AT THE CROSSROADS 

LJUBLJANA ONE OF EUROPE’S MOST HUMAN AND MOST ATTRACTIVE CITY TO LIVE IN,TO WORK IN AND TO VISIT .

COMPETITION

UNIVERSE OF MICE

SLOVENIAN MEETING INDUSTRY

Top countries : 1. USA, 414 2. Germany, 334 3. Great Britain, 279 4. France, 269 5. Spain, 266 38. Slovenia, 35 (2005 – 40) INTERNATIONAL ASSOCIATION MARKET 200 6 (ICCA 200 7 )

TOP CITIES: 1. Vienna, 147 2. Paris, 130 3. Singapur, 127 4. Barcelona, 103 5. Berlin, 91 48. Ljubljana, 24 (2005 - 80) INTERNATIONAL ASSOCIATION MARKET (ICCA 200 7 )

 Total consumption of participants: 210 €/da y  142.500 foreign guests accommodations  75.000 foreign congress participants  16,7 % all tourist income  Indirect income 585 mil. €  direct income 225 mil. €  6505 MICE events SLOVENIAN MEETING INDUSTRY 2005  Total consumption of participants 215 €/ day  163.400 foreign guests accommodations  86.000 foreign congress participants  17 % all tourist income  Indirect income 609 mil. €  direct income 230 mil. €  7200 MICE events SLOVENIAN MEETING INDUSTRY 2006

100 % 6.505 TOTAL: 0,11 % 7 Over 2000 participants 0,53 % 34 1000-1999 participants 1,20 % 78 500-999 participants 4,42 % 287 250-499 participants 12,17 % 791 100-249 participants 17,17 % 1.117 50 – 99 participants 64,41 % 4.190 t ill 50 participants % Number of events Type of event

25 % 20 % 15 % 15 % International events 20 % 20 % 15 % 15 % Slovenian events with international participants 55 % 60 % 70 % 70 % Slovenian events 90 80 75 78 Average number of participants 700.000 600.000 550.000 500.000 Number of participants 8600 7500 7000 6505 Number of events 2008 2007 2006 2005 Data

PUBLIC PRIVATE PARTNERSHIP

RESULT  SUCCESSFUL MEETING DESTINATION 6. T ourist attraction 5. Governmental support 3. Quality of capacities 4. Destination image 2. Accesibility 3. Quality of service MARKETING ASSOCIATION Slovenian Convention Bureu 1. Political stability and safety CONDITIONS FOR SUCCESS 7. Certification 6. Base of knowledge 5. Categorisation 4. Standar disation 2. “One stop shop” 3. Fair trade EFFICIENT COOPERATION 1. Efficient marketing and promotion of members ROLE OF DMO

COMMON INTER ESTS COMMON INTERESTS  MARKETING  COOPERATION  RFP SYSTEM  KNOWLEDGE  TQM  STANDARDS  EU PR OJECTS  R& D PRIVATE  INTERESTS OF MEMBERS  INDUSTRY RULES  QUALIFYING  INT . COOPERATION  CERTIFICATION  STANDARDISATION  INDUSTRY REPUTAT. PUBLIC  TOURISM POLICY  DEVELOPMENT OF NEW PRODUCTS  LEGISLATION  REGULATIONS  SYSTEM CONDITIONS  INT. COOPERATION

PROMOTION & MARKETING QUALITY MANAGEMENT STANDARDISATION INFORMATION SYSTEM RFP SYSTEM R & D LEGISLATION ADMIN. PROCEDURES STRATEGY TOURISM POLICY IMPACT ON LEGISLATION INT. COOPERATION . INFORMING MEMBERS EDUCATION FAIR TRADE REGULATIONS PRIVATE PARTNER SLOVENIAN CONVENTION B. PUBLIC PARTNER MINISTRY FOR ECONOMY IMPLEMENTING ORGANISATION SLOVENIAN TOURIST ORG . ETHICAL BOARD PUB. INTERES R & D EDUCATION KEY FUNCTION INTERESTS OF MEMBERS KEY FUNCTION PROMOTION AND MARKETING KEY FUNCTION STRATEGY AND LEGISLATION EXPERIENCES EXCHANGE CERTIFICATION PUBLIC PRIVATE PARTNERSHIP COUNCIL OF MG COUNCIL OF STO INT. COOPERATION EU PROJE CTS & FUNDS DATABASE MANAGEMENT COUNCIL O OF KUS

VERSION A PUBLIC PARTNERSHIP VERSION B PUBLIC-PRIVATE PARTNERSHIP VERSION C PRIVATE PARTNERSHIP - MINUS - Problem of industry cooperation - Reduced impact of industry on strategic decisions No influence on legislation - Impact of policy on decisions and strategy - Public institution personnel potential + PLUS + Centralised marketing under national brand + Financial funds + Support from different public institutions + Unified national communication tools + Marketing under common brand - MINUS - Difficult management of public-private contracts - Dificult management of interests - System of public procurement + PLUS + Centralised and innovative marketing + Development of products in partnership + Mutual exchange of professional knowledge + Optimal use of common sources and support + Common assuming of risk on projects + Creating of added value + Coalition of key suppliers + Long-term stability + Transparency of business + Civil sphere cooperation - MINUS - Financial weakness - Personnel weakness - Market recognition - Inefficent management - Dependence from financial sources of members - Ambitious marketing strategy is not possible - Brand is not recognizable + PLUS + Professional knowledge + Coalition of key suppliers STO STO IN KU KUS

- MINUS

- Problem of industry cooperation

- Reduced impact of industry on strategic decisions

No influence on legislation

- Impact of policy on decisions and strategy

- Public institution personnel potential

“ Nothing is particularly hard if you divide it into small jobs” Henry Ford

PPP MARKETING TOOLS RFP PROMOTIONAL BROCHURES PR MEETING EVENTS WORKSHOPS FAM TRIPS DIRECT MARKETING ADVERTISING PPP MARKETING TOOLS

PPP MARKETING TOOLS CONSULTANCY KONGRES MAGAZINE HOSTED BUYERS VISITS PREPARING OF BIDS WEB PORTAL INTRANET CRM E-NEWSLETTER PPP MARKETING TOOLS

PPP PROJECT OFFICE DATABASE MANAGEMENT COMMUNICATION with members COMMUNICATION with suppliers DISTRIBUTION OF MATERIALS ICCA MEMBERSHIP MPI MEMBERSHIP INFORMATION ABOUT INTERNATIONL ASSOC. PPP PROJECT OFFICE BUREAU MANAGEMENT

“ I have nothing to offer but blood, toil, tears and sweat” Winston Churchill