XXII. MEZINÁRODNÍ KOLOKVIUM O REGIONÁLNÍCH
VĚDÁCH. SBORNÍK PŘÍSPĚVKŮ
22nd
INTERNATIONAL COLLOQUIUM ON REGIONAL
SCIENCES.CONFERENCE PROCEEDINGS
Place: Velké Bílovice (Czech Republic)
June 12-16, 2019
Publisher: Masarykova univerzita (Masaryk University Press), Brno
Edited by:
Viktorie KLÍMOVÁ
Vladimír ŽÍTEK
(Masarykova univerzita / Masaryk University, Czech Republic)
Vzor citace / Citation example:
AUTOR, A. Název článku. In Klímová, V., Žítek, V. (eds.) XXII. mezinárodní kolokvium o regionálních
vědách. Sborník příspěvků. Brno: Masarykova univerzita, 2019. s. 1–5. ISBN 978-80-210-9268-6.
DOI.
AUTHOR, A. Title of paper. In Klímová, V., Žítek, V. (eds.) 22nd
International Colloquium on Regional
Sciences. Conference Proceedings. Brno: Masaryk University Press, 2019. pp. 1–5. ISBN 978-80-
210-9268-6. DOI.
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Za správnost obsahu a originalitu výzkumu zodpovídají autoři. / Authors are fully responsible for the content and
originality of the articles.
© 2019 Masarykova univerzita
ISBN 978-80-210-9268-6 (online : pdf)
 
 
 
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DOI: 10.5817/CZ.MUNI.P210-9268-2019-64
SLOVAK AND AUSTRIAN TOURISM STRATEGIES
AND PRODUCTS
Stratégie a produkty cestovného ruchu na Slovensku a v Rakúsku
ANDREJ MALACHOVSKÝ
RADKA MARČEKOVÁ
Katedra cestovného ruchu a spoločného stravovania
Ekonomická fakulta
Univerzita Mateja Bela v Banskej Bystrici
Department of Tourism and Hospitality
Faculty of Economics
Metej Bel University in Banská Bystrica
 Tajovského 10, 975 90 Banská Bystrica, Slovak Republic
E-mail: andrej.malachovsky@umb.sk, radka.marcekova@umb.sk
Annotation
Statistical results of tourism in Slovakia over the past 20 years are the direct and exact proof of an insufficient
implementation of a strategy in comparison with Austrian results in tourism. Strategies as a set of practical
measures in tourism are presented in the form of a tourism policy. The aim of this paper is to analyse main
strategies in Slovak and Austrian tourism and key statistical figures from tourism in both countries on the demand
side. These strategies and statistical figures from both countries are an important and significant element for
correct analysing of potential and successful development in both countries. In this international competition has
Slovakia many problems with effective strategies and with the stabilisation of the source markets. The article uses
a literary method for the analysis of available relevant book and magazine sources, a method of analysis of
statistical series, a method of scientific abstraction, induction and deduction on the method of comparison for
tourism strategies and statistics of Austria and Slovakia. The result of this comparison is a finding of similarity of
products and problems in the structure of the source markets.
Key words
tourism strategy, tourism statistics, Slovakia, Austria
Anotace
Štatistické výsledky cestovného ruchu na Slovensku za posledných 20 rokov sú priamym a presným dôkazom
nedostatočnej realizácie trhovej stratégie v porovnaní s rakúskymi výsledkami v cestovnom ruchu. Stratégia ako
súbor praktických opatrení v cestovnom ruchu je prezentovaná vo forme politiky cestovného ruchu. Cieľom
príspevku je analyzovať hlavné stratégie cestovného ruchu v SR a Rakúsku a kľúčové štatistické údaje o cestovnom
ruchu v oboch krajinách na strane dopytu. Tieto stratégie a štatistické údaje z oboch krajín sú dôležitým a
významným prvkom pre správnu analýzu potenciálneho a úspešného rozvoja v oboch krajinách. V tejto
medzinárodnej konkurencii má Slovensko veľa problémov s účinnými stratégiami a so stabilizáciou zdrojových
trhov. Príspevok využíva literárnu metódu na analýzu dostupných relevantných knižných a časopiseckých zdrojov,
metódu analýzy štatistických radov, metódu vedeckej abstrakcie, indukcie a dedukcie na metódu komparácie na
porovnanie stratégií a štatistických údajov cestovného ruchu Rakúska a Slovenska. Výsledkom tohto porovnania
je zistenie o podobnosti produktov a problémoch v štruktúre zdrojových trhov.
Klíčová slova
stratégia cestovného ruchu, štatistika cestovného ruchu, Slovensko, Rakúsko
JEL classification: Z32, Z 38
1. Introduction
The development of strategic management theory is directly related to the development of systems
theory, which in the terms of tourism is applied in the form of „systematic tourism theory“. Since tourism is
considered primarily as a systematic phenomenon, its operation must meet all systemic features. Otherwise it is
impossible to achieve long-term success even in terms of Slovakia as a tourist destination. Premature enjoyment
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of economic upswing before 2008 ended with the arrival of the crisis. Decrease in the number of guests in
accommodation in 2008 was by 30%, similar to the number of overnight stays, sales in hotels, restaurants and
other tourism businesses. Results deriving from the available statistics are a direct proof of the impossibility
of long-term development of tourism without a strategy.
The opposite example is Austria, which, based on available statistics recorded only a slight decrease in the number
of guests, overnight stays and revenue went up 3%. More than 120 million overnights, and the balance of
tourism reaching 10€ billion and 700 thousand jobs in tourism in Austria is a direct and exact proof of the need
for long-term and purposeful promotion of selected tourism marketing strategy, including taking into account the
systematic principle of tourism as an economic phenomenon. A tourism strategy would
ultimately bring satisfaction through customer demand and evaluation of the primary and secondary tourism
offers and significant economic benefits for the economy of the state and its regions.
Strategies are bringing a long-term competitive advantage in tourism, which means stabilized markets and
products. A substantial fact for the creation of successful strategies is the comparison of the main products that
countries offering on the market internationally in the context of the market in which they operate. In doing so,
less developed countries need to invest not only in tourism products but also in infrastructure, which is usually
undeveloped. This infrastructure is also the cause of a lack of interest in the country (Pedrana, 2013). The offered
product is the basis for the interest of individual market groups on an international scale
System theory arose at a time when a majority of the strategic management principles, as we know it today, was
formed. Strategic management influenced primarily the emphasis of the status of strategic analysis and the choice
of specific strategies in connection with the circumstances in which a single firm is located. The issue of strategic
analysis is associated with assessments of the impacts both superior and associated systems in terms of system
theory, selection of a particular model, strategy is a response to the presumption of tourism as a system to
succeed in a competitive market (Balážová, Papcunová, Jarábková, 2007). Therefore it is necessary to state
that any other understanding of strategic management applications in terms of tourism management is
unacceptable and is not based on respect of fundamental theoretical principles of managerial science. The aim is
to improve the competitive position of Slovakia as a tourist destination, GDP growth, employment and balancing
inter-regional differences.
The proof of strategic management applications to theory and practice of tourism are successful tourism policy in
different countries of Europe and the world. Tourism policy has become a tool for strategic management
enforcement with the main output in the form of strategies, which preceded the formulation of mission, objectives,
analysis of an internal and external environment, defining the strengths and weaknesses, opportunities and threats
(Jarábková, Majstríková, 2016a). All the components of strategic management can be found in various
documents of national or regional institutions which have an impact on tourism management.
The fragmented industry consists of many small organizations. Characteristic feature is that none of the
organizations holds significant market share. In the market any entrepreneurial subject in the role of a leader who
would fundamentally set the rules of the competition does not exist.
Industry can become consolidated through the concentration of capital in dependence on various factors,
however many industries remain fragmented for a longer time. To create a strategy is one of the most
important characteristics typical for this process (Jarábková, Majstríková, 2016b). It is a decision-making
process, which consists of finding ways in which strategic objectives can be achieved. There are many ways
to meet strategic objectives and changes in the views and approaches in the case of failures of strategy.
2.Types of strategies in tourism
In tourism, it is necessary to apply in along all three strategic levels. More than anywhere else the principle of long
duration and consistency is valid here. It is also valid for the strategy in terms of its implementation and effects,
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Tab. 1: The application of strategies according to strategic management to the conditions of tourism
Theory of strategic management The application on tourism
Enterprise strategy
- 4 strategies of product – market matrix
strategy of stabilization, development, deceleration
____________________________________
(simultaneous application of functional strategies)
National level
= Market strategies of the first level
- 4 strategies of product – market matrix
- strategy of stabilization, development, deceleration
____________________________
(simultaneous application of functional strategies)
Business strategies
1. Contingency approach
- Hofer ‘s model of product life cycle phase
2. Generic approach
- Porter´s competition strategies
(cost management, differentiation strategy,
specialization strategy)
_____________________________________
(simultaneous application of functional strategies
Regional and local level
= Market strategies of the second level
1. Contingency approach
- Hofer ‘s model of product life cycle phase
2. Generic approach
- Porter competitive strategy
(cost management, differentiation strategy,
specialization strategy)
___________________________________
(simultaneous application of functional strategies
Functional strategies
- Marketing
- Production of services and products
- Employees
- Finances
_____________________________________
Without concurrent application
Enterprise strategies
Functional strategies
- Marketing
- Production of services and products
- employees
- finances
_____________________________________
(simultaneous application of functional and enterprise
strategies in connection with national and regional
level)
Source: Own processing based on the theories of strategic management and theories of tourism
It goes without saying that what applies at the enterprise level also applies at the state and its regions. These are
strategies of the first level. In management of tourism in Slovakia at the national level is based on the productmarket
matrix and based on it select one of four possible strategies. Based on this initial selection it is
then necessary to proceed to the strategy development, preservation stabilization or decay (Kostková,
2010). While fulfilling a product – market matrix in terms of key products – as a product, we define in terms of
key products, which Slovakia offers to the international tourism market and in terms of marketing to key markets,
the most interesting for Slovakia are in terms of the number of guests, overnight stays, average number of nights,
and the average spending per guest. Given the fact that tourism products in Slovakia are given and cannot
be changed in the short term, it is necessary to choose the strategy of stabilization, growth or decay and focus on
target markets.
Strategies of the second level are linked to these main types of market strategies, in theory of strategic
management they are also called business strategies. They also deal with the issue of how we will compete in a
particular type of product or in a particular market (Kostková, Botlíková, 2014). The purpose of the strategy of the
second level is to gain a competitive advantage over rivals. The offer of the opponents can be beaten by different
products that offer products at a lower price, or a combination of these two sources. The main market strategy
is based on a product – market matrix at the enterprise/business level and at its business unit is filled with
competitive strategies so that each business unit offers a product that is competitive and interesting in its price.
From this relationship for tourism we derive the same application of product - market matrix at the State
level and competitive strategies at the regional level. It should be emphasized that these strategies must be in
mutual compliance and, moreover, cannot function without each other.
The example of Slovakia, where several years ago a strategy for the State was established and was not tied to
the regional level, and from the achieved results is the proof of the impossibility of a functioning of tourism as a
system of selected measures. There's natural confirmation of the system theory of tourism and theory of strategic
management. Successful strategy of the second level takes into account effects of external environment, combines
different functional strategies and is based on a competitive strategy that responds to conditions inside
the industry. The terms within the industry in tourism are evaluated not only within the country but also
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as key competitive conditions in markets and source. To formulate a successful strategy for tourism at the state
and regional level mainly means accepting the decision, which needs will be satisfied, which target customer
groups will be satisfied and how (Kostková, Pellešová, Botlíková, 2015). From these decisions the sources of
competitive advantage are created and the way how the state and its regions will compete with their products is
determined.
Tourism policy refers to an overall, high-level plan that includes goals and procedures. Policies are generally found
in formal statements such as laws and official documents and statements. Tourism policy is generally considered
to be an area of a national overall economic policy (Andraz, Norte, Goncvales, 2015). It is a public policy designed
to achieve specific objectives relevant to tourism established at the municipal, state or federal level. Policy also
evolves from the survey and analysis of present tourism development patterns and infrastructure, tourist attractions
and activities, and the tourist market. More generally, tourism policy should reflect the overall development policy
of the country or region so that tourism is well integrated with it. The above-mentioned definition raises questions
about:
 Formulating tourism policy
 Objectives of tourism policy
 Objectives achieving
Although tourism is an activity sustained mainly by private initiative, governments have traditionally played an
essential role in its development and in the promotion of their countries as a tourist destination through the
activities of National Tourism Administrations (NTAs). Defining tourism policy as a public policy means that it
is formulated by the public sector, which comprises central government and local authorities (general government),
together with the nationalized industries or public corporations (Asmelash, Kumar, 2019).
Tourism affects many areas, the economic, socio-cultural and environmental. This is the principal reason for
government´s involvement in tourism development. Various economic reasons may induce the public sector to
foster tourism:
 - Improved balance of payment situation.
 - Regional development.
 - Diversification of the economy.
 - Increased income levels and state revenues.
 - New employment opportunities.
 - Stimulation of non-tourism investment.
Social considerations are another important reason (Pedrana, 2013). Governments participate in tourism
development in order to maximize the socio-cultural benefits of tourism (such as: cultural exchange, revival of
traditional crafts and ceremonies, rural development, etc.) The state may also have a general responsibility to
protect the social wellbeing of individuals by minimizing tourism as adverse socio-cultural effects (such as:
deterioration of important historic and archeological sites, social degradation, overcrowding by tourists, loss of
convenience for local residents, etc.) Another reason is the need for controlling the environmental impact of
tourism, such as pollution and other environmental hazards and land use problems resulting from poor planning,
setting and engineering of tourist attractions and facilities (Jenkins, 2011). Besides the above-mentioned reasons,
government may encourage the development of tourism to further political objectives.
In order to achieve the policy objectives, NTAs are involved in many activities aiming to coordinate or encourage
tourism development. Clearly, a significant number of countries around the world are still in an early stage of
tourism development, particularly in developing countries and in countries where tourism is in a transition stage
(Hall, 2008). But the European Union, North America and significant parts of East Asia and the Pacific countries
have reached an advanced stage of tourism development. Thus, the degree of government involvement in the
tourism sector differs from country to country, and so do the reasons of this involvement. Fulfilling the
requirements of tourism policy, minimizing its negative impacts, and reaping the rewards, are the primary goals
of tourism planning (Hall, 2008). Planning is particularly important for tourism development because of two
characteristics of the tourism industry. First, tourism is a complex industry that stretches across many different
sectors and businesses (therefore, it affects a wide-range of areas); second, tourism development usually requires
both the public and private sectors to undertake major capital investment projects (hotel accommodations, public
works infrastructure, transportation links). Because of these two characteristics, a lack of planning can result in
mistakes that cannot be corrected (or are extremely costly to rectify), and which the host community will have to
endure for many years. Legislation, stimulating regulations and terms under which activities related to tourism
take place, is a state responsibility. Tourism legislation includes the basic tourism law. This law typically sets forth
the policy for developing tourism and establishes the functions, structure and sources of funding of the national
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tourism organizations (or regional tourism office). Various specific regulations are necessary for the protection
and preservation of tourist facilities and the natural, historical, and cultural, resources of the country. Where
national and regional authorities offer a policy of supporting the development of tourism as an income-contributing
sector of the economy, this normally entails some form of government expenditure to help with the commercial
provision of services (Butowski, 2010). This is especially important in tourism destinations that are in a
development stage. Not only may government provide the funds required to the viability of marginal projects, but
overt political support can be an element which psychologically reinforces decisions to invest (Pompurová 2011).
3. An application of the product – market matrix on the example of Austria and
Slovakia as the basis of the tourism strategy
Slovakia is in the recent decades a bad example how it is possible to waste a potential for tourism development
with direct influences on the economy and employment. It could choose from three basic marketing strategies (the
growth, the conservation, and the fall-back), but, actually it has chosen none. This mistake was redoubled by not
respecting the product-market matrix, since new markets were looked for and the old ones, stabilized, were let
tumble. The markets of the surrounding central European countries benefited significantly from that situation, as
they focused their efforts on obtaining the visitors from the Czech Republic, Poland, Hungary, and Austria. Austria
made a hard effort from the beginning of the nineties of the 20th century to gain the visitors from the Czech
Republic and Slovakia, and it ultimately succeeded. It reached record-high numbers of accommodated visitors
from the Czech Republic and Slovakia from nearly a zero level after the year 1990.
By analysing the reached results in tourism, forecasting its future development, and by setting the fundamentals
for the tourism development strategy to the future Slovakia has to draw only from well-tried strategic management
models, the validity of which was verified by both the theory and the practice. Such a model is the product-market
matrix, which enables us to decide if we will provide the existing products to the existing customers, the existing
products to new customers, new products to the existing customers, or, by applying the diversification process,
we offer new products to new customers. In reference to the previous sentence it is necessary to decide on
implementing the strategy in the form of stabilisation, the growth, or a decline and at the tourism objects´ level on
the cost, differentiation, or the focus strategies. From the product-market matrix point of view as the first step it is
necessary to compare the products. By comparing the product base and the visitor group base we decided to choose
Austria because of two factors. These are the similarity of provided products and the similarity of visitor target
groups between our countries. We chose the effects of the world economic crisis on the numbers of accommodated
visitors and overnight stays as a significantly effecting factor, which had a radically different progress.
Tab. 2: Comparison of tourism products in Austria and Slovakia from the product - market matrix point of
view
Tourism products in Austria Tourism products in Slovakia
Activity holiday
Ski holiday
Recovery holiday
Family holiday
Walking, hiking
Sightseeing tours
Spa holiday
Cultural holiday
Participation in various events
Family/Acquaintance visit
Wellness and Beauty holiday
City break
Winter and summer mountain-air holidays
- skiing
- recovery
- relax with family
- hiking
Sightseeing tours
Stay at the spa
Cultural events visit
Participation in various events
Family/Acquaintance visit
Wellness and Beauty holiday
City break
Source: Tourismus in Zahlen, Austrian Federal Economic Chamber, 2018, the own processing
Both Austria and Slovakia offer in the tourism market similar products connected with the different primary and
secondary offering conditioned by the geographic localisation. These are mainly the winter and summer mountainair
holidays, the spa stays, the cultural events visit, the family and acquaintance visits, the wellness holiday, and
the city breaks. The tables 3, 4 include the data on the number of visitors and overnight stays in Austria and
Slovakia. These data are interesting in the context of the crisis development, when Austria recorded only a slight
decrease, or even an increase of the domestic tourism. Austria focused its effort in tourism on gradual
implementation of the market entry strategies, the continuous product development strategies, and the market
development strategies by using the product-market matrix. On the basis of the long-term market evaluation it
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aimed at the supply of existing products, which were innovated progressively and developed for existing groups.
It focused mainly on the domestic tourism maintenance.
Austria focused its effort in tourism on gradual implementation of the market entry strategies, the continuous
product development strategies, and the market development strategies by using the product-market matrix. On
the basis of the long-term market evaluation it aimed at the supply of existing products, which were innovated
progressively and developed for existing groups. It focused mainly on the domestic tourism maintenance; the
losses from the German market have been replaced by the accessions from the markets of the surrounding middle
and East European countries. A gradual decline in the number of visitors and overnight stays from Germany is for
Austria a long-term phenomenon. Therefore, since the beginning of the 90-ties of the 20th century, it has focused
its effort on the surrounding markets, knowing that their purchasing power will grow.
Tab. 3: Number of overnight stays from selected countries in Austria in the years 2005 to 2017. (in thousands
of overnights and in %)
Visitors/
year
2005 % 2008 % 2009 % 2010 % 2015 % 2017 %
Slovakia 232 0.19 389 0.31 424 0.34 465 0.37 701 0.52 738 0.51
Czech
Republic
1 133 0.95 1 779 1.40 1 955 1.57 1 972 1.58 2 678 1.98 2 849 1.97
Poland 820 0.69 1 389 1.10 1 386 1.11 1 423 1.14 1 708 1.26 1 885 1.30
Hungary 1 296 1.09 1 642 1.30 1 499 1.21 1 510 1.21 1 665 1.23 1 871 1.29
Germany 51 028 42.79 50 144 39.57 48 857 39.30 48 155 38.56 50 199 37.12 53 576 37.08
Total of
Foreign
countries
87 741 73.58 92 840 73.26 89 864 72.29 89 857 71.95 98 824 73.07 105 977 73.34
Austria 31 501 26.42 33 879 26.74 34 443 27.71 35 023 28.05 36 425 26.93 38 523 26.66
Total of
Overnight
119 242 100.00 126 719 100.00 124 307 100.00 124 880 100.00 135 249 100.00 144 500 100.00
The source: Tourismus in Zahlen. 2018. Austrian Federal Economic Chamber, the own processing
It succeeded by following the basic strategies with the growth strategy at the product-market matrix level, and the
differentiation strategy at the regional level, without applying the diversification strategy which is costly. Austria
based the differentiation at the regional level on the fact, that the state and its regions are the brand which is still
well-purchasable, and on the supply of a differentiated product in individual regions. A sharp increase of the
visitors and overnight stays number from Slovakia, the Czech Republic, Poland, and Hungary in the recent years
is the direct evidence that its strategy has been successful. Including the visitors from Germany these markets
accounted for 56% of the visitors´ number and 54% of the number of overnight stays. By applying such a relatively
simple strategy based on the usage of its good reputation and due to the proximity of potential source markets and
the inaction of its competitors Austria has made significant achievements and it has not had to invest a large
resources to costly strategies in distant markets.
Tab. 4:. Numbers of overnight stays from selected countries in Slovakia in the years 2005 to 2017. (in
thousands of stays and in %)
Visitors/
year
2005 % 2008 % 2009 % 2010 % 2015 % 2017 %
Czech
Republic
1 375 12.81 1 705 13.68 1 301 12.52 1 350 13.02 1 402 11.35 1 768 11.84
Poland 608 5.66 942 7.56 480 4.62 453 4.37 430 3.48 512 3.43
Hungary 322 3.00 225 1.81 137 1.32 120 1.16 153 1.24 220 1.47
Germany 1 005 9.36 682 5.47 528 5.08 491 4.73 451 3.65 487 3.26
Austria 172 1.60 159 1.28 123 1.18 121 1.17 157 1.27 183 1.23
Total of
Foreign
countries
4 872 46.39 5 261 42.21 3 769 36.27 3 807 36.72 4 456 36.08 5 429 36.35
Slovakia 5 861 54.61 7 203 57.79 6 622 63.73 6 560 63.28 7 894 63.92 9 507 63.65
Total of
Overnights
10 733 100.00 12 464 100.00 10 391 100.00 10 367 100.00 12 350 100.00 14 937 100.00
The source: statistic data of The Ministry of Economy of the Slovak Republic
Considering the period from 2005 to 2017 Slovakia is an opposite example. The success based on a booming
growth till the year 2008 has disappeared due to the incoming crises and the decline in the visitor´s and the
overnight stays number from the key source markets amounts to dozens of percent. The next research will probably
deal with the effects of the euro currency introduction on a slump of the visitors´ and overnight stays number. The
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question is why due to weakening the national currencies in 2009 Austria did not experience the similar decrease.
One of the possible answers is that its growth was not based on the boom, but on the long-term strategy and that
the introduction of the euro currency in Slovakia fully revealed an excessive price level in relation with the quality
of provided services (Pompurová, 2009).
The year 2009 meant the return to the level from the year 2005, in case of Hungary the decline was much higher.
It is striking that the German market had begun to crumble long before the introduction of the euro currency and
in 2009 it reached 68% of the level in 2005 in terms of the visitors´ number and 52% of the level in terms of the
overnight stays number. There was a decline of 7% in the number of accommodated guests from Germany already
in 1994. It was one of the first signals of a collapse of this important market.
Conclusions
The mentioned data on the products and markets using the example of comparing the results of Austria and
Slovakia in tourism, including the turbulent period of the crises that did not produce almost no changes in Austria,
but a large decline in Slovakia, are the real evidence of the need to promote purposefully the tourism development
strategy based on the well-tried theoretical models, the validity of which can be verified by comparing the products
and the target markets in practice.
There follows a lesson for Slovakia that relying on the booming trend has revealed insufficient activities at the
strategic level in terms of the marketing strategies of the first and second levels. Filling the product – market matrix
also refers to the fact that from the point of view of the first level marketing strategy it necessary to strengthen the
existing products including their innovation in accordance with the European trends and to focus on the traditional
markets, for which Slovakia cannot be a differentiator, this is what Austria has become, but it can successfully
implement the specialisation strategy focusing on the product and target groups differentiation. Slovakia has a
significant growth potential in the given markets, especially by considering the numbers of visitors and overnight
stays from Germany in Austria. Moreover, both the countries have in common other target markets having
relatively significant position in the number of visitors and overnight stays such as Russia, Ukraine, Italy, and the
United Kingdom. It depends on Slovakia how it uses these market opportunities. It will not be possible without
functioning and mutual consistency of strategies at the states, regions, and tourism objects levels.
Slovakia and Austria are offering similar products for similar target groups in the Central European tourism market.
Austria has a competitive advantage in this competitive fight. Despite its gradual growth, Slovakia is losing its key
target markets from neighboring countries. This is due to Austria's long-term consistent policy in the international
tourism market. In Slovakia, there is a need to significantly increase the efforts of guests from neighboring
countries. Otherwise, we will continue to lose market shares due to a weaker competitive position.
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