Based on the published Tender, the Ministry of Tourism and Sports has been assigned the task of drafting the Strategy for the Development of Sustainable Tourism until 2030 and the National Plan for the Development of Sustainable Tourism until 2027. Faculty of Management in Tourism and Hospitality Management, University of Rijeka (FMTU) i BlueRock Consulting.
It is a great responsibility and an important document, which on the other hand is a great recognition to the Faculty of Management in Tourism and Hospitality of the University of Rijeka. Also, I must emphasize that it is natural and logical that the educational-scientific community is part of this, and I hope future projects, because they work directly on student education and lifelong learning, with stakeholders in the local field and destinations, so they cover all areas of tourism . We are chronically lacking in a broader context or combination of scientific and practical approaches to tourism.
Dean of the Faculty prof. dr. sc. Sandra Janković emphasizes the exceptional importance of the involvement of the scientific community in the creation and adoption of such an important national document, which is a continuation of the intensive efforts of the Faculty to cooperate with the community in the transfer of knowledge into practice.
"These are the umbrella strategic documents for the development of tourism in the Republic of Croatia for this decade. The involvement of the scientific community in the creation and adoption of such an important national document is exceptional, which is a continuation of the intensive efforts of the Faculty to cooperate with the community in the transfer of knowledge into practice.”States Janković.
It is a great responsibility and an important document, which on the other hand is a great recognition to the Faculty of Management in Tourism and Hospitality of the University of Rijeka. Also, I must emphasize that it is natural and logical that the educational-scientific community is part of this, and I hope future projects, because they work directly on student education and lifelong learning, with stakeholders in the local field and cooperation with destinations, so they cover all areas tourism.
At the meeting held at the Ministry of Tourism and Sports of the Republic of Croatia, project leader prof. dr. sc. 𝗗𝗼𝗿𝗮 𝗦𝗺𝗼𝗹𝗰̌𝗶𝗰́ 𝗝𝘂𝗿𝗱𝗮𝗻𝗮 presented the expert team and planned activities and discussed the methodology of harmonization of documents with the National Development Strategy of the Republic of Croatia until 2030, the National Recovery and Resilience Plan 2021-2026 and the Multiannual Financial Framework. “Given the importance of tourism for the Croatian economy, the document is a content-challenging and methodologically complex process", Pointed out Smolčić Jurdana.
Sandra Janković, FMTU: The Faculty has a high level of expert knowledge and as an institution that today has 100 employees is ready to make this step forward
Tourism workers expect a lot from the strategy, which is an additional pressure for it to be made as well as possible. When asked if FMTU has the capacity and vision for such a step forward at the moment, Jankovic emphasizes that the Faculty has a high level of expertise and as an institution that today has 100 employees is ready to make this step forward.
"We are aware that these are demanding documents, and the methodology provided is adapted to that. It implies the involvement of a large number of stakeholders in tourism, active cooperation during the preparation of documents and we are aware that the team will have a lot of work and demanding tasks. However, with the main professional team at the moment, the Faculty has a high level of expertise and as an institution that today has 100 employees is ready to make this step forward. In addition, we have partners from the company BlueRock Consulting doo Of course we are open for cooperation - the quality of the document, its scientific basis and the strategic foundations it must provide for a new vision of Croatian tourism in the new decade are imperative for our team of developers. Jankovic points out.
There are many challenges facing Croatian tourism, especially in the context of the Covid19 crisis, which will certainly make the transformation towards sustainable tourism more difficult. But on the other hand, this is an opportunity to skip some steps and catch up with current trends, or rather, to create them ourselves?
"The challenges are really numerous, and they are further intensified when we look at the consequences of the pandemic that have affected the entire tourist system of the world. These changes are not only temporary, they will certainly leave consequences even after the pandemic subsides, because many things have changed, both in terms of tourist demand and the overall conditions in the tourism market. Therefore, it is necessary to take into account the basic characteristics of Croatian tourism: seasonality, concentration on the coastal zone, unequal regional tourism development, the structure of accommodation facilitiesJanković pointed out and added that the Strategy for the Development of Sustainable Tourism until 2030 and the National Plan for the Development of Sustainable Tourism until 2027 must be seen as an opportunity to accelerate development and make a sustainable transformation of our tourism, which is today an imperative tourism development.
The entire tourism sector has suffered heavy losses, and the start of recovery is not expected until 2022. What do the specific data of Benchmarking analyzes that you conduct regularly say?
"Based on the data of our Benchmarking project of the Croatian hotel industry, co-financed by the Croatian Chamber of Commerce and the Croatian Tourist Board, we can conclude that the hotel sector really made big losses in 2020, which will have far-reaching consequences and whose recovery will certainly last. cost reduction measures as well as investment cycle delays. Namely, in 2020, hotels recorded a decline in TrevPAR (total revenue per available room) by 67 percent compared to 2019, primarily as a result of a large decline in the number of overnight stays. However, the analysis shows that, despite a drastic decline in all indicators, hotels relatively managed to maintain the price level, with a significant change in the structure of sales channels and market segments (dominant individual segment with no groups).
The results of the season show greater resilience of higher value-added facilities and a defeat in the three-star segment. Camps, on the other hand, depending on the structure of accommodation, lost 49 to 56 percent of accommodation income, but also achieved a smaller decline in revenue per room than hotels. Namely, after the spring lockdown, the camps opened quickly and took advantage of their position in the open air. They tried to raise occupancy through 'long stay' offers that emphasize longer stays in campsites or mobile homes as a place to work outside the summer season, but occupancy continued to fall by up to 56 percent for mobile homes.
Marinas did not have a significant drop in revenue due to permanent and land berths (the drop in revenue was only 13 percent), but nautical traffic, ie boat rental, recorded a significant drop of 54 percent and this decline was felt mostly by charterers. states Janković.
In the end, Janković concludes that at the end of the year we can state that the price positioning of Croatian hotels, camps and marinas was relatively successfully maintained and that the decline in revenues was predominantly generated.