovenia a competitive advantage, since with a
clear vision for this brand, a focused cluster of benefits are being presented to the tourist market. It is easier to attract particular tourist
segments when there is a well recognisable cluster of benefits. Furthermore those Slovenian groups that need to work together to
deliver the Slovenia brand promise are better able to co-ordinate their coherent activities as they know which forms of behaviour reflect
the desired Slovenia brand. Successful branding in the tourist market is not just about developing a brand but its also about having a
unified approach amongst different groups to deliver the brand promise.
Pride and commitment enable locals to act in a natural manner when seeking to leave a lasting memory of the joys of being a tourist in
Slovenia. The opportunities from Slovenias growing number of tourist make this strategy document compelling reading.

Maja Uran Maravi, Turistica Faculty of Tourism Studies, University of Primorska

Maja Uran Maravi is an associate professor in the field of strategic management and quality management in tourism and
a co-author of the previous tourism development strategy (Development Plan and Policies of Slovene Tourism
20072011).
The essence of any good strategy for tourism development lies in the structure, the concepts of competitiveness, the inclusion of stakeholders and, especially, the willingness of all stake-holders to implement the set goals and activities.
The term 'tourism strategy' is universally used in the public as a designation for the development of tourism and/or marketing plans for
destinations, regions and countries. In other words, the tourism strategy is a fundamental long-term development plan of a destination,
covering its further development in terms of competitiveness and/or its marketing. Therefore, it must have an adequate structure, which
(according to the theory of strategic management) means that it has all basic phases: analysis of the situation, design, implementation
and evaluation of the strategy.

Matev Lenari

In tourism planning, the sustainable and long-term competitiveness of a destination must be the top priority of the management at
local and national levels. The competitiveness of a tourist destination is its ability that, despite the growing tourism offer (attractive
destinations), it manages to provide an adequate level of tourist visits and, consequently, enhance the satisfaction of all stakeholders
in the tourist system. Each tourist company should set the objective of establishing a system of a tourism offer that will attract and
meet tourists' expectations of quality. Tourist visitors and their satisfaction with the destination will generate revenue, which are also
a main goal. A good strategy should, above all, define how to compete on the market and how to remove the obstacles to increasing
competitiveness.
Tourism development falls under the responsibility of various stakeholders, from the government stakeholders (the Ministry of Economic
Development and Technology, and the Tourism and Internationalisation Directorate), private ones (interests are pursued through the
Slovenian Chamber of Commerce and Industry and interest groups) to public, civil or international organisations. Tourism is a service
economic activity, its essential feature being that it markets national assets (i.e. mountains, beaches, sea, culture, history, etc.), which
justifies its obligatory cooperation with the state administration as a trustee of a joint 'socially-owned property'. Hence, a successful
development of tourism requires cooperation or an appropriate dialogue among all three stakeholders public, private and civil sectors.
The Republic of Slovenia has already adopted its fifth national tourism development strategy. The implementation of each strategy has
depended on the willingness of stakeholders. The new strategy has everything necessary to succeed; consequently, I only wish we would
manage to implement it.

INTRODUCTION
In 2011, we often looked back at the history of our young country. We were celebrating the twentieth anniversary of our
independence; we were proud to do so, but this also drew attention to the fact that Slovenia is still far from the ideal of integration
with the European and global political, economic and tourist spheres. Does the word 'ideal' even belong here at all? Does it not
raise too many expectations too high? Yes, the word does actually belong here. We may never reach an ideal situation, but it is
always best to strive for high goals, rather than being satisfied with grey mediocrity. Slovenia and Slovenian tourism, with rich
endowments of natural and cultural heritage, deserve much more.
With the development of the new tourism strategy being completed, we are already well into 2012. Although the country has a
new government, this does not at all diminish our efforts towards sustainable development and the quality of national tourism.
The objectives and values have remained the same. But so have the issues of national and international economies, only their
resolutions seem to have significantly accelerated, albeit often in a painful way. Has this brought us closer to the end of the
crisis? The awareness that tourism in all phases from development to marketing is part of the solution and not the problem
will definitely help. By expanding the competences of the Tourism Directorate at the Ministry of Economy to internationalisation
or international economic cooperation, our conviction about the importance of our sector in the overall national economy has
been further confirmed.
During the adoption of the new Slovenian tourism strategy, for at least four years the international economic situation has been
facing daily news of company bankruptcies, growing unemployment, protests in front of financial institutions, concern for the
future of the European currency and similar. In these precarious circumstances, the successful development of tourism and
marketing undoubtedly provides a solution rather than presents part of the problem.
According to the data provided by the World Tourist Organisation (UNWTO), 2011 saw remarkable trends in the development of
tourism in all global regions, except for the so-called 'Arab Spring' in North Africa and the Middle East. The final data on Slovenian
tourism show that Slovenia substantially exceeds the European average, and some foreign markets rank Slovenia among the
'stars' of this year's summer season, as international tourist arrivals have reached nearly a double-digit growth (nine per cent).
Furthermore, in recent years, stakeholders and co-shapers of Slovenian tourism have reached a very broad consensus on the
sustainable development of tourism. This means that tourism must be environmentally friendly, protective towards national
and local culture, and focused on maintaining social balance in terms of prosperity for every individual, family, society, and thus
our country. Last but not least, the Slovenian tourist community has accepted its share of responsibility for climate change and
strengthened its sense of social responsibility.
The change that was announced and substantiated by the Tourism and Internationalisation Directorate and the Slovenian
Tourist Board with their partners at the Slovenian Tourism Forum at Radenci in 2009 is much more important than it seems.
It is about the historical consensus of one of the important key activities of the Slovenian economy. Sustainable development
may be, without reservations, approved by managers of large tourist systems, their marketing agents, promoters in regional
and local tourism organisations, travel enthusiasts in the tourism associations and the Tourist Association of Slovenia, trainers,
innkeepers, taxi drivers and airline cabin crews, and finally also Slovenian tourism partners outside the HoReCa sector (hotels,
restaurants and catering), and politicians from the local level to the National Assembly and the Government of the Republic of
Slovenia, and even the President of the Republic of Slovenia.
Even if the decision about sustainable development as the basis of Slovenian tourism, was quite obvious for the reason that
such a policy was only to protect and enhance the quality of the largest competitive advantage of Slovenian tourism, i.e., the
natural and cultural environment and hospitality of our nation we have to bear in mind that no broad national agreement
or consensus can be taken for granted, in particular in small communities like ours. It is for this reason that the decision about
sustainable development is of historical significance and provides the basis for the preparation and implementation of all
documents and projects in the future.

I. Tourism development in
Slovenia in the 19912011 period
The path towards the independence of Slovenia was quite rocky. Few expected that the proclamation of independence would
automatically weaken a still vague international perception about Slovenia being a safe tourist destination. A ten-day war in
June and July 1991 contributed significantly to this and, although followed by a consolidation period for Slovenia as a country,
the decline in international tourism was so dramatic that it took almost two decades to recover the former number of foreign
tourist arrivals and overnight stays .
However, this was not merely the issue of security. The good, yet quite inexperienced, communication of a young state with
the international public soon reinforced its conviction that Slovenia was a much safer tourist destination in comparison to
other destinations, and, above all, a more established and well-recognised tourist goal. Key tasks were mainly focused on the
restructuring of the tourism economy, the privatisation of the hotel industry, the reconstruction of accommodation capacities,
the establishment of new tour operators, travel agencies and carriers, full access to foreign markets and, for a Slovenian tourist,
also to destinations abroad, etc.
We have addressed three strategic issues; firstly, how to open wide the door to foreign capital that would, through direct
investment, become the co-owner of our tourism, then orientation towards the mass tourism or exclusivity and, finally, the
painful issue of the recognisability and promotion of Slovenian tourism in the international public. With regard to the first issue,
it was quickly established that a small country like Slovenia was not exactly on the priority list among foreign investors. We had
to rely on our own resources and we soon realised that consequently Slovenian tourism is stronger and independent from the
influence of powerful foreign owners. Realising this, we needed a small step to the conviction that Slovenia's smallness in size
and tourist activity, in comparison with mighty neighbours of Austria, Italy and Croatia, does not allow our country to focus on
mass tourism,
nor to focus on exclusive tourism, but rather on designing a comprehensive tourism offer according to the tailor-made
principle.

Rather than receiving anonymous tourist crowds arriving with charter flights, our tourists were 'known by name', and offered
products of active, cultural, convention, health and wellness tourism1 and, above all recently, true gastronomic and wine
indulgences. In this field, we determinedly discontinued the practice of tourism development until the dissolution of Yugoslavia
in 1991. The decision not to encourage mass tourism was one of our first strategic steps and one that in fact enabled recent
consensus on the sustainable development of tourism.
The independent growth of Slovenian tourism has always been accompanied by the shadow of poor recognisability in the
world. For some time this was attributed to poor promotion. However, even the last advocators of this cause realised that the
promotion of Slovenian tourism had never been as good as that conducted since the establishment of the Slovenia Tourism
Promotion Centre (1995) or, subsequently, the Slovenian Tourist Board, and that the reasons were rooted elsewhere. The main
reason for Slovenia's poor recognisability abroad, as a country and tourist destination, is because the country is young, while
every destination builds its reputation for decades and each country for centuries. Only in recent years has it been established
that the main goal is not a worldwide recognisability of Slovenian tourism, but its good, rather excellent reputation among
decision-makers and opinion leaders, who will spread their opinions to their countries and markets, among businessmen,
tourists, travellers, target groups and market niches. After a few years of successful cooperation with EU institutions, a bold
decision was made to take a more aggressive approach in more distant countries, in particular in the BRICS countries (Brazil,
Russia, India, China and South Africa. The results were achieved faster than expected by many analysts; as early as in summer
2011, Ljubljana's streets, Bled Castle, Postojna Caves, and Tartini Square in Piran were visited by tourists who a few years ago had
not been aware of the existence of Slovenia.
1

Well-being tourism.

II. Slovenian Tourism Strategy

Why is a tourism development strategy necessary? Because this strategic economic activity, which has a strong and positive
impact on natural, cultural and social development of the natural and social environment, concerns a considerable number of
various stakeholders governed by private and public law, and civil and social organisations, all having a wide variety of individual
interests. These are to be brought forward and identified. All options should be discussed and, as much as possible, based on
an overview of the current situation in this sector, these interests should be brought into line at the international level and
implemented.
The term 'strategy' implies that activity is focused on the future and development, which is why we have to set high, but realistic
and achievable goals.
When the economic system of the socialist self-management changed into a market economy at the beginning of the 1990s,
economic entities took the initiative. They have primarily dealt with the privatisation of the former socially-owned property, the
reconstruction of worn-out facilities and the development of new economic factors; among them, small and medium-sized
enterprises still prevail. In 1995, the state became more actively engaged in tourism.
In January 1995, the National Assembly of the Republic of Slovenia adopted a resolution on strategic aims in the field of tourism
development in Republic Slovenia with a programme of activities and measures, imposing on the government the establishment
of a public institution for the promotion of tourism and the drafting of the law governing the promotion of tourism. When in
place and fully operational, this institution the Slovenia Tourism Promotion Centre broke new grounds in spring 1996 and
prepared a document entitled Index 356, which is considered to be the first true marketing strategy of Slovenian tourism.
A number of documents were prepared that outlined the direction of tourism development. The first tourism development
strategy was adopted and the organised marketing of Slovenia as a tourist destination began under the auspices of the Slovenia
Tourism Promotion Centre (the STPB: in 1999, it was renamed as the Slovenian Tourist Board); the first college of tourism was
established.
The primary goal of the resolution was to develop recognisable and market-oriented tourism offers based on domestic
knowledge and cultural heritage. They were to offer quality, to be tailored to the needs of tourists with higher purchasing power
and to make Slovenia a recognised destination on the tourist market. The offer was to be developed in delineated geographical
units (mountains, sea, including the Karst, health resorts, towns and rural country). This strategic document also set quantitative
objectives that were to be achieved in the period from 1995 to 2000. The tourism sector was expected to attract 6 million
tourists and offer 12 million overnight stays, while foreign currency inflow would amount to 3.5 billion USD. The investment
in infrastructure was to increase the quality of accommodation facilities and other infrastructure, while the accommodation
facilities should be increased by additional 20 000 beds. One of the most important measures put forward by the resolution was
to draft a law governing tourism.
In 1995, the Gaming Act and the Hospitality Industry Act entered into force; furthermore, general practices and customs were
adopted in the hospitality industry. The classification of accommodation facilities was introduced in 1997, when the government
established the Ministry of Small Business and Tourism that was headquartered in Maribor; a year later, the Tourism Development
Act was adopted. The law was drafted with a view to fostering an environment which would facilitate the development of tourism.
In terms of contents, the law consisted of two parts. The first part identified the activities, forms, financing and organisation of
tourism at the local and national levels, while its second part specified trading conditions in selected tourism activities. In terms
of the organisation in tourism, the law envisaged the setting up of local tourism organisations (LTO) to promote tourism at the

10

local level. The law also regulated the operation of agencies and tourist guides; in 1999, the Chamber of Commerce and Industry
of Slovenia began licensing procedures for tour operators and tourist guides.
In the first decade of the 21st century, attention was paid to the strengthening of tourist demand and supply, and the
restructuring and increasing of the quality of tourism offer in view of the increasingly clear orientation towards sustainable
development. There were also mergers of larger enterprises, investment in new tourist infrastructure and reconstruction of
existing infrastructure. The legislation governing tourism underwent major revisions. A new umbrella law was adopted in 2004
and 2008 saw the adoption of new rules on the classification of accommodation facilities.
The 20022006 strategic document replaced the administrative model of management with a business approach, taking
into account the principles of sustainable development, comprehensive spatial development of the state, life quality, market
niches and the quality of offer, service clusters and development centres and social capital, and business partnership. In tourism
development, business entities were to market individual destinations by means of products, programmes and in delineated
tourist areas. The strategy also envisaged the introduction of annual policies by means of which the state would define the
targeted programmes, financial means and implementing instruments for achieving programme objectives. It highlighted
the importance of integrating national, regional, local and entrepreneurial interests and services in the fields that improved
Slovenia's competitive advantage.
Basic orientations of tourism development were to be derived from competitive advantages, mainly the geographical position
and the variety of offer. The strategy envisaged that tourism offer in Slovenia be divided into ten basic tourist areas (the Coast,
Goriko, Karst, Ljubljana, the Julian Alps, Pohorje-Maribor, Pomurje-Obsotelje, Dolenjska, the Slovenian countryside and towns
with hinterland). Based on these delineated areas, the development of integral tourism offer was discussed within the products
(gambling, health and spa, and business tourism), geographical areas (the Julian Alps, Maribor, Karst and the Coast) and
programme areas directed into countryside (3E: ecological, ethnological and oenological), recreational (3A: active, action and
adrenaline), and experience tourism (3D: doivljajski, dediinski in domiljijski (experience, heritage and fantasy)).
The quantitative and qualitative objectives of the strategy also included the increase in the annual tourism turnover to EUR 1.6
billion, the number of night overstays by seven per cent per annum, average daily individual tourist consumption of EUR 80 per
day, occupancy rate of facilities to at least 50 per cent, the upgrading of at least 4 000 hotel beds, the development of a minimum
of 38 new tourist farms and the improvement of the beds on offer in mountain huts, youth hostels and camps. Furthermore, this
would increase the recognisability of Slovenia, improve the educational structure in tourism, preserve the nature and increase
the integration of cultural heritage in tourism.
The Promotion of Tourism Development Act (ZSRT) was replaced by the Tourism Development Act in 1998. The new law did
not define the method for tourism organisation at the local level or the compulsory membership, which was disputable in the
old law. In terms of contents, the new law was also divided into two parts: the first part defined the planning, financing and
encouragement of tourism development at the national and local levels, while the second part contained the conditions for the
implementation of certain activities relating to tourism. It primarily sets the conditions to be met by tourist agents, tourist guides
and escorts, tour operators or organisers of sport events.
With the Development Plan and Policies of Slovene Tourism 20072011 (DPPST, 2006), the Ministry of the Economy aimed
to set up a development model of tourism in the period 20072011 that would best evaluate key development potentials in
tourism. The document defined the role and tasks of individual stakeholders involved in tourism development. It proposed a
model of destination organisation resulting in a simple organisation and increased efficiency of Slovenian tourism, which was
to be simpler and more effective. Furthermore, the document included guidance for the marketing and promotion of Slovenian
tourism.
Such an introduction was important because the review of twenty years of Slovenian tourism challenged us to look into the
future. We cannot continue to congratulate ourselves for our successor or to dwell on the past. Let's walk forward into the future!

11

III. 2012-2016 Slovenian Tourism

Development Strategy
(summary)
The 2012-2016 Partnership for the Sustainable Development of Slovenian Tourism (the working title of the new tourism strategy)
is based on experience of the previous two decades and discoveries from at least a century before that, on the theoretical
knowledge and findings from the fifteen years of the Slovenian Tourist Board's operations, cooperation between the Ministry of
Economic Development and Technology, the Slovenian Tourist Board and stakeholders from the private and civil society sectors
and, especially, on a very clear image of what we wish to achieve in the future2.
Emphasis is placed on the sustainable concept of tourism development in all areas and levels.
In general, there are three development areas, but the main goal of the national tourism strategy is actually to achieve
synergy among all of them:

increasing competitiveness,

favourable business environment,

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

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

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

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

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

All these objectives are accompanied by the basic orientation towards sustainable development, the concern for
economic, socio-cultural and natural environment, management of the environmental impacts and quality of the
environment, transition to a low-carbon society, etc.

As already pointed out, it is sustainable development that forms the strategic basis dictating steps and projects to be taken next,
and that will allow the international expert and wider community to identify Slovenia as an excellent, green, active, healthy and
pleasurable destination to visit and do business with.

12

The strategy is based on the premises of two research papers: The Analysis of Slovenian Tourism from 1991 to 2010 (Turistica, 2011), and The Expert
Groundwork for the Development and Marketing Strategy of Slovenian Tourism 20122016 (The Institute for Tourism of the Faculty of Economics,
Slovenian Tourist Board, 2011).

The main quantitative objectives are:

increase the volume of tourist activity (tourism turnover: revenues and profit from the hospitality and tourism sector,
number of tourists, number of overnight stays):

number of overnight stays: 2 % (annual growth rate),

number of tourists: 4 % (annual growth rate),

inflow from the export of travel: 6 %-8 % (annual growth rate).
In order to reach the above objective, it is necessary that:

the principles of sustainable development of tourism be effectively enforced,

a favourable business environment be ensured,

higher quality be achieved and conditions be established that will lead to greater competitiveness of Slovenian
tourism,

efficient and innovative marketing and promotion of Slovenia as an attractive tourist destination be planned and
implemented.
Strategic measures for competitive and sustainable Slovenian tourism3:
1.

2.

3.

Encouragement to increase competitiveness

The strategy proposes that all stakeholders in Slovenian tourism should promote the further development of tourist
destinations (regional tourism organisations, local tourism organisations, tourist societies).
The strategy promotes research and development, both in the public and private sectors, to provide appropriate bases
for business decision making.
In cooperation with educational institutions, this will raise the qualifications of employees in the hospitality and tourism
sectors, and encourage innovations in the upgrading and development of high-value added tourism products.
Those responsible for international integration will monitor and represent the interests of Slovenia in the creation of
development orientations at the level of the EU, UNWTO, OECD and in other international organisations.
The state promotes investments in green tourist infrastructure in broader terms and supports the development and
establishment of suitable flight, rail and road connections in order to make Slovenia more accessible.
Slovenia is developing a tourism offer that will also be interesting for tourists outside the main tourist season, thus affecting
the de-seasonalisation and ensuring on-going visits of tourist destinations.
Ensuring a favourable business environment
Slovenian tourism requires efficient coordination and cooperation at the inter-ministerial level with a view to exploiting
all policies and financial instruments of the Republic of Slovenia and the EU in the development of sustainable tourism as
well as possible.
The government has to provide a favourable business and regulatory framework, thus ensuring faster development and
increase in the competitiveness of Slovenian tourism.
The organisation of Slovenian tourism has to enable the efficient implementation of tasks at the national, regional and
local levels, promote entrepreneurial development, increase competitiveness as well as ensure appropriate financial
frameworks for the development of sustainable tourism at the national level.
It is essential that the system of multi-term winter school holidays be re-established.
Efficient marketing and promotion of Slovenia
Slovenia has to become a recognisable and highly-positioned destination for target segments. In order to increase the
recognisability and reach the desired ranking as a tourist destination on selected sending markets for Slovenian tourism
and among the selected target groups, the consistent use of the brand of Slovenia is to be provided in the entire tourism
economy and, at the same time, cooperation with other targeted fields of the brand of Slovenia is to be intensified.
Adequate resources for better promotion and internationalisation of tourism must be provided.
Tourism products need to be clearly positioned, and intensively and efficiently marketed on individual markets.
Slovenia is to be innovatively and efficiently marketed through activities of digital marketing and the integration of
e-marketing and classic marketing.
It is essential that Slovenia also be innovatively and efficiently marketed in the virtual world using modern marketing
tools and the integration of e-marketing and classic marketing.
The tourist sector is to have a key role in the management of Unique Selling Proposition (a.k.a. USP) of Slovenian tourism.
It is essential that partnerships of all public, private and civil entities of tourism be established, and the activities
harmonised and implemented with the aim of achieving synergistic effects at all levels of operation.
The measures listed are briefly summarised from Chapter 4.

13

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

www.slovenia.info | Matej Vrani

1.1 Tourism as Slovenia's

development opportunity
Pursuant to Article 2 of the Promotion of Tourism Development Act (Uradni list RS (Official Gazette of the Republic of
Slovenia), no. 2/04), the Government of the Republic of Slovenia at its 81st regular session on 11 May 2010, under item 1,
adopted the following decision:

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

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

Worldwide

Estimates for 2022

Slovenia
Worldwide

GDP (direct contribution)

3,5 %

2,8 %

3,3 %

3,0 %

GDP (total contribution)

12,9 %

9,1 %

12,4 %

9,8 %

Number of jobs(direct)

33.000
(3,9 % of total
employment)

98.031.500
(3,3 % of total
employment)

34.000
(3,9 % of total
employment)

120.427.000
(3,6 % of total
employment)

Number of jobs(total)

111.000
(13,2 % of total
employment)

260.093.000
(8,7 % of total
employment)

115.000
(13,0 % of total
employment)

327.922.000
(9,8 % of total
employment)

8,8 %
9,9 %

5,3 %
4,9 %

7,0 %
10,7 %

4,3 %
5,1 %

Visitor exports (% of total)

Capital investment (% of total)
Source: World Travel & Tourism Council, 2012

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

16

4
5

Source: Statistical Office of the Republic of Slovenia (hereinafter: the SORS), Tourist arrivals and overnight stays by countries, December 2011.
Source: Bank of Slovenia, Financial Statistics, Travels in the period 1994 2011.

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

Source: Bank of Slovenia (Travels in the period 19942011)

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

Figure 2: Tourism flows by arrivals of foreign and domestic tourists, Slovenia, by years, 19912011

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

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

17

The number of overnight stays in 2011 rose by 5.4 % compared to the year before, whereby a 9.3 % increase in the number of
overnight stays by foreign tourists and a 0.5 % rise in the number of overnight stays by domestic tourists was noted.
Figure 3: Tourism flows by overnight stays of foreign and domestic tourists, Slovenia, by years, 19912011

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

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

Source: SORS

The average period of stay by foreign and domestic tourists

is becoming shorter.

18

www.slovenia.info | Tomo Jeseninik

Figure 4: Domestic and foreign tourist overnight stays, Slovenia, 19912011

Figure 5: The flows of the average periods of stays domestic and foreign tourists, Slovenia, by years, 19912011

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

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

Figure 6: The number of rooms and beds, Slovenia, 19912010 (old and new methodology)

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

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

19

According to the estimate of the

World Tourism and Travel Council
(WTTC), tourism in Slovenia creates
as much as 12 % of GDP. At the same
time, tourism is a very important
export activity that represents a
good 8 % of total export and over
40 % of services export in Slovenia's
balance of payments (source: Bank of
Slovenia).
According to the data provided by the
Bank of Slovenia, the receipts from
the export of travel in 2011 increased
by 0.5 % compared to 2010. The
growth trend, however, was slightly
more moderate than the growth of
the number of arrivals by foreign
tourists, which indicates that the crisis
still affects the results in tourism and
is also reflected in the new guidelines
of tourist demand.

20

Anja op

Tourists plan their holidays more

thoroughly, searching for the most
suitable ratios between price and
quality. Spending outside bedand-breakfasts (pensions) has also
decreased.

1.2

The Brand of Slovenia

Slovenia's brand, 'I feel Slovenia', has been in use since 2007. Compared to other brands that were used in Slovenia in the past,
this is a systematic and modern attempt to establish a brand involving all areas, not only tourism.
Some of the stated elements of Slovenia's brand identity (Figure 7) are similar to characteristics of other nations and countries,
while others are unique to Slovenia.
What makes Slovenia special is a combination of the above elements. This combination creates countless harmonised
stories and builds a Slovenian experience. A part of the Slovenian story can already be experienced, while the other part
represents our common desires regarding the development of Slovenia. Below only one story is presented. Each user will
derive his or her own variation but they will all have the same core.
Figure 7: Brand of Slovenia

Source: Overall Slovenia brand design

21

The Core of Slovenia's Brand

In Slovenia, green is more than just a colour; it is 'Slovenian green', expressing the balance between the calm of nature and
the tenacity of Slovenians. It speaks of unspoilt nature and our focus on maintaining it as such. It symbolises a balance of
lifestyle that joins the pleasant excitement with which we pursue personal desires with the common vision to move forward
with nature. Slovenian green also describes our focus on the elemental, on what we feel under our hands.
And finally, Slovenian green speaks of the harmony of all senses with which we experience Slovenia.
A memory of Slovenia combines the smell of a forest, a babbling brook, a surprising taste of water, and the softness of wood.
We feel Slovenia.

The brand is the substantive core of the Slovenian tourism development strategy. It is evident that the 20122016
development strategy is more oriented towards the elements such as organic development, environmental responsibility and
links with nature.
Given that Slovenian green is permanent and the most important feature of Slovenia and Slovenian tourism, the core-focused
orientation in this period is even more logical.
In terms of development, it should be noted that other elements of the formula, which in this period will not be substantially
focused on, are equally important.
We need to bear in mind that the changed circumstances on global markets and changed habits of tourists will require smaller
adjustments in focus, in particular in adapting functional promises of individual tourism products, integrated products or
brands of providers.

22

www.slovenia.info | Tomo Jeseninik

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

1.3 Budget funds for tourism

development
In addition to private sector investments, funds for the development of tourism and tourist infrastructure were also provided by
the state. In the previous decade, EUR 269 million was allocated for tourism. Given the importance of tourism for the Slovenian
economy, this amount is not significant. It is important to note, however, that the state has increased its funds for tourism.
Figure 8: Budget and EU funds earmarked for tourism, Slovenia, 20012011 (in EUR)

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

Figure 8 presents the state budget funds available in the previous ten years for direct measures that were aimed at promoting
tourism development (marketing, investments, operation of the Slovenian Tourist Board, research and development, human
resources, etc.) and were carried out by the Ministry of Economic Development and Technology and implementing institutions
(Slovenian Tourist Board, Slovenian Enterprise Fund).
Figure 8 shows a steady increase in available funds. After 2004, a considerable rise in funds has been recorded, because in 2004
the Republic of Slovenia joined the EU and was thus able to draw resources from the EU funds (also for the development of
tourist infrastructure). The funds were adapted to meet the needs arising from the implementation schedule for the projects
approved. In the 20012011 period, the budget provided EUR 182.93 million for investment policy. The stated assets encouraged
the investment cycle in the period concerned, specifically in the total value of EUR 649.68 million. Within the projects concluded
to date, a total of 1 252 new jobs were created and 6 679 new beds provided. Most of the remaining funds (EUR 86.09 million)
were primarily earmarked for marketing measures or measures carried out by the Slovenian Tourist Board.
The Promotion of Tourism Development Act, in Article 8, states the resources (Ur. l. RS, no. 2/04) necessary for the implementation
of the strategy and annual tourism policies. Resources are provided from the budget of the Republic of Slovenia (as already
stated) and from the allocated resources of the Republic of Slovenia obtained from the concession fees for the organisation of
special games of chance and intended for the development and promotion of tourism at the national level in accordance with
Article 74 of the Gaming Act.

23

We believe that a consistent implementation of the aforementioned Act would substantially increase financial resources for this
purpose.
The distribution of the concession fee obtained from the operation of special games of chance is laid down in Article 74 of the
Gaming Act; i.e. 2.2 % of the concession fee is the income of the FIHO7 and 2.2 % of the concession fee is the income of the FO8.
From the remaining part, 50 % is the revenue of the budget of the Republic of Slovenia and is allocated to the development and
promotion of tourism, and 50 % is allocated to local communities in the integrated tourist area and used for the organisation of
an inhabitant-friendlier environment and for the tourist infrastructure.9
In accordance with Article 20 of the Promotion of Tourism Development Act, the financial resources earmarked for tourism
development are also provided at the level of tourist area, specifically by municipal budgets from earmarked resources:

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

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

Figure 9: Data on actually realised municipality revenues obtained from tourist tax for the 20072011 period (in EUR).

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

24

7
8
9

Foundation for the Financing of Disability and Humanitarian Organisations in the Republic of Slovenia
Foundation for Funding Sports Organisations in the Republic of Slovenia.
The total amount of concession fees in the period from 2005 to 2009 exceeded EUR 50 million per year. The maximum amount was recorded in
2007 (EUR 57.5 million); subsequently, the resources decreased and in 2010 the paid concession fees amounted to EUR 48.2 million.

Figure 10: Data on actually realised municipality revenues obtained from concession fees and special games of chance in the
20072011 period (in EUR)

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

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

www.slovenia.info | Arhiv Postojnske jame

The proposal to increase budgetary funds for tourism development is substantiated in detail in the enclosure.

25

1.4 The EU Roadmap

1.4.1 The importance of tourism in

the EU
Tourism is a key sector of the European economy.

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

1.4.2 Important EU legal bases

With the Lisbon Treaty, tourism was given the first independent legal basis (Title XXI, Tourism and Article 176 B) for the adoption
of the EU's independent development and organisational measures, which are aimed at promoting competitiveness of the
European tourism and implemented as complement actions within the Member States in this field. The sector of tourism still
remains within the competence of the Member States.
The new EU tourism policy entitled Europe, the world's No. 1 tourist destination a new political framework for tourism in
Europe, which was adopted by the European Commission (EC, COM(2010) 352 final, 30 June 2010) and approved by the EU
Council in November 2010, was created in close cooperation and consultation with the Member States at the ministerial level.
The basis for the new EU tourism policy was adopted in Madrid with the 'Madrid Declaration' for sustainable and responsible
tourism in Europe, conveying a high degree of consensus among the Member States on the new EU tourism policy at the
European, national and regional-local levels to encourage the economic growth, the creation of new jobs and competitiveness,
and enhance the visibility of European tourism, mainly on third markets and a satisfactory productivity of the tourism industry.
As an important strategic EU document to encourage environmental, social and economic sustainability of EU tourism, in
2007 the European Commission produced the Agenda for a sustainable and competitive European tourism, which was also
endorsed by the EU Council, while the Resolution of the European Parliament (2007) confirmed A Renewed EU Tourism Policy
and the Agenda for a sustainable and competitive European tourism.

26

The next EU strategic policy document is the Europe 2020 Strategy, which is to achieve the goals set through smart, sustainable
and inclusive growth across Europe. The strategy was prepared in order to develop integrated guidelines for a quick exit from
the crisis in the entire Europe.
Another important document is COSME (the EU Framework Programme for the Competitiveness of Enterprises and Small and
Medium-sized Enterprises 20142020, with a foreseen budget of EUR 2.4 billion). From 2014 onwards, the programme will run as
a Regulation and a framework programme and will, in terms of contents and finance, complement the measures taken by the
Member States for development of tourism industry.

1.4.3 EU orientations
On 30 June 2010, the European Commission presented a new communication: COM(2010) 352 final or 'Europe, the world's No
1 tourist destination a new political framework for tourism in Europe'.
The key objectives of the new EU tourism policy are the following:
1.
2.
3.
4.

keeping Europe the world's top tourist destination; (in recent years, Europe's position as the world's No 1 tourist
destination has been eroded by Asia, Africa and America);
enhancing the visibility of Europe as a global tourism brand;
boosting 'green' growth, productivity, innovation; and
stimulating competitiveness in the European tourism sector.

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

Europe, the world's No 1 tourist

destination a new political
framework for tourism in Europe
EC, COM(2010) 352 final
30 June 2010

1.

Keeping Europe the world's

top tourist destination

2.

Enhancing the visibility of

Europe as a global tourism
brand

3.

Boosting 'green' growth,

productivity, innovation

4.

Improving the
competitiveness of the
tourism sector in Europe,
mainly of tourist small and
medium-sized enterprises,
taking into account the goals of
the Europe 2020 Strategy

21 measures divided into four areas

1.

Measures to stimulate
competitiveness in the
European tourism sector

2.

Measures to promote the

development of sustainable,
responsible and high-quality
tourism

3.

Measures to consolidate the

image and visibility of Europe
as a collection of sustainable
and high-quality tourist
destinations

4.

Measures to maximise the

potential of EU policies and
financial instruments for the
development of tourism

Key orientations of the aforementioned EU documents also provide the basis for orientations or development areas in the
Slovenian tourism development strategy.

27

1.5 Travel and tourism

competitiveness index
In terms of the Travel and Tourism Competitiveness Index (WEF10), Slovenia is ranked 33rd out of the 139 countries in 2011; since
2009 (ranked 35th), Slovenia has improved by two rankings, while since 2007 it moved up by as many as 11 places higher in the
ranking (44th in 2007).

Slovenia ranked 29th (38th in 2009) in terms of regulatory framework, 33rd in terms of business environment and
infrastructure (the same as in 2009) and 53rd in terms of human, cultural and natural resources (61st in 2009).

Table 3: Slovenia's ranking using different criteria

Slovenia's 2011
ranking

Slovenia's 2099
ranking

33
(2011)

35
(2010)

Country Brand Index 2010

54
(Central and
Eastern Europe:
8)

65

Institute for Economics

and Peace in cooperation
with Economist
Intelligence Unit

Global Peace Index

11
(Central and
Eastern Europe:
1)

Swiss Institute
of Management
Development (IMD)

World Competitiveness Index

51
(tourism receipts
in GDP: 10)

52

National Geographic
Traveler

Criteria: environmental and ecological

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

Source:

Research

WEF

Travel & Tourism Competitivness Index 201111

Future Brand

NEF (The new economics

foundation)

10
11
12

28

Happy Planet Index (HPI)12

8 (out of 30
European
countries index
48.5)

World Economic Forum.

See detailed explanation in the following chapter.
The Happy Planet Index shows the ecological efficiency with which human well-being is created (scale from 0 to 100). It combines environmental
impact with well-being to measure the environmental efficiency. It measures happiness of people and life expectancy by taking account of
resource consumption and is expressed as ecological (global, HPI) or carbon (European HPI) footprint. The countries that score well demonstrate
that it is possible to live long and happy life without excessive consumption of natural resources (The first country on the European HPI list is
Island indexed 72.3 the calculations are for 2007).

Table 4 shows the competitiveness index of Slovenian tourism for 2007, 2008, 2009 and 2011.
Table 4: The Slovenia's Travel and Tourism Competitiveness Index
Rank

I.

II.

2007

2008

2009

Travel & Tourism Competitiveness Index

44.

36.

35.

33.

Regulatory framework

44.

42.

38.

29.

Policy rules and regulations

81.

87.

66.

65.

Environmental sustainability

27.

17.

20.

23.

Safety and security

33.

20.

24.

29.

Health and hygiene

34.

36.

36.

39.

Prioritisation of Travel and Tourism

77.

84.

80.

44.

Business environment and infrastructure

38.

33.

33.

33.

Air transport infrastructure

79.

70.

70.

74.

Ground transport infrastructure

37.

23.

23.

25.

Tourism infrastructure

20.

20.

16.

17.

ICT infrastructure

28.

26.

27.

26.

106.

102.

94.

99.

Human, cultural and natural resources

53.

61.

61.

53.

Human resources

52.

35.

36.

42.

Price competition in tourism.

III.

2011

Affinity for Travel & Tourism

60.

53.

70.

49.

Natural resources

57.*

76.

79.

64.

Cultural resources

57.*

54.

54.

58.

www.slovenia.info | A. Fever

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

29

1.6 Challenges

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

Increasing the competitiveness in the aforementioned areas is a key priority in the new 20122016 strategic period.

Table 5: Competitive advantages

Area

Rank

Environmental sustainability

23.

Environmental legislation

31.

Safety and security

29.

Tourism infrastructure

17.

Number of rooms per capita

29.

Road density

12.

ICT structure

26.

Hotel price index

29.

Tourism receipts as a share of GDP

29.

Quality of the natural environment

16.

Table 6: Areas lacking competitiveness

Area
Prevalence of foreign ownership

116.

Openness of bilateral Air Service Agreements

126.

Sustainability of tourism industry development

Government prioritisation of tourism industry
Effectiveness of marketing
Airport infrastructure number of operating airlines
Quality of railroad infrastructure
Airport charges
Fuel price levels
Hiring and firing practicing

30

Rank

71.
94.
68.
116.
49.
103.
80.
132.

Regulations and labour legislation

82.

Attitude of population toward foreign visitors

79.

Number of World Heritage cultural sites

122.

1.7 Identified obstacles in achieving

greater competitiveness of
Slovenian tourism13
Based on findings, the following obstacles were identified in the process of attaining greater competitiveness:
1.

FUNDS FOR THE DEVELOPMENT AND MARKETING OF SLOVENIAN TOURISM

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

2.

ACCESSIBILITY OF SLOVENIA
poor direct flight connections with the key markets of Slovenian tourism,
poor and outdated railway infrastructure,
poor road connections from motorways to some most important tourism centres,
the vignette (toll collection) system unfriendly to visitors and tourists,
poorly regulated visa policy on promising markets of Slovenian tourism,

3.

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

4.

TOURISM OFFER
lack of competitive tourism products,
added value or attained price of tourism products is too low,
non-cooperation of tourism providers and unconnected tourism offer,
unsatisfactory situation and insufficient action in the field of green or sustainable development in tourism and other
sectors,
gaming poorly integrated into tourism offer,

5.

HUMAN RESOURCES IN TOURISM

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

6.

BUSINESS ENVIRONMENT
discouraging investment environment for capital,
inadequate business environment that poorly encourages innovations and competitiveness,
inefficient inter-ministerial coordination to promote tourism development,

7.

LEGISLATION
inconsistent implementation of the Gaming Act to ensure the earmarked use of funds from special games of chance
concession fees,
ministerial regulations that are relevant for tourism fail to adequately take into account interests and needs of this area.

13

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

31

1.8 Monitoring of tourism industry

performance at national and
entrepreneurial levels
Table 7: Presentation of physical and value indicators for the evaluation of performance effectiveness
Indicators14
Number of tourist arrivals
Number of overnight stays
Receipts from exported trips

Nivo
National level
(Source: SORS)
National level
(Source: SORS)
National level
Source: Bank of Slovenia (BS)
National level
(Source: Tourism Satellite Accounts;
evaluation of economic importance of tourism in Slovenia)

Indicators for financial performance of enterprises

Entrepreneurial level (benchmarking)15
(Source: data on enterprises, collected and processed at the
sectoral level, interest groups, product, etc. 16 )
In the next period, the performance or attainment of objectives will be presented by taking into consideration not only physical
indicators, e.g. the number of tourist arrivals and overnight stays and receipts from tourism (export), but also additional
performance indicators for companies engaged in the hospitality and tourism industries.
The development in the economic sector is not only measured by economic indicators but also by a number of indicators
measuring the attainment of several developmental goals.
The orientation of Slovenian tourism towards sustainable development requires that account be taken of economic, socialcultural and environmental indicators as well as tourist satisfaction indicators in the evaluation of business performance, as well
as of the indicators of the political environment.
The principles of sustainability are comprehensive and affect various areas of expertise; consequently, we suggest dividing the
indicators into three areas: 17

economic area,

socio-cultural area,

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

14
15
16

32

17

At the accommodation level, the indicators are presented in the 2009 document entitled Oblikovanje modela merjenja uspenosti poslovanja
hotelskih podjetij (Dening the model for measuring the performance in hotel companies).
According to the recommendations of the tourism industry (workshop with the representatives of tourism industry at the Ministry of the Economy, 14 June 2011).
e.g. Indicators according to the Uniform System of Accounts for Lodging Industry (USALI): Revenue per Available Room RevPar, Average Daily
Room Rate ADR, occupancy, EBITDA, EBIT, value added per employee, receipts per tourist or overnight stay, etc.
The proposal is made on the basis of the conclusions in the document entitled Oblikovanje modela merjenja uspenosti poslovanja hotelskih
podjetij (Dening the model for measuring the performance in hotel companies).

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

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

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

indicators relating to the performance of an individual department of a hotel company (hospitality industry, congresses,
wellness or well-being programmes, etc.).
Among the indicators for measuring the marketing performance of companies, indicators relating to tourist satisfaction
stand out the most. The area of marketing includes indicators of performance as perceived by tourists, indicators of marketing
performance in terms of the contributions of marketing activities to business results, and indicators of a company's position on
the market.
Socio-cultural environment. Such indicators help to monitor the mitigation of negative impacts on the social environment.
They also assist in monitoring the positive effects or benefits for the social environment, e.g. positive effects on the life of natives.
The area of the natural environment, often called the ecological environment, includes sustainable development indicators
relating to the natural and cultural environment. They enable us to follow the mitigation of negative effects as well as to measure
positive effects of tourism on the natural environment of the destination and on its cultural heritage.
At the national level, Tourism Satellite Accounts (TSA) should be made at least every two years. The last Tourism Satellite
Accounts were made for 2003 and extrapolation for 2006. In the years to come, this will be one of the on-going tasks of the
Statistical Office of the Republic of Slovenia in the area of tourism. The first tourism satellite accounts will be published in 2012
when the evaluation of the economic importance of tourism in 200919 has been prepared.
Furthermore, the data should be obtained not only by individual accommodation facilities or by the scope of hospitality
and tourism industries, but also by individual segments, such as congress tourism, health tourism, youth tourism, countryside
tourism, etc. (contribution of an individual segment, multiplying effects, etc.20

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

18

Arhiv LTO Kranjska Gora

19
20

Given the performance analysis in the 20082010 period (source: Business performance indicators of companies in the selected sectors of hospitality and tourism industries, 20082010), the monitoring of the dynamics of business performance indicators is of vital importance.
Source: The Annual Programme of Statistical Surveys 2011, SORS.
Such data should be evident from the Tourism Satellite Accounts.

33

2. MISSION, VISION AND OBJECTIVES OF

SLOVENIAN TOURISM DEVELOPMENT
The development and marketing strategy of
Slovenian tourism for the 20122016 period is built
on the foundations and achievement of objectives21
set in the Development Plan and Policies of Slovene
Tourism 2007-2011, and upgrades them in line with
the foundations of the desired development of
Slovenian tourism in this strategic period.

www.slovenia.info | Ubald Trnkoczy

21

A brief analysis or an overview of the realisation of the 20072001 Development Plan and Policies of the Slovene Tourism and a SWOT analysis of
Slovenian tourism are presented in the expert groundwork for the drafting of the 20122016 Slovenian Tourism Development Strategy.

2.1 Mission, vision and objectives

MISSION
Slovenian sustainable tourism creates an important part of economic and socio-cultural well-being, revenues and jobs, and
is an important contributor to Slovenia's international reputation; it is based on intensive marketing of tourism products of
internationally recognised brands and high added value.

THE 2016 VISION AND PARTNERSHIP COMMITMENT

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

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

OBJECTIVES
The objective of the 20122016 Slovenian Tourism Development Strategy is:
to increase the volume of tourism activity (tourism turnover: revenues and profits from hospitality industry and tourism
activities,22 number of tourists, number of overnight stays):

number of overnight stays: 2 % (annual growth rate),

number of tourists arrivals: 4 % (annual growth rate),

receipts from export of travel: 6 %-8 % (annual growth rate).
In order to reach the above objective, it is required that:
the principles of sustainable tourism development be effectively enforced,

a favourable business environment be ensured,
higher quality be achieved and conditions be established that will lead to greater competitiveness of Slovenian
tourism,
efficient and innovative marketing and promotion of Slovenia as an attractive tourist destination be planned and
implemented.

22

36

The importance of monitoring these indicators is supported by the comparison of data on the number of tourist arrivals and realised overnight
stays (source: SORS), data on the receipts from export of travel (source: BS) in the 20082010 period that indicate a positive growth, and data on
revenues and losses in the selected sector industries of hospitality and tourism in the 20082010 period (source: Business performance indicators
of companies in the selected sectors of hospitality and tourism industries, 20082010) that primarily show losses.

Development areas (or activities)

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

1. Facilitating the increase in the competitiveness of

Slovenian tourism

2. Development of favourable business environment

Measures
1.1 Promoting further development of tourist destinations
(regional tourism organisations, local tourism
organisations, tourism societies);
1.2 Ensuring adequate human resources to meet the needs
of the tourism industry;
1.3 Encouraging improvement in quality;
1.4 Facilitating research and development and providing
appropriate bases for business decision-making;
1.5 Encouraging innovations;
1.6 Making Slovenia more accessible;
1.7 Cooperation with EU and international institutions (EU,
UNWTO, OECD, etc.);
1.8 Encouraging domestic and foreign investments in
tourism infrastructure;
1.9 De-seasonalisation;

2.1 Efficient coordination and cooperation at the interministerial level aimed at exploiting all policies and
financial instruments of the Republic of Slovenia and the
EU for the development of tourism;
2.2 Development of favourable regulatory environment;
2.3 Organisation of Slovenian Tourism;

3.1
3.2
3. Efficient and innovative marketing and promotion
of Slovenia as an attractive tourist destination

3.3
3.4
3.5

Increase in recognisability and reputation of Slovenia

and achieving its desired positioning;
Market segmentation and strategic development plan
by individual markets;
Competitive, clearly positioned tourism products based
on principles of sustainability;
Innovative and effective digital marketing;
Partnership marketing to achieve synergy effects.

37

2.2 Principles of sustainability23

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

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

Tourism is a promoter in all areas of the three pillars of sustainable development concept:
economic pillar (the multiplying effect of tourism in terms of revenues and new jobs is 1.8; it accounts for 40 % of
services export in Slovenia's balance of payment, creating as much as 12 % of GDP in Slovenia;

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

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

Sustainable tourism development is not defined as an independent policy, but is a concept that is implemented in all areas and
tourism development policies.
Sustainable tourism is not a special form of tourism; we strive to make all types and forms of tourism in Slovenia (more) sustainable.
In recent years, the international environment has been pursuing the transition to a green economy; we have been talking
about green tourism and the role of tourism in the green economy, while the term 'green economy' refers to the integration of
sustainable principles into all segments of economic development. At the same time, green tourism not only embraces tourism
services in the green environment, but also includes endeavours and care for the development of all three (four) pillars of the
sustainable development (despite the term 'green' being often seen as equivalent to the environmental and spatial solutions).
The same applies to the term of 'ecotourism' where a clear distinction should be made between ecotourism and the principles
of sustainable tourism, since24 'the term ecotourism itself refers to a segment within the tourism sector, while the sustainability
principles should apply to all types of tourism activities, operations, establishments and projects, including conventional and
alternative forms'.
Because of its interaction with a number of sectors, tourism makes an important contribution to sustainable economic growth
and to the transition to a low-carbon society. The activities supporting sustainable tourism development necessitate the
cooperation of various line ministries; consequently, the coordinated (co)operation of all line ministries is of vital importance for
the consistent implementation of activities and the attainment of the objectives set forth in the strategy. It is imperative that a
consistent inter-sectoral integration25 be established with measurable effects. This document is relevant for and dependent on
other ministries; therefore, it contains activities to be carried out with cooperation of appropriate ministries and government
offices. In this context, the Sustainable Development Council with the Government of the Republic of Slovenia and the
establishment of a systematic and continuous cooperation with other stakeholders are of crucial importance.
Policies designed to overcome the crisis in the developed countries include the development of green economy (the OECD
refers to it as the so-called 'green growth') by increasing energy, social, environmental efficiency; for this purpose, new
technologies are being developed to help create new jobs (green jobs) and, in this way, further promote the economic growth.

38

23
24
25

Sustainable development is a developing concept; therefore, the objective of sustainable tourism, which must be pursued through concerted
efforts in all Slovenian tourism development areas, is being integrated into the level of general objectives.
http://www.unep.fr/scp/tourism/events/iye/pdf/iye_leaflet_text.pdf.
Poor ministerial integration and cooperation are main key barriers to successful development of tourism in Slovenia.

In the international environment, entrepreneurs and decision-makers are perceived to increase their focus on innovations as a
key measure to achieve the objectives of green growth and to improve the existing products.
In the future, Slovenian regions and municipalities will play an extremely important role in the transition into a green economy
in a number of areas that significantly impact tourism development, such as transport infrastructure and public transport,
energy efficiency in public buildings, setting up local chains of food supply (self-catering) and other resources and services, the
development of public services, etc..

For the implementation of the principles of sustainable development in tourism, it is of crucial importance that decisionmakers and key holders of Slovenia's development in other areas (agriculture and forestry, transport, health care,
environment and spatial planning, etc.) also pursue the achievement of sustainability principles.

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

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

raising awareness of suppliers and customers about the principles of sustainable development, the importance of
protecting biodiversity and nature conservation, and about activities for responding and adjusting to climate change;

focus on ecological construction and green investments and the adjustment of the accommodation sector and
management to the principles of sustainability (ecological management; obtaining international eco-certificates), and, for
this purpose, the development of appropriate educational programmes;

encouraging sustainable tourism development in protected areas with the participation of all relevant ministries (Ministry
of Agriculture and the Environment, Ministry of Economic Development and Technology, Ministry of Infrastructure and
Spatial Planning, etc.), local population, the tourism sector and regional and destination organisations (RDO);

encouraging the participation of local population in the planning and development of tourism and local supply chains in
tourist destinations, which are required for tourism development in the local area;

ensuring environmentally responsible stakeholders in terms of supply and demand (sustainable consumers);

providing systemic research for the regular monitoring of the achievement of sustainable development goals on the basis
of a system of indicators;

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

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

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

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

26

In order to accelerate the priorities for improving vulnerability assessment and for the inclusion of measures into the sectoral policies, part of the
funds for the adaptation will also be allocated by the climate fund. Source: The Government Office of the Republic of Slovenia of Climate Change:
The Strategy for the transition of Slovenia to a low carbon society by 2050 Draft.

39

26

Za pospeitev prednostnih nalog izboljave ocene ranljivosti in vkljuevanja ukrepov v sektorske politike bo del sredstev za prilagajanje namenil
tudi podnebni sklad. Vir: Sluba Vlade RS za podnebne spremembe: Strategija prehoda Slovenije v nizkoogljino drubo do leta 2050 osnutek.

3. STRATEGIES

www.slovenia.info | Bobo

3.1 Basic strategy

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

In this strategic period, greater attention will be paid to efficient marketing and promotion of Slovenia as a tourist
destination and to creating a better business environment for tourism development, while focusing on raising the quality
of tourism products and services.

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

In the field of investment policy in this strategic period, private and public investments will be encouraged, with more
emphasis placed on public tourism infrastructure that will generate an additional tourism offer and enable a faster
development of individual tourist destinations.

www.slovenia.info | J. Skok

42

3.2 Business strategy

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

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

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

concern for quality;

concern for employees.

27

Development Plan and Policies of Slovene Tourism 20072011.

43

3.3 Levels of organisation, tourist

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

44

28
29
30
31

The issue is further defined in the enclosure.

Status as per 15 November 2011.
The overview of regional strategies is presented in more details in the Expert Groundwork for the Development and Marketing Strategy of Slovenian Tourism for the 20122016.
An additional financing source for regional destination boards may be obtained through a consistent implementation of Article 74 of the Gaming Act.

Basic policies of the tourism offer

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

GREEN
Slovenia is a green country. Vast forests, the luxury of pure and therapeutic water, the preservation of extraordinary biodiversity,
well-preserved landscape diversity, numerous natural values, and the commitment to sustainable tourism, rank Slovenia among
the green gems of Europe. Nature lovers are the main target group to visit Slovenia as a tourist destination.
ACTIVE
The green nature itself offers wonderful opportunities for sport and recreation. Slovenia has been a desirable destination for
hikers, cyclists and lovers of various water sports for decades, providing a range of active leisure pursuits in close contact with
nature.
HEALTHY
Lovers of nature and active life have set themselves a clear goal the preservation of health and well-being. Natural gifts,
upgraded with activities and events into attractive tourism products of high value added, provide an excellent basis to satisfy
basic needs and desires of the target tourist group.
Figure 11: Cover story of Slovenia as a tourist destination Slovenia. Green. Active. Healthy.

HEALTHY
SLOVENIA

ACTIVE
SLOVENIA

GREEN
SLOVENIA

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

45

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

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

narrow market segments for 'nature lovers' (e.g. lovers of adrenaline adventures),

market segments in view of the forms that are given priority (e.g. lovers of camps, vineyard cottages, farms) and other
market segments.

HEALTH AND WELL-BEING (health resorts, wellness, medical tourism)

ACTIVE HOLIDAYS (winter and summer activities, e.g. skiing, hiking, etc.)
ADVENTURES IN NATURE (countryside tourism, tourist farms, natural parks, EDEN,
ecotourism, camps, etc.)
BUSINESS TOURISM

GASTRONOMY

CULTURE (festivals, cities, etc.)

ENTERTAINMENT TOURISM AND GAMBLING INDUSTRY

CRUISING
At the umbrella level, the communication is oriented towards developing and consolidating the cover story or the brand of
Slovenia, and towards the stated core areas of the offer. In this way, we create a marketing starting point for the more efficient
development and marketing of tourism products, also within individual sets of offer and at individual destinations.
Given the contemporary trends and behaviours of consumers and modern ways of digital marketing, there are still ample
opportunities for the development of niche products and an in-depth specialisation of the offer and for the marketing of narrow
market segments.
The sections below provide some details on the above-mentioned products.32

46

32

The description of the stated products has been made in cooperation with the Slovenian Tourist Board and associations/institutions responsible
for the development of a particular tourism product or service.

www.slovenia.info | Arhiv Terme Dobrna

Health and well-being

HEALTH RESORTS, WELLNESS, MEDICAL TOURISM

The operation of 15 Slovenian natural spas is based on natural therapeutic effects of thermal water, therapeutic peloids and
peat, beneficial effects of sea and mountain climates with aerosols, brine and salt-pan mud. Health resorts and spas merged
their knowledge, experience and development under the Slovenian Spas Association (hereinafter: SSA) that has been operating
as an economic interest grouping for more than 50 years. With realised overnight stays, Slovenian natural spas have become
the most important pillar of Slovenian tourism, accounting for one third of all overnight stays in Slovenia. A wide-range offer
includes programmes for 365 days of the year and covers all target groups. In terms of contents, the SSA programmes are
focused on three main areas: health spa and health care services, which include preventive care and specialist outpatient and
hospital rehabilitation with additional use of natural medicinal means; programmes for relaxation and pampering, which include
wellness services; and the so-called adventure spa programmes for young people (aqua fun).
In the national tourism statistics, spas account for over 680 000 guests and 2.8 million overnight stays annually, which is the
largest contribution in terms of the unique Slovenian tourism product. The focus on sustainable development, the obtained EU
eco-label, and procedures for its obtaining are important challenges following an extremely strong investment cycle over the
past seven years.
The main objectives in the future five-year period include the development of programmes for health maintenance, including
preventive programmes, modern health care programmes that are based on a holistic approach, the specialisation of individual
health resorts and the development of new programmes for relaxation and entertainment. Slovenian natural spas will thus, in a
well-balanced ratio, intertwine wisdom, experience, the natural environment and the distinct features of the country with the
expertise and friendliness of hosts.

47

www.slovenia.info | Jurij Pivka

Active holidays

HIKING AND BIKING

Both tourism products are managed and developed by the Hiking and Biking Economic Interest Grouping (the Hiking and
Biking EIG), operating since April 2008. The development strategies for hiking and biking in Slovenia were prepared in 2006.
The Hiking and Biking EIG operates on the basis of the contracts signed or agreements with the members, the strategic partner
of Slovenia Tourist Board, and other partners. Its members are specialised accommodation providers for hiking and/or biking.
Currently, there are 26 members or 28 with accommodation facilities. The Alpine Association of Slovenia is very active in this
area, ensuring the development of alpinism since 1893. The association manages over 9 000 km of marked mountain trails and,
assisted by its members, 175 alpine cottages and bivouacs.
Hiking and biking are the most important and sustainable products of active holidays in Slovenia with more than 10 000 km of
distinctly marked hiking trails and more than 8 000 km of marked cycling trails. The Alpine Association of Slovenia or alpine clubs
have 175 alpine cottages; there are 72 hotel and apartment accommodations, specialised for hikers and cyclists.
The Hiking and Biking EIG's vision is to become a strong product association to offer active, green, sustainable holidays in
Slovenia and to make Slovenia visible on the map of Europe as a developed hiking, biking and tourist destination, offering a
variety of outdoor activities. In cooperation with the Association of Slovenian Ski Lift Operators, offering winter skiing activities,
and the Slovenian Tourist Board, the association aims to market year-round active holidays in Slovenia under the uniform brand
'Active Slovenia'. The objective is to increase the number of overnight stays in various outdoor activities by 5 % per year. However,
at the national level, the state does not place proper emphasis on the promotion of hiking, cycling and other offers relating to
various outdoor activities; consequently, the amount of funds allocated to this area is not sufficient. Again, there should be more
flexibility at the formal level: e.g. the law regulating the driving in the natural environment (in preparation), more transparent
acquisition of guiding licences for particular products, the system of marking for thematic hiking trails and cycling routes, etc.

48

Through implementing regulations (e.g. law regulating mountain paths, a law regulating driving in the natural environment
is being prepared), the Alpine Association of Slovenia in the future wishes to ensure financial resources for the maintenance of
trails and modernisation of alpine cottages (with a view to meeting high standards of environmental protection). As regards
alpine cottages, new content-related programmes are being drafted (e.g. the issuing of 'Environmentally Friendly Cottages'
certificates, the issuing of 'Family Friendly Cottages' certificates, the implementation of the 'Alpine cottage as an interpretive
centre' project).
ACTIVE HOLIDAYS WITH EMPHASIS ON SKIING
The Slovenian Chamber of Mountain Centres, consisting of Slovenian ski centres and tourist accommodation providers, was
established to strengthen the activities of mountain centres and to expand the possibilities of active holidays in the natural
environment, based on sustainable aspects of the offer during all four seasons. It was established in 2007 under the Chamber of
Commerce and Industry of Slovenia, and has 20 members.
The project entitled 'Active Slovenia' is a tourism project to promote the sales of tourism products both at the level of state
and the level of destination, as well as in the international market. A single ski pass, which is based on the principle of annual
membership and, after the season ends, is also a bonus card valid for 365 days, is the first practical step offering its members
services throughout Slovenia and encouraging the guests to return. The 2010/11 ski season recorded 1.19 million visitors.
Objectives to be achieved by the end of 2016 are as follows: establish a network of bonus partners linked through the system of
Active Slovenia in the field of tourism, sport, culture, gastronomy; promote the Active Slovenia card as a bonus card for domestic
and foreign visitors; increase the sales of active holidays in Slovenia by 15 % compared to 2011; create communities of users on
the Internet; revive the cooperation of tourism and sports programme operators; include the highest quality tourism operators;
offer a comprehensive programme of benefits enabling quality leisure time to cardholders; promote healthy living and self-care;
promote leisure time activity by attending tourism, sports and cultural events; and, in the international arena, rank Slovenia
among those operators who provide the highest quality active vacations in Europe.
GOLF TOURISM
Golfing constitutes an essential element of a country's tourism offer; 13 registered golf courses represent a major potential for
Slovenian tourism. In 2011, there were 8 495 golfers registered in Slovenia; their number is growing year by year also owing to
the activities undertaken by the Golf Association of Slovenia and its campaign 'Slovenia Plays Golf' which furthers the interest of
domestic guests in playing golf.
Golf courses provide a wide variety of services and offers, have a significant impact on the economic activity at the local and
regional levels, contribute to an increase in employment, enhance the visibility of individual regions, etc. Slovenian golf courses
offer to golfers the pleasure of moving in nature, while some of them also have unique ethnological features (Prekmurje Clubhouse,
castles, etc.). Golf in combination with other elements of tourism offer, e.g. wellness, meetings industry, may significantly help to
improve the structure of tourists visiting Slovenia; as a rule, golfers are regarded as wealthy guests. Furthermore, if we add highquality cuisine and wine, we can develop high-quality integrated tourism products for more demanding guests. This results in
the increased value added or the increased price of tourism products.
In order to create integrated tourism products and improve the quality of tourism offer, which includes golf activities, the Golf
Association of Slovenia and the Economic Interest Grouping of Slovenian Golf Courses need to further cooperate with enterprises
and organisations that are engaged in the promotion of tourism, and tour operators, while at the local level, it is necessary that
golf course owners and golf clubs link with tourism organisations and tourism service providers (e.g. hotels).
FISHING TOURISM WITH AN EMPHASIS ON FLY FISHING
The incredible natural wealth of rivers and lakes that (in comparison to the rest of Europe) are still preserved and uncontaminated
ranks Slovenia among the most desirable destinations for freshwater sports fishing, in particular fly fishing. The promotion falls
under the responsibility of the Fishing Association of Slovenia, which in 2011 celebrated the 130th anniversary of the organised
freshwater fishing in Slovenia, and also under the Fisheries Research Institute of Slovenia. The Fishing Association of Slovenia, in
cooperation with 64 fishing families, has also been engaged in the preservation of nature and environmental protection.
Freshwater angling plays a very important role in Slovenia's entire tourism offer. Anglers, fly fishers in particular, are extremely
good consumers and users of various tourism services. They are one of the best groups of foreign visitors who come to Slovenia.

49

They particularly appreciate nature, have a respectful attitude toward natural and cultural values of Slovenia, and are willing to
spend a lot of money. The annual number of fishing days from the tourist fishing is estimated at 15 000.
For effective marketing results in fishing tourism, it is crucial that closer cooperation be established between all the players,
mainly fishing families, the Fishing Association of Slovenia, the Fisheries Research Institute of Slovenia, the Slovenian Tourist
Board and other tourism service providers, in particular the accommodation sector, the hospitality industry and others, and that
the promotion of fishing tourism, mainly in foreign markets, be more organised. The 2016 vision sees Slovenia as the best fishing
destination in Europe in terms of clean waters, and its wealth of indigenous species of fish, cuisine, wine and friendly people.

www.slovenia.info | Arhiv Sava Hotels & Resorts

Adventures in nature

TOURIST FARMS
The Association of Tourist Farms of Slovenia (ZTKS) was established in 1997 and organised in accordance with the Societies Act.
It links 395 tourist farms across Slovenia. The association ensures the joint action of Slovenian tourist farms on the market, the
expansion of offer and the promotion of the countryside at the national and international levels, information and training of
tourism operators on farms, and also represents the interests of its members.
Farm tourism is a quality tourism product, interesting in terms of marketing, and based on the charm of nature and rural cultural
heritage, hospitality and homey attitude of farm families, rich gastronomic heritage, the knowledge of rural people, and the
individuality of the offer. Its development is based on a responsible and respectful attitude towards the natural, cultural and
social environments. For centuries, farmers have been preserving natural abilities for food production, practicing sustainable

50

forest management, and promoting the preservation of the environment, as evidenced by the obtained EU Ecolabel.
As accommodation providers, tourist farms create around 84 000 overnight stays, which accounts for 1 % of the overnight stays
at the national level; on average, their occupancy rate is 75 days per year. The objective is to increase the average occupancy
rate to 100 days and improve the quality of tourism services and offer. In cooperation with the Slovenian Tourist Board, the
Association of Tourist Farms of Slovenia is planning to prepare catalogues of tourist farms, present them on the Internet and at
fairs, and ensure public relations and advertising. The Association of Tourist Farms, together with experts from agriculture and
forestry institutes, and the Chamber of Agriculture and Forestry of Slovenia, will pay considerable attention to the training of
farm tourism providers and to the specialised offer of farm tourism.
CAMPS
There are 65 camps in Slovenia; 45 of these are registered as auto-camps. The Camping Association of Slovenia has been engaged
by the Tourism and Hospitality Chamber of Slovenia as a section for camps for about 20 years; its membership comprises 35
camps.
Camps are the second strongest pillar of Slovenian tourism as they collectively created 1 170 610 overnight stays (2010) with a 7
% increase in 2011. The stays are generated by 7 276 campsites, mainly during the summer, from May until the end of October. In
the previous 20 years, camps have made a significant contribution to sustainable development of the environment and tourism
in Slovenia, in particular of its countryside. They allow authentic leisure time experience, in contact with the environment. Car
camping does not cause permanent damage to the Slovenian environment; it keeps Slovenia green and clean. Some camps are
already undergoing, or intend to do so, the process for the obtaining of the environmental label/certificate.
The development strategy has as its vision making Slovenia the most excellent and authentic (clean, green, quality) destination
for camping. The objectives to be achieved by the end of 2016 are: 80100 auto-camps, 1 500 000 overnight stays, and the
extension of the length of stay from 3 to 4 nights. The most urgent issues that camps have been facing for a number of years
relate to the environment, marketing and legislation. The environmental legislation treats camps as permanent building land,
which is not the case. The marketing issue concerns the overall complexity of the marketing at home and abroad.
EDEN EUROPEAN DESTINATION OF EXCELLENCE
The 'European Destinations of ExcelleNce' project or, in short, EDEN was designed in 2006 by the European Commission in
accordance with the guidelines of the European tourism policy. The overall objective of the project is to draw attention to the
value, diversity, and shared characteristics of European tourist destinations, and to promote destinations where the economic
growth objective is pursued in such a way as to ensure social, cultural, and environmental sustainability. In October 2008, the
EDEN network was set up, which includes 62 destinations from among 27 member countries. The project is partly financed
under the Competitiveness and Innovation Framework Programme (CIP 20072013).
The Slovenian Tourist Board decided to participate in the EDEN project in order to identify and award the most sustainable or
green destinations that follow the principles of environmental, socially responsible, and cultural sustainability, thus stimulating
their further development and integration. EDEN's winning destinations are the Soa Valley (2008), the Solavsko region (2009),
the Kolpa River (2010), and Idrija (2011). The Slovenian EDEN network consists of 12 destinations (winning destinations and the
finalists).
The European quest for excellence in tourism is developed around an annual theme, chosen by the Commission together with
the relevant national tourism bodies. This theme functions as a leitmotif. So far, rural tourism, intangible heritage, protected areas,
aquatic tourism, and tourism and regeneration of physical sites have been the main EDEN themes. In 2012, instead of selecting
a destination of excellence, the promotion of the already awarded EDEN destinations and of the project itself is underway. In
future years, the selection of new and the promotion of the existing destinations of excellence will be held alternatively.

51

PROTECTED AREAS IN SLOVENIA

In Slovenia, protected areas now cover 13 % of the territory. The community of protected areas of Slovenia, which includes
all Slovenian managers of protected areas of nature, is derived from the importance of nature conservation as the core value
of sustainable development. Forms of tourism offer in Slovenian parks are based on the experience of nature, nature-friendly
forms of recreation, and scientific interpretations of the living word, which allow visitors to seek the authenticity of sustainable
experiences.
Working closely with the local population, we can also enjoy, in addition to nature, learning about the local traditions, culinary
specialties and particularities of tangible and intangible cultural heritage that enrich small local accommodation facilities. The
tourism offer of Slovenian parks can be integrated into a common product that allows tourist activity for a short (one day) or
longer (several days) vacation. Slovenian parks may be a brand, based on the diversity and conservation of the nature and
landscape.
Parks as cores of the protected nature, and the basic tourism offers should be placed into a wider tourist region from which the
tourists are directed as visitors to these areas. As a rule, parks provide most of the accommodation and service activities. The
tourism offer should be based on the active participation of managers of protected areas, who will (through awareness raising,
education, nature conservation management and supervision) change the habits of tourists and visitors. Tourists whose goal is
learning, seeking new experiences and self-realisation are demanding but they are better consumers. We will encourage those
tourism service providers that undertake concrete activities and thus influence the awareness of tourists about the importance
and role of the nature conservation.

Tadej Bernik

Business tourism

52

BUSINESS TOURISM AND MEETINGS INDUSTRY

At the national level, business tourism and meetings industry are represented by the Slovenian Convention Bureau, which
was established at the initiative of the economic sector in 2004 and today includes 65 members, key meetings industry
service providers from all over Slovenia. The main goal of the bureau, to which the Ministry of Economic Development and
Technology awarded the status of a body acting in public interest in the area of tourism development, is the promotion and
marketing of Slovenia as a meetings and 'incentive' travel destination, the attraction of national and international events and the
professionalisation of meetings industry.
The competitive advantage of Slovenia as a meetings and 'incentive' travel destination is the vicinity of primary markets, new
and undiscovered destination, diverse and adequate services, a favourable balance between the price and quality of services,
the reputation of the profession and science in international associations and sustainable development. Meetings industry
considerably aids in the de-seasonalisation of the main tourist season, since the majority of participants in various meetings
visiting Slovenia for the first time and having a positive experience become international promoters of Slovenia. Meetings
industry creates major multiplying effects; it is estimated that business tourism and meetings industry create a third of all
overnight stays.
In the area of meetings industry, Slovenia has considerable development opportunities. A national survey on such activity would
confirm the importance and contribution of the product to the overall economy and the state. For further development, the
Slovenian Convention Bureau must be provided with the proper location and support to carry out its mission and tasks. For
better performance, it is necessary to establish delineated meetings destinations, link providers at destinations and actively
promote and market these destinations in international markets. A highly competitive market requires suitably qualified staff
at all levels. In South-East Europe, Slovenia will be the first sustainably oriented meetings and 'incentive' travel destination with
attractive offer and expert staff, and support at the local and state levels.

Tomo Jeseninik

Gastronomy

53

SLOVENIAN REGIONAL AND LOCAL CUISINE

For the purpose of tourism, the Slovenian gastronomic strategy is focused on the regional and local cuisine of Slovenia. The
project was carried out through the collective brand 'Gostilna Slovenija'. However, at present, this type of offer is not satisfying
for hotels and restaurants. According to the findings of the World Tourism Organisation (UNWTO), cuisine is one of two main
reasons or motivations to global travel. The emphasis on regionality and locality is connected to the foundations of the EU. The
product directly co-shapes the efforts for sustainable development.
The objectives to be achieved in the next five years include the integration of regional and local cuisine in the offers of hotels
and restaurants, a consistent presence in tourism promotion, the integration of protected foods and dishes in tourism offer and
promotion, and the encouragement of Slovenian and European culinary trails (also in association with the EDEN project).
GOSTILNA SLOVENIJA
'Gostilna Slovenija' is a collective brand. The project came to life at the end of 2011. The owner of the brand is the Chamber
of Craft and Small Business of Slovenia, Section for Hospitality and Tourism. As of 3 March 2012, Gostilna Slovenija included 40
members that were awarded the right to use this collective brand name. In 2012, the number of members is expected to grow
to approximately 80, which is, in view of the size of the Slovenian (tourist) offer, quite sufficient.
The product's competitive advantages are already becoming evident as they are gaining interest on foreign markets. Another
competitive advantage is the creation of a recognisable inn and the quality of its offer. It also contributes significantly to the
overnight stays as some inns also have accommodation capacity; after the definition of appropriate terms for such inns and
setting the related legislation, the accommodation capacities may even increase. The product fully complies with sustainable
development, since this framework also lays down the conditions to obtain the rights of using this collective brand.
The next five-year objectives include the regulation of the status and definition of European comparable terms (inn - gostilna,
guesthouse - gostilna s prenoii or gostinski dvor), the drawing up of the study entitled Gostilna Slovenija v svetu (Slovenia's
inn in the world), which is a kind of white paper on Gostilna Slovenia for all who would like to open a recognisable restaurant
anywhere in the world, and the drawing up of the relevant promotion material and multilingual monograph, i.e. a guide to inns
under the Gostilna Slovenija brand.

54

Karmen Razlag

TYPICAL SLOVENIAN DISHES

The Slovenian gastronomic strategy envisages the definition of the most typical Slovenian representative dishes (also for drinks)
and the designing of models for their overall promotion in line with sustainable development. Thus we refer to the so-called
'green cuisine' of Slovenia. The range of dishes will be obligatory for all inns, including hotels and restaurants that are now trailing
behind in this field of tourism offer not only in terms of contents but also in terms of quality.
The product is of utmost importance for the future recognisability of Slovenian cuisine in the world; it means a commitment for
the Slovenian hospitality training programs, opportunities for the creation of new tourism products (e.g. new events, culinary
paths, etc.). All dishes will be consistently linked to the efforts for sustainable development of Slovenia.
The objectives to be achieved in the next five years are the selection of typical (representative) dishes, their inclusion in
educational programmes, scenarios of new tourism events based on individual dishes and their stories, the consolidation of
Slovenian cuisine's visibility in the world and the gradual creation of a new, mainly recognisable tourism motif that is associated
exclusively with Slovenia.

Culture

CULTURAL TOURISM
Since Slovenia still lacks organisation in this field, we cannot talk about a classic tourism product (e.g. biking), the providers of
which could be partners of the Slovenia Tourist Board or agencies in the marketing of their professionally designed integral
services. The existing associations (e.g. of museums) are intended primarily for the Guild and represent the interests of culture
rather than tourism; the link between the two has not been established yet. The Strategy for Development of Cultural Tourism in
Slovenia was adopted in 2009. The strategy envisaged the organisational structure was to link the two areas, but in practice this
has not been implemented since there was no existing regional organisation that could undertake this task.
There are no data available on the number of visits, overnight stays and the consumption of tourists whose main reason to visit
Slovenia was the cultural sphere, since the question was not included in the Statistical Office of the Republic of Slovenia's survey
on foreign tourists. However, 'pure' cultural/recreational/skiing/etc. tourists have mostly disappeared; in modern times, we refer
to a 'hybrid offer', between culture and business tourism, or culture and well-being, or culture and shopping, or culture and
recreation, or culture and a visit to relatives and friends.
Cultural tourism is an ideal way to extend the season: during the school year, regular programmes of dramatic arts and classical
concerts that are primarily intended for the domestic audience are delivered; the events, however, are eagerly visited also by
tourists who happen to be at the event's location. During the summer holidays, the offerings from the 'temples of culture' are
often moved to festivals in very popular holiday destinations.
Living heritage as a permanent source for sustainable tourism is of paramount importance since it comprises oral tradition and
folk literature, performing arts, customs and traditions, knowledge of the environment, economic knowledge, and cultural space.

55

Culture is institutionally protected in several ways, and, therefore, more protected than nature, but it also needs more protection,
because it involves the concentration of phenomena in one place (e.g. castles, walls, town centre, monument, etc.) that are very
much at risk of damage in the event of a large number of visitors. It is, however, positive that the educational level of the visitors
looking for culture is generally above the average and that these visitors have a responsible attitude towards the environment
and (foreign) culture. Groups looking for the offer in cultural tourism are usually much smaller than the groups coming to a
certain destination on the basis of models of mass offer (e.g. skiing). Cultural tourism is by definition mostly considered to be
sustainable development-oriented form of tourism.
The improvement and better integration of heritage sites (churches, castles, palaces, monuments), various presentations of the
living heritage (concerts, festivals, crafts, cuisine), and heritage events (exhibitions, museums) will undoubtedly contribute to
effective and more visible tourism offer (since this can also be a comparative advantage of a destination or country).
HISTORIC CITIES OF SLOVENIA
The Association of Historical Cities of Slovenia (an economic interest grouping) was established in 2001 by the towns of Idrija,
Koper, Kranj, Novo Mesto, Piran, Ptuj, Radovljica, Slovenske Konjice, kofja Loka, Tri and companies. The product 'TOWNS'
means the comprehensive tourism offer of towns: cultural monuments, cuisine, accommodation, cultural institutions (museums,
galleries), and cultural events with a rich cultural programme being delivered throughout the year in the squares and streets.
Towns have smaller town hotels, with 10-20 rooms. Tourist visits are received throughout the year, but mostly during the summer
season (from May to October). In 2011, the towns increased the number of overnight stays by 3 %. In 2012, the linking of all town
hotels is being prepared for the purpose of joint promotion and marketing. Cities are making increasing efforts to implement
policies for sustainable development in accommodation (smaller hotels) and transport (cycle paths, bike rental, city centres
closed to traffic), and provide excursions into nature (including offering homemade food at the surrounding tourist farms).
The aim is to increase the visibility of historic towns in domestic and foreign tourism markets/neighbouring countries, to extend
the stay in the city for more than a few hours or a day, and to develop the organisation and transparency of the sales of tourism
programmes that are related to Slovenian historic towns. In the future, it will be necessary and imperative to gain the cooperation
of all: towns, government institutions as well as individual providers in cities. The lack of cooperation is also the reason that the
image of towns in Slovenia is not sufficiently recognisable. The cultural offerings of towns are also marketed by holders of other
products; consequently, mutual cooperation is crucial.
HOUSES OF TRADITION
The Institute for the Development of Houses of Tradition was established in 2001 and joins tourist facilities with the preserved
architectural heritage. In 2004, Houses of Tradition met the requirements and became a member of the 'Europe of Tradition'
consortium. The institute counts 20 active members, 17 houses of tradition providing accommodation and three houses without
accommodation. A member can act as a House of Tradition after obtaining a positive assessment of the facilities in accordance
with the rules on the assessment of ensembles and buildings in view of the identification and visibility features.
The concept of the 'Houses of Tradition' brand is in accordance with the principles of sustainable tourism development in
Slovenia. Houses of Tradition are scattered throughout Slovenia; the buildings are made from natural materials that are adapted
to various types of landscapes; they make the most of the environment's natural riches, preserve the environment and, with their
activity, improve the prosperity of local population. Houses of Tradition preserve cultural integrity and act in ways that do not
burden the environment additionally. Their food is made from organic ingredients of local sources.
The action plan for the development of offer of houses of tradition envisages the preparation of adventure packages in houses of
tradition which will include the accommodation in traditional facilities, cuisine, learning about the nature and cultural heritage
of the place and the immediate vicinity of the house and the integration of all the elements of the offer into the entire tourism
product of houses of tradition. The marketing is focused on the sales at information and reservation portals and the introduction
of business systems to support operations, which would enable access to specialised travel agents. The main obstacle to the
development and marketing of a product is mainly the lack of financial resources for broader development cooperation.

56

www.slovenia.info | Aljoa Videti

Entertainment tourism and

gambling industry

GAMBLING TOURISM
Gambling Tourism or organising special games of chance is an important element complementing the Slovenian tourism offer.
Gambling tourism product is a special segment of tourism which is competitive in the international market and for this reason
it has developed with high value added. Because of its specifics, the aforementioned part of Slovenian tourism services was
defined in the Strategy of Gambling Development in Slovenia, adopted by the Government of the Republic of Slovenia on 16
December 2010, which is the main development document of Slovenian tourism services regarding games of chance for the
coming decade.
Experience has shown that gambling tourism has been insufficiently included in the range of tourism services, which is one
of the recognised barriers to achieving greater competitiveness of Slovenian tourism. It is therefore of key importance for this
segment to promote the development of strong capital concessionaires of special games of chance, which have a capacity to
construct socially more acceptable gambling centres, and significantly invest in tourism infrastructure on certain destinations.
In 2010, nine concessions were granted for organising special games of chance in a casino and 33 concessions for organising
special games of chance in a gaming hall. Special objectives in gambling tourism are to promote the development of tourism
and entertainment infrastructure through a stimulating system of gaming taxes, provide a quality and wide choice of gambling
offer, introduce an active concession policy, establish territorially limited gambling areas, define in detail the conditions to be
met by a certain type of a gambling unit and obtain, for the state, the largest possible share of economic revenue, providing a
still adequate level of investment in the tourism product of gambling and an appropriate profitability for a concessionaire.

57

Jaka Jeraa

Cruising

CRUISE DESTINATION
The project entitled Passenger Terminal of the Port of Koper CRUISE SLOVENIA provides a basis for developing Slovenia in
a cruise destination. The leaders of the project, which started in 2005, are Luka Koper, d. d., the Municipality of Koper, and the
Chamber of Commerce and Industry of the Primorje Region of Koper.
This is a completely new activity with no comparison within the Slovenia's borders. In 2011, the number of passenger who
arrived on ships amounted to 108 820. When visiting, tourists create new economic effects on tourism. According to the data of
the European association of passenger ship owners and marine ports, the European Cruise Council, the average consumption of
a passenger on an individual destination amounts to EUR 57 (2010 data).
The common interest of all partners/shareholders is the quick and effective development of the project and maximising the
economic effects for all the interested parties. The objective of the project is to become an important destination for cruise ships.
Slovenia wishes to become known to ship owners as a new destination for cruise ships for its unique tourist offer found in no
other passenger terminals (destinations) in the Adriatic Sea or Mediterranean area. Slovenia wishes to develop the project in a
base passenger terminal (with a possibility of passenger boarding/landing) and not merely a port of call. Through this, we wish
to achieve greater positive economic effects on tourism and also in a wider context. By the end of 2016, further development of
the project will be based on the marketing concept FLY, STAY and CRUISE SLOVENIA. The construction of a Passenger Terminal of
the Port of Koper is in connection with the aforementioned.

58

www.slovenia.info | Dunja Wedam

Youth tourism

In Slovenia, youth tourism or organised youth hostelling dates back to 1892. Hostelling International Slovenia, representing
Slovenia in the International Youth Hostel Federation and joining more than 40 youth hostels, has been in operation since
2001. Youth tourism is a selective form of tourism in which, for the most part, the existing services and infrastructure are used,
presenting a strong competitive advantage and benefiting to the local community as a whole.
In September 2011, the number of overnight stays in youth hostels increased by 41 %. Youth tourism is specifically sustainable
and environmentally oriented, and this remains true for the majority of the youth hostels in the network of the Hostelling
International Slovenia. In 2010, the number of overnight stays was only 88 901; however, it should be taken into account that
certain youth hostels were included in calculations for holiday homes for youth, which, together with similar buildings, recorded
530 286 overnight stays. With such a growth and good support, we anticipate the number of overnight stays to double at least.
In Slovenia, within the Hostelling International Slovenia, a network of youth lodgings is well designed and spread and, together
with other youth accommodation capacities and camps, provides almost ideal coverage. Slovenian tourism services represent,
notably, experience, activities and events and therefore, in the 20122016 period, attention should be placed on providing
support to the Hostelling International Slovenia in marketing and integration of its tourism products, in particular, on the
marketing of youth lodgings for youth groups and in also on offering all other elements of youth tourism such as events, sports
activities, cultural events, natural features and similar.

59

4. DESCRIPTION OF MEASURES
AND ACTIVITIES

www.slovenia.info | Arhiv Postojnske jame

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

EXPANSION OF THE TOURISM SECTOR

ENCOURAGING ENHANCED
COMPETITIVENESS

ENSURING A FAVOURABLE BUSINESS

ENVIRONMENT

EFFICIENT MARKETING AND

PROMOTION OF SLOVENIA

Development of tourist
destinations

Intersectoral coordination and

cooperation and favourable
regulatory environment

Increased recognisability

Adequacy of human resources to meet the needs of the

economy

Organisation of
Slovenian tourism

Market segmentation

Quality enhancement

Competitive tourism products

Encouraging R&R and

ensuring appropriate bases
for business decision-making

Digital marketing

Encouraging innovation

Partnership marketing

Easier access to Slovenia

Legend:
The EU and international
cooperation

Investments in tourism
infrastructure

GENERAL
DEVELOPMENT AREAS /
ACTIVITIES

Measures

De-seasonalisation
Measures

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

62

4.1 Development area or activity 1:

Encouraging competitiveness of
Slovenian tourism
MEASURE 1.1

ENCOURAGING THE DEVELOPMENT OF TOURIST DESTINATIONS

Developing effective tourist destinations with high-quality and attractive
integrated tourism products to provide excellent experience of tourists at a
destination.

DESCRIPTION

Providing (implementing) sustainable and responsible management in the

tourism industry and at destinations (to achieve a better quality of life of local
population and satisfaction of tourists and protect the environment, nature and
cultural heritage).
Sustainable tourism products, destinations and providers creating competitive
advantage of Slovenia as a tourist destination.
Developing tourism networking on horizontal and vertical levels.

OBJECTIVE

Sustainable tourism, acknowledged to be one of the key directions of tourism

development in the future (economic, social, cultural and environmental
components) monitored appropriately.
Responsible use of natural resources, green technologies, protection of cultural
heritage and preservation of cultural heritage of destinations, quality and job
sustainability.
Evaluation of natural and cultural heritage being a component of the tourism
offer at a destination and included in the tourism offer at a destination.
Including all potential points of tourist attraction at destinations into integral
tourism products.
Qualified tourist animators and attractive tourist animation programmes
developed for different focus groups.

ACTIVITIES WITH NO FINANCIAL EFFECT

Including all the interested parties at a destination in development of the

tourism offer.
Planned connecting of destinations.
Encouraging the development of sustainable tourism in protected areas with
participation of all involved sectors, local population, tourist sector and regional
destination organisations.
Adoption of international code of ethics in tourism.

63

Cooperating between regional destination organisations and the Slovenian

Tourist Board at a programme level.
Manager training at a level of regional destination organisations (advisers
qualified in destination management).
Introducing indicators of a sustainable development of tourism in Slovenia
(at individual destinations) and regular periodic monitoring (based on the
indicators).
Encouraging local supplier chains at tourist destinations.
Implementing the EU eco-label or other eco-certificates in accommodation
facilities.
ACTIVITIES WITH FINANCIAL EFFECT

Encouraging vertical and horizontal networking of shareholders at tourist

destinations (and between tourist destinations) to create (in rural, urban or
mountain areas, etc.) a comprehensive and attractive-to-the-market tourism
offer at a destination.
Slovenia's participating in initiatives such as, e.g. EDEN or NECSTour to evaluate
tourist destinations taking effective measures to encourage sustainable tourism.
Creating uniform marketing communication forms at a level of regional
destination organisations, in accordance with Slovenia's brand for marketing.
Utilising all the potentials in this area with the help of other ministries or
government institutions.

COMPETENT AUTHORITIES

Forming a strategic framework or scheme to develop socially responsible

tourism in Slovenia.
Ministry of Economic Development and Technology
Slovenian Tourist Board
Ministry of Agriculture and the Environment
Ministry of Infrastructure and Spatial Planning
Ministry of Finance
Regional destination organisations

PARTICIPANTS / IMPLEMENTING AGENCIES

Local tourism organisations

Tourist Association of Slovenia, regional associations or tourism societies
Tourism industry
Interest groups
Education/research institutions
Institute for the Protection of Cultural Heritage of Slovenia

64

MEASURE 1.2
DESCRIPTION

OBJECTIVE

ADEQUACY OF HUMAN RESOURCES TO MEET THE NEEDS OF THE ECONOMY

Ensuring the harmonious development of quality offer for education and
training in the hospitality industry and tourism in accordance with the needs of
the tourism industry and other users of knowledge.
Ensuring a quality education and training system in the hospitality industry and
tourism and adequate opportunities to work in the tourism industry and its
support activities.
Programmes in hospitality industry and tourism.
Continuous increase in quality of education and training (for the operational
level and medium and top management).
Closer cooperation between education institutions and tourism industry.
Enhancement of cooperation between higher education institutions and the
economic and public sectors.33
Cooperation between education institutions (at a vertical level).

ACTIVITIES WITH NO FINANCIAL EFFECT

Taking into account the characteristics of the new Generation Y in forming new
job posts.
Updating professional standards in hospitality industry and tourism on the basis
of analysis of the economy needs and, if necessary, introduction of new national
vocational qualifications.
Encouraging the introduction of sustainable components at all levels and in all
areas (recognition of examples of good practice; awareness raising/workshops).
Shaping an appropriate concept of mentoring for carrying out practical training
and education in companies (co-financing of mentor training in companies and
co-financing of practical training of secondary school students and practical
education of students in companies).
Improving the carrying out of practical training for secondary school students
and practical education of university students through developing school
hotels, agencies and restaurant facilities.
Improving the reputation of tourism in society (improving the reputation
of tourism among the public, in particular among young people and local
populations, and thus creating tourism-friendly environment at destinations).

ACTIVITIES WITH FINANCIAL EFFECT

Encouraging the programmes for enhancement of tourism entrepreneurial

culture, in particular, among young people and local populations.
Awareness raising and education of local population on the importance of
tourism for the development of a destination, on the principles of sustainable
development and the introduction of elements of sustainability at all levels and
areas (recognition of good practice examples), creating sustainable tourism
products and services, and green jobs.
Encouraging the creation and introduction of training and further training
programmes for people employed in tourism.
Raising awareness of people employed in tourism and the introduction of
modern models of their management.
Promotion of training and work in the hospitality industry and tourism as a
driver for sustainable development of the economy and a promoter of quality
of life and welfare.
Encouraging the employment of local populations.
Encouraging tourism economy to tender for contracts in connection with
management and funds from the European Social Fund.

33

Resolution on Research and Innovation Strategy of Slovenia 20112020 (Measure 5, page 22).

65

COMPETENT AUTHORITIES

Ministry of Economic Development and Technology

Ministry of Education, Science, Culture and Sport
Ministry of Labour, Family and Social Affairs
Institute of the Republic of Slovenia for Vocational Education and Training
Tourism and Hospitality Chamber of Slovenia
Chamber of Craft and Small Business of Slovenia
Slovenian Tourist Board

PARTICIPANTS / IMPLEMENTING
AGENCIES

Tourism industry
Educational institutions in tourism
Other providers of education
Regional/local destination organisations
Research institutions in tourism
Interest groups
Tourist Association of Slovenia
Centres of knowledge of heritage communities

66

www.slovenia.info | Tomo Jeseninik

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

Tourist loyalty
and eventually
a higher level of
tourist visits

Satisfaction of
the tourists

High quality tourism

products and services
(innovation, higher
productivity, higher
value added)

Higher revenue
and profit

Satisfaction of
the staff

Higher staff
qualifications

Loyalty of the staff

Improved image of jobs
in hospitality industry and
tourism

67

MEASURE 1.3
DESCRIPTION

OBJECTIVE

ACTIVITIES WITH NO FINANCIAL EFFECT

ENCOURAGING IMPROVEMENT IN QUALITY

Improving the quality of tourism products and services (at the level of
service providers in tourism, destination and at the state level) and increasing
competitiveness.
High quality of tourism products and services (regarding the technical and
functional aspects) recognised as a driver for competitiveness and market
differentiation.
Inclusion of interest groups in important European interest groups in tourism
industry.34
Introducing an integrated quality system in tourist companies.
Measuring users' satisfaction.
Developing a programme for an integrated quality system at all levels and in
all areas (and introducing a programme and possible introduction of quality
system certification at the level of the state).
Adopting and encouraging the acquisition of national or international quality
mark (e.g. STQ or EQL) (together with a comprehensive certification scheme and
monitoring and surveillance scheme) and/or the EU eco-label ('Flower' label).
Encouraging the accommodation facilities and/or providers to specialise (tourist
companies with certified and specialised tourism offer). 35

ACTIVITIES WITH FINANCIAL EFFECT

Further development and introduction of a quality system/ general or

specialised36 (in destinations, key tourism products or brand names or services,
companies).
Introduction of a comprehensive categorisation system, and its enhancement
(technical quality) and harmonisation with sustainability criteria.
Development and introduction of a tourist satisfaction monitoring programme
(at the national, company or destination levels; regular monitoring and
surveillance).

COMPETENT AUTHORITIES

PARTICIPANTS / IMPLEMENTING
AGENCIES

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

Ministry of Economic Development and Technology
Slovenian Tourist Board
Tourism industry
Chambers
Interest groups
Civil sector
Research institutions

34
35

68

36

Having regard to the interests of the interest groups.

e.g. eco, wellness, health care services, recreation and gaming services, services for special market groups, such as young people, families, persons
with disabilities, seniors, etc.
At present, the quality criteria for granting the labels (specialisation), e.g. a hotel for cyclists, hotel for hikers, convention and meetings tourism,
have been developed.

MEASURE 1.4

DESCRIPTION

OBJECTIVE

ENCOURAGING DEVELOPMENT AND RESEARCH AND CREATING ADEQUATE

BASIS FOR DECISION MAKING IN TOURISM
Establishing a modern system of research and development in Slovenian
tourism.
Enhancing of development and a transfer of knowledge to tourism industry
and other users of knowledge.
Creating appropriate basis for making strategic and business decisions.
Increasing the importance of research and development in tourism.
Regular meetings of the Consultative Council for research within the Slovenian
Tourist Board.
Bringing together public and private sectors and research.

ACTIVITIES WITH NO FINANCIAL EFFECT

Drafting a programme of research topics in tourism.

Participating in the EU Virtual Tourism Observatory Project in connection with
the application of the collected data.
Monitoring and use of data within the ICT and Tourism platform project.
Creating a database that would, at a single point, group all the results of
research and studies in tourism and would provide all the shareholders with
access to knowledge in tourism.
Acquisition, analysis and providing information from the area of tourism, to
support more effective marketing of tourism at all levels (Slovenian Tourist
Board, Statistical Office of the Republic of Slovenia).

ACTIVITIES WITH FINANCIAL EFFECT

Introducing indicators of a sustainable development of tourism in Slovenia (at

individual destinations) and regular monitoring and surveillance (research).
Co-financing of basic and applied research from the area of tourism.
Detailed studies on competitive advantages of Slovenia as a tourist destination
(e.g. natural and cultural heritage, geostrategic position, safety, gastronomy,
etc.).

COMPETENT AUTHORITIES

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

development strategy.
Ministry of Economic Development and Technology
Slovenian Tourist Board
Ministry of Education, Science, Culture and Sport
Slovenian Research Agency

PARTICIPANTS / IMPLEMENTING AGENCIES Research institutions in tourism

Interest groups
Statistical Office of the Republic of Slovenia

69

MEASURE 1.5

PROMOTING INNOVATION IN TOURISM

DESCRIPTION

Providing, through innovative and more attractive tourism products and

services, increased competitiveness and profitability of Slovenian tourism and a
transition to a green/sustainable economy.
Developing innovation at all levels and in all sectors (product, service,
destination, organisation, process, technology, marketing communication,
cooperation, etc.)

OBJECTIVE

Development and introduction of innovation in tourism (in all areas and at all
levels) GREEN GROWTH.

ACTIVITIES WITH NO FINANCIAL EFFECT

Recognition of a successfully implemented innovation in tourism.

Raising awareness of stakeholders in tourism on the importance of innovation
(introductory and development workshops).
Further development of successfully implemented innovation projects in
ACTIVITIES WITH FINANCIAL EFFECT
tourism.
Financial incentives for green innovation in tourism.
Promotion of innovation in tourism.
Ministry of Economic Development and Technology
COMPETENT AUTHORITIES
Slovenian Tourist Board
Tourism industry
Interest groups
Chambers
PARTICIPANTS / IMPLEMENTING AGENCIES Civil sector
Education / research institutions
Public Agency of the Republic of Slovenia for Entrepreneurship and Foreign
Investments

MEASURE 1.6

IMPROVED ACCESSIBILITY TO SLOVENIA AS A TOURIST DESTINATION

Preservation of the existing and introduction of new air and rail connections.
Improvement of road and the existing rail and maritime connections.

DESCRIPTION

User-friendly toll collection system (in particular, to tourists and one-day

visitors).
Simplification of visa procedures.
Improving sustainable transport accessibility.

OBJECTIVE

Ensuring improved accessibility of Slovenia, in particular, through air and rail

connections, to increase competitiveness.
Introduction of the environmentally-friendly (green) means of transport in
public passenger transport (in particular in rail and sea transport).
User-friendly toll collection system (in particular, for tourists and one-day
visitors).

ACTIVITIES WITH NO FINANCIAL EFFECT

Decision of the Government of the Republic of Slovenia, as of 5 July 2011,

through which the Ministry of Transport was tasked with defining in detail the
role and importance of the cableway installation and to make an assessment of
the possibility of their inclusion in the public passenger transport system.37
Simplification of visa procedures and introduction of simplified procedures38 in
new countries.

37

70

38

Based on the Strategy of Cable System Construction in the Republic of Slovenia, taking into account natural features. The activity is sustainable.
When this document was in the process of preparation, the implementing part of a decision had not yet been prepared.
In 2010, an agreement between the Ministry of Foreign Affairs and the Ministry of the Economy was signed on issuing tourist visas. According to
estimations by tourism economists, a further simplification of procedures in this area is needed.

Encouraging the development of air services at the airports in Slovenia

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

Developing a comprehensive cycle network, connected with international cycle

routes and having adequate infrastructure. Encouraging the introduction of a
uniform national system of marking cycling routes and hiking trails.39
Modernisation and reconstruction of the existing road infrastructure,40 with a
priority given to the public roads to improve accessibility to tourist areas.
Establishment of adequate, sufficient and regular transport connections to
tourist centres and tourist attractions as well as to important entrance points
for tourists from abroad (also to public bus transport, rail and water passenger
transport).
Erecting a sufficient number of visible tourist information boards along roads.
Further development41 of the international Passenger Terminal of the Port of
Koper for the needs of the large passenger ships on international sea routes and
tourist cruising.42
Ministry of Infrastructure and Spatial Planning
Ministry of Foreign Affairs
Ministry of Economic Development and Technology

PARTICIPANTS / IMPLEMENTING AGENCIES Slovenian Tourist Board

Tourism industry
Regional destination organisations
Interest groups
39

40

www.slovenia.info | Tomo Jeseninik

41
42

This also includes the consistent marking of international theme paths, cycling routes and hiking trails with internationally determined
information marks on the Slovenia's territory, in all projects in which Slovenia participates (e.g. the European Iron Curtain Trail, the Emma Trail,
the Saint Martin trail, the cross-border Drau Cycle Trail, the Mura-Drava Bike, the Via Alpina, the E6 and E7 European Hiking trails, etc.).
Reconstruction and modernisation of roads other than motorways leading to the most important tourist centres (e.g. priority given to: Nova
Gorica-Bovec, Bled bypass, Dramlje-Podetrtek and Rogaka Slatina, Novo Mesto-Dolenjske Toplice, Koper-Izola-Portoro, Zree-Rogla, Lovrenc
na Pohorju-Rogla, Maribor-Mariborsko Pohorje, Hruica-Planica, Celje-Lako-Rimske Toplice, etc.).
In accordance with the adopted national spatial plan for comprehensive spatial arrangement of the international port in Koper.
In accordance with the Concession Contract the operator is Luka Koper, d. d. (Republic of Slovenia performs the surveillance). Total estimated
project value amounts to EUR 4.5 million.

71

MEASURE 1.7

DESCRIPTION

OBJECTIVE

ACTIVITIES WITH NO FINANCIAL EFFECT

EU AND INTERNATIONAL COOPERATION

Active participation of Slovenia in international projects, e.g. transnational
theme trails providing an additional improvement in competitiveness of
Slovenian tourism and additional promotion, supported by joint marketing with
the project partners.
Participation with the EU institutions and internationally.
Active participation of Slovenia in adopting the legislation, strategic decisions
and orientations having impact on the development of tourism within the EU
institutions (EP, the EU Council and the European Commission).
Slovenia's participation in the EU and international projects supporting the
improvement in competitiveness and visibility of Slovenian tourism.
Active participation of Slovenia in the area of tourism in the EU institutions (in
accordance with the Strategy of the Republic of Slovenia for cooperation in
the international organisations of which the Republic of Slovenia is a member
(OECD, UNWTO, WTO, the Council of Europe, the Alps-Adriatic Working
Community, EUROMED/UzS, ETC, etc.), and in the treaties signed by the
Republic of Slovenia (the Alpine Convention).
Delegations during the visits of high state representatives and meetings of joint
commissions.
Business offices abroad. 43

ACTIVITIES WITH FINANCIAL EFFECT

COMPETENT AUTHORITIES

Bilateral cooperation.
Participation in transnational international projects.
Participation in cross-border projects.
Ministry of Economic Development and Technology
Ministry of Foreign Affairs
Slovenian Tourist Board
Tourism industry
Educational institutions in tourism

PARTICIPANTS / IMPLEMENTING AGENCIES Research institutions in tourism

Tourism and Hospitality Chamber of Slovenia
Chamber of Craft and Small Business of Slovenia
Interest groups

72

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

www.slovenia.info | Bobo

43

MEASURE 1.8

ENCOURAGING INVESTMENTS IN TOURISM INFRASTRUCTURE

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

DESCRIPTION

With the potentials provided by natural and cultural heritage, new tourism offer
will be created, providing a development of the support activities. Particular
attention will be paid to the areas with opportunities for the sustainable
development of tourism (e.g. protected areas and valuable natural features of
national importance44).
Ensuring the support through the measures, in particular, for the public tourist
infrastructure that may contribute to a faster development of destinations;
however, no private funds can be provided for it.

OBJECTIVE

Paying the attention to infrastructure development in a broader sense, namely,

in those segments of the tourism offer where the lack of infrastructure is a
huge obstacle to the further development of tourist destinations. Activity for
encouraging foreign capital investments and developing small and mediumsized enterprises and providing a reduction of tax burdens for new investments.
Shaping development policy for various types of infrastructure (culture, nature,
sports, etc.) having impact on tourism.

ACTIVITIES WITH NO FINANCIAL EFFECT

Introducing project types for financing tourist projects.

Developing new types of incentives to provide an environment conducive for
domestic and foreign investment.
Instruments granting incentives for the tourist infrastructure.
Ministry of Economic Development and Technology

ACTIVITIES WITH FINANCIAL EFFECT

Ministry of Foreign Affairs

Ministry of Education, Science, Culture and Sport

COMPETENT AUTHORITIES

Ministry of Agriculture and the Environment

Ministry of Infrastructure and Spatial Planning
Ministry of Finance
Slovenian Enterprise Fund

PARTICIPANTS / IMPLEMENTING AGENCIES

Public Fund of the Republic of Slovenia for Regional and Rural Development
Public Agency of the Republic of Slovenia for Entrepreneurship and Foreign
Investments

MEASURE 1.9

DESEZONALIZACIJA

DESCRIPTION
OBJECTIVE

Extending the tourist season.

An increased occupancy rate of tourist infrastructure.
Encouraging the development of the existing tourism products (e.g. spa/health
resort services, meetings industry services, etc.) and creating new tourism
products and services to reduce the seasonal characteristics of tourist demand
(e.g. a re-introduction of at least two winter school holiday periods).
/
Slovenian Tourist Board

ACTIVITIES WITH NO FINANCIAL EFFECT

ACTIVITIES WITH FINANCIAL EFFECT
COMPETENT AUTHORITIES
PARTICIPANTS / IMPLEMENTING AGENCIES

44

Tourism industry
Regional/local tourism organisations
Interest groups

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

73

4.2 Development area or activity 2:

Ensuring a favourable business
environment
MEASURE 2.1

DESCRIPTION

INTER-MINISTERIAL COORDINATION AND COOPERATION AND ENSURING

FAVOURABLE BUSINESS ENVIRONMENT 45
Effective coordination and co-operation between ministries for the highest
efficiency of all policies and financial instruments of the Republic of Slovenia
and the European Union in development of tourism.
Ensuring a favourable business and regulatory environment to achieve a faster
development and increase the competitiveness of Slovenian tourism.
Increasing foreign investment.
An enterprise-friendly business and regulatory environment to accelerate
development of Slovenian tourism.

OBJECTIVE

Acknowledging tourism as an economic activity having an impact on the

welfare of society and creation of new jobs.
Creating and carrying out an appropriate tourism policy and other strategic
documents.
Respecting and adhering to the decision of the Government of the Republic
of Slovenia adopted at its 81st regular session on 11 May 2010, under item 1,
defining tourism as one of the most important economic and/or strategic
sectors.
Harmonising regulatory acts that may have an indirect or direct impact on
tourism development with the line ministry responsible for tourism, during the
process of drafting the acts.
Reducing and/or eliminating administrative barriers significant for tourism
development (e.g. exoneration of accommodation facilities in tourism from data
reporting).46

ACTIVITIES WITH NO FINANCIAL EFFECT

Assuring favourable spatial conditions for the development of tourism.

Assuring favourable conditions for the construction and/or re-construction of
tourist infrastructure (including faster and simpler procedure for obtaining all
licences).
Verification and/or examining the act that do not contribute to a faster
development of tourism (e.g. in the areas such as allocation of financial
resources for tourism development, labour legislation, in particular the seasonal
and temporary employments, spatial legislation, swimming water protection,
allocation of concessions for thermal and mineral water exploitation, copyrights,
regulation of winter school holiday periods, road tolling, visa policy, etc.) to
ensure opportunities for the faster development of tourism.

45

74

46

Tourism is and explicitly multi-sectoral activity with strong multiplication effects; since all governmental sectors participate in the tourism-related activities, a co-ordinated management is needed.
e.g. the project within the Elimination of Administrative Barriers, conducted by the Ministry of Justice and Public Administration to reduce the
reporting burden in tourism (also participating: the Statistical Office of the Republic of Slovenia, the Ministry of the Interior, the Police).

Amendment to the Promotion of Tourism Development Act to simplify the

conditions for carrying out activities and/or deregulate the area to enhance
entrepreneurship.
Care for urban planning, harmonious with the landscape, in tourist
communities and care for harmonious and non-intruding placement of various
activities in the landscape.
Drafting spatial plans at all levels to define priority areas allocated for placement
of tourist infrastructure and to plan possible uses (on protected areas, on a
primary basis).

ACTIVITIES WITH FINANCIAL EFFECT

COMPETENT AUTHORITIES

Defining the conditions for the use of castles and other cultural monuments,
which are not museums or other cultural institutions, for the purposes of
tourism.
/
Government of the Republic of Slovenia
all Slovenian ministries, government offices and relevant contractors;
Tourism industry
Interest groups

PARTICIPANTS / IMPLEMENTING AGENCIES Tourism and Hospitality Chamber of Slovenia

Chamber of Craft and Small Business of Slovenia
Civil sector

MEASURE 2.2

ORGANISATION OF SLOVENIAN TOURISM

A modern model of cooperation and inclusion of policy-makers at all
levels (national, regional, local, interest groups; chambers, civil sector, etc.)
to promote integration at horizontal and vertical levels.

DESCRIPTION

Fostering entrepreneurial development and increasing competitiveness.

Efficient implementation of tasks at national, regional and local levels.

OBJECTIVE

ACTIVITIES WITH NO FINANCIAL EFFECT

Providing sufficient funds (ensuring increased budgetary funds for

development of tourism at a state level).
An effective model of the organisation of Slovenian tourism
Promoting partnership cooperation in all areas and at all levels.
Periodical meetings and decision-making of the Council for Tourism
members and the Prime Minister of the Republic of Slovenia.
Enhancing the integration and strengthening of cooperation in the joint
planning, creation and marketing of Slovenian tourism at local, regional
and national levels and strengthening excellence at all levels of Slovenian
tourism.

ACTIVITIES WITH FINANCIAL EFFECT

Amendment to the Promotion of Tourism Development Act.

Increasing the budget funds for development and promotion of tourism.
Council for Tourism

COMPETENT AUTHORITIES

Government of the Republic of Slovenia

Ministry of Economic Development and Technology
Slovenian Tourist Board
Tourism industry
Interest groups
Tourism and Hospitality Chamber of Slovenia

PARTICIPANTS / IMPLEMENTING AGENCIES Chamber of Craft and Small Business of Slovenia

Tourism industry
Tourist Association of Slovenia
Regional destination organisations
Local tourism organisations

75

76

Source: Mag. Mateja Tomin Vukovi

4.3 Development area or activity 3:

Efficient and innovative marketing
and promotion of Slovenia as an
attractive tourist destination
Effective measures for marketing
Slovenia as a tourist destination
INCREASE IN RECOGNISABILITY AND REPUTATION OF SLOVENIA
AND ACHIEVING ITS DESIRED POSITIONING
MARKET SEGMENTATION AND STRATEGIC DEVELOPMENT PLAN BY
MARKET
COMPETITIVE, CLEARLY POSITIONED TOURISM PRODUCTS BASED
ON PRINCIPLES OF SUSTAINABILITY
INNOVATIVE AND EFFECTIVE IMPLEMENTATION OF DIGITAL
MARKETING
PARTNERSHIP MARKETING TO ACHIEVE SYNERGY EFFECTS

www.slovenia.info | Tomo Jeseninik

77

MEASURE 3.1

DESCRIPTION

OBJECTIVE

ACTIVITIES WITH NO FINANCIAL EFFECT

INCREASE IN RECOGNISABILITY AND REPUTATION OF SLOVENIA AND

ACHIEVING ITS DESIRED POSITIONING
In order to increase the recognisability and achieve the desired ranking as a
tourist destination on selected sending markets for Slovenian tourism and
among the selected target groups, a consistent and intensive use of the brand
of Slovenia is to be ensured in the entire tourism industry and, at the same
time, cooperation with other commercial and non-commercial sectors in
strengthening and introduction of the brand of Slovenia is to be intensified
(trade, exports, sports, culture etc.).
Increase in the recognisability and reaching the desired ranking as a tourist
destination on selected sending markets for Slovenian tourism and among the
selected target groups.
The Slovenian Tourist Board, the Slovenian tourism industry and other
subjects of Slovenian tourism were tasked with carrying out the continuous
communication and provision of information on the 'I feel Slovenia' brand to
the selected target public.
Gradual introduction of other key areas of Slovenia's brand in order to establish
partnership in the strategic management of Slovenia's brand (priority area of
the economy, sports, agriculture, environment and culture).
Designation of the key and/or basic target public to be informed and
communicated Slovenia's tourist brand at home and abroad.
Carrying out an annual analysis of the Slovenia's reputation as a tourist
destination on the selected markets of Slovenian tourism and in accordance
with the findings, reducing discrepancies between the identity and image of
Slovenia.

ACTIVITIES WITH FINANCIAL EFFECT

Activities linked with the constant use of Slovenia's brand in the marketing
and communication tools and activities of the Slovenian Tourist Board and the
Slovenian tourism industry (substantive and visual upgrading of marketing and
communication tools).
Activities aimed at increasing the share of the Slovenia's tourism industry, using
Slovenia's brand in its marketing and communication tools.

COMPETENT AUTHORITIES

Determining a sub-programme for marketing and communication tools of the

Slovenian Tourist Board and Slovenian tourism industry, in accordance with the
guidelines on Slovenia as a tourist destination.
Slovenian Tourist Board
Communication Office of the Government of the Republic of Slovenia
Tourism industry
Interest groups
Regional destination organisations

PARTICIPANTS / IMPLEMENTING
AGENCIES

Tourist Association of Slovenia

Ministry of Economic Development and Technology
Ministry of Education, Science, Culture and Sport
Ministry of Foreign Affairs
Education / research institutions
Olympic Committee of Slovenia

78

MEASURE 3.2

DESCRIPTION

MARKET SEGMENTATION AND STRATEGIC DEVELOPMENT PLAN BY MARKET

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

OBJECTIVE

Enhancement of funds invested by the government, destinations, interest

groups and tourism industry according to the principle of partnership
cooperation.
Data acquisition, analysis and processing with the aim of producing a marketing
network.
Market segmentation and action planning within the following three clusters of
foreign markets: key European markets (mainly B2C activities), other European
markets (mainly B2B activities), overseas markets (B2B activities).
Effective market segmentation.

ACTIVITIES WITH FINANCIAL EFFECT

Preparation and design of an effective marketing network by individual market

through enhancement of the financial input (marketing, PR, fairs and stock
exchanges, other forms of conventional and e-marketing).
Implementation of specialised product stock exchanges in Slovenia (Slovenia as
initiator of product networking in the South-East Europe).
Promotional activities carried out on remote markets, in cooperation with other
European countries.
Establishment of tourist information points abroad and definition of
establishment policy and functioning.

COMPETENT AUTHORITY

System of demonstrations for the promotion of Slovenia as a tourist destination

organised for the employees of diplomatic or consular representations to
become active ambassadors of tourism.
Slovenian Tourist Board
Tourism industry
Interest groups
Regional destination organisations
Ministry of Foreign Affairs

PARTICIPANTS / IMPLEMENTING AGENCIES

Ministry of Economic Development and Technology

Ministry of Infrastructure and Spatial Planning
Ministry of Agriculture and the Environment
Ministry of Education, Science, Culture and Sport
European national tourism organisations
Education / research institutions

79

MEASURE 3.3

DESCRIPTION

OBJECTIVE

ACTIVITIES WITH NO FINANCIAL EFFECT

COMPETITIVE, CLEARLY POSITIONED TOURISM PRODUCTS BASED ON

PRINCIPLES OF SUSTAINABILITY
Slovenia, a green and diverse destination at the intersection of the Alps,
Mediterranean Area and the Pannonia plains, offering tourism products that
surpass the expectations of tourists who want to spend active holiday in
well-preserved nature, maintain and protect their health, appreciate local
characteristics of a destination and a sustainable tourism development.
Provision of competitive and clearly positioned tourism products aiming at
partnership marketing of developed and high value-added quality tourism
products on key markets and in target groups; with accelerated development of
the most promising and innovative products and offer based on sustainability
principles.
Distribution of information on trends, good practice examples from tourism
product development, marketing and research results to the tourism industry
and other interested public.
Encouragement of a transfer of knowledge and good practices among product
associations.
Carrying out annual activities for the promotion of the tourism products
development in accordance with the existing product strategies.
Cooperation with product associations in encouraging the development and
marketing of products.

ACTIVITIES WITH FINANCIAL EFFECT

Encouraging the linking of providers of individual products in the process of

development in order to increase quality and integrate activities, knowledge
and funds.
Provision of guidance to development and marketing of Slovenian tourism
products in accordance with the principles of sustainable development.
Carrying out comprehensive product analyses and research to support
planning and defining the priority tourism products on the domestic and
foreign key European markets of Slovenian tourism.

COMPETENT AUTHORITY

Guided training for development of tourism products towards differentiation,

innovation, competitiveness and sustainability.
Slovenian Tourist Board
Ministry of Economic Development and Technology
Tourism industry

PARTICIPANTS / IMPLEMENTING
AGENCIES

Interest groups
Regional and local destination organisations
Ministry of Infrastructure and Spatial Planning
Ministry of Agriculture and the Environment
Education / research institutions

80

MEASURE 3.4

DESCRIPTION

OBJECTIVE

INNOVATIVE AND EFFECTIVE IMPLEMENTATION OF DIGITAL MARKETING

Important and positive impact of the internet on tourism. An important
contribution of innovative and effective e-marketing to enhancing the
recognisability of Slovenia and improving the image of the Slovenia's brand in
the chosen segments of the market, enhancing the brand's identity, increasing
a competitiveness of Slovenia's tourism offer and tourism inflow.
Enhancement of e-marketing of the Slovenia's tourism offer at all levels and
connection with other marketing activities. Achievement of synergies in
marketing with digital partnerships will be of key importance. Innovative
marketing through social networks and with the help of mobile solutions will
play an important role in connection with other e-communication. Within
the site www.slovenia.info, the whole system will become a platform for a
creative and effective market communication participation of Slovenian and
foreign digital network users. To increase the efficiency and effectiveness of the
e-marketing of tourism offering, it will be necessary to establish an improved
system of e-communication training. The Slovenian Tourist Board will play the
role of an e-marketing communication brain trust in Slovenian society.
Reorganisation and connecting e-marketing and 'conventional' marketing
communication.
Development, introduction and achievement of synergies in digital partnership
marketing with key stakeholders in e-communication.

ACTIVITIES WITH FINANCIAL EFFECT

Development, marketing, monitoring and surveillance through key social

networks and social CRM.
E-marketing and provision of support to e-marketing through an integral tourist
information system (ITIS) including analytical monitoring.
Introduction of E-marketing and sales with the help of mobile solutions.

COMPETENT AUTHORITY

Establishment and introduction of a system of training in e-communication.

Slovenian Tourist Board
Ministry of Economic Development and Technology
Tourism industry
Interest groups

PARTICIPANTS / IMPLEMENTING
AGENCIES

Regional and local destination organisations

Ministry of Infrastructure and Spatial Planning
Ministry of Education, Science, Culture and Sport
Ministry of Agriculture and the Environment
Non-tourism companies
Education / research institutions

81

MEASURE 3.5

DESCRIPTION

OBJECTIVE

ACTIVITIES WITH NO FINANCIAL EFFECT

PARTNERSHIP MARKETING TO ACHIEVE SYNERGY EFFECTS

The Slovenian Tourist Board builds on a partnership relation; its partners are all
the subjects from private, public and civil sectors of tourism. The partnership
relation is incorporated in complete planning, organising and carrying out
promotional and marketing activities.
A partnership cooperation to increase competitiveness of Slovenian tourism
and a reorganisation of the Slovenian Tourist Board through reinforced staffing
of partnership administrators.
Promotion of the use of the brand 'I feel Slovenia' and components of the
identity of Slovenia's brand with all partners.
Preparation of the strategy and annual work programmes of the Slovenian
Tourist Board, in close cooperation with partners.
Reorganisation and reinforced staffing of the Slovenian Tourist Board providing
partnerships administrators (destinations and products).
Carrying out partnership activities (integration of activities and funds) with the
Slovenian tourism industry, interest groups, and destinations, and cooperating
with companies in direct or indirect connection with tourism (co-branding).

ACTIVITIES WITH FINANCIAL EFFECT

Cross-sectoral integration with ministries and public and civil institutions in

activities and projects allowing synergy effects.
Enhancement of regional cooperation, placing the emphasis on a partnership
approach with national tourism organisations and/or tourism providers on
overseas markets.
Encouraging the target integration of products and destinations (also
among small and large tourism providers) to enhance horizontal and vertical
connections.

COMPETENT AUTHORITY

Slovenian Tourist Board

Ministry of Economic Development and Technology
Tourism industry
Interest groups
Destination organisations
Tourist Association of Slovenia
Communication Office of the Government of the Republic of Slovenia

PARTICIPANTS / IMPLEMENTING
AGENCIES

Ministry of Agriculture and the Environment

Ministry of Education, Science, Culture and Sport
Ministry of Foreign Affairs
Ministry of Infrastructure and Spatial Planning
Statistical Office of the Republic of Slovenia
Olympic Committee of Slovenia
National tourism organisations
United Nations World Tourism Organisation (UNWTO), European Travel
Commission (ETC)

82

83

www.slovenia.info | Dunja Wedam

4.4 Objectives and Indicators

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

Table 9: General quantity and quality objectives and indicators
DESCRIPTION

INDICATORS
Volume indicators:
Number of overnight stays
Number of tourists

General
objective
(for 5
years)

Increase in
the volume
of tourism
activity 47

Economic indicators:
Inflow from the export of
travel services
(Business performance
of catering and tourism
enterprises)

OBJECTIVES

DATA SOURCES

Increase by 2 % annually
Increase by 4 % annually

Statistical Office of the Republic of Slovenia

Statistical Office of the Republic of Slovenia

Increase by 68 % annually

35 000 per employee 48

Value added per employee
Number of new jobs

9 000 new jobs by the end of

2016 49

Bank of Slovenia, satellite

account for tourism and/
or assessment of direct and
indirect impacts of tourism on
the economy 50

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

47

48

49

84

50

If 2010 was taken as a base year and the proposed annual growth rate was used in the calculation, there would be 650 000 tourists with approximately 9.830.000 overnight stays in Slovenia by the end of 2016. Assuming that the inflow increased by 8 % a year, the inflow would reach
approximately EUR 2.84 billion (to achieve an inflow amounting to approximately EUR 3 billion, the inflow should be increased by 9 % a year).
According to the UNWTO, in global terms, the number of tourists is assumed to increase by 3.3 % a year over the period of 2010-2030 (19952010 3.9 %), however, in Europe (Central and Eastern Europe) the number of tourists is assumed to increase by 3.1 % per year until 2030 (19952010 3.3, %). Entire Europe: 1995-2010 3.4 %, 2010-2030 2.5 %).
Objective: In tourism, to increase the value added from 30 000 to 35 000 per employee. Source: 2010 Business performance indicators of the
Chamber of Commerce and Industry of Slovenia (CCIS) based on data of the Agency of the Republic of Slovenia for Public Legal Records and
Related Services (AJPES), the average of a company that is a member of the Tourism and Hospitality Chamber of Slovenia and material entitled
Operation of Companies in 2010 survey by activity (Office of the Government of the Republic of Slovenia for Macroeconomic Analysis and
Development).
In tourism, to increase the number of jobs from the current 45 000 to 50 000 (and/or owing to multiplication influence additional 4 000 jobs in
other sectors totalling 9 000 new jobs). Source: The Statistical Office of the Republic of Slovenia (SORS) data on the number of employment by
activity.
The activity is a part of the SORS regular programme.

Table 10: Development areas (activities) and measures with objectives and indicators
DEVELOMEASURES
PMENT AREA
1.
Encouragement of enhanced competitiveness
(To promote
competitiveness of the
economy
sector, tourism
services and
destinations)

1.1
Encouraging the
development of tourist
destinations

INDICATORS

OBJECTIVES

DATA SOURCES

Increased
competitiveness of
Slovenian tourism
according to WEF
ranking

Every year one position

higher (total ranking)

WEF data; Statistical

Office of the Republic
of Slovenia, EUROSTAT,
UNWTO, WTTC, etc.
Monitoring the
implementation of
the policy (within the
framework of the strategy
implementation group
all the relevant ministries)
and other analyses
(e.g. Slovenian Tourist
Board, tourism societies,
surveys)
Data collected by the
Slovenian Tourist Board
and regional destination
organisations and the
Statistical Office of the
Republic of Slovenia

Number of managed
and regional destination
organisations operating
on the market

14 regional destination
organisation

Number of qualified
destination managers at
a destination

At least one at a
destination

Number of
accommodation facilities
with international
ecology certificate at a
destination

No less than 10 %
accommodation facilities,
Data of ARSO and
certified by the end of
tourism companies
2016 at a destination

Sustainable tourism
development indicators

Development and
introduction of
sustainable tourism
indicators at all
destinations on a state
level; putting in place
a system of periodic
reporting

Periodic data (destination

reports)

85

Joint (partnership)
Cooperating between
activities carried out
regional destination
organisations and the
Slovenian Tourist Board at
a programme level.

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

Number of tourists and

overnight stays at a
destination
Number of visitors
to tourist sites at a
destination
Number of designed
integrated tourism
products
Number of sales paths
formed.
Number of tourism
and with tourism
connected economy
and civil subjects actively
involved in activities at a
destination level.
Number of joint
marketing presentations
of destinations on
domestic and foreign
markets
Number of employees
in catering and tourism
sector
Number of unemployed
that are educated for
catering and tourism
Number of students
enrolled in catering and
tourism educational
programmes

86

51

In accordance with
strategic objectives set
for a certain destination

50 000 by the end of

2016 51

Data of the Tourism and

Hospitality Chamber of
Slovenia, the Chamber
of Craft of Slovenia the
Ministry of Labour, Family
Reduction of
and Social Affairs, the
unemployment in
catering and tourism by 2 Ministry of Education,
Science, Culture
% every year.
and Sport and the
Employment Service of
Halting a decrease in
Slovenia
enrolment in catering
and tourism educational
programmes compared
to enrolment in
other programmes of
vocational and technical
education

Number of promotional
activities carried out

At least three activities

in connection with
promotion of education
work in catering and
tourism

Introduction of the
Family Friendly Company
standard into tourist
companies

At least one company a

year

In tourism, to increase the number of jobs from the current 45 000 to 50 000 (and/or owing to multiplication influence) an additional 4 000 jobs
in other sectors totalling to 9 000 new jobs).
Source: The Statistical Office of the Republic of Slovenia (SORS) data on the number of employment by activity.

1.3
Encouragement of
quality enhancement
(focused on stimulation
of non-technological
innovations, training,
education, staff
competency, functional
quality, etc.)

Introduction and
improvement of
categorisation system
(technical quality) and
its alignment with
sustainability criteria.

100 %

Database of
accommodation facilities

Number of certificates
At least two
Number of specialised
accommodation facilities accommodation facilities issued (STO)
and/or providers (tourist a year
companies with certified
and specialised tourism
offer)
Tourism industry survey
At least ten
Introduction of an
integrated quality system accommodation facilities
a year
for tourist companies.

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

1.5
Innovation
encouragement (in
particular, green
innovation for green
growth)

Measuring the
satisfaction of tourists

Continuously

The number of the

national quality offer
brands or the number
of the assumed
international quality offer
brands
Selection of publicly
available surveys
carried out on tourism
and support to target
research projects in
tourism

At least twice a year

Established tourism
satellite accounts

New data on the

economic importance
of tourism in Slovenia
provided every three
years

Quality and
comprehensive statistical
data on tourists and
enhancement of
statistical databases
needed for research and
development in tourism
Number of introduced
innovative (specialised)
tourism products and
services

Quality data
Elimination of
administrative barriers

Number of green
innovations at a
destination

At least two to three a

year

At least two research

projects in the field of
tourism a year

At least five a year

Activities of the Statistical

Office of the Republic of
Slovenia and the Ministry
of Education, Science,
Culture and Sport
National and University
Library (NUK) data

Data of the Slovenian

Tourist Board, the
Public Agency of the
Republic of Slovenia for
Entrepreneurship and
Foreign Investments,
the Metrology Institute
within the Statistical
Office of the Republic of
Slovenia

87

1.6
Easier access to Slovenia
in Slovenia

Number of new regular

airline connections
Number of additional
charter flights

10 new railway tracks by

the end of 2016
At least two a year

Number of international 3
passenger airports in
operation with chartered
and scheduled airlines

1.7
The EU and international
cooperation

88

Establishment of the
necessary infrastructure
in the Port of Koper for
arrivals of big tourist
cruise ships

Project implementation

Introduction of green
means of transport

Introduction of at least
one green means of
transport at a destination

Improvement of road,
rail and maritime
connections.

Improvements in
accordance with the
tourism development
needs

Enhanced offer of public

transport at tourist
destinations

Sustainable mobility
management at tourist
destinations

User-friendly toll
collection system for
tourists and visitors.

Changed toll-collection
system

Simplification of visa
procedures

Simpler and faster

visa procedures and
introduction of simplified
procedures in new
countries
Data of relevant
Participation in
institutions / stakeholders
international projects.
Number of the EU
and international
projects with Slovenia's
participation

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

1.8
Number of projects
Encouraging investments supported
in tourism infrastructure

40

Records of instrument
holders (promoters)

Four per cent increase in

Number of tourist arrivals supported projects a year Statistical Office of the
Republic of Slovenia and
records of instrument
holders
100 in the programme
Number of new jobs
period
Statistical Office of the
Republic of Slovenia, the
Pension and Disability
Number of new tourism 40
Insurance Institute of
products
the Republic of Slovenia
(PDII) and records of
20
Number of supported
instrument holders
projects of small
and medium-sized
Records of instrument
enterprises
holders

1.9
De-seasonalisation

Lengthening of tourist
season (including a reintroduction of divided
winter school holidays)52

Slight occupancy
fluctuation

Records of instrument
holders
Statistical Office of the RS,
tourism industry

Accommodation facilities At least 30 %

occupancy rate, in total53
Hotel occupancy rate
2.
Ensuring a
favourable
business
environment

52

53

Adoption of regulatory
acts in favour of tourism
development

At least 65 % at the
annual level
More favourable business
environment

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

In accordance with Article 18 of the Protocol on Tourism (Alpine Convention), the signatory of which is also the Republic of Slovenia:
'Article 18 School Holiday Scheduling
1. Signatories strive to improve location distribution and time scheduling of tourist demand for touristic zones.
2. To this end, it is also necessary to support the inter-country cooperation in school holiday scheduling and exchange of experience in the
lengthening of tourist season.'
To increase the average occupancy rate of all accommodation facilities from the current 21 % to 30 % and the hotel occupancy rate from the
current 38 % to 60 %. Source: SORS data on capacities and overnight stays in 2010.

89

2.1
Inter-ministerial
cooperation and
ensuring favourable
regulatory environment

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

Adoption of regulatory
acts in favour of tourism
development
2.2
Partnership cooperation
Organisation of Slovenian in all areas and at all
Tourism
levels

3.
Marketing and
promotion
of Slovenia
as a tourist
destination

Having regard to the

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

Elimination of
administrative and
bureaucratic barriers
Effective model of the
organisation of Slovenian
tourism

Increasing the budget

funds for development
and promotion of
tourism

At least 20 % increase at
the annual level

Effectiveness of
marketing and
promotion of brands for
promotion of tourism at
the WEF scale

Every year, one position

higher

WEF data

Letna raziskava Slovenske

turistine organizacije/
Urada Vlade RS za
komuniciranje, druge
raziskave na podroju
ovrednotenja premoenja
znamke Slovenije
Carrying out/ preparing The Annual Report of
Number of analyses
3.2
the Slovenian Tourist
at least one analysis or
Market segmentation and carried out and/or
market profiles prepared market profile annually Board, portal site of the
strategic development
Slovenian Tourist Board,
plan by individual market
Efficiency of the carried At least 3 % growth in the survey carried out among
the representatives of
out activities of market number of visits to web
communication (in large pages www.slovenia.info the Slovenian tourism
industry on their
at the annual level
projects)
satisfaction with the
Two at the annual level performance of the
Number of product
Slovenian Tourist Board
stock exchanges carried
out in South-East
Europe

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

Number of new 'info

points'
3.3.
Visits to web page www.
Competitive, clearly
slovenia.info/rr
positioned tourism
products based on
principles of sustainability

90

10 odstotno poveanje
stopnje prepoznavnosti
Slovenije in znamke I feel
Slovenia do konca leta
2016

2 new info points by the

end of 2016
At least three per cent
growth in the number of
visits to web pages at the
annual level

Google Analytics, a
survey carried out among
the representatives of
the Slovenian tourism
One at the annual level
industry on their
satisfaction with the
At least three workshops performance of the
Number of trainings
Slovenian Tourist Board,
carried out for Slovenian carried out a year
the Annual Report of the
tourism industry,
Slovenian Tourist Board
destinations, associations
Data of the WEF, the
Three positions higher by Statistical Office of the
Increased
Republic of Slovenia,
the end of 2016
competitiveness of
the Bank of Slovenia,
Slovenian tourism
EUROSTAT, UNWTO,
according to WEF ranking
WTTC, etc.
(in ICT)
Google Analytics, a
survey on the satisfaction
Three per cent growth
Visits to the portal
with the portal, data of
a year
the Slovenian Tourist
Board, the Annual
User satisfaction with the The average portal
Report of the Slovenian
satisfaction score 4.3
portal
Tourist Board, Facebook
Implementation of all the insights, Crowdbooster,
Level of realised
agreed upon upgrading Twittercounter, one
upgrading/
of analytical tools (e.g.
improvements planned
Attentics), LinkedIn, Peer
Project implementation Index
Introduction of mobile
solution for Slovenia as a
tourist destination

Usability assessment of
3.4.
Innovative and effective information provided
implementation of digital
Number of product
marketing
analyses carried out

Community power on
Facebook I feel Slovenia
and Twitter Slovenia
Info (frequency of
interactions, number
of publications seen
, number of Twitter
followers, re-tweets)

Minimum usefulness of
information score 3.8

Twitter: increased by 300

followers a year
Continuous increase in
the number of re-tweets
An increase of ten per
cent of active fans on
Facebook a year

Business communication Target communication

with at least three groups
established through
from B2B) segment
LinkedIn
Progress of Slovenia as
a destination on social
networks

Retain the value of

peerindex (the most
influential Twitter users in
Slovenia) above the value
of 40

Number of trainings
carried out

Six at the annual level

Using social networks

Using social networks
and other e-tools to share and other e-tools
knowledge
Average score at least 3.6
Satisfaction of partners
3.5
Partnership marketing to with synergy effects
All interest groups,
achieve synergy effect
regional destination
Preparation of
partnership strategy and organisations and large
companies
work programmes

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

91

5. FUNDS ENVISAGED FOR THE

REALISATION OF THE 2012-2016
SLOVENIAN TOURISM DEVELOPMENT
STRATEGY

Miran Kambi

Plans of 20122016 development programmes (review of policies having impact on tourism development):

Ministry of Economic Development

and Technology
Expansion of the tourism sector

Indicator

Inflow from the travel

services

Increase in the economic, environmental and

social capital and enhancement of its effectiveness

Indicator

GDP per capita, in

purchasing-power
standards (PPS) (EU
27=100)

Indicator

Number of overnight stays

Indicator

Number of partners cooperating with Slovenian

partners

Number of newly created

gross jobs Posoje

Regional GDP

Indicator

The contract value of

Slovenian partners, by programme (ESRR + IPA)

Regional unemployment
rate

Length of newly constructed and reconstructed

roads

Indicator

Increased competitiveness
of Slovenian tourism according to WEF ranking

Policy

01 Entrepreneurship and competitiveness

General
objective

Programme

0102 Fostering
growth and development of enterprises

Specific
objective

Successful growth and development of tourism

in accordance with the principles of sustainable
development

Specific
objective

Efficient integration of cross border areas in

development and enhancement of Slovenian
regions' participation in the European territorial
cooperation

Solving structural issues in target disadvantaged

areas and reducing their development gap

Provision of opportunities to increase competitiveness and sustainable development of regions

Programme

0103 Promoting
competitiveness at
the regional level

Sub-Programme

010301 Development of regions

Result

Partnership of Slovenian bodies in the field of

sustainable and balanced development and
territorial cohesion

Job creation

Co-financing of regional projects

Sub-Programme

010203 Support to
development of
tourism

Result

Enhanced competitiveness of Slovenian tourism

94

Ministry of Infrastructure and Spatial

Planning

Policy

06 Transport and
Transport Infrastructure

General
objective

Ensuring safety, regularity and efficiency in

civil aviation

Indicator

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

Programme

0601 Transport and

Transport Infrastructure

Specific
objective

Sustainable development of civil aviation and air

transport safety management

Indicator

Increased number of new

air routes and increased volume of transported goods
and tourism development

Sub-Programme

060103 Air Transport and Airport

Infrastructure

Result

New airline connections opened with airports

that do not have sufficient traffic (Maribor Edvard Rusjan Airport and Portoro Airport)

Indicator

At least one new regular air

route established

Sub-Programme

0601201 Road
Transport and Infrastructure

Result

Indicator

Ministry of Agriculture and the

Environment
Policy

5.3.3. Quality of
life and diversification of the rural
economy
5.3.3.1.1. Diversification in non-agricultural activities

Programme
5.3.3.2. Improvement of the quality
of life in rural areas

General
objective

Specific
objective

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

Indicator

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

Tourism infrastructure in
rural areas (number of
beds)

Number of jobs created

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

95

5.3.3.1.1. Diversification in non-agricultural activities

Sub-Programme

5.3.3.1.2. Support to
the formation and
development of
micro-sized enterprises

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

Result

5.3.3.2.2. Renovation and development of villages

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

Number of supported projects promoting tourism

Number of supported projects promoting tourism
Indicator

Operational objectives:
Landscaping the areas of public use and construction of facilities for various purposes

5.3.3.2.3. Preservation and improvement of rural

heritage

Number of villages where

projects were carried out

Number of projects supported in connection with rural

heritage

Operational objectives:
Enhancement of attractiveness of rural communities

Policy

09 Environmental and spatial

planning issues

General
objective

Creating a good state of the environment

and nature; reducing the impact of climate
change; and improving the safety of the population

Indicator

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

Programme

0901 Sustainable
management of
natural resources

Specific
objective

Effective legislation and clear strategic guidelines for water management

Indicator

Reduced emissions into

waters

Sub-Programme

090101 Sustainable
natural resource
management and
construction of
environmental infrastructure

Result

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

Indicator

A proportion of water bodies achieving good status

of waters

Indicator

Number of units having the

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

Programme

0902 Conservation
of biodiversity

Specific
objective

Preservation of valuable natural features

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

Sub-Programme

090201 Biodiversity
conservation and
protection of valuable natural features

Result

Favourable level of conservation of European

species and habitat types

Indicator

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

Sub-Programme

Implementation of
sustainable development/ reduction
of environmental
impact

Result

Sustainability-oriented tourism infrastructure

Indicator

The number new Eco-labels

awarded

96

Ministry of Education, Science,

Culture and Sport
Policy

04 Education and
sports

General
objective

Development of a system of practical education and training

Indicator

A school hotel where

students receive practical
training in a real environment

Programme

040104 Higher
education

Specific
objective

Modernisation of higher education system and

quality assurance

Indicator

Monitoring the quality of

education

Sub-Programme

04010402 Higher
education activity

Result

Updated existing programmes

Indicator

New educational programmes meeting the

demands of the economy
(wellness )

Policy

04 Education and
sports

General
objective

Development of a system of practical education and training

Indicator

Inter-company education
centre for catering and
tourism

Indicator

Construction of a business
to business education centre establishing a modern
infrastructure for upgrading
the system of practical education and training

Programme

040103 General
secondary and vocational education

Specific
objective

Sub-Programme

04010303 Secondary education

activity

Result

New programmes, new jobs, new infrastructure

Indicator

The number of new jobs,

new educational and training programmes and new
projects carried out jointly
with the economic sector.

Policy

04 Education and
sports

General
objective

Development of a system of practical education and training

Indicator

Modernised secondary
school financing and management system

Programme

040103 General
secondary and vocational education

Specific
objective

Encouraging employers to carry out practical

training through work for secondary school
students and practical education through work
for higher school students

Indicator

Public invitation to tender

for the Slovenian Human
Resources Development
and Scholarship Fund

Sub-Programme

04010303 Secondary education

activity

Result

In companies, new apprenticeship positions for

students

Indicator

Number of the on-the-job

practical trainings carried
out

Upgrading of the system of practical education

and training

97

Policy

04 Education and
sports

General
objective

Development of a system of practical education and training

Indicator

Modernised secondary
school financing and management system

Programme

040103 General
secondary and vocational education

Specific
objective

Encouraging employers to carry out practical

training through work for secondary school
students and practical education through work
for higher school students

Indicator

Public invitation to tender

published by the Ministry of
Education, Science, Culture
and Sport

Sub-Programme

04010303 Secondary education

activity

Result

New qualified mentors in companies

Indicator

The number of qualified

mentors in companies

Policy

04 Education and
sports

General
objective

Construction of a network of sports facilities

Indicator

The number of new and

modernised facilities

Programme

0402 Sports

Specific
objective

Construction of sports facilities to support tourism industry

Indicator

The surface of new and

modernised facilities

Sub-Programme

040201 Sports programmes

Result

New jobs

Indicator

Number of new jobs

05 Culture

General
objective

Ensuring an encouraging environment for

the development of Slovenian culture and
language, cultural heritage protection and
preserving the diversity of the art and media
landscape

Indicator

Maintaining value added

in culture as a percentage
of GDP

Specific
objective

Accessibility of top cultural goods and high quality media contents and culture infrastructure
throughout the Slovenian cultural space and
planned presence and recognisability of the
Slovenian culture in the international arena.
Improvement of the social status of authors and
other professionals in the areas of culture and
media.

Policy

Programme

Sub-Programme

98

0501 Culture

050102 Cultural heritage preservation

Result

Projects and programmes carried out in the area

of cultural heritage and archive material, carried
out a year

Indicator

Proportion of public funds

allocated for culture (municipality and state budgets in
total) in the gross domestic
product
Proportion of the annual
household consumption
spent on culture

Indicator

The number of co-financed

projects and programmes
in the area of movable and
immovable cultural heritage
and archive activities a year

99

010203
Support
to development of
tourism
010301 Development
of regions
Operational
Programme
Slovenia-Austria
20072013

Encouraging the development of

tourist destinations

International territorial cooperation

1.1
Encouraging the development of
tourist destinations

1.
ENCOURAGEMENT OF ENHANCED
COMPETITIVENESS

Development area / Measures

Year

Sub-Programme

112.500

1.428.832

6837
(EU funds)

6513
(Slovenia's
participation)

252.147

6959

2012

Budget
heading;
EU funds

1732

Budget
heading;
Budget
funds

112.500

1.190.000

210.000

40.000

2013

112.500

1.575.000

525.000

40.000

2014
(Assessment)

112.500

1.575.000

525.000

40.000

2015
(Assessment)

112.500

1.575.000

525.000

40.000

2016
(Assessment)

562.500

7.343.832

2.037.147

160.000

TOTAL

Table 11 shows financial funds (framework amounts) by ministry, allocated for the implementation of the aforementioned measures.
In the event of changes in the amount of the budgetary funds of the Republic of Slovenia, the amounts by budget heading in the table will be changed (adjusted) correspondingly.
in EUR

Table 11: Framework financial plan by area (activity) during the 20122016 period

100

54***

6513 (Slovenia's participation)

6513 (Slovenia's participation)

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

112.500

(510.000)

90.000

(637.500)

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

010301 Development
of regions
Operationa
Programme
(IPA) Slovenia-Croatia
20072013

010301 Development
of regions
Operational
Programme
SloveniaHungary
20072013

010301 Development
of regions
Operational
Programme
SloveniaHungary
20072013

010301 Development
of regions
Operational
Programme
Slovenia-Austria
20072013

The EU
funds are
not in the
Budget; the
Slovenian
Regional
Development
Fund of Ribnica shall
provide
payments
***54

112.500

(510.000)

90.000

(637.500)

112.500

(510.000)

90.000

(637.500)

112.500

(510.000)

90.000

(637.500)

112.500

(510.000)

90.000

(637.500)

562.500

(2.550.000)

450.000

(3.187.500)

101

Additional temporary measures

for disadvantaged areas (project
group: 1536-11-S002, Programme
promoting the development in the
Posoje region)
010301 Development
of regions

010301 Development
of regions
Operational
Programme
Slovenia-Italy 2007
2013

010301 Development
of regions
Operational
Programme
Slovenia-Italy 2007
2013

010301 Development
of regions
Operational
Programme
(IPA) Slovenia-Croatia
20072013

1166

6513 (Slovenia's participation)

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

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

50 000

(637.500)

112.500

(637.500)

100 000

(637.500)

112.500

(637.500)

End of
Programme

(637.500)

112.500

(637.500)

End of
Programme

(637.500)

112.500

(637.500)

End of
Programme

(637.500)

112.500

(637.500)

150.000

(3.187.500)

562.500

(3.187.500)

102
9201 (Slovenia's participation)

9201 (Slovenia's participation)

9201 (Slovenia's participation)

050102
Cultural
heritage
preservation
5.3.3.1.1,
Diversification in non
-agricultural
activities

5.3.3.1.2.
Support
to the
formation
and development of
micro-sized
enterprises

5.3.3.2.2.
Renovation
and development of
villages

Networking of cultural potentials

Cultural monuments projects of

the Slovenian Armed Forces and
intervention

Diversification in non-agricultural
activities (Measure 311)

Support to the formation and development of micro-sized enterprises

(Measure 312)

Renovation and development of

villages (Measure 322)

9200
(EU funds)

9200
(EU funds)

7.500.000

2.500.000

5.700.000

1.900.000

9.000.000

3.000.000

8751

300.000

9.979.364

1.761.051

14.365.390

300.000

9200
(EU funds)

6877
(EU funds)

7621
(EU funds)

4552

4551

050102
Cultural
heritage
preservation
6955

0010301
Development of
regions

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

No funds
will be tendered

No funds
will be tendered

No funds
will be tendered

100.000

300.000

300.000

14.253.934

2.515.401

21.200.000

Impossible
to assess

Impossible
to assess

Impossible
to assess

100.000

300.000

Impossible
to assess

Impossible
to assess

Impossible
to assess

Impossible
to assess

100.000

300.000

Impossible
to assess

Impossible
to assess

Impossible
to assess

Impossible
to assess

100.000

300.000

Impossible
to assess

7.500.000

2.500.000

5.700.000

1.900.000

9.000.000

3.000.000

400.000

600.000

1.500.000

24.233.298

4.276.452

35.565.390

103

010203
Support
to development of
tourism

04010402
Higher
education
activity

04010303
Secondary
education
activity

Adequacy of human resources to

meet the needs of the economy

Astoria II School hotel renovation

and wellness centre construction

Business to business education

centre - Academy of Culinary Arts
and Tourism

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

TOTAL

Preservation and improvement of

rural heritage (Measure 323)

5.3.3.2.3.
Preservation and improvement
of rural
heritage

374.984

2.124.912

6876
(EU funds)

6959 and
6837
(EU funds) in the
amount of
4 096 440
included
in measure
1,8) (Resources of the
Ministry of
Economic
Development and
Technology)
6997 (Slovenia's participation)

1.150.000

5786

42.000

61.464.284

2.250.000

9200
(EU funds)

750.000

1732

9201 (Slovenia's participation)

100.000

40.636.835

No funds
will be tendered

100.000

2.967.500

Impossible
to assess

110.000

2.967.500

Impossible
to assess

110.000

2.967.500

Impossible
to assess

2.124.912

374.984

1.150.000

462.000

111.003.619

2.250.000

750.000

104

TOTAL

Encouraging development and research and creating adequate basis

for decision-making in tourism

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

TOTAL

Encouraging development and research and creating adequate basis

for decision-making in tourism

1.3
Encouraging development and
research and creating adequate
basis for decision-making in tourism

010203
Support
to development of
tourism

010203
Support
to development of
tourism

04010303
Secondary
education
activity

Training of employers' mentors

for delivering practical on-the job
-training to secondary school and
higher school students

TOTAL

04010303
Secondary
education
activity

Encouraging employers to carry out

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

8.319

6894 (ESF)
(EU funds)

1732

1.467

6947 (Slovenia's participation)

1732

248.542

6894 (ESF)
(EU funds)

70.000

70.000

38.000

38.000

3.994.084

43.860

6947 (Slovenia's participation)

140.000

140.000

170.000

170.000

682.537

15.598

2.752

479.559

84.628

160.000

160.000

200.000

200.000

100.000

180.000

180.000

220.000

220.000

110.000

200.000

200.000

250.000

250.000

110.000

750.000

750.000

878.000

878.000

4.996.621

23.916

4.219

728.101

128.488

5.009.292

9489
National
road
network
(ERDF 200713)

9.360.850

1.000.000

90.000

90.000

On the basis of the Operational Programme for Environmental and Transport Infrastructure Development 20072013. For the period of
20142020 funds have been assessed and will be allocated in the future operational programmes.

060102
Road transport and
Infrastructure

42.380

249.060

350.000

50.000

50.000

Transport and transport

Infrastructure55

1351
Construction of national roads

01350
Major maintenance
and repair
of national
roads

060102
Road transport and
Infrastructure
060102
Road transport and
Infrastructure

1732

1732

Easier access to Slovenia in Slovenia

010203
Support
to development of
tourism

010203
Support
to development of
tourism

Easier access to Slovenia in Slovenia

TOTAL

Encouraging innovation in tourism

1.5
Encouraging innovation in tourism

55

105

2.480.863

1.000.000

100.000

100.000

1.000.000

100.000

100.000

1.000.000

100.000

100.000

16.851.005

42.380

249.060

4.350.000

440.000

440.000

106

56

010203
Support
to development of
tourism56

010203
Support
to development of
tourism

2.869.146

16.258.495

6837
(EU funds)
-

20.000

20.000

6959 (Slovenia's participation)

1732

060102
Road transport and
Infrastructure
8.081.215

1.546.490

01351
National
road
network
(earmarked
fund)

060102
Road transport and
Infrastructure

15.560.000

2.745.882

100.000

100.000

15.472.770

3.460.000

1.651.920

13.425.000

4.475.000

100.000

100.000

9.928.662

6.010.000

437.799

13.425.000

4.475.000

100.000

100.000

7.890.000

6.890.000

13.425.000

4.475.000

100.000

100.000

7.610.000

6.610.000

72.093.495

19.040.028

420.000

420.000

48.982.647

24.516.490

2.973.712

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

Encouraging investments in tourism

infrastructure

1.8
Encouraging investments in tourism infrastructure

TOTAL

The EU and international

cooperation

1.7
The EU and international
cooperation

TOTAL

883.993

9492
National
road
network
(ERDF 200712- Slovenia's participation)

107

Community facilities for visiting

valuable natural features a group
of projects

58
59
60

57

6938
(EU funds)

43.966.107

059

21.112.696

3.725.770

43.744.348

600.000

21.112.696

3.725.770

18.500.000

225.000

375.000

Impossible
to assess

Impossible
to assess

19.025.000

375.000

750.000

Impossible
to assess

Impossible
to assess

19.625.000

600.000

1.125.000

Impossible
to assess

Impossible
to assess

144.860.455

1.200.000

2.850.000

42.225.392

7.451.540

Funds are earmarked for construction of the Nordic Centre Planica and investments in the organisation of EuroBasket 2013. The Nordic Centre Planica Phase I (the Ski-Jumping and Sky-Flying Centre) is
under construction, while Phase II (the Cross-Country Skiing Centre) is in the certification phase. Other projects are in preparation. Funds are from the European Regional Development Fund within the Operational Programme for strengthening regional development potential in the period 2007-2013.
In accordance with the management plan policies for the protected areas.
The Ministry of Agriculture and the Environment has been seeking to provide funds in the amount of 114 791 under this heading; however, the funds have not been allocated yet.
In accordance with nature conservation guidelines.

2.
Ensuring a favourable business
environment

TOTAL

De-seasonalisation

1.9
De-seasonalisation

090201
Biodiversity
conservation and
protection
of valuable
natural features

Community facilities for visiting protected areas a group of projects

010203
Support
to development of
tourism

2443
(15 % cofinancing
of projects
for valuable
natural features )60

090201
Biodiversity
conservation and
protection
of valuable
natural features

TOTAL

2443
(Co-financing
projects for
protected
areas)58

040201
Sports programmes57

Co-financing investments in community sports and recreational

infrastructure facilities

6951
Sports infrastructure
(Slovenia's
participation)

108

TOTAL

Market segmentation and strategic

development plan by individual
market

3.2
Market segmentation and strategic development plan by an individual market

TOTAL

Increase in recognisability and reputation of Slovenia and achieving its

desired positioning

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

3.
Marketing and promotion of Slovenia as a tourist destination

TOTAL

Organisation of Slovenian Tourism

2.2
Organisation of Slovenian Tourism

TOTAL

Inter-ministerial cooperation and

ensuring favourable regulatory environment

2.1
Inter-ministerial cooperation and
ensuring favourable regulatory
environment

010203
Support
to development of
tourism

010203
Support
to development of
tourism

010203
Support
to development of
tourism

010203
Support
to development of
tourism

1732

1732

1710

1.450.000

1.450.000

300.000

300.000

2.000.000

2.000.000

5.744.000

5.744.000

610.000

610.000

2.600.000

2.600.000

6.294.000

6.294.000

700.000

700.000

2.700.000

2.700.000

7.894.000

7.894.000

700.000

700.000

2.800.000

2.800.000

9.344.000

9.344.000

700.000

700.000

2.900.000

2.900.000

30.726.000

30.726.000

3.010.000

3.010.000

13.000.000

13.000.000

109

Year

2012

94.985.842

TOTAL
EU funds

800.000

800.000

30.000

30.000

350.000

350.000

27.627.848

TOTAL
Budget funds

1732

1732

1732

122.613.690

010203
Support
to development of
tourism

010203
Support
to development of
tourism

010203
Support
to development of
tourism

TOTAL
EU funds and budget funds

TOTAL

Partnership marketing to achieve

synergy effects

3.5
Partnership marketing to achieve
synergy effects

TOTAL

Innovative and effective marketing

in the virtual world

3.4
Innovative and effective marketing in the virtual world

TOTAL

Competitive, clearly positioned tourism products based on principles

of sustainability

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

2013

83.172.637

29.823.853

112.996.490

1.750.000

1.750.000

600.000

600.000

656.000

656.000

2014

17.480.863

27.575.299

45.056.162

1.800.000

1.800.000

850.000

850.000

656.000

656.000

2015

15.000.000

30.142.500

45.142.500

1.850.000

1.850.000

700.000

700.000

606.000

606.000

2016

15.000.000

32.162.500

47.162.500

1.850.000

1.850.000

800.000

800.000

606.000

606.000

225.639.342

147.332.000

372.971.342

8.050.000

8.050.000

2.980.000

2.980.000

2.874.000

2.874.000

Bibliography and Sources

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

UNWTO policies;

OECD policies;

EU policies;

Alpine Convention policies;

Slovenia's Development Strategy 20072013;

information and policies for drafting the Slovenia's Development Strategy 20132020;

Regional Development Programmes;

local tourism organisations;

policies of the tourism industry and interest groups (findings obtained at workshops);

strategies of individual tourism products and/or services (business tourism, hiking tourism, biking tourism, culture tourism,
etc.)

Bibliography
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Ljubljana, Slovenian Tourist Board (20 let turizma samostojne Slovenije - Analiza slovenskega turizma od leta 1991 do 2010.
Ljubljana: Slovenska turistina organizacija).
2. Institute for Tourism of the Economic Faculty (ITEF) and Slovenian Tourist Board (STO). 20122016 Partnership for the Sustainable Development of Slovenian Tourism (Partnerstvo za trajnostni razvoj slovenskega turizma 2012-2016) and Expert
Groundwork for the Development and Marketing Strategy of Slovenian Tourism for the 20122016 (Podlage za Strategijo
razvoja in trenja slovenskega turizma 2012-2016), Institute for Tourism at the Faculty of Economics and Slovenian Tourist
Board, Ljubljana.
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of the Expert Groundwork for the Development and Marketing Strategy of Slovenian Tourism for the 20122016 (Razirjen
menederski povzetek strokovnih predlogov za Strategijo razvoja in trenja slovenskega turizma 2012-2016), Institute for
Tourism at the Faculty of Economics and Slovenian Tourist Board, Ljubljana.
4. European Commission (2010). Communication from the Commission to the European Parliament, the European Council, the
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6. Uran, M., and Kriaj, D., Innovation in Tourism Final Report (Inovativnost v turizmu zakljuno poroilo), University of Primorska, Faculty of Tourism Studies Portoro Turistica (2010).
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uspenosti poslovanja hotelskih podjetij), Research Centre in cooperation with the Institute for Tourism at the Faculty of
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Programme 20112020 (Nacionalni program visokega olstva 2011-2020) and Research and Innovation Strategy of Slovenia
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nacionalnem programu razvoja civilnega letalstva Republike Slovenije do leta 2020), Uradni list RS (Official Gazette of the
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11. Uran, M., Ovsenik, R. (2006), Development Plan and Policies of Slovene Tourism 2007-2011 (Razvojni nart in usmeritve slovenskega turizma 2007-2011), Ljubljana, Ministry of the Economy.
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111

Enclosures
A. Slovenia's Development
Strategies 2006-2013 and
2013-2020
The Slovenian Tourism Development Strategy for the period starting at the beginning of 2012 and concluding at the end of 2016
takes into account the key development objectives of two strategic documents at the national level, i.e. Slovenia's Development
Strategy 20062013, and Slovenia's Development Strategy 2013-2020.
Slovenia's Development Strategy 20062013 sets four main objectives of development (economic, social, intergenerational
and sustainable objectives as well as development in the international environment). The 2012-2016 Slovenian Tourism Development Strategy will help to faster achievement of the four aforementioned development objectives by implementing the
planned measures at all levels.
Table 12: Review of the Slovenia's Development Strategy objectives
Slovenia's Development Strategy
2006-2013

Development and Marketing Strategy of Slovenian Tourism

2012-2016

Development priorities

Development areas

1. Competitive economy and faster

economic growth

112

Encouraging competitiveness of
Slovenian tourism
Marketing and promotion of Slovenia
as a tourist destination

Expected results
Increased recognisability and
accessibility of Slovenia as a tourist
destination
Increase in tourist visits
Increase in tourism revenue
Well-designed tourist destinations
Increase in quality of tourism services
and products
Tourism investments realised

2. Effective creation, two-way flow,

and use of knowledge for economic
development and quality jobs

Encouraging competitiveness of
Slovenian tourism

Increased role of research in tourism

Adequacy of staff in tourism

3. Efficient and less costly state

Development of favourable business

environment

Improved regulatory framework for

tourism development

4. Modern social state and higher

employment

Encouraging competitiveness of
Slovenian tourism

Quality jobs

5. Integration of measures to achieve

sustainable development

Encouraging competitiveness of
Slovenian tourism

Encouraged sustainable tourism

development

Slovenia's Development Strategy

2013-2020
The 2012-2016 Slovenian Tourism Development Strategy has been created simultaneously with preparation of the Slovenia's
Development Strategy 2006-2013. The current materials include the following objectives:61

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

higher productivity; and

higher satisfaction/happiness index.

B. The drawing up of the

20122016 Slovenian Tourism
Development Strategy
The first activities relating to the preparation of the 20122016 Slovenian Tourism Development Strategy started in September
2010 at Lako, marking the World Tourism Day. The outcome of the working meeting between the then Ministry of the Economy
and representatives of the tourism industry and academic environment and some regional, local and civil representatives was
the following decision:
'On 27 September 2010 at Lako, the present key representatives of tourism industry and other key stakeholders in Slovenian
tourism are acquainted with the presented premises for a new 20122016 Slovenian tourism development strategy that will be
based on intensive marketing and focused on improving the quality of services and developing innovative tourism products
with a view to increasing the competitiveness, promoting sustainable tourism development and increasing the tourism turnover
(volume of receipts, number of arrivals and overnight stays).'
The next workshop with representatives of the economic sector and interest groups was held on 14 June 2011 at the premises
of the Ministry of Economic Development and Technology. The workshop stressed the following key points to serve as a basis
for the strategy:

recognisability/reputation,

accessibility of Slovenia,

modern and innovative marketing approach,

favourable business environment (legislation),

visa policy,

orientation towards sustainable development,

innovative products/services, green products, high value added,

quality (technical and functional),

jobs,

foreign investment,

the importance of tourism.

61

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

113

Together with colleagues at the Tourism and Internationalisation Directorate under the Ministry of Economic Development and
Technology, we studied the relevant documents that have an impact on the development of tourism in Slovenia at the national
and international levels (development, strategic, programme and regulatory documents at the national and entrepreneurial
levels, as well as at the international level, i.e. UNWTO, OECD, EU, Alpine Convention, etc.). These contain policies and measures
that enable and encourage tourism development and that the tourism industry must follow.
On 8 September and 20 September 2011, two additional workshops were held with the representatives of key ministries and the
former Government Office for Development and European Affairs at the Ministry of Economic Development and Technology.
The next workshop with the representatives of regional destination boards took place on 19 September 2011 (also at the Ministry
of Economic Development and Technology).
On 26 September 2011, we received the minutes from the Tourism and Hospitality Chamber about the workshop, organised on
8 September 2011, with the premises for the new 20122016 Slovenian Tourism Development Strategy.
On 30 September 2011, we received the Expert Groundwork for the Development and Marketing Strategy of Slovenian Tourism
for the 20122016, which was prepared by the EIPF-Economic Institute at the Faculty of Economics (project leader: dr. Tanja
Mihali), containing policies for further development of Slovenian tourism (Contracting Authority: Slovenian Tourist Board).
On 2 November 2011, the measures in marketing development area and promotion of Slovenia as a tourist destination were
presented at the Slovenian Tourist Board and then brought into line with external experts in trademarks, product development,
international marketing and information technology.
On 11 November 2011, we received final proposals for objectives and measures which were prepared by the Tourism and
Hospitality Chamber and were to be taken into account in the new 20122016 Slovenian Tourism Development Strategy.
On 17 November 2011, the proposal for the 20122016 Slovenian Tourism Development Strategy was presented for the first
time to the members of the Management Board of the Tourism and Hospitality Chamber.
From 1 October to mid-December 2011, the internal coordination was conducted and discussions held with the then
Government Office for Development and European Affairs.
On 29 November 2011, the proposal for the 20122016 Slovenian Tourism Development Strategy was presented for the second
time, in the context of discussions held under the Faculty of Economics.
In mid-December (16 December 2011), the 20122016 Slovenian Tourism Development Strategy proposal was sent for review
and opinions of the members of the wider operational team; as far as possible, their opinions and explanations were taken into
consideration.
The first public presentation of the proposal for the 20122016 Slovenian Tourism Development Strategy was held on 9
December 2011 during the Days of Slovenian Tourism in Portoro.
A detailed coordination meeting with the working group of the Tourism and Hospitality Chamber was held on 13 January 2012.
In mid-January, the opinions and constructive proposals were received from Chamber of Craft and Small Business, Slovenian
Convention Bureau, Association of Tourist Farms of Slovenia, Slovenian Spas Association, Association of Slovenian Ski Lift
Operators, Slovenian Chamber of Mountain Centres, Tourist Association of Slovenia, and Association of Municipalities and Towns
of Slovenia (with the exception of the Association of Municipalities of Slovenia).
On 25 January 2012, a presentation and public debate of the proposal for the Slovenian Tourism Development Strategy were
held at the Slovenian Chamber of Commerce and Industry, which all stakeholders in tourism were invited to attend (Slovenian
Chamber of Commerce and Industry Tourism and Hospitality Chamber, Chamber of Craft and Small Business of Slovenia
Tourism and Hospitality Section, the tourism industry, Slovenian Spas Association, Slovenian Convention Bureau, the Association

114

of Tourist Agencies of Slovenia, the Association of Tourist Farms of Slovenia, the Association of Slovenian Ski Lift Operators, the
Slovenian Chamber of Mountain Centres, the Alpine Association of Slovenia, Hostelling International Slovenia, the Slovenian
Association of Tourist Guides, the Tourist Association of Slovenia, the Association of Municipalities and Towns of Slovenia, the
Association of Municipalities of Slovenia, regional destination boards, local tourist boards, mayors of all municipalities, regional
development agencies, etc.)
At the end of January (30 January 2012), an additional meeting with the representatives of the Association of Municipalities and
Towns of Slovenia was organised, in which the proposal for the strategy was again presented in more detail.
In early February 2012 (2 February 2012), a final coordination of the proposal was made with the representatives of the Tourism
and Hospitality Chamber.
On 16 February 2012, representatives of all the ministries and government offices relevant for tourism development were
invited to attend the presentation of the strategy proposal (presentation and discussion prior to the official inter-ministerial
coordination). By 1 March 2012, we received opinions, suggestions and explanations that were mostly taken into consideration.
Bilateral meetings were carried out with some ministries, in which the content of the document was amended and corrected.
On the same day of 16 February 2012, the strategy proposal was again presented to the Management Board of the Tourism and
Hospitality Chamber.
The inter-ministerial coordination was conducted in the period from 15 to 29 March 2012. The coordination was also held after
29 March 2012, i.e. until the beginning of May, since the revised national budget imposed new or revised budget amounts that
had to be taken into account. In this period, additional bilateral meetings were held and inter-ministerial adjustments made.
Finally, the document was submitted to the Government of the Republic of Slovenia for discussion.

www.slovenia.info | Bobo

After workshops, presentations and discussions concerning the strategy, the participants were invited to submit opinions,
suggestions, comments or criticism. The final version of the Strategy thus includes certain policies and proposals made by the
Tourism and Hospitality Chamber, the Chamber of Craft and Small Business, the Tourist Association of Slovenia, the Slovenian
Convention Bureau, the Slovenian Spas Association, the Association of Tourist Agencies of Slovenia, the Association of Slovenian
Ski Lift Operators, the Slovenian Chamber of Mountain Centres, the Association of Tourist Farms of Slovenia, the Association
of Educators and Researchers in Tourism, Hostelling International Slovenia, the Association of Historical Cities of Slovenia, the
Hiking and Cycling Economic Interest Grouping (EIG), Slovenia's Consortium for the Development and Promotion of Cruise
Shipping, the Slovenian Natural Parks Association, the Alpine Association of Slovenia, the Association of Municipalities and
Towns of Slovenia, and the Slovenian Foundation for Sustainable Development, etc. The ideas, experience and knowledge of
tourism industry representatives contributed to the drafting of the Strategy.

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On the part of the Ministry of Economic Development and Technology, mag. Marjan Hribar and Mojca Paternoster cooperated
in drafting the Strategy and policies. The following experts participated in the drafting and analysis of national and international
frameworks, as well as the preparation of contents of particular chapters, measures, and indicators: Jasna Radi, Marko Podrekar,
mag. Ana Boinik, mag. Irena Milinkovi, Darko Sajko, Nataa Pance, Natalija Medica and Alenka Marovt. On the part of the
Slovenian Tourist Board, Polona ernic was engaged in the preparation of some charts and statistical data processing and mag.
Nataa Hoevar in the designing of the final text of Chapter 3.3.
The 20122016 Slovenian Tourism Development Strategy was adopted by the Government of the Republic of Slovenia at its
17thregular session held on 7 June 2012.

C. Justification for the proposal

to increase budgetary funds for
tourism development
In this context, it is reasonable to conclude that Slovenia has interpreted the events of the international economic crisis very seriously. The autumn events in 2011 in Greece, Italy, and Spain and earlier in Iceland, Ireland and Portugal call for more responsible
management of national budgets. This was also the message of almost all political parties and civil lists that ran in the National
Assembly election in December 2011.
Furthermore, attention should be drawn to a fact that rarely finds a place in the media or in the broader public debate on electoral programmes. Experts in both political and economic sciences, and practically all political parties, speak about increasing
the efficiency of state administration, reducing the number of ministries and mostly about unnecessary costs. Under no criteria
would the budgetary funds for the development and marketing of tourism fall into this category.
The budgetary funds for tourism that fall under the Ministry of Economic Development and Technology62 can be roughly divided into two groups:
1. funds for the development of tourism in terms of legislation, policies and organisation (which falls under the competence
of the Tourism and Internationalisation Directorate at the Ministry of Economic Development and Technology);
2. funds for the marketing of tourism (its programme is implemented by the Slovenian Tourist Board).
The present strategy specifies competences and tasks of both institutions. Since tourism still has potential for further growth
(compared to competing tourist destinations, there is much room for development, new infrastructure, creation of tourism
products and the like), it would be completely unjustified to defend any position that the Slovenian state should also seek to
save money with cuts in the budget for tourism development. Not only Slovenian and international literature on the economics
of tourism but also the practice itself point to a very important feature of the flexibility ratio of investment in the development
and marketing of tourism in relation to (foreign) receipts from tourism. To put it simply, every euro invested in the development
(policy, infrastructure, quality of working conditions of the sector, etc.) and marketing of tourism in a particular period (from one
to several years) yields increased revenue to the state budget.
Cuts in the budgetary investment in tourism also result in smaller budget revenue from tourism. This theoretical explanation of
the state investments in the development and marketing of tourism is also very much confirmed in the practice.
In 2011, the influential European Tourist Commission (ETC), an association of National Tourism Organisations based in Brussels,

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62

The scope excludes the funds earmarked for tourism development by other ministries.

issued an overview of the budgets of the national tourism organisations in the 20082011 period. The document provides a
detailed analysis of all activities, responsibilities and budgets of National Tourism Organisations that are members of ETC (not
only EU Member States but in a wider context). It is a benchmarking reference tool that clearly indicates good or poor performance of the Slovenian Tourist Board in comparison with other organisations in Europe and what it means in terms of the funds
allocated from the budget.
After reviewing the general tasks of the national tourism organisations, we can see that the Slovenian Tourist Board carries out
all of them (marketing of domestic and foreign tourism, marketing of leisure and business tourism, human resources development, product management and technical support), while the scope of work of the majority of European national tourism
organisations is more limited to particular tasks. The Irish and Italian tourism organisations only deal with international tourism.
The list of tasks of the Slovenian Tourist Board is very long and requires a well-established and professional team in various fields
of expertise and a rich variety of activities, and, as a result, also financial items.
In this context, attention should be also drawn to the Slovenian Tourist Board's tasks in the field of education and professional
assistance to the economic sector. These tasks are crucial and among the most important public tasks in relation to the private
sector; they require, however, additional funds since the economic sector and tourism educational institutions are already heavily burdened with large investments, so the education sector is usually the first experiencing the lack of funding.
However, we can see that Slovenia has significantly fewer tourism representative offices abroad than other countries that are
comparable in the national economy in terms of scope and share of tourism, and in particular in terms of competitive destinations. The Slovenian tourism industry still and rightly requires better visibility abroad. Increasing visibility takes time, often
decades (two of which are already behind us, and the visibility of Slovenia today is much better than in 1995); however, the
pace of change may be and must be accelerated. The situation in this area may even be improved by increasing the budgets for
marketing in the existing representative offices and engaging more 'tourism ambassadors' that would have good possibilities
(or funds) to carry out promotion campaigns. As already mentioned, Slovenia's actions must be well thought through; still, four
representative offices and two information bureaux cannot withstand the competition, not even Estonia, which has only seven
such offices, or Montenegro, which has four. By the size of tourism and other criteria, both countries are smaller than Slovenia. It
would be crucial to establish Slovenian representative offices in Moscow, Paris and New York, if we limit ourselves to only three.
The superpowers of tourism have approximately thirty representative offices each (Austria has 30, Switzerland 34, Germany33,
Italy 26, Spain 33, the Czech Republic 26, Hungary 19, Ireland 23, etc.). It should be noted that Slovenian tourism representative
offices may have a key role in supporting air connections.
The number of employees in the national tourism organisation is shown in a special table. The Spanish Turespaa leads, with
more than 500 employees. This, evidently, cannot serve as an example for Slovenia since Spain is the third greatest power in tourism. Nevertheless, the Flemish tourism organisation has 100 employees (there is no National Tourism Organization in Belgium,
but there is one in Flanders and in Walloon and a Brussels Region Tourism Organisation) although Flanders is smaller in size than
Slovenia. Danes also employ more than a hundred workers. The Slovenian Tourist Board has 31 employees and ranks among the
middle tourism organisations; other data confirm that this number is quite appropriate.
The table indicating the number of employees and a share of employees in the marketing of national tourism organisations
shows how well-thought is the performance of the Slovenian Tourist Board in comparison with other national tourism organisations. The Slovenian Tourist Board has as many as 80 per cent of employees engaged in the marketing and only 20 per cent in
the organisation of work or management. It counts 31 employees in comparison with Slovakia that has 98 employees, of which
only 44 per cent of employees are engaged in marketing. Switzerland provides another example; their organisation, Schweiz
Tourismus, has 95 per cent of employees engaged in marketing, but the number of staff is 223. As we know, the organisation
of work according to the Swiss example requires a small, well-trained team; as a result, the vast majority of employees can be
engaged in the strategic communication.
The table on budgets of national tourism organisations is the most representative. The data indicate a slight decrease in the
budgetary funds, which is quite understandable due to the global economic crisis; this decrease is not significant but there
are some exceptions (Italy, Spain two countries of the PIIGS, Finland and Slovakia). In Italy and Spain, both countries highly
decentralised, regions invest a great deal of money in the marketing. The countries to set an example are Sweden, Norway and
Hungary. They are aware that the investments in tourism marketing need to be made during the crisis since revenues from

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tourism have a positive impact on balance of payment. If viewed from the input into the Slovenian Tourist Board's budget, Slovenia is ranked somewhere in the middle. However, if Slovenian tourism is to be strengthened, particularly in terms of strategic,
development and marketing objectives, it would be reasonable to invest at least three to five million euros more, or at least 10
per cent increase, to make a difference.
According to the survey, Slovenia's ratio of fixed to variable costs is excellent, since 74 per cent of the Slovenian Tourist Board's
budget is earmarked for the marketing. Only the Finns, Finns, Lithuanians and Latvians can afford a higher percentage (but at
a much lower base) as the situation in all three countries is very specific, while our tourism examples are Austria, Switzerland,
etc. Taking into consideration that their budget for marketing is substantially higher, it should be noted that our performance is
more effective (fewer funds used for wages, rents, travel costs, mail, etc. than for specific projects), which proves that the Slovenian Tourist Board would be entitled to a higher budget since every euro is invested very carefully. Investment in the marketing
per person and in the marketing staff is above average, which means that our capacities are limited with a smaller number of
employees doing more than other national tourism organisations on average.
In view of the above, it can be concluded that the national budget allocates to the Slovenian Tourist Board the essential share
of resources which the STB effectively and economically spends mainly for the implementation of its programme, and that
the fixed costs in relation to marketing costs are handled very responsibly. Consequently, higher budgetary resources for the
marketing of Slovenian tourism would further contribute to better results if compared to the excellent results achieved in 2011.
Despite the complexity of international economic situation, certain results even exceeded the record year of 2008 (the year that
followed the period of economic growth).
Satisfaction with the successful performance of tourism in 2011 should not last long. It is much more important that we recognise the opportunities afforded to Slovenian tourism in the short-, medium- and long-term periods, urgently increase the
criteria, such as the average occupancy of rooms and beds in Slovenian hotels and similar facilities, strengthen the situation on
the market of tourism niches (health tourism and wellness tourism, tourism of meetings and motivational travels, etc.) and conclude that for the obvious progress in this fields including the obvious increase in revenues from tourism we need to increase
budgetary funds for marketing and tourism. We should bear in mind that the investments in the development and marketing
not only bring more revenues to the state budget, but also increase the number of students of tourism, create new jobs, and
because of the multiplying factors of tourism also higher revenues in sectors relating to tourism, e.g. tourism caves and other
sites of special interest, museums and other cultural institutions, taxi service providers, trade, craftsmen, florists, food-processing
industry, wine-growing sector, forest industry, furniture industry, etc.

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Dunja Wedam

To conclude, the Republic of Slovenia can count on much higher yield for every euro it invests into tourism.

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www.slovenia.info | Tomo Jeseninik

Prepared by:
Ministry of Economic Development and Technology
Tourism and Internationalisation Directorate
Kotnikova 5
SI 1000 Ljubljana
Author, project leader and editor:
Mateja Tomin Vukovi
Co-authors:
Ana Boinik, Irena Milinkovi, Rok Klannik, Tinkara Pavlovi Kapitanovi, Karmen Novarli, Livija Kova Kostantinovi, Maa
Puklavec, Nataa Hoevar (Chapter 4.3)
The following experts were engaged in designing the contents, range of activities and indicators:
Marjan Hribar, Mojca Paternoster, Marko Podrekar, Jasna Radi, Darko Sajko, Nataa Pance
The analysis of the Slovenian and international framework and documents relevant for tourism development was made
in cooperation with:
Ana Boinik, Irena Milinkovi
Design and production:
Konvikt, d.o.o., Novo mesto
CIP - cataloguing in publication
National and University library
SLOVENIAN TOURISM DEVELOPMENT STRATEGY 20122016: Partnership for the sustainable development of Slovenian tourism / aditor Mateja Tomin Vukovi; authors Mateja Tomin Vukovi.. et al.
Ljubljana: Ministry of Economic development and technology
ISBN 978-961-6069-19-9
1. Tomin Vukovi, Mateja
267821568

Ljubljana, june 2012

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