2.1 The Importance of Internal Marketing: The Case of Slovenia
Slovenia is a small country and part of the European Union, independent for more than 31 years. Nevertheless, Slovenian tourism has increased since its independence and Slovenia has discovered an opportunity in Asian countries, especially China. After 2009, it became more intense in its promotion. For instance, many Slovenian promotions aimed at building Slovenia as a destination brand and, in 2009, established a tourism agent office in Tokyo, Japan. Its goal was to attract Asian tourists while providing general information about Slovenia as a tourist destination (Kim et al., 2021; Konečnik Ruzzier, 2010).
As an independent country, Slovenia has been developing tourism since 1991. Historically, when the area was divided or under the rule of various other countries, tourist activity was set by their “instructions” (Raspor, Kobal, and Rodič, 2012). Of course, we can talk about the organised tourism development in Slovenia only during the reign of Austria or the Austro-Hungarian Monarchy. The railway construction in the 19th century made the boom in tourist visits possible in all respects. The development of tourism in Slovenia was initially based on developing unique places and their “tourist” activity and originality. At that time, the most critical organisational role of development was played by “some sort of tourist associations”.
Slovenia, as a destination, offers a variety of places as the green heart of Europe. It is a small country with mountains, a sea-rich culture, gastronomy and natural wonders. To maintain the interest of tourists, and here we will focus on Chinese tourists, tourism marketing is one of the strategic functions that have to play an important connecting role on both levels – at the level of the tourist facility and the destination level. For long-term existence on the market, tourism providers must constantly monitor what is happening in their immediate and distant surroundings. We have to follow the micro-environment, which consists of the company, customers, competition, suppliers, intermediaries and the public; the macro-environment, which consists of economic, demographic, geographic, socio-cultural factors, regulation and mass media, information and communication technology and strategies that preserve the environment. Real-time observation of what is happening, internally and externally, is necessary because change is the only constant in the 21st century. Challenges are increasing, so monitoring and responding to them is one of the critical tasks of marketing experts. Their task is to understand and respond correctly to changes in the environment and adapt their operations and services accordingly (Konečnik Ruzzier, 2010).