Cultural tourism is a new, rising tourist product worldwide, particularly in Europe. A cultural route is one of the most complex cultural products, comprising material and nonmaterial heritage, combined with interpretation, gamification and other drivers of sophisticated experience that a modern tourist expects. The Roman Emperors and Danube Wine Route is one of the certified European Cultural Routes with specific content, but also a hub structure, a pattern of development and potential for extension. As such, it emerges as an important vehicle of regional tourism integration. SažetakKulturni turizam je novi, u svetu i posebno u Evropi, rastući turistički proizvod. Kulturna ruta spada u najkompleksnije turističke proizvode, objedinjujući materijalnu i nematerijalnu baštinu, kombinovanu sa interpretacijom, generisanim igricama i drugim pokretačima sofisticiranog iskustva kakvo očekuje savremeni turista. Ruta rimskih imperatora i dunavski put vina je jedna od sertifikovanih evropskih kulturnih ruta sa svojim specifičnim sadržajem, ali sa specifičnom strukturom čvornih tačaka, obrascem razvoja i potencijalom za širenje. Kao takva, ova ruta postaje važno sredstvo integracije regionalnog turizma.Ključne reči: kulturni turizam, kulturne rute, rimski spomenici, tematske ture.

According to the concept of authenticity, competitiveness of a tourist destination depends on the complex interdependence of numerous destination components and their interaction with the visitors of the destination. The global standard for measuring competitiveness of countries is the TTC Index of the World Economic Forum, the ranking list where Serbia holds a relatively weak position. This position has been cyclically improving and deteriorating, and opposite trends of indicators within individual sub-indices also contribute to this, suggesting that activities are uncoordinated. The Tourism Development Strategy of Serbia (TDS), as an umbrella document to coordinate efforts to develop and improve the competitiveness of Serbian tourism, identifies priority products and destinations in Serbia. Such established priorities should contribute both to the coordination among key stakeholders and, consequently, to competitiveness in the international market. The analysis conducted in this paper indicates that TDS has only partially identified the products and destinations chosen by visitors.

The aim of this paper is to evaluate whether lighting in a retail facility affects the behaviour of shoppers on the Serbian market. The subject of the paper is lighting, which represents one of the instruments of shopper marketing. Review of the relevant literature suggests that lighting can have a significant impact on the appearance of the observed product. Data for testing hypotheses were collected from the samples on the markets of Serbia. In order to collect data, an online experiment was conducted. Data were processed using repeated measures one-factor analysis of variance. Based on the research results the conclusion is that different treatments of lighting colour and temperature affect the shoppers' perception of the quality of the observed product, but do not affect shoppers' price perception of the observed product on the Serbian market.

Contemporary destination management implies a broader mandate that has shifted the focus from traditional marketing and promotional activities to strategic planning, coordination, and management activities, integrating various stakeholders with a common goal. However, environmental influences, especially negative ones, to which tourism is highly susceptible, as shown by practice in recent years, also affect the overall destination management process. The integration of crisis management into the destination management process assumes that specific procedures exist, adequate task forces are organised, and all necessary resources are recognized, planned and activated at the onset of the crisis. Recent experiences have shown that destinations like Serbia, which failed to establish a destination management system, face much more significant challenges regarding crisis management in tourism. Given that we are increasingly living in the so-called VUCA environment, tourism crisis management is exposed to unique challenges and requires special skills and leadership that will be activated in risky moments. In addition, it is essential to establish institutions with clearly defined tasks and capacities because only the synergy of skills and knowledge, on the one hand, and institutions (structures) will enable successful crisis management in tourism.

Although the definitive effect is not measurable yet, it is evident that the hospitality and tourism sectors have endured the greatest pressure in the coronavirus pandemic crisis. This paper presents the analysis of the impact of the crisis on the thematic tourism routes. The emphasis is placed on investigating the impacts on market structure and seasonality, being the external dimensions, and on employment and cost-controlled measures as instruments of the internal management dimension. The case study analysis employed is based on the empirical examples of Pan-European thematic routes titled "Roman Emperors & Danube Wine Route" (RER & DWR) and "Via Dinarica Route" (VDR). The paper also discusses models of various scenarios for business recovery and further development. The findings show that COVID-19 has had a minimal impact of -2% on employment in the thematic routes and that massive cost control measures have been predominantly aimed at fixed operational costs. Thematic routes have experienced a decrease in operating time of up to 50%, and at the same time are undergoing market restructuring, with domestic and regional guests being the leading segments. Research further shows that the most needed form of government support through crisis mitigation measures is destination promotion support, followed by wage support and utility cost reduction.