Zsuzsa Deli-Gray (ed.)

Cases in Tourism Marketing III

“I Feel Slovenia” – From Tourism Slogan to Green Country Brand

Papp-Váry Árpád Ferenc – Takács Kathrin

As the sun slowly dipped behind the famous Slovenian mountain range, the Julian Alps, three people sat together on the terrace of a wine cellar: the Minister responsible for the economy, tourism, and sport, the Director of the Slovenian Tourist Board, and a veteran communications consultant who had worked on several Slovenian country branding campaigns. It was not an official meeting but rather a friendly conversation. They had gathered to discuss the possible next steps in strengthening Slovenia’s country brand.

The concept of country branding emerged in both practice and theory in the late 1990s ( Anholt, 2007 ). Country branding is a broader activity than destination or tourism branding. It is not only about increasing tourist arrivals, but also about encouraging investment and improving export performance. It also includes enhancing the country’s reputation in the international arena and ensuring that citizens themselves feel better about their country and take pride in it ( Papp-Váry, 2019 ).

This is why country branding must begin internally, with the development of a competitive national identity, which can then serve as the foundation for a positive and distinctive country image, the perception others hold about the country. Importantly, country branding does not stop at communication. Product development and the creation of new products and services are required for success, improving the country’s offerings ( Piskóti, 2012 ). All of this must be built around a central, unique concept that positions the country and permeates every aspect of its activities. Put simply, there can be no country branding strategy without an overarching country strategy.

Over the past two decades many countries have launched country branding projects, yet few have achieved success comparable to that of Slovenia.

As the three of them sat on the terrace, birdsong drifted in from the green hills. The consultant gazed thoughtfully at the landscape, then spoke: “You know, what has always bothered people the most is that we are constantly being confused with Slovakia. And it is no wonder.” The director looked up attentively. “Of course. And not only because of the mountains. The recent histories of the two countries are almost identical. Both became independent in the early 1990s: we from Yugoslavia, they from Czechoslovakia. And our country names are so similar – Republika Slovenija here, Slovenská Republika there – that a journalist in a hurry can easily mix them up.”

The minister nodded gravely. “And we have not even mentioned the flags. The same white – blue – red tricolour, just with slightly different proportions and a different coat of arms. For the untrained eye, they are almost interchangeable.”

The consultant added with a smile: “And the language! We call it Slovenski, they call it Slovensky. A single letter apart. Anyone who is not a Slavic linguist would never notice the difference.”

The director took a sip of wine and continued: “And in the eyes of the world we are both small nations from Central and Eastern Europe, with mostly continental landscapes. Sure, we have a coastline, but it is so short that some people still perceive us as a landlocked country.”

The minister sighed. “This is why a branding expert once said that it might take another century before Slovenians and Slovaks are reliably distinguished around the world” (see Markessinis, 2009).

The director laughed, though somewhat bitterly. “And it was not only ordinary people who struggled with this. Remember when U.S. President George W. Bush publicly confused the two countries and called the Slovenian leader a Slovak? Or when Italy’s Berlusconi did exactly the same in front of dozens of journalists?”

The minister set down his glass and concluded seriously: “This is why I always say that the zero stage of brand building is recognition. As long as the world cannot tell us apart from other countries, no slogan, logo or campaign will help. But fortunately, the situation has improved a great deal over the past decades.”

The glasses slowly emptied as the three experts leaned back in their chairs. The director broke the silence: “If we look at the beginnings, the first serious attempt at building a tourism image goes back to the Yugoslav era. In 1986 the Moja Dežela (‘My Homeland’) campaign was launched. At home it ran with the message ‘Tourism are people,’ and abroad with ‘On the sunny side of the Alps’ for almost ten years. At the time it was a genuinely forward-looking initiative.”

The consultant interjected: “Yes, especially because it spoke not only outward but inward as well. The logo of that era, the linden leaf, gradually became a symbol with which people identified. They felt they were part of the story, and it even played a small role in the independence movement.”

The minister nodded and took over: “Exactly. Then came the breakup of Yugoslavia and our independence. As a newly established sovereign state, we were searching for our identity. Part of this was the flower-bouquet logo introduced in 1995. It was attractive and visually appealing, and perhaps even reflected hospitality. But it never truly worked. Professionals used it, but the general population did not embrace it. It never became a shared symbol.”

“And the slogans?” the director asked. “They came and went almost every year. In eight years, the country had at least five different slogans. Some were invented for specific international campaigns, others for tourism brochures. But the constant switching created more confusion than clarity.”

The consultant turned his wine glass between his fingers. “And yet there were some that were close to the truth. Take ‘The green piece of Europe.’ It was a beautiful thought, and not a bad wordplay either.”

The minister took a sip of wine. “Then came the European Union accession in 2004. It could have been a huge opportunity, but the slogan of the time, ‘Slovenia invigorates,’ became more of a barrier than a help. The idea that Slovenia would refresh or energize the Union was nice, but people simply did not understand it. The word invigorates was hard to pronounce, and many did not even know what it meant, even those with a reasonable command of English.”

“Exactly,” the consultant agreed. “And we did not ask the public at all. They were not involved in the process. It ended up being an idea of a small circle that others never accepted. It faded after two years.”

The minister continued in a serious tone: “Meanwhile we had expensive but short-lived campaigns. For example, the advertisement ‘Slovenia, a diversity to discover’ that ran on CNN Europe. We spent a lot of money on it, but nothing remained afterward. No system was built around it, there was no continuation. We appeared for a moment and then disappeared.”

The consultant spread his arms wide. “This was the main problem. We were always thinking in terms of campaigns instead of strategy. It was as if we wanted to build a new house every year. New slogan, new logo, and then start all over again. People were left confused, and in the end none of it left a lasting impression. And we always forgot to lay the foundation of the house” (see Slavnic, 2021).

The director concluded: “Two things became clear from the early attempts. First, that without involving the population it is impossible to build a successful nation brand. Second, that slogans alone are not enough unless they are backed by consistent, long-term thinking and strategy.”

The three experts fell silent for a moment, as if each of them was recalling the turning point at exactly the same time. The minister finally broke the stillness: “And then came 2007. The year when, for the first time, we were not looking for a campaign but for a strategy.”

The director nodded. “Yes. And the first major difference was that we began with research. The slogan was not invented in an office. We asked people. We asked experts. It was a multi-step process.”

The veteran consultant agreed. “Exactly. First, we conducted secondary research. We examined how foreign visitors perceived Slovenia. We studied good and bad practices from other countries. We reviewed what previous attempts had actually left in people’s minds. Then came three rounds of consultations involving thirty opinion leaders. People who normally would not even sit at the same table came together: tourism professionals, cultural leaders, scholars, athletes, journalists, and representatives from both the public and civil sectors. And, almost magically, a set of shared perceptions began to emerge. But we did not stop there. More than 700 experts from the worlds of business, tourism, science, public administration, media, and sport were involved. This gave us a broad societal mirror” (see Konečnik Ruzzier and de Chernatony, 2013).

“And finally,” the director continued, “the process was opened to the public. A large online survey was launched where anyone could say what Slovenia meant to them, how they would describe the country, and what they loved most about it.”

The minister smiled. “And the results were the same at every level. Untouched nature. Harmony between people and their environment. Safety. Cultural diversity. These became our key themes. They were not invented by us. People articulated them. And they were well grounded: nearly 60 percent of our territory is covered by forest, one third is designated as a Natura 2000 protected area, and the country is full of wetlands and karst caves.”

The consultant raised his glass almost ceremonially: “This was the moment when the slogan ‘I Feel Slovenia’ was born. And you know why it worked? Because it was more than a slogan. It was a value-based framework, a structure that could support an entire nation brand.”

With a broad smile he continued: “And the verbal – visual idea was brilliant. Highlighting the word love inside Slovenia. It was not just a clever trick but a powerful message: ‘I Feel Love, I Feel Slovenia.’ Slovenia is something you feel. Love is embedded in it. This emotional dimension captured people instantly.”

“And the green colour of the logo,” added the minister. “Many countries claimed to be green before, but here it became more than decoration. Green became an identity colour: symbolising our forests, our clean air, our sustainability, our way of life. That is why green became Slovenia’s national colour, just as orange is for the Dutch. Do you remember the first extension of the ‘I Feel Slovenia’ concept? ‘Green. Active. Healthy’” (see Slavnic, 2021).

The Director of the Slovenian Tourist Board gestured enthusiastically: “And the word feel. The tourism brand handbook explicitly asked for a multisensory brand experience (Slovenian Tourist Board, 2017). Not only visuals, but scents – the smell of fresh grass, hay, forest. Sounds – rustling leaves, trickling streams, birdsong. Touch – the warmth of wood, the softness of natural materials. Taste – local cuisine and authentic dishes. That is why feel became such a crucial connector between experience and slogan. And linguistic consistency mattered too. Abroad it was ‘I Feel Slovenia’, while at home ‘Slovenijo čutim’. Both convey the same experience, but in the language of the speaker. This is why everyone could truly make it their own.”

The minister concluded: “This is how ‘I Feel Slovenia’ became not just another campaign but a country brand that is clear in its emotions and values. Research made it credible, the visual message made it strong, and public participation made it authentic.”

“The beauty of it all was that ‘I Feel Slovenia’ very quickly began to follow its own path. It did not remain just a campaign slogan but became embedded everywhere,” the director said.

The minister nodded. “Yes. Already in 2008 there was a study showing that the majority of the population recognised and positively evaluated the slogan. At that time people mostly understood only its basic meaning, not yet the deeper values behind it. But even that was a major achievement: they accepted it and felt a sense of ownership.”

The consultant added: “And the next milestone was the 2012 study. We interviewed 194 tourism stakeholders, and two thirds were actively using the brand. Eighty-four percent of respondents believed that using the ‘I Feel Slovenia’ brand was important for positioning Slovenia in foreign markets. But the most remarkable result was that 38 percent said that using the brand enabled them to charge higher prices to foreign tourists.”

The director nodded again. “And this is one of the most important points. If our own tourism sector does not stand behind the brand, then international campaigns achieve nothing. But in our case the industry not only recognised the brand over time, they actually adopted it.”

The minister continued: “And let us not forget that we did not stop at tourism. The ‘I Feel Slovenia’ brand, its underlying meaning, and its associated values also appeared in sport, culture, and business. For example, in 2013, when Slovenia hosted the European Basketball Championship, sustainability was an integral organising principle. The entire event reflected the spirit of the green brand.”

The consultant’s eyes lit up. “Or think of Maribor, Slovenia’s second largest city, when it became the European Capital of Culture. The brand’s messages constantly resurfaced in the programmes: diversity, sustainability, experience. Everyone knew, or rather felt, that this was not only about the city but about the country as well.”

The director chimed in: “The business world also offered forward-looking examples. Do you remember the limited-edition Renault Clio? The car was released with the ‘I Feel Slovenia’ logo. It looked fantastic.”

The minister complemented the thought with a smile: “This is the essence of image transfer. When we succeed in sport, when our cultural events demonstrate value, when companies embrace the nation brand, every sector strengthens the others. This is how ‘I Feel Slovenia’ became not only a tourism brand but a genuine country brand.”

Finally, the consultant summed up: “The breakthrough was not only the slogan itself but the fact that the brand became multi-channel. Tourism, sport, culture, business – everywhere it conveyed the same message: feel, love, green.”

Candlelight now illuminated the terrace of the wine cellar, and the glasses cast glowing circles onto the table. The minister spoke with a more serious tone: “What I appreciate most is that we took this green idea so seriously. It did not remain just a colour but became an entire system. A well-known Hungarian model, the 2K framework, which can be adapted in English as the 2C approach, states that in city and country marketing it is not enough to have an excellent communication mix. You also need the creation and development of a strong product offer mix” (Piskóti, 2012).

The director nodded. “Exactly. This is how the Slovenia Green concept was born in 2010 – and of course the logo highlighted ‘love green’. The colour green is associated with positive emotional effects such as love, comfort, wellbeing, and tranquillity. At the same time, it represents broader value categories like safety, sustainability, development, uniqueness, authenticity, and a healthy lifestyle. But it went far beyond symbolism. Think of the Green Scheme of Slovenian Tourism (GSST). It is not merely communication but a robust certification system designed to ensure that there is real substance behind the word green” (see Slovenia.info, 2021).

The consultant took a sip of wine and continued enthusiastically: “And the essence of the system is that it works on multiple levels. It is not only the national tourism board or the countrywide campaigns that can carry the green label. Hotels, restaurants, attractions, travel agencies, parks, events, and even entire towns can join. The GSST provides tools for destinations and service providers to measure and improve their sustainability performance, including assessments of ecological footprint, energy use, or community engagement.”

The director continued: “All of this came with rigorous supervision. Green coordinators had to be appointed. They were responsible for developing local action plans. These had to be documented and were followed by on-site inspections. This meant the label was never automatic. Only those who truly met the requirements received it.”

The minister interjected: “And that was the secret. Other countries also proclaim themselves green, but they rarely have a verifiable system behind it. They communicate, but there is no substance. In our case Slovenia Green became not only marketing but a genuine certification tool.”

The consultant smiled. “And think how different the communication becomes this way. We do not need to prove that we are green because the certifications and strict criteria speak for themselves. Anyone who wants to join must demonstrate it, and this keeps strengthening the brand.”

The director added: “It also attracted international attention. Many global media outlets wrote about the solutions behind Slovenia Green, and we collected a long list of sustainability awards. In 2016 Slovenia became the world’s first Green Country at the Global Green Destinations Day event, and in 2022 Lonely Planet ranked Slovenia among the world’s top ten travel destinations, placing it fifth. Several Slovenian destinations appeared in multiple years on the Top 100 Destination Sustainability Stories Awards list. This is far more than campaign success. It is the result of a long-term strategy.”

In the candlelight the minister concluded seriously: “That is why we say that for us green is not decoration but a way of operating. The Slovenia Green system made credible everything that ‘I Feel Slovenia’ proclaimed.”

The glasses were slowly emptying, yet the eyes of the group sparkled with increasing energy. The director spoke proudly: “If anything proves that we are on the right path, it is the numbers. Do you know how many tourists visited us in 2024? 6.6 million. That is a historic record. We have never had so many visitors.”

The consultant raised his eyebrows. “That is truly remarkable. Think about it: we are a country of two million people, and every year three times as many visitors come here as residents live here. It is as if every Slovenian welcomed three guests!”

The minister smiled. “And let us not forget that this did not happen overnight. This growth is the result of many years of consistent work. Communication and the actual offer have finally aligned. We are not simply saying that we are green. We are offering genuinely green products, services, and experiences.”

The director nodded. “Exactly. Today’s tourists are very sensitive to authenticity. If they sense only a campaign behind it, they move on quickly. But if they feel that a country is truly what it claims to be, they return and bring others with them.”

The consultant added: “And media attention matters. The fact that the international press acknowledged the Slovenia Green model gave it extra momentum. This reputation strengthened tourism numbers as well.”

The minister raised his glass for a toast: “Indeed. Slovenia today is no longer just a small country in Central and Eastern Europe. It has become a place that the world associates with green, with love, and with experience. That alone is a tremendous achievement.”

Smiling, the director added: “And the most important part is that the people feel they are part of it. This is not just another tourism campaign. It has become a shared, authentic cause. People now happily identify with the slogan ‘I Feel Slovenia’ because they truly feel it belongs to them.”

The consultant slowly set down his glass and continued: “But let us talk a bit about what lies ahead. What is the next step forward? There is something that has been on my mind for years. If we are so green, and the world increasingly recognises it, why not replace the red and blue in our national flag with green?”

The cheerful group froze for a moment. The consultant paused for dramatic effect and then said: “All right, I am just kidding.” After a brief silence he added: “Or am I? You know what, let us discuss it over dinner. But first, let’s raise our glasses!”

Tartalomjegyzék

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2026

ISBN: 978 963 664 217 4

Marketing Turizmus

The publication of the third volume of Cases in Tourism Marketing is truly welcome news from both an educational and a professional perspective. Through real-world, timely, and thought-provoking cases, this collection helps readers – students and practitioners alike – gain a deeper understanding of the complex world of decision-making in tourism marketing. The case studies not only convey professional knowledge but also develop analytical skills, problem-solving abilities, and critical thinking. One of the volume’s key strengths is its focus on issues that define contemporary tourism, including the role of digitalization, artificial intelligence, destination branding, and stakeholder collaboration in tourism marketing. Long-awaited and highly relevant, this third volume is a worthy continuation of the previous collections and will undoubtedly serve as a valuable resource in higher education in tourism, while also being highly recommended to professionals who enjoy reflecting on challenges and opportunities beyond their own immediate field of expertise.

Tamara Ratz PhD

Director, Centre for International Relations, Kodolányi János University

Head of Tourism Department, Professor of Tourism

It is an honor for me to recommend this volume to everyone who wishes to understand tourism marketing not only in theory, but also through its real business and human dimensions. The worlds of tourism and hospitality have undergone fundamental changes in recent years, which makes case studies based on real market situations, decision-making dilemmas and current challenges especially valuable in supporting both learning and critical thinking. This book provides not only professional knowledge, but also encourages a complex mindset, creative problem-solving and the ability to think in connections — exactly the skills today’s tourism professionals need most. I wholeheartedly recommend this volume to students, educators and tourism professionals alike.

Judit Fodor (Liptai)

Group Director of Sales and Marketing, Danubius Hotels

Hivatkozás: https://mersz.hu/deli-gray-cases-in-toursim-marketing-iii//

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