ࡱ>   bjbjWW 4==9L L ---AAA8y4A"9L( >  #ſP-+b " ++===+ R-=+==bn$ "*0zvA62VѺ0B78**-$ v$=' ) : ++++ L U:  Zrinka Bla~evi, M.A., teacher assistant Virovitica College Postal Address: Ljudevita Pata ia 3, Virovitica Phone: 033 721 099 Fax: 033 721 037 E-mail address: zrinka.blazevic@gmail.com Nataaa Drvenkar, M.A., teacher assistant J.J. Strossmayer University in Osijek Faculty of Economics in Osijek Postal Address: Gajev trg 7, Osijek Phone: 031/224-400 Fax: 031/211-604 E-mail address: natasad@efos.hr THE LAST MINUTE ARRANGEMENT AS A PRICE STRATEGY OF THE CROATIAN TOURISM AT THE TIME OF RECESSION Abstract Negative tourist movements are a global trend which has begun in the last quarter of 2008. Observing quantity indicators Croatian tourism accomplishes less "minuses" in comparison with the most European countries. Gallup's "research of European attitudes towards tourism" issued in 2010 gives alarming indicators. In fact, 28% of 30,000 examinees have indicated they have not yet decided if they will travel this year, and the main reason of their hesitation are finances. Considering the fact that the strategic aims of the tourism marketing are the increase of the number of overnight stays, expend to new tourism market segments through the diversity of tourist products, it seems that development has to hold up with quality strategy and its realization. Marketing in tourism means managing demands, and at a period of recession the focus is on the price strategy. According to Kotler (2006), one of the key winning business practices is lower price strategy, especially on prices sensitive market, which alienate a competition. However, this strategy creates a negative consumer perception of new lower price as optimal which could extend this price level into a post-recession period. Finally, in the long term it would mean a decreased inflow from tourism. Instead of that, from the customer's perspective, a last-minute strategy implementation offers higher quality service at a 30% lower price. Therefore, the key hypothesis of this research work is that Croatian tourism should be based on lower prices (Last minute) strategy. The aim of this paper is to show the role of last-minute in the overall Croatian tourism strategy realization. The research conducted on a random sample from 24 city Tourism associations on the seashore part of the Republic of Croatia and 25 tourist agencies, provided data regarding Croatia tourism in the recession period. Key words: last-minute arrangments, price strategy, recession, tourism in the Republic of Croatia DEVELOPMENT OF TOURISM IN CROATIA Tourism is, according to Walter Hunziker and Kurt Krapff, a set of relationships and phenomena formed during travel and residing of foreigners in alocationifthestaydoes notmeana permanentsettlementandis not relatedtothe acquisition ofearnings (Dobre, 2005, 23). As such,the definitionof tourismhas been adoptedwith minoramendments in 1954 bythe international associationof scientific andtourismexperts AIEST. Through its development, tourism records different stages of social development and the emergence of tourism is taking place under different names. Some argue that tourism began to develop far in the past, ie. in ancient times, so a long history of its developent can be traced. Urban destinations have been involved in tourism since the early years of the civilisation, when people used to travel to cities and towns to meet politicians and business associates. Sports organisations, such as the Olympic Games in ancient Greece also generated tourism activity in main cities. Other authors argue that tourism is a recent phenomenon and that the history of its development is relatively short, where it is dominantly pointing to the end of the 19th and especially the 20th century, and that there are two great distinctive periods in the development of tourism, the era of tourism for privileged classes and the era of modern tourism. After the First World War, and once its consequences had been alleviated,tourismbeganto developat an accelerated pacewithbreaksduring thegreat worldcrisisin the thirties. The growthof tourismis manifestedin theincreasingnumberof tourists andtourism is gaining an increasingeconomicimportance due to its influence on almost all branches and services in national and international terms as well as having an impact on a global scale. Tourism as the largest service sector in the European Union generates more than 4% GDP of the Union and employs 4% of total workforce including only hotels and travel agencies. Tourism affiliation with other sectors of economy (transport, catering industry) is exceptionally strong and has a positive influence on economic trends (European Parliament, 2008). Through combined activities tourism and travel generate an incredible 9.2%of worldGDP,4.8% of world exportsand9.2%of worldinvestment (World Economic Forum, 2011). Although Western Europe and North America spent 70% of the worlds personal expenditures on tourism and travel in 2000,thissharedeclinedto62%in 2010. As Croatian tourists are mainly European tourists, then this negative trend of tourism certainly has to be taken into account when creating a quality tourism policy of Croatia. There is a wide range of motives that drive tourists to travel, according to a survey by Tomas in 2007 main tourist motives for travelling to Croatia are rest, relaxation, entertainment, natural beauties and enjoyment of food and drinks. Most of tourists, 55% are of average age of 41, 60% of the tourists have completed a two-year colleges or universities. It is precisely these tourists that are demanding tourists which seek appropriate price/quality ratios. Croatiahasa veryattractivetouristpotentialparticularlythe uniquenatural, cultural and historical heritage. This potential can and has to be more intensively assessed in order to create a recognizable touristic identity of Croatia, which would increase competitiveness and facilitate market positioning. Predictions are that the impact of global financial and economic crisis will reflect on choices of tourist destinations and that most European tourists will choose those destinations that are closer to them, those that are the cheapest and some will choose domestic destinations. Howeverthe opportunitycan beobserved incountrieswhose economies are progressingdespitethe crisissuch ascountriesin Asia andLatin America (World Economic Forum, 2011). Based onan intensiveadvertisingandfinding of new target groups anincrease in the number of tourist arrivalshas been noted fromnewmarkets that have not visited Croatia up until now. Most important to point out would be Scandinavian countries, Japan, China, Brazil etc. If we perceive marketing as a market orientation focused on consumers needs, and we acknowledge tourism as a sociological category, whose movement variability becomes a base of research in order to meet consumer needs with the application of social marketing concepts, we turn to that segment of consumers which do not only expect from travel and stay in foreign environment a mere holyday, but also the fulfilment of their creative and cultural curiosities. (Gredi ki, 2008, 205). Every tourist destination is a kind of a  brand that tourist recognises and evaluates, a successful brand is considered a recognizable product,service, person or place that is enriched in a way that buyer or consumer perceives relevant, unique and sustainable added value that best matches their needs (De Chernatony, Leslie, 2001). It is a task of specific location, geographical area or locality to get organised and act like businesses, which means they have to confront everything that comes from environment (Kotler, 1993, 79). Marketing of a location has a broader task, it refers to inclusion of all target groups in order to improve living conditions in terms of business and tourism. (Kotler, 1993, 100). Satisfaction of tourists is a very important area of tourism policy planning because it is influenced by the choice of tourist destination, tourism spending and re-visiting of a tourist destination (Kozac, Rimmington, 2000). Satisfied tourists are a powerful but dangerous weapon. Tourists carry their satisfaction to others (word-of-mouth promotion) and thus significantly affect future trends in tourism. RECESSION IMPACT ON TOURISM Recession in the global framework leads to a temporary slowdown of economic activities, and accompanied by a simultaneous deterioration of the general economic climate (the fall of real income, increasing unemployment, low utilization of production capacity entry ...), consequently it radically changes markets and common business strategies. As such it indicates the level of interdependency between economies at the peak of liberal economic doctrine. Economic theorists use different terms to express the economic problems and disorders such as deceleration, stagnation, stagflation, recession and depression. Most frequently a generic term crisis is used trying to define its meaning more precisely through the addition of different adjectives: global, financial, debt, structural, cyclical developmental, etc. (Letica, 2010) In particularly difficult economic conditions terms chaos and collapse are used as well. First the financial crisis, then the overflow of the financial crisis into the real sector and then the social problems caused by numerous layoffs due to the downward trajectory of the world economy would be a brief description of the period. Everything began in the year 2007 in the United States of America with financial crisis that started as a consequence of excessive number of high-risk mortgage loans and it happened during the period of shift between presidents in the White House at the end of 2008 and the beginning of 2009 (Grubiai, 2009, 184). The decline ofwelfareexpressed byfallingstockindexesand thetenseconditions of granting loansare increasingly reflected on the spending levels with serious consequences for therealsector,thusthecircleof negativetrendsturns into aspiral. Althoughthe crisis started in thegroup ofmost developedeconomiesit quicklyspread toallcountries around the world. As a small economy integrated into the globalized economic trends, Croatia began to feel the effects of the global economic crisis in the second half of 2008 (Pali, Tomaaevi-Liaanin, Kova , 2009). There was a significant rise in unemployment accompanied by reduction of wages, which caused consumers insecurity as well as changes in behavior and consumption, having impact on tourism development. Every crisis including financial one directly affects demand and consumption (expressed in the form of reduced purchasing power the population) and the branch of tourism is especially vulnerable to that segment. Negative touristic rate is a global trend that started on global scale in the last quarter of the year 2008. The impact of crisis is best reflected in data that the number of international tourist arrivals declined by 4,2% from 2008 to 2009 which is the largest decline of arrivals in history (World Economic Forum). Therefore,leaders of economic policy of each country must be aware that it isvery "dangerous"foreconomic growthanddevelopment to rely onlyononebranchof the economy, aiming attourism. A political crisis that occurred in Croatia during the 90-ies of the last century once again confirmed a sensitivity of tourism as a branch of industry. The current global economic recovery from the financial and economic crisis, as well as the perennial economic crisis of Croatia have set numerous challenges for the creation of adequate tourism policy. Especially sincetourismis not abranch ofthe economyfor itself,butincludesa wide rangeof otherindustries. Therefore, if the tourist spending decreases, negative trends will directly affect the overall economy, especially sectors closely related to tourism. Trendsandforecasts ofthe developmentof tourismshould beobservedin two ways, quantitatively, asthe movement ofphysicalsizeandfinancialeffects, and qualitatively, as sensitivestructuralchanges. Therefore,the latesttrendsin tourism developmentshouldbe observed inthe contextof the recent developmentof tourismand the latest economic and socio-culturaltrends. To get arealperceptionof thesetrendsalongsequence is necessary (Kuen, 2001). The changes thathavetaken placeonthe world touristmarketin the early80-ies ofthe 20th century,stronglyinfluencedthetransformation of tourist flows, mainly in qualitative terms. It had less impact on intensity of travel and more on structure of tourist expenditures and tourist behaviour. Tourism started to change from hard to soft form, it became more human and oriented towards an individual (Kuen, 2001) and it is exactly that fact that has a significant impact on drop of tourist arrivals during the period of crisis. Therefore,by analysingthestatisticswe candeterminehowin the recessionaryyears decline occurred inthe numberof tourist arrivals,caused by tourist inability to finance their luxury, tourist travel. Table 1: TouristtrafficinCroatiasince 2000up to year 2010-tourist arrivals (in 000) YEARTOTALLOCALFOREIGN20007,1371,3055,83220028,3201,3766,94420049,4121,5007,912200610,3851,7268,659200811,2611,8469,415200910,2711,5778,694201010,6041,4939,111Source: DZS RH, compiled HGK (Croatian Chamber of Economy) The most importantconstraint factorsof Croatian tourismlie mainlyin theinefficiency of the publicsectorbecause ofwhichCroatia takesratherpoorpositionon the rankingladder. For example,withregards to thetax burden,Croatia ranksonly on the134thplace,and as far aspricecompetitivenessgoes Croatia takes 101st place. However, the tourist infrastructure 4th and traffic structures 31st are strong points of Croatian tourism (Table 2.). Table 2. Strengths and weaknesses of Croatian tourism, rank 2011 (139) Strengths WeaknessesHIV security 1.Tax constraint factors134.Tourist infrastructure4.Price competitiveness 101.Number of cultural sites of world significance16.Human capital83.Environmental quality19.The efficiency of marketing and branding79.Tourism affinity 20.Political regulations and bureaucracy 77.All cultural resources31.Natural resources 75.Roads quality31.Airport infrastructure66.Health and hygiene 32.Security33.ICT infrastructure 35.Resource: World Economic Forum, 2011 Knowing thebasicmotivesof thetouristic trends, we canconclude thatCroatian tourismhas agoodfoundationintheirselectiveformsof development intimeof crisis. Despite that Croatian tourism holds 34th place on competitiveness ladder. What should worry leaders of tourism policy in Croatia are the activities of competition. It can be learned form example of Montenegro which records a significant jump on competitiveness rankings from 52nd place in 2009 to 36th place, and the activities of public sector are better than Croatia by as much as 10 ranks. The most importantcompetitors ofthe Croatian tourismare certainlyGreeceand Spain,butthere is a growingimportance, or"risk"from countriessuch asTunisiaand referredMontenegro. Ifourtouristscomefrom countriesthataremore preferring ofthe Mediterranean countries, thenwe mustseriouslyconsiderthe developmental potentialof Croatian tourism, and actassoon as possibleto solve problemsthatmayhinderthe furtherdevelopment. Table 3. Travel & Tourism Competitiveness Index 2011 and 2009 comparison CountryRank 2011 (139)Rank 2009 (133)T&T regulatoryT&T business environment and infrastructureT&T human, cultural, and natural resourcesSwitzerland11112Germany111225France34789Austria4231210Sweden5711158Croatia3434423643Spain8622108Portugal1817192417Greece2924342929Montenegro3652324936Tunisia4744315459Egypt7564707471Resource: World Economic Forum, 2011 Therefore, the tourismpolicymustbefocusedonsolvingthe problemof reduced aggregatehousehold consumptionandconsequently,reducedtourismspending. Under the influence of globalisation processes, tourism offer is diversifying its own activities within and out of the boundary of tourism industry, towards the goal of satisfying tourism demands. (Arnaut, 2009). Tourists today are a significantly more sensitive towards tourism offers and are much more cautious. The factisthat the economic crisisaffectsconsumerseconomicallyand psychologically as well. During the crisis consumers feel more insecure and therefore they keep an eye on their expenses. Numerous studiesanalyzethe economicimpact ofthechangesintourism expenditures (Andrew, 1997; Wagner, 1997; Jensen and Wanhill, 2002; ifthe analysis includes avariablecosts; and Archer, 1995; Archer and Fletcher, 1996; Fletcher and Archer, 1991; Henry and Deane, 1997, ifthe analysisincludesfixed-prices). Analysescarried outin thevarious countriesaffected by economic downturn (Hawaii, Zhou, Yanagida, Chakravorty and Leung, 1997; Australia, Adams and Parmenter, 1995, or by example Great Britain, Blake, Sinclair and Sugiyarto), had a strong echo in the international circles (Blake, Sinclair, 2003). Leaders of the economic policy can give an incentive"impulse"inthe touristindustry throughtax policy but often the impulse is very slowly reflected on whole tourism aggregate. In addition it is quite late for blue ocean strategy. For thispurposethe strategy of low prices (Last Minute) can be one of the possible responses to the challenges, set by global financial and economic crisis, in tourism development. Instrumentsbasedon thepricesasregulatorymethodscanreduce oreveneliminate the negativetrends intourism (Sinclair, Stabler, 1997). This conclusion causes further changes in business and bidders strategy of tourism product, therefore, we ask ourselves what the strategic marketing options are that Croatian tourism places within the framework of recessionary economic environment. IMPACT OF MARKETING STRATEGY ON DEVELOPEMENT OF CROATIAN TOURISM IN THE TIME OF CRISIS Destinations are amalgams of individually produced tourism amenities and services (accommodation, transportation, catering, entertainment etc) and a wide range of public goods (such as landscape, scenery, sea, lakes, socio-cultural surroundings, atmosphere etc). All these elements are branded together under the name of the destination. Understanding the core product as well as the facilitating, supportive and augmented products for each target market is of paramount importance for destination marketing. The augmented environment will include intangible elements such as interaction and customer participation as well as accessibility and physical environment (Kotler, 1996, 276). If we analyse marketing as a social and managing process through which individuals and groups acquire what they desire and need by creating and exchanging products and values with others (Kotler, Bowen, Makens, 1996) it is understandable thatmarketingas aprocessof planningandexecution ofthe conceptmustbedefinedbyamarketingstrategy (segmentation, positioning, marketing-mix strategy& ) (Stipanovi, 2006). It is in extreme situations that the most important need is for strategic deliberation while a significant support is provided by analysis of tourism market (Aaker, 1998) thathelpsdetermine the attractiveness ofthe market andunderstanding ofmarket dynamics. If it manages to create a better system than competition for crisis prevention and overcoming crisis, crisis management can become a competitive advantage. (Osmanagi-Bedenik, 2007, 13). Thus marketing management in tourism means managing demand, and competitivenesscan beovertakenonly ifone of competitorsmanages todifferentiate and remaindifferent (Porter, 1996, 62). In 1979 U.S. agency for marketing research Meldrum & Fewsmith made a series of studies and analysis on marketing activities of American companies during thetwo yearsof economiccrisisin 1973to 1975 (Toluai, Gara a, Bla~evi, 2010, 9). The conclusion of these studies was that the companies that were not reducing their marketing budgets had -far greater profits than those that have reduced spending on marketing in one or both recession years. Also, studies have continuously confirmed the rule that companies which had the strength to retain or increase their marketing efforts in business in this period, had much higher operating profits compared to its competition. Destination marketing tend to be part of the local, regional or national government and have political and legislative power as well as the financial means to manage resources rationally and to ensure that all stakeholders can benefit in the long term. Destination management and marketing should act as tools and facilitators to achieve a complex range of strategic objectives, which will ultimately need to satisfy the needs and wants of stakeholders. Therefore, the key objective of strategy marketing is to enhance the long term prosperity of local people and delight visitors by maximising their satisfaction. In addition, other objectives are to maximize profitability of local enterprises, maximise multiplier effects, and optimisation of tourism impacts by ensuring a sustainable balance between economic benefits and socio-cultural and environmental costs. Croatian tourism strategy is created by the Ministry of Tourism and is implemented by tourism boards of each county, city and municipality which relay strategy at local level to all tourism employees. Their task is, besides coordinating the entire system of communities, creation and promotion of the identity and reputation of Croatian tourism, its promotion at home and abroad as well as rising the overall quality of Croatian tourism. But along with them the identityof Croatian tourismconsists ofthe local population, tourism companies,tour operatorsandtouriststhemselves. Allthese componentsare responsibleforthe development tourismin our country,but in parallelwiththatthey benefit fromit. Image 1: The dynamic wheel of tourism stakeholders  Source: Adapted from Buhalis and Fletcher, 1995, 3-24. The international tourist industry is becoming an increasingly competitive marketplace where only the best-managed destinations are likely to prosper. Comprehensive strategic business plans therefore need to address all factors that have an impact on the product. Tourism strategies should not only concentrate on visits, but also include the entire range of impacts such as overcrowding, environmental problems, visitor safety and security, seasonality problems, and sensitivity to local culture (Evans, 1995). In this way marketing is used as a mechanism to achieve strategic objectives of destination regions and thus, should be guided by the policies for regional development. PRICE STRATEGY IN TOURISM The strategic objectives in tourism are focused on acquiring customers, long-term retention and growth along with them. Knowing that the price is a key driver in decision making about products, services and brands, it is crucial to make proper pricing in order to achieve price competitiveness, especially during the period of recession. It is thereforenecessary todefine apricingstrategythatwouldallow the simultaneous increase inprofitsandsales. Internal factors such as marketing objectives, cost and organisations, as well as external factors like market, demand, competition and other elements of the environment, influence company decisions on pricing. (Kotler, Bowen, Makens, 2010, 448.) There are a number of preliminary tasks such as the identification of the expected price, determining the price sensitivity, cross-checking and simulating alternatives for the purpose of determining of the appropriate price. Distinctcharacteristicof everycomponentintourismisitsstrongrelationwiththe overall offer ofdestinationsbecause of the demandsof consumersfora complex tourist servicesina specificdestination. It is thereforeessentialthat thestrategicmanagement oftourism enterprisesis interdependentonthedevelopment ofspecificdestination ( erovi, 2003). Pricing in tourism shows influence of local partakers in the tourism offer, national economic policy and international market, in short macro and microeconomic determinants. The cost of living and employment, as well as inflation, exchange rates and local efficiency and competition all contribute to the pricing equation. Significantimpact on price formation have tour operators and travel agencies, that promote a specific destination and thus position it in the perception of the customers. However, it is important to include customers and its perceived value of destination in the pricing process. Specificpriceelasticityintourismis definedas the change inoccupancy rate comparedto thechanges in price levelsat the timeof emphasizedmarketelasticity. Informationabout the flexibility ofsets the frameworkinwhichprices areallowed to move,andthatclients arewillingto pay. Surelythe priceelasticityinrecessionis more stronglyemphasized. Manyconsumersusepriceasan indicator ofquality,especiallyfor productssensitive to theego (Kotler, Keller, 2008, 435). Consumersoftenactivelyprocess the informationon pricesandinterpret thepricesto the basisof theirknowledgefrom previouspurchaseexperiences. Currentcircumstances on the market may indicate to tourism companies toreduce pricesinthe pursuit ofsatisfyingthe market. Price reduction is possible if costs are lowered proportionally therefore, price reduction strategy contains numerous hazards. Kotler and Keller claimthatloweringpricestoconsumersmaycreate aperception ofdecliningquality (Kotler, Keller, 2008, 455). It is also stressed out that while low prices can increase market share, they dont increase market loyalty. Consumers are often suspicious about the motives behind any price changes. Price reductioncaninfluenceconsumerstothinkifa productif defective or not anddoes not sellwellandthatthe productwill soonbe replacedwith a new product,orthatthecompany might havefinancialtroublewhich affectsthequalityof products andservices. Uncontrolledpriceloweringof services,caused by therecessiondiminished market,after theinitiallimitedeffects,will worsen the conditionsandleadtoeven greaterescalation ofprices. This actionwould leadthecompetitiontofollowsuitwhichwould sooncause business to reachthe profitability limits. In addition, on the demand market a confusion is created that make it extra inert, and it creates an image in the perception of consumer that the service or destination is of lower price level. Some product and services categories have a tendency to self-destruct if they are constantly on the sale (Kotler, Keller, 2008, 451). Soon after,discounts in the public perception become the actual cost, which undermines the perception of the value of services or destinations. However, last minute arrangements appear in the tourism as a specific price strategy that allows price reductions and offer an approach to customer and his needs while not influenced by mentioned shortcomings. Travel and tourism arranged at the last minute has become a growing trend among consumers today. The particularityof thesearrangementsis the variabilityin thethe timeof purchase and thedestination,travelcontentand pricing. The dynamicsof modern life, especially work obligations that are changing all the time make planning of leisure time more difficult, therefore travel time is more difficult to organise. Variability in last-minute consumer characteristics such as motivations, lifestyles, and benefits sought suggests opportunities for astute marketers and revenue managers to collaborate in further segmenting the last-minute market and developing more effective marketing and revenue management strategies to potentially increase the firms' revenues, profitability, and customer satisfaction (Scott, 2004, 7). The standard of service remains the same, only the price changes. Key disadvantage of these arrangements is that consumer cannot be sure he or she will get desired time of travel or destination (Dul i, 2005, 140). Therefore,consumerswhoare boundtoa specificdateorlocationshould notcounton last-minutearrangements. Price lowering in proportion as the travel date approaches is a well established practice of travel agencies to encourage sales. Numerousagencies havefound thatout ofthisideathey canmake alucrative business,evenwhenpricesfluctuateup to60%. Agencies and last minute centres make offers on the Internet which makes booking more accessible to consumers. Forthistravellingparticularinterest showyoungpeoplewho can easilyadapt totravel commitmentsandmake a decisionat the lastminute,butthemanagerswhodo not havetimeto plana vacation use it as well. The factisthatCroatia isperceivedasa cheapdestination formasstourismwhichisthe legacy ofthe past times. It is alarming for development of Croatian tourism that main competitors like Turkey, Tunisia and Greece have low price levels. Croatia cannot be a price competitor to such offers as the match is lost in advance. It is thereforenecessary touse adifferentstrategyandemphasizediversityand specificoffer,for example,the slogan"The Mediterranean asit oncewas"thatdefines thedifferencewhich guestsare looking forwhodo notpreferdestinationsuch as TurkeyorSpain. Price competitiveness can be made possible for Croatia by last minute arrangements. METHODOLOGY AND RESULTS OF SURVEY Empirical research (usingtelephoneinquiry)was conductedon a sampleof24Tourist boardsin thethe coastalcities,and thusthemost importantregionfor Croatiantourism. Thissampleaccounts for 51%Touristboardsin thecoastalcities. Parallelresearch was conducted on 25 travel agencies to gather data about customers perceptions about last minute arrangements. A research instrumentconsistedof a set ofstatementsto which respondents answeredexpressingtheiragreementordisagreementwiththem. In thiswaydata were collected onthe strategyof Croatian tourismin therecessionary period,and theimportance ofthe last minute based arrangements. The keyhypothesis(H1)of thisstudyraisedthe presumption that thetourist boardsof citiesusedspecificmarketingstrategiesin theconditionsof crisis. Based onthishypothesis asurveywas performed thatshowsthe keysegments of thestrategy of Croatian tourism, and theirintensity. The results indicatea strongandfairly uniformstrategyof Tourismboardsof cities alongthe coast, which indicatesto thequalityofthe strategysetby theCroatian Ministry of Tourism, whichincrisisperiodyieldedsignificantsuccess. On thebasisof this researchit maybe concludedthatthe focusof tourismboardsset on themore aggressiveapproach tocustomers throughfocusedand frequent marketing, in whichbenefitsof its products or services are clearly displayed, allinorder to increasethe number ofarrivalsandextendthe season. Therefore, thestrategyof intensiveadvertisingis featuredasthe most frequent strategyused by touristboardsin the previous period, with a focuson theemphasizingspecificityof Croatian tourism. It isimportant tonote thatduringthe crisisthere have not been anysignificant investmentsin the development andimprovement ofservices, insteadthrough advertisingit was desired toinfluencepublic perceptionsof Croatiaasa traditional tourist destination, which justifies the immediate stalemate of investmentandcausesa significant financialsavings. RecognisabilityofCroatiaas touristic destination is a long-standing strategy of the Ministry of Tourism, so substantial resources have been invested in it. Intensive advertising creates a positive image. It is this strategy that had a significant role in the prevention of a significant decrease of the number of arrivals in the year of recession, moreover the return of regular guests has been observed, in parallel with this was also noticed a significant increase of new guests that have just started exploring this area, whichis thegoal ofthe strategy for entering newmarkets. According tothe chartit can beseenthat40% of theof tourism boards stressed that thisstrategywasusedin thethe previousperiod, but it is important tostress thatthese arethe touristicboardsof major cities, or stronger destinations, which advertised intensively on thenew markets, and attract tourists not only to its specific destination,but alsoto the surrounding destinations. Chart 1: The appliedstrategiesof Croatian tourism  Source: authors work Decline inpriceof touristicproductsis notacceptedas astrategybecause ofthe creation ofnegativeperceptionsby consumersabouta new pricelevel, which would prolong to the post recessionary period, which would cause long-term reduction in capital inflow. Therefore,tourist facilitiesthatofferluxuryservicesacceptstrategy to increase the level ofservice, in theexchangefora lowering prices strategy, and thepriceaadjustedbythe last-minutearrangements. Encouraged by the previous indicators, a study was conducted on the sample of 25 tourism agencies to gather dataaboutcustomersperceptionsaboutLastminute arrangements, and on the strategy of lowering prices. Asa keyhypothesis(H2)of thestudy, a presumption was raisedthat the strategy of lowering prices during a recession creates a negative perception among consumers, unlikethe strategyof usinglast minute arrangements. Researchhasshownthatcustomersdo indeed havea negativeperceptionaboutthe services which lowered thepriceduring the periodof crisis. They expect that the price will continue to fall because they perceive the service as a service of lower quality and that it should be substituted by service from competition. Mostcustomers feelthat theprice isreduceddue to small demandfor theservice, and according to them it is also the reason for sales of last minute arrangements. Chart 2: Perception of consumers on price reduction strategy during recession  Source: authors work Butwhen choosing the last minute arrangements, the customer has a better perception ofservice quality. Therefore a hypothesis has been set with assumption that last minute arrangements price meets customer needs, and that perception about quality remains unchanged. This study has shown interesting indicators. Assumption that customer would have his needs met through obtaining service for lower price was correct, although 35% of customers feel that this price is real. Chart 3: Perception of consumer about last minute arrangements  Source: authors work As a disadvantage of last minute arrangements consumers point out that it is not the same as a classical arrangement, and25% of usersperceivedLastminuteserviceas alowerquality. In addition 75% of customers point out that they have problem with short time given to organise a trip, and even 90% stress out that last minute arrangement offers are lacking in quantity. CONCLUSION National Strategy fortourismdevelopmentis basedon theconservation ofhighly diverse naturalandculturalwealth, on theprinciplesof sustainabledevelopmentin theplanning of a quality touristic variety; on the appropriate market positioning, advertising, and joint actions of all individuals and professional institutions which are directly or indirectly involved in tourism. And in the current economic crisis towards which the world and Europe is currently facing, one ofthe mainconcernsiswhere to makesavingsbyreducingexpenditure. Croatia is heading to a touristic season in 2011 and is awareof the situationandknows that thekey togoodresultsliesprimarilyin thethe successfulcooperation ofpublic andprivate sector andtimelyenactedandimplementedmeasures. Toensure the development ofCroatia as a competitive touristiccountry, synchronizationof allparticipants,whogathered around a clear commonvision is required,they must actin coordinationto removeobstacles to fulfilment ofthe strategicobjectives. Gallups "Survey on attitudeof Europeanstowardstourism" for 2010 shows that 28% of respondents have not yet decided whether to travel this year , and as the main reason for indecisiveness they state financial insecurity. According to survey, 39% of Europeans assume that they will have to save more for vacation. However,mostrespondentsare inclined towardsthe traditionaltouristdestinations, a third of respondents are seeking attractive destinations, a quarter are looking for cultural heritage where Croatia can find space to expand its market. The past2009and 2010,despiteexpectations ofa significantdeclineof tourist traffic,have showngoodresults. The most important markets are still Germany, Austria, Slovenian and Czech, while there is emphasis on expanding to new emitting markets from countries in close environment as well as markets such as China and India. It is interestingtonote that86%of Croatsremainon thevacationin their own country. It should benotedthatalthoughforecastsof economic trendsshowa lightout of the crisis,but there isstillno talkabout returningon thethepre recessionlevel of economicactivity,norofa significantreduction ofunemployment. Therefore,nosignificantgrowthofthe standard of living is expected,andthereforenor increase intourismexpenditure. The yearaheadisuncertainandit will befor theCroatiantourismprimarilyyear of last-minutebooking,with an importantrole is played byadvertisingon the Internet, whichfocuses on theforeignguests. Closerdestinationswillremainmore soughtrather thanlong journeys. It will be a year during which customers will seek value for money, but also a year in which a slight improvement in hotel sector is expected. Majority of competing countries are continuing and increasing advertising towards spending vacations in domestic destinations so that they would not experience a third poor tourism season in a row. Croatia is selling solidly on most emitting markets but success will mostly depend on last minute arrangements. Hoteliers adhere to the attitude that they will not reduce prices but once sales do not reach estimates, agencies tend to lower prices for the Adriatic Sea arrangements up to 30%. It can be concluded that most of movement is through last minute arrangements so it becomes a key price strategy for development of Croatian tourism during crisis. REFERENCES Arnaut, E. (2009): Globalizacijski procesi u turizmu i utjecaj megatrendova na konkurentost turisti ke industrije BIH, Tranzicija, Vol. 11, No. 23-24, pp. 29-41 Blake, A; Sinclair, M. T. (2003): US Response to September 11, Annals of Tourism Research, University of Nottingham, Vol. 30, No. 4, pp. 813-832 Buble, M. (2006): Menad~ment, Sveu iliate u Splitu, Ekonomski fakultet, Split Buhalis, D. (2000): Relationships in the Distribution Channel of Tourism: Conflicts Between Hoteliers and Tour Operators in the Mediterranean Region, International Journal of Hospitality & Tourism Administration, Vol. 1, No. 1, pp. 113-139. erovi, S. (2003): Strategijsko upravljanje razvojem turisti ke destinacije, Turizam, asopis Departmana za geografiju, turizam i hotelijerstvo, No. 7, pp. 43-46 Dackoa, S. G. 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