The aim of this paper is to point out to a growing trend of interests of modern tourists for various forms of thematic tourism, as a response to the tendency of uniformity of consumers' lifestyle, which globalization has brought. Thanks to their central place in the tourism system and their expertise, tour operators play a key role in the creation of new programs, 'tailored' to the taste of modern tourists. For that purpose, a number of theoretical assumptions and examples from practice have been analyzed and the method of understanding cause-and-effect relationships is used, in order to examine the role of tour operators in application of new thematic programs. The need to emphasize the special customers' requirements regarding travel services creates an additional problem to tour operators. It indicates the trend of individual trips, which requires a change in choice of markets and product differentiation. The research findings suggest the conclusion that tour operators need to adapt their business strategies to new market conditions, using advantages of information technology in designing diverse thematic programs, which will enable tourists to perceive other local values and express their individuality looking for authentic experiences.

Large and successful companies are aware of the importance of the human factor. Unfortunately, there are those much smaller ones and not so successful, where profit is the only vision, mission and goal. Many did not think and still do not think about the ways that will provide them benefits, and misuse of one's knowledge and skills has never been valued, nor it will be. The loss of employee loyalty is the result of non-compliance with the employee individuality, their wishes and needs, which is particularly prominent in the services sector. This paper deals with human resources and their function in the hotel industry of Montenegro. The aim of the paper is to highlight the importance of human resources for tourism development of Montenegro, the importance of investing in this type of capital in order to ensure quality and destination competitiveness. The model of individual performance was used herein, which was adapted and amended with the aim to be used in the analysis of effectiveness and competitiveness of hotel companies.

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International hotel chains have been present in the Montenegrin market for the past 13 years, but their influence on hospitality industry, as a branch, has only been strong in the last five years. The first hotel, which belongs to a hotel chain, came in 2004 by opening the Iberostar Bellevue Hotel in Becici. Today, there are eight branded hotels in Montenegro. The purpose of the research in this paper will be the contemporary trends in hospitality industry and their impact on the Montenegrin market. Research results suggest that although the share of branded hotels is small, the brand's strength makes them dominant on the market and allows them the position of the demand generator and partially the offer creator. Furthermore, new trends have brought changes in the quality of service, application of standards, the creation of hotel products, sales and other essential issues for the hotel operation. A special review was given to the Ramada Hotel Podgorica, whose appearance on the capital city market strengthened and facilitated the opening of new branded hotels, such as Hilton Podgorica and Center Ville Hotel. Also, Ramada's business analysis has helped significantly in highlighting the contribution of this and other branded hotels to the establishment of a modern hotel business in Montenegro.

Cooperation between all parties involved in tourism product, both for their own benefit and the benefit of the destination, represents the basis of tourism destination cometitiveness in the global market. Branded hotels play an important role, as they link multiple stakeholders with their cohesive power and contribute with their image to the overall destination competitiveness. The main aim of this paper is to highlight the necessity of establishing an integrated management structure by destination management organisations at the micro locality of a unique destination-the island of Sveti Stefan in Montenegro. The arrival of investors to the Sveti Stefan hotel has brought about numerous changes. Apart from the need to provide economic benefit to investors, the benefits also need to be secured for the local population, as well as the overall prosperity of the destination. The paper presents the views of respondents from among the local population regarding the role of this hotel in building the destination's image, as a basis for achieving greater competitiveness. The negative attitudes of this group indicate that the hotel has not been fully integrated at the destination, and that the hosts have not yet embraced the newcomers. These findings suggest that the destination competitiveness can only be achieved through a clearly defined managerial structure by destination management organisations. Besides bibliographic research, relevant data was obtained by surveying the local population, in addition to the personal knowledge of the author, who has been involved in the tourism industry in this region for many years.