Central European Initiative as an international regional association includes fifteen member countries. Interests in cooperation in the field of tourism can be explained by the fact that the majority of Central European countries have significant natural and cultural resources which have not yet been put to sufficient or desired use in tourism. At the beginning of 1996. the Working Group for Tourism of the C.E.I. countries conducted a research study with the aim of determining basic indicators of the level of tourism development in member countries as well as basis for developing common tourism marketing strategy. Health tourism is among the most developed tourism types; majority of the countries also associate their image with natural beauties, unpolluted environment and spas. The level of development of health tourism varies across the C.E.I. countries therefore being the basis for cooperation in various aspects, for example in research, transferring know-how in technology, and marketing (designing the product, joint promotion etc.).

Connection between competitive strategies and competitive advantages is described in details in this paper. Model of the research is located on the company level in tourism and hospitality. Applicative basis of the paper is founded on the Diamond of Competitiveness (Case Study) usage and is based on the qualitative research of small entrepreneurship in tourism and hospitality. The fact that every strategy is based on creating and sustaining competitive advantages implies that the principal task of company management is shaping company’s competitive advantages. Management uses its knowledge, controls available resources and manages business processes and events of a company in tourism and hospitality.

Public-private partnership (PPP) is a method for developing sustainable development that has been proven worldwide and endorsed in practice, and its ultimate aim is to increase the overall well-being of society. In a variety of ways, it brings together the interests of the public, private and civil sector in meeting specific needs for augmenting the quality and/or availability of services and products The European Union (UN) has not always supported the co-financing of projects devised as PPP. Recently, however, it has begun to encourage a wider application of this form of financing that demonstrates a huge potential in accomplishing public services, that is, projects intended for the public. Marketing and promotion, product development, education, financing and investment, and environmental protection are but some of the areas of public-private collaboration in tourism in a global setting. The purpose of this paper is to provide an outline of world experience and practice in PPP with emphasis on the EU, so that Croatia, by taking under consideration these experiences, advantages and disadvantages, may define an appropriate legal and business framework and identify the criteria for the successful implementation of PPP in its economy, and in particular, in tourism, one of its highest-growth industries.

The Asset Management Plan is defined and valued as the most important aspect of the strategic management (the marketing strategy, the plan of investments, the business philosophy as well as the importance of transactions and the management, etc.). It is important for the company as a whole as well as for the each independent strategic business unit to provide the answers for all the questions concerning: the production positioning, capital expenses, operational strategy, the financial projection of transactions as well as the property valuation and all this according the international practice used in the domain of the asset management. Such a plan may be considered as the basis for making decisions related with the share disposal as well as for providing premises for the re-establishment of the work control from the side of the owner. In terms of all this, it is very important to bring into the mutual accord all the activities paying attention about the effects of the single actions on the tourist policy at destination as well as on the national level and re-establish the adequate managing portfolio system having the basic functions: the strategic planning; the valuation of the effects of the single units of the property; monitoring, research and analysis of the main terms of references of the environment; partnership relations; development and quality improvement. All the above mentioned is implemented in practice at the company "Adria Resort”, Rovinj, the owner of the market promising companies in Istria, "Jadran-turist" of Rovinj and "Anita” of Vrsar, which manages the total accommodation potential consisting of more then 30.000 accommodation units, or the portfolio of twelve 2 - 4 star hotels, 7 tourist settlements and 6 motor camps, respectively.

Eco-labelling and quality systems can be applied as the means for benchmarking a destination, particularly in those cases where the only information available is that pertaining to these systems. There are a number of potential advantages to be gained in using eco-labelling and quality systems information instead of the usual benchmarking information. In addition to providing external recognition and standards, this type of benchmarking can also serve to improve the competitive ability of a given tourist destination. This articles focuses on the importance of applying a quality system and creating an cco-label in the development strategy of the Island of Cres, a tourist destination aimed at realising its vision of becoming a recognised ECO destination in the Mediterranean, focusing Oil a healthy way of life, ecology and nature, and providing an intense experience of the sea, beaches and the coastal region.