Invigorating the Destination's Marketing Strategy? (The Case of Slovakia)

AbstractThe paper describes how the lack of tourism marketing strategy may result in a reduction in the number of both, foreign and domestic visitors to the destination. It defines tourism destinations; characterizes the principles of marketing strategy development and its role in competitiveness of the destination. Slovakia possesses a large number of inherited or created assets, but it has not been able to realise its full potential in tourism development in the new millennium. The paper compares Slovakia's, the Czech Republic's, and Austria's results in the development of the domestic and foreign tourism market. The destinations were subject to research using secondary data to identify tourism products and analyse time series of selected data in the tourism markets. The results were subjected to evaluation using the Spearman's correlation coefficient to measure the strength of dependence between the development of the domestic and foreign market in each destination. Based on the results of the analysis, recommendations for the development of invigorating marketing strategy are formulated

How to Establish Talented Employees in Slovak Companies

In this paper, we examine HRM processes and procedures in Slovak companies and their impact on the development and retention of talented individuals. The paper presents expert opinions on talented employees and talent management with the emphasis on talent pools. These are compared from several points of views and critical evaluating judgements are adopted. We find that talented employees, in comparison to other employees, tend to consider a better job offer from another company as a reason to change their employer. Moreover, they understand the feeling of recognition and being valued as an important stabilizer. These axioms are linked together with various managers' opinions on how to attract and retain employees with required potential and performance. The theoretical basis is supported by a survey undertaken in 2017 in 381 Slovak companies which were selected on the basis of their international scope and long-term performance. The survey respondents were human resources managers and/or personnel responsible for HRM. The Delphi method was used to question experts about the importance of supporting talented employees in enterprises