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How the most successful Balkan states create a position of competitive advantage through destination marketing
By: Lora Aleksandrova
Date: February 4th, 2018
Word count: 3,252
Table of Contents
Summary 3
Introduction 3
Statistical Data 3
Top Performers 4
Countries of Interest 5
Slovenia 6
Montenegro 8
Albania 10
Questionnaire 11
Results 12
Recommendations for further research 12
Conclusion 12
Reference 14
Appendices 19
Appendix 1 19
Appendix 2 20
Appendix 3 21
Appendix 4 22
Appendix 5 23
Appendix 6 24
Appendix 7 27
Summary
This report aims to determine the top performing destinations in terms of tourism development on the Balkan Peninsula and draw best practices in how they create competitive advantage. The data findings have concluded that the smaller countries tend to have a better performance that the more established destinations. The three countries being investigated in depth are Slovenia, Montenegro and Albania. Slovenia is by far the most successful destination in terms of creating unique value proposition and communicating it to its desired markets.
Introduction
The report starts with an evaluation of the collected data on the 11 countries against 31 criteria. The top performers in each category are defined and three countries have been pointed out as of indicating most progressive trajectories. The three countries, Slovenia, Montenegro and Albania are then reviewed in detail applying causal research methodologies and deductive reasoning. Their strategies are also compared to world’s top destination practices.
A small primary data collection has been done through a short online questionnaire aiming to evaluate international travelers’ perception of each country’s positioning. Final conclusions have been drawn on how the examined destinations create competitive advantage.
Statistical Data
Data has been drawn and consolidated from six different sources. This data has been analysed in order to identify the top performers in the region. Figures have been drawn exclusively from world tourism organisations and official government sources, in order to confirm validity.
The Balkan states have been compared against a total of 31 different criteria.
Some of the key criteria being:
• Current World Ranking - WTTC
• Long-term growth forecast (2017-2027)
• Highest total contribution of Travel and Tourism to GDP (% of GDP)
• Travel and Tourism Investment – current and forecast 2027 (% of total for the country)
• Highest Travel and Tourism investment per capita (in USD)
• Highest growth in International Arrivals (1995-2015)
• Highest growth in International Tourism Expenditure (1995-2015)
• Most sustainably growing in both International Arrivals and International Tourism Expenditure (1995-2015)
• Highest contribution of Tourism and Travel to employment – direct and total; current and forecast 2027 (% of total employment for the country)
• International Tourism Competitiveness Index – Overall plus all 14 pillars
For the full data and calculations, please, refer to Balkan Destinations Competitiveness Data and Calculations file.
Top Performers
After collecting and analysing the data, some interesting insights have emerged. Despite the common believe that the current industry leaders on the Balkans, Turkey and Greece, would outperform their neighbours in most of the measures, some new players have arisen.
As the data was examined in a way to indicate change and growth, some of the smaller countries with developing economies have clearly bested the almighty giants of the Balkans. Some of these newly emerged challengers are Slovenia, Croatia, Albania, Montenegro and Bulgaria. For details, please, refer to Tables 1 and 2.
Table 1. – Top Performers Consolidated Data – Part 1
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Table 2. – Top Performers Consolidated Data – Part 2 - International Competitiveness Index
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Countries of Interest
Turkey and Greece are definitely the current leaders in the Balkans with the most developed cultural resources and business tourism (see Table 2).
They also hold the highest Absolute World Ranking (WTTC, 2017k; WTTC, 2017e).
All Balkan countries have distinctive tourism strategies and are aiming to create competitive advantage in different ways. However, for the purpose of this report, only the tourism strategies of Slovenia, Montenegro and Albania will be evaluated in depth. Those three countries demonstrate the highest growth in almost all criteria. They put great emphasis on tourism and its development. Their strategies for creating competitive advantage seem most effective and their development trajectories are the most optimistic (see Table 2).
Slovenia demonstrates the highest competitiveness in five out of fourteen pillars (see Table 2). It also holds second place in Prioritisation of Travel and Tourism and third place in Overall Competitiveness (see Table 2).
Montenegro has the highest forecasted growth in Absolute Ranking, current and forecasted investment in Travel and Tourism, highest Travel and Tourism Investment per capita, and highest growth in International Arrivals (see Table 1).
Albania has the most sustainable growth of International Tourism Arrivals and International Tourism Expenditure (see Table 1; Figure 1).
Figure 1. – Albania - Growth of International Arrivals and International Tourism Expenditure
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Albania also has the highest total contribution of Travel and Tourism to GDP, highest growth in International Tourism Expenditure (1995-2015), highest Total Contribution of Tourism and Travel to Employment – both current and 2027 forecast, second best long-term growth forecast (2017-2027) in Absolute World Ranking, second highest growth in International Arrivals (1995-2015), and third highest Direct Contribution of Travel and Tourism to Employment – both current and 2027 forecast (see Table 1). In terms of International Competitiveness Index Ranking, Albania is number one in Change of Ranking since 2015, number two in Human Resource and Labour Market Ranking, and third in the region in Prioritisation of Travel and Tourism Ranking.
Therefore, this report will focus on just the three fastest developing countries in the Balkan Peninsula, investigating their tourism strategies, applying causal research methodologies and deductive reasoning.
The investigation will focus on evaluating best practices for creating competitive advantage amongst the three countries, comparing them with best practices from around the globe.
Slovenia
The Slovenian government has a very clear vision for the development of the tourism industry (Vučković, 2012; Uran and Ovsenic, 2007). For long, tourism has been prioritised in the country as a major economic driver, source of income and employment for the local population, and source of a balanced regional development.
Slovenia’s key competitive advantage is branding itself as the first ‘green’ destination in the world (Apih, 2017) and Ljubljana as the European Green Capital (Bizjak, 2017). The brand ‘I feel Slovenia’, launched in 2007, and focuses on building sustainable destination development, positioning Slovenia as ‘an excellent, green, active, healthy and pleasurable destination to visit and do business with’ (Vučković, 2012). Using their natural endowments, also applying innovative marketing strategy gives Slovenia a great advantage over their neighbours (Gomezelj and Mihalič, 2008; Dwyer et al. 2012; Vučković, 2012). More and more tourists put great importance on destination’s eco-friendliness (Prebensen and Lee, 2013; Castellanos-Verdugo et al., 2016) and are ready to pay a premium for such product (Amendah and Park, 2008; Doran and Larsen, 2016).
Slovenia’s strategic orientation is to not only brand the country as a green destination, but also to become an anchor for green tourism around the world. They have devised a certification program for both destinations and industry – SLOVEnia Green umbrella brand for destination, park, accommodation and travel agency (Slovenian Tourist Board, 2018; Apih, 2017) (see Appendix 3). This unique approach allows Slovenia to strongly position itself as environmentally sustainable destination, which is clear from their top world competitiveness ranking in that category.
Regardless of their trivial budget, the Slovenian government takes the promotion of the destination seriously (Spirit Slovenija, n.d.; Bizjak, 2017). Their main objective is creating presence on international tourism fairs, working directly with global tour operators, creating maximum international press coverage and quality press materials. They even have their own Tourism Press Agency that creates and distributes a professional magazine called Tur!zem.
Slovenia’s strategic initiatives aim to create professionally educated labour force as a building block of high-quality tourism product (Armenski et al., 2012; Dwyer et al. 2012). Taking in consideration how labour intensive the tourism business is, also the significance of customer-employee interaction, investing in qualification of tourism personnel would assist the creation of significant competitive advantage (Bednarska, 2013).
The government also works on legislation and initiatives aiming for the tourism firms to build strategic flexibility in a ‘turbulent environment’ and offer innovative, customer-focused solutions (Dwayer et al., 2014; Dwyer et al. 2012).
The government is now focused on turning Slovenia into ‘a global boutique destination for distinguishing guests who are seeking a diverse and active experience, peace and personal well-being’ (Government of Republic of Slovenia, 2017; Slovenian Tourism Board, 2017). The Sustainable Tourism Development Strategy 2017-2021 also includes very specific measures of success, such as number of international arrivals, revenue from tourism, average stay and increase of full-time employment in the tourism sector. The new plan also focuses on updating legislation and forwarding tourism earnings to the public healthcare system, roads infrastructure and various social development initiatives (Government of The Republic of Slovenia, 2017b; Uran and Ovsenic, 2007).
Research on other successful ‘green’ destinations around the world shows that focusing on sustainability does not only have a positive impact on the environment preservation, but also on competitiveness (Cucculleli and Goffi, 2016).
Slovenia has build a strong tourism product based on one of the biggest tourism trends. The government aims to position the country as a boutique ‘green’ destination that will allow it to charge premium price for its products. Utilising a strong innovative promotional strategies allow Slovenia to achieve great success despite its modest budget. The key to triumph of the Slovenian tourism strategy is the clear vision, mission and objectives, measurements and methods for tracking progress on national, regional and entrepreneurial level, also well defined potential risks and strategies for minimising pitfalls.
Montenegro
Montenegro was formerly part of the Federal Republic of Yugoslavia. In 2006 it conclusively declared its independence from their union with Serbia.
Since then, the Ministry of Tourism has been working on overcoming shortcomings, such as slow tourism growth, lack of finances, non-competitive business environment and absence of a quality development plan (DEG, 2001). In order to build competitive advantage, the country has been working on becoming a niche provider of innovative specialised product on the Balkans. In their report DEG (2001) determined as top strategic aim for Montenegro to become ‘a high quality Majorca’, hoping to secure an exclusive destination positioning. Montenegro is now marketing to influential long-distance outbound markets, such as the Chinese (Stranjančević et al., 2016) and Russian (Montenegro Ministry of Tourism and Environment, 2008).
Government’s strategy for selling formerly state-owned land (Radulovic, 2017) has facilitated a tremendous growth in tourism investment. Montenegro has the highest current and forecasted investment in the sector, also highest investment per capita, from all Balkan states. In order to promote even further investment, the government will introduce a lower VAT rate for lodging (EBRD, 2017).
Montenegro aims to position itself a luxury destination on the Mediterranean with higher price points than its competitors (Montenegro Ministry of Tourism and Environment, 2008).
The European Commission IPA II Report (2014) points out the importance of tourism growth for the overall economic competitiveness of Montenegro. The government is also putting great emphasis on building enabling legislation and regulations, in order to develop the business environment with focus on SMEs, and that way boost the service industry. The implementation of fiscal stimuli to promote economic development focuses on enhancing the competitiveness of the private sector (EBRD, 2017).
Montenegro is targeting the world’s hiking and biking market (Montenegro Travel, 2011). This will allow the integration of mountains into the tourism product, offering labour opportunities for the local communities, also stretching seasonality.
A main strategic priority is fostering a transition to sustainable tourism by ‘addressing the seasonality issue and promoting development of congress tourism and health tourism facilities, and modernisation of related infrastructure’ (EBRD, 2017).
Montenegro’s brand is developed around ‘Wild Beauty’ and the country’s pristine nature, panoramic roads and a network of wilderness trails (Montenegro Ministry of Tourism and Environment, 2008). Montenegro’s main goal is to develop tourism in a sustainable manner, preserving the nature of the country while building a diverse portfolio of luxury tourism products.
As Montenegro is betting a great deal of their economic welfare on tourism, the government must create and follow a strict plan with clear objectives and measures. This is not currently the case. While Slovenia has a very clearly defined strategic direction, goals and targets, Montenegro’s official tourism plans are very vague and there is not one concrete strategic target. Even that Montenegro is showing impressive results and has a rather positive tourism development trajectory, the government should develop a stronger strategy to ensure that the rapid growth of the industry will become sustainable.
Looking into examples from other countries that are marketing themselves as luxury we can see that the more common approach is to start with a more focused marketing efforts. If the destination is not already well established as a luxury one, it is better to focus its marketing efforts toward specific markets. There are many examples of such strategies, some of them being Great Britain (Korn, 2014), Thailand (Express Travel World, 2015) and Vietnam (Stanley, 2007).
Montenegro has a good vision for its tourism industry, but in order to ensure sustainable development and a strong position as a luxury destination, it must first well define objectives and measures and start highly focused market targeting. If that is done correctly Montenegro can expect tourism to become the main economic driver for the country, heavily outperforming other economic segments.
Albania
Albania has shown an impressive growth of their tourism industry and is performing considerably better than other more established Balkan states. Regardless of their smaller size and limited opportunities, Albania has shown tremendous growth in International Tourism Expenditure and International Arrivals (see Table 1). While other destinations tend to get themselves into a price battle in order to attract more tourists, causing them to drop in revenue, Albania shows a steady increase in both, which makes it the most sustainably growing Balkan country (see Figure 1). The change in demographics of Albania’s international tourists from neighbouring countries to more wealthy European citizens could be a cause for the positive trait (Bekteshi and Bekteshi, 2017; Ma, 2014).
Albania has shown highest growth in International Competitiveness Ranking since 2015 (see Table 1) and is also expected to raise in Absolute World Ranking by 70 positions, bringing it to 26th place in the world (see Table 2). The Minister of Urban Development and Tourism of Albania states, that the main goal of the government is to position the country as the ‘preferred destination in the Mediterranean’ (Kurani, 2014; Ministry for Europe and Foreign Affairs Albania, 2016).
There is lack of quality formal data and plenty of ambiguity on the Albanian tourism market (Kadiu and Tepelena, 2016), therefore most of the data has been drawn from outside agencies, rather than official Albanian government resources. There is, however, enough academic data on leveraging Albanian’s cultural heritage to create competitive advantage, the use of online promotion strategies for reaching the right market and the development of SMEs as a major driver of tourism.
Albania heavily promotes its World Heritage sites, offering culture and nature tourism (Seidl, 2014; Axhami, 2010; Tourism Development International, 2010). According to Seidl (2014) and Bashi (2015) this is what international travellers seek and value the most when visiting the country. Relying on cultural heritage is a successful strategy for attracting tourism of many countries (Ismagilova et al., 2015; Ursache, 2015), inclusive Balkan’s Greece and Turkey (Bashi, 2015; Vorontsov et al., 2015).
As of limited size and budget, the Albanian Ministry of Tourism and private operators, have to use innovative strategies to communicate the country’s tourism products and connect with consumers. Taking maximum advantage of technology and social CRM development creates a unique competitive advantage of Albanian tourism, giving it the opportunity to connect with the right target market for a lesser price (Hysi et al., 2015; Bekteshi and Bekteshi, 2017). This is quite evident by the superior tourism website of Albania, which offers innovative features such as 360 Tour of Albania, Life TV and an active presence on social media (Albania.al).
The majority of tourism product is produced by SMEs, 90% of the tourism businesses in Albania are owner-operated (Kordha and Gorica, 2008). This ads experiential value to the tourism product of Albania, however, it also creates number of challenges, as there is shortage of congruent strategy for building competitive advantage, also lack of collaboration between the public and private sectors (Kraja and Osmani, 2013).
As the current Albanian tourism strategy is not yet published (European Commission, 2017), this makes it difficult to grasp the actual vision, mission and strategic initiatives the government is planning to undertake.
However, there is outside data on certain initiatives dedicated on the development of the tourism industry and therefore raising the overall competitiveness of the country. Such initiatives are the investment of €100m in a new airport (Kurani, 2018), Albania’s Employment and Skills Strategy 2014-2020 with emphasis on vocational education in the service and tourism industries (Ministry of Social Welfare and Youth, 2014).
Questionnaire
All three countries aim for a unique position on the market. In attempt to evaluate the effectiveness of their positioning strategy a short questionnaire was devised, aiming to estimate whether international travellers would perceive each destination as intended.
As of the limited scope of this report the questionnaire is limited to 9 questions. The first section covers demographics (see Appendix 4). The second is focused on checking whether the respondents are international travellers and whether they have knowledge of the Balkan Peninsula destinations (see Appendix 5). The final section contains multiple-choice questions intending to evaluate the perception of each country and willingness to pay for tourism products, solely based on the way each destination present itself through the official tourism site and YouTube channel (see Appendix 6).
The questionnaire was distributed to 300 international travellers via email and social media using convenience sampling.
The lack of statistical software has prevented a more ample calculation of the results and testing of relationship between variables. Therefore, the hypothesis have been kept simple and straightforward:
H1. Is Slovenia perceived as a ‘green’ eco-friendly destination?
H2. Is Montenegro perceived as a luxury destination?
H3. Is Albania perceived as a culturally rich destination?
Results
The survey has collected a total of 51 responses. For demographics, please refer to Appendix 7. For full data, please, refer to Balkan Tourism Survey Data file.
In testing the hypothesis, the following conclusions can be drawn from the data collected:
H1. Is Slovenia perceived as a ‘green’ eco-friendly destination?
88.23% of the respondents have described Slovenia as eco-friendly destination and 58.82% would expect well-developed nature tourism in the country. Solely based on these two criteria we can conclude H1 confirmed.
H2. Is Montenegro perceived as a luxury destination?
Only 17.64% of the respondents describe Montenegro as a luxury destination. This leads to the belief that Montenegro’s marketing message does not assist its positioning as luxury destination.
H3. Is Albania perceived as a culturally rich destination?
39.21% from the respondents have stated they see Albania as culturally rich destination, and just 49.01% expect to find culture tourism products if visiting. This brings us to the conclusion, that Albania is not able to successfully translate their desired position through their website and social media coverage.
Recommendations for further research
This research poses interesting questions on how different Balkan countries create competitive advantage. It is worth investigating further the positioning of Slovenia, Montenegro and Albania through a bigger sample, more comprehensive analysis of the data and the relationship between variables. It would also be interesting to look into the well-established destinations, Greece and Turkey, in order to gain understanding of their success stories.
Conclusion
Despite of the limited data collected from the survey and the lack of clear information provided by two of the countries’ governments, it can be concluded that Slovenia has the most successful strategy for creating competitive advantage. The key to the success of the destination lies in their unique value proposition, positioning as the first ‘green’ destination in the world. The government has created a clear strategy for communication and promotion, also concrete set of targets that are properly coordinated between different government agencies.
Reference
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Appendices
Appendix 1
Balkan States - International Arrivals, Number of Arrivals
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Source: The World Bank. Available from: [Accessed on: 12.01.2018].
Appendix 2
Europe Demographic Balance 2016 (thousands)
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Source: Eurostat. Available from: (thousands).png [Accessed 20.01.2018].
Appendix 3
SLOVEnia Green
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Source: Apih J. (2017) Development of Sustainability in Tourism on National Level Slovenia Green. Ljubljaba: Good Place. Available from: [Accessed on 30.01.2018].
Appendix 4
Section 1 of Balkan Tourism Survey - Demographics
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Appendix 5
Section 2 of Balkan Tourism Survey - Travel Behaviour
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Appendix 6
Section 3 of Balkan Tourism Survey - Destination Perceptions
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Appendix 7
Balkan Tourism Survey Results - Demographics
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