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Strategy for the Sustainable Growth of Slovenian Tourism for 2017-2021

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Strategy for the Sustainable Growth of Slovenian Tourism for 2017-2021 STRATEGY FOR THE SUSTAINABLE GROWTH OF SLOVENIAN TOURISM FOR 2017-2021 KEY EMPHASES KEY EMPHASES STRATEGY FOR THE SUSTAINABLE GROWTH OF SLOVENIAN TOURISM FOR 2017-2021 Adopted by the Government of the Republic of Slovenia, 5 October 2017 TABLE OF CONTENTS Foreword 8 The strategic vision for Slovenian tourism 12 Hidden potentials 12 Slovenia’s tourism 2021 growth targets 12 The strategic vision for Slovenian tourism 13 Development strategy 16 1. MACRO DESTINATIONS AND TOURISM PRODUCTS 16 Macro destinations 16 Definition of tourism products 22 2. INSTITUTIONAL AND LEGAL FRAMEWORK 24 3. ACCOMMODATION, TOURISM INFRASTRUCTURE AND INVESTMENTS 26 4. HUMAN RESOURCES 28 5. SPACE, CULTURAL AND NATURAL ASSETS 30 6. SMALL AND MEDIUM-SIZED ENTERPRISES 32 Marketing of Slovenian tourism 36 Slovenia’s priority markets for tourism 39 Focus placed on marketing key products on key markets 40 Increasing the effectiveness of promotion channels 41 The scenario of the accelerated development of Slovenian tourism 44 1 FOREWORD chapter 1 Strategy for the Sustainable Growth chapter 1 Foreword 8 of Slovenian Tourism for 2017-2021 Foreword 9 IT IS OUR DUTY TO MAKE GOOD DECISIONS. Dear stakeholders in the Slove- tourism industry – the repre- we are counting on the support of nian tourism industry and all sentatives of the business sector, other sectors. This time so much those who are engaged in tour- sectoral chambers, municipal- more. Individual ministries take ism in one way or another! ities, civil society, institutes of part in all measures and even as- education, experts in various sume responsibility for delivering The new tourism strategy is the fields, and representatives from several of them. answer to how to achieve the ministries. objective that we set together, I believe that in respect to namely to increase international I believe that we have all agreed many measures it would be tourism receipts to EUR 3.7 – 4 on how important tourism is and easier to say they cannot billion. how essential it is that in light of be carried out or that they our common goals we should all Our vision is clear. Slovenia make our best efforts and blow affect the existing systemic will become a green, active and some fresh wind in the sails of regulation. However, these healthy destination offering five- the tourism industry. measures are strategically star experiences. important for the further The situation analysis, conducted development of tourism. If The strategy defines six key while drafting the new strategy, we join our forces, we will policies: showed that the Slovenian tour- ZDRAVKO POČIVALŠEK unlock the developmental Minister of Economic Development - a new organisational struc- ism industry does not perform and Technology ture: macro destinations and optimally. The numbers are still potential and tourism will tourism products; good, but in fact we are standing become an industry we can - institutional and legal frame- at a crossroads. Infrastructure is be legitimately proud of. work; worn out, investments are poor, - accommodation, tourism in- existing products have a low po- The goal we have set is ambitious frastructure and investments; tential to contribute value added, but we believe it is achievable. Yet - human resources in tourism and we are aware of the untapped it will be impossible without wide industry; development potential of human stakeholder’s support. Should the - space, cultural and natural resources that are crucial for the key measures of this strategy not assets; strategy’s implementation. be implemented, it is still realistic - small and medium-sized en- that in view of a moderate growth terprises (SME). With this in mind we must make in tourist arrivals and overnight decisive moves and bolder deci- stays we achieve a growth in the The implementation of these sions. amount of EUR 2.76 billion by 2021. policies and measures does not entirely depend on the Ministry of The present strategy is not only a Even so, how can we be satisfied Economic Development and Tech- snapshot of the current situation with this result if we have set a nology. It depends on our joint in the field or an inventory of clear way forward for tourism intention, decision and activities. what exists, but it clearly defines with a growth target of between priorities. EUR 3.7 and 4 billion in revenues? We actively cooperated in draft- ing this strategy with all key Tourism is a typical cross-sec- stakeholders in the Slovenian toral activity. With this in mind 2 THE STRATEGIC VISION FOR SLOVENIAN TOURISM chapter 2 Strategy for the Sustainable Growth chapter 2 The strategic vision for Slovenian tourism 12 of Slovenian Tourism for 2017-2021 The strategic vision for Slovenian tourism 13 HIDDEN SLOVENIA’S POTENTIALS TOURISM 2021 Global quality GROWTH TARGETS Slovenia is the only country in the world offering experiences in exploring the lifestyles of the Mediterranean, the Alps, or the Pannonian Plain in a small geographical area in the very heart of Europe. Key target: Sustainability and green to increase international context Green, sustainable and responsible tourism receipts to EUR development is the pillar of Slovenian 3.7 – 4 billion. tourism, and all its stakeholders THE STRATEGIC VISION have committed themselves to these ideals. They provide support for the FOR SLOVENIAN TOURISM preservation and protection of natural and cultural assets and heritage, Other targets: and for responsible and sustainable 5-5.5 million tourist visits; Slovenia is a global green tourism revaluation. boutique destination for ***** 16-18 million overnight The progressive value system stays; demanding guests who are Slovenia is a safe, multicultural, seeking a diverse and active average length of stay 3.1- tolerant and hospitable destination, experience, peace of mind and which is of major importance for 3.4 days; successful tourism development. personal benefits. 18,000 to 22,000 new Geostrategic position tourist rooms, of which Slovenia is situated in the heart of 8,500 will be renovated and Central Europe, among neighbouring 6,500 will be new rooms in countries that jointly generate more the hotel sector; than EUR 173 million tourist visits and more than EUR 605 million overnight to increase full-time stays, which proves the region’s high employment in the tourism tourist attractiveness. sector to 12,000 employees. Willingness to make changes A certain number of stakeholders in the public and private sectors have already adopted new visions and development philosophies oriented towards productive changes and improvements of the business environment – this will create new business potentials. 3 DEVELOPMENT STRATEGY chapter 3 Strategy for the Sustainable Growth chapter 3 Development strategy 16 of Slovenian Tourism for 2017-2021 Development strategy 17 The development strategy defines six key policies: 1. A NEW ORGANISATIONAL STRUCTURE: MACRO 6 75 DESTINATIONS AND TOURISM PRODUCTS 34 POLICIES MEASURES LEADING DESTINATIONS 2. INSTITUTIONAL AND LEGAL FRAMEWORK 3. ACCOMMODATION, TOURISM 97.8 % INFRASTRUCTURE AND INVESTMENTS OF ALL OVERNIGHT STAYS 4. HUMAN RESOURCES IN TOURISM 10,931,717 OVERNIGHT STAYS (2016) 5. SPACE, CULTURAL AND NATURAL ASSETS 6. SMALL AND MEDIUM-SIZED ENTERPRISES (SMEs) 1. MACRO DESTINATIONS AND TOURISM PRODUCTS Overnight stays in leading destinations by macro destinations sors, 2016 Macro destinations One of the fundamental conditions for success on the tourist market nowadays The strategy divides is a clear, simple and understandable Slovenia into four communication of a country’s uniqueness macro destinations: ALPINE and distinguishing features. To this end SLOVENIA THERMAL market-driven clusters of tourism products Mediterranean PANONNIAN and experiences or macro destinations are Slovenia, SLOVENIA being created in Slovenia, which: (1) are 3,313,087 based on geographically contiguous units Alpine Slovenia, 30.3 % I 16/15: 111.44 (2) share the same or similar products or services, and (3) are visible at the global Thermal Pannonian 3,195,820 29.2 % I 15/16: 104.61 level. Slovenia; Macro destinations have become a basis for strengthening a destination’s identity and Central Slovenia & Ljubljana. MEDITERRANEAN CENTRAL SLOVENIA achieving synergies in the development SLOVENIA & LJUBLJANA A total of 34 leading des- of products and promotion, whereas, at the umbrella level, they contribute to tinations, identified within a clearer and more focused marketing four macro destinations, communication and positioning of Slovenia 2,731,381 1,691,429 25.0 % 15.4 % create together 97% of all on foreign markets. I 16/15: 105.61 I 16/15: 111.84 overnight stays in Slovenia. chapter 3 Strategy for the Sustainable Growth chapter 3 Development strategy 18 of Slovenian Tourism for 2017-2021 Development strategy 19 Alpine Mediterranean Slovenia Slovenia THE CHARACTER OF ALPINE SLOVENIA: THE CHARACTER OF MEDITERRANEAN SLOVENIA: Picturesque and all-year-round Mediterranean diversity, the natural active alpine vibe. wonders of Karst. Alpine peaks, astonishing views, rivers, Attractive and easily accessible Mediterra- lakes and valleys, hiking and cycling routes, nean towns with strong ties to the green ski resorts and infrastructure provide the Istrian countryside and underground world basis for year-round active holidays and wonders, in symbiosis with culinary delica- outdoor adventures. cies and premium wines. PRODUCTS LEADING PRODUCTS LEADING Key products Secondary/ DESTINATIONS supporting products Key products Secondary/ DESTINATIONS • Portorož/Piran supporting products BUSINESS
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