Original Scientific Article
Marketing Strategies in Cross-Border
Tourist Destinations: A Literature Review
Alenka Pahor Žvanut
PhD Student at the University of Primorska, Slovenia
62203001@student.upr.si
Ksenija Vodeb
University of Primorska, Slovenia
ksenija.vodeb@fts.upr.si
The basic principle of the operation of a tourist destination as a system of connected
stakeholders is the creation of new value that is reflected in the creation of added
value for participants in the business process. To create added value, stakeholders
need to strategically plan and manage their marketing function. A systematic quali-
tative review of the latest current literature (last ten years) is carried out in the field of
introducing marketing strategies into the wider strategy of developing cross-border
tourist destinations. The selected databases were Web of Science and Scopus. We
found that cross-border tourist destinations do not take systematic approaches to
introduce marketing strategies, but rather identify themselves as a part of broader
development strategies of cross-border areas. In rare cases, stand-alone brands are
formed to help destinations consolidate their market position and exploit the poten-
tial of two or more cross-border destinations at the same time. Despite identifying
different synergistic effects and understanding the importance and benefits of in-
tegration and coopetition, marketing strategies in cross-border tourist destinations
are not yet standardized business practice. The review article contributes to show-
casing the important role of cross-border marketing strategies in tourism and paves
the way for more detailed research on the topic in the future.
Keywords: tourism, cross-border, tourist destination, strategy, marketing strategy
https://doi.org/10.26493/2335-4194.16.313-328
Introduction
A tourist destination is perceived by the tourist as a
composite set of services, which is marketed in a uni-
form way. They expect to receive all the necessary in-
formation and organized elements of the offer within
the tourist destination system in one place (Vodeb,
2010), regardless of where the tourist destination is
geographically located. How the tourist destination
work is organized is not relevant to the tourist – only
the expected experience as a result of the expressed
need or interest during their visit. Cross-border des-
tinations, even in those areas where administrative
borders are no longer there, such as in the European
Union, face many challenges concerning the uncoor-
dinated operation of two or more different tourist sys-
tems in one tourist area, which is marketed as a cross-
border tourist area or destination (Kozak & Buhalis,
2019). In general, border destinations face poorer eco-
nomic efficiency and thus also lower competitive ad-
vantages than other inland destinations (Vodeb, 2012).
Therefore, cross-border integration is an appropriate
systemic development approach (Timothy & Tosun,
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Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
2003), including for those destinations that are con-
nected across borders for various other interests. To
make it easier for companies to overcome modern
economic challenges, including economic volatility
due to various unforeseen events, such as the recent
major health crisis of the Covid epidemic (Šerić et
al., 2021), wars, environmental disasters caused by cli-
mate change, etc., tourist destinations should develop
marketing strategies (Tosun et al., 2005) with targeted
branding.
Marketing strategies are all the more important for
regions in cross-border areas, as they face many ge-
ographical, administrative and socio-cultural differ-
ences. These, in turn, raise specific challenges that can
be managed with a variety of tools and approaches.
Strategic planning in marketing helps regional devel-
opment planners, management and decision-making
bodies and other regional managers to facilitate mar-
keting, management and promotion of economic ac-
tivity (Gerlitz et al., 2021; Kozak & Buhalis, 2019).
Research and study of cross-border cooperation in
tourism are largely subordinated to actual implemen-
tation practices and cross-border cooperation projects,
as their occurrence is mainly the result of the activa-
tion of natural resources or infrastructure in an area
that combines or links destinations into mutual part-
nership cooperation. Cross-border cooperation can
be defined within at least four different scopes (Tim-
othy & Saarinen, 2013): at the global level, at the re-
gional level, in bilateral networks, and through coop-
eration at the local level. Each scope of cross-border
(partner) networks has implications for tourist desti-
nations. Different scopes of partnership cooperation
require different intensities of integration depending
on the level of influence of an individual institution in
a certain cross-border tourist destination. This raises
the question of how these organizations approach and
conduct common marketing strategies and within
what scope. Partnership cooperation brings a variety
of experience and knowledge to stakeholders that can
be revealed in a long period of monitoring the phe-
nomenon in the formation of a pattern or trend that
indicates the direction of development in the future.
The purpose of this paper is to examine whether
cross-border tourist destinations plan and implement
marketing strategies and at what geographical scale.
The authors performed a systematic analysis of rel-
evant current literature examining approaches to the
design and implementation of marketing strategies in
cross-border tourist destinations. The research ques-
tions for the purpose of the review article are:
1. At what scope of cross-border cooperation desti-
nations use marketing strategies as a part of the
management and development of cross-border
tourist destinations?
2. What are the opportunities and obstacles in build-
ing joint marketing strategies for cross-border
tourist destinations?
The objectives of the paper are to identify the char-
acteristics of strategic marketing approaches of cross-
border tourist destinations and to gain insight into the
importance and prevalence of the topic in academic
research of the tourism industry.
Scopes of Cross-Border Tourist Destinations
The basic principle of cross-border cooperation is the
establishment of cross-border connections and con-
tractual relations in border areas to find common solu-
tions to common problems (Vodeb, 2007, p. 37). How-
ever, cross-border tourist destinations do not neces-
sarily cover only border areas, but also build cooper-
ation through cross-border partnerships in different
geographical and institutional scopes (Wang & Fes-
enmaier, 2007) or historical scopes (Saarinen & Kask,
2008).
For this review article, we selected Timothy and
Saarinen’s (2013) concept of four main scopes of cross-
border cooperation from a geographical and implicitly
organizational perspective:
• global partnerships (e.g. almost all countries in
Europe are involved in theUnitedNations, or un-
der the authority of the World Tourism Organi-
zation and unesco, global partner chains);
• regional cross-border cooperation is implement-
ed within the European Union through several
different programmes and partnerships (e.g. Eu-
roregio, Interreg, European Tourism Organiza-
tion);
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Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
Global
partnership
Regional cross-
border cooperation
Bilateral cross-
border cooperation
Local
cooperation
Cross-border
destination
Figure 1 Presentation of the Scope of Cross-Border
Cooperation in Relation to a Cross-Border
Destination by the Intensity of Integration and
Direct Power of the Cross-Border Partnership’s
Influence on the Destination’s Tourism Activity
(adapted from Timothy & Saarinen, 2013)
• bilateral cross-border cooperation between two
or three countries, not necessarily with countries
sharing the same border. These have their own
national tourism organizations but can perform
together in the market (e.g. Elbe/Labe region);
• local cooperation between countries that share an
administrative border, but the area is intertwined
with cultural and natural resources. In this case,
the border areas form a cross-border tourist des-
tination.
The development of tourism in cross-border desti-
nations is encouraged by various forces, interests and
needs (Wang & Fesenmaier, 2007), such as political,
socio-cultural, economic, technological, competitive
and safety (Timothy & Tosun, 2003; Saarinen & Kask,
2008; Wang & He, 2016). Therefore, how marketing
relationships are established, and their intensity, can
be aggravated by the fact that local tourism organiza-
tions operating in cross-border destinations carry out
marketing activities with other stakeholders at differ-
ent levels and dimensions, and not necessarily with
uniform and homogeneous objectives.
Figure 1 shows the extent of cross-border cooper-
ation in relation to a cross-border destination, geo-
graphically. The integration of a cross-border desti-
nation within an individual scope depends on the in-
tensity of cooperation and integration and the direct
power of the cross-border partnership’s influence on
the destination’s tourism activity. Although the supply
at the destination strongly depends on local integra-
tion, it cannot avoid integration at the global level (To-
sun et al., 2005). Concerning stakeholders at the global
level, given the influence of the local tourist destina-
tion outside the destination area, it can be concluded
that its influence is less powerful within the global
partnership than at the local level (intensity of arrows
in Figure 1). The importance of local authorities in for-
mulating a marketing strategy is crucial as it also rep-
resents a starting point for the establishment of new
economic initiatives in the field of tourism (Kozak &
Buhalis, 2019). Relationships between individual part-
ners can be business or non-business, spontaneous or
organized (Vodeb, 2007), which determines the het-
erogeneous partnership activities in between tourist
destinations.
Marketing Strategies of Tourist Destinations
In a traditional market economy, new value is created
through a company’s business process with two key
parts of process planning: manufacturing and sales. In
developed economies, value delivery is becoming im-
portant, bringing added value to different participants
in the process, and is strongly influenced by consumer
preferences and choices that dictate market demand
(Kotler&Levy, 1969). Creating a strategicmarket pres-
ence is important for both businesses and other stake-
holders operating at the country or regional level; it
allows them to use new, tailored processes to achieve
their objectives more effectively.
Strategic management models differ when applied
to destinations as a collection of organizations from
public, private, and civil sectors.Marketing of a tourist
destination is one of the key development policies or
sub-strategies of a comprehensive tourism strategy, on
the basis of which it is possible to achieve the desired
development of a tourist destination. But it needs to
be planned, too. Strategic planning is one of the key
aspects affecting the development and success of the
tourist destination. Strategic planning in tourism con-
ceptualizes a certain number of steps in the process,
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Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
where the output of the previous step becomes the in-
put of the next, to the overall final concept of the strat-
egy (Uran Maravić & Juvan, 2009). It is also impor-
tant that tourist destinations developmarketing strate-
gies with targeted branding. Brandmanagement is the
most important distinguishing feature of tourist desti-
nations, as a result of aggressivemarketing in compet-
itive markets and information deluge (Šerić & Vitner
Marković, 2011). In developing a common brand, it is
therefore important to examine the various aspects of
market positioning (Brezovec & Nemec Rudež, 2009;
Kodrin, 2021), related to cross-border tourist destina-
tions:
• geographical positioning, administrative bound-
aries and certain territorial diversity and speci-
ficities;
• social perception, exchange of information, shar-
ing of experiences, norms in building and estab-
lishing relationships, marketing skills;
• understanding cultural characteristics which re-
duce social and organizational differences;
• creativity and receptivity towards open innova-
tion.
Among other strategic prerequisites, political sup-
port, organization of local tourism organizations and
tourism associations, management structure and mu-
tual interests are important for successful cross-border
tourism cooperation in the field of institutional co-
operation, whereas branding, cooperation in the co-
design of tourist products, access to the market and
combined sales efforts are also important for strategic
marketing (Kozak & Buhalis, 2019).
The marketing process is an important part of a
company’s business process that allows it to trade. Ex-
change as a part of trade, however, is a fundamen-
tal condition and purpose of the operation of com-
panies, which, in basic economic theory, pursues the
goal of making a profit (Foxall, 2020). To enter mar-
kets with created value, it is necessary that product
supply transforms the marketing strategy into a mar-
keting mix. In this case, we must consider also mar-
keting expenditures for the implementation of the se-
lectedmarketingmix. There are severalmarketingmix
models. The most prevalent is the McCarthy model. It
divides themarketingmix into four elements, which it
calls 4p: product, price, place and promotion. It later
upgraded to 7ps, which additionally includes people,
process and physical evidence of the marketing mix
(van Waterschoot & van den Bulte, 1992). The model
can also be used at tourist destinations.
Methodology
The methodological approach chosen is based on the
appropriate selection of methodology and dataset in
the chosen databases of scientific publications, based
on keyword selection.
We used Cooper’s Taxonomy (Cooper, 1988) of lit-
erature reviewwhich focuses on practices and applica-
tions. With a systematic literature review, we strive to
synthesize researched evidence, identify main charac-
teristics and issues relevant to the research topic and
point out conclusions in a generalized manner. The
perspective of the article is based on a qualitative re-
view.
A four-step model (Babbie, 2016) was selected in
the methodology selection for preparing the literature
review:
1. selection of an appropriate literature base offer-
ing the largest set of academic articles and other
literature in the field of study,
2. obtaining data based on selected keywords in the
field of study,
3. an arrangement of data based on selected assess-
ment criteria and analysis,
4. discussion and conclusion with findings.
The review of the databases covered the period
from 1 January 2012 to 20 April 2022.
In the first phase, the methodological approach re-
quired an overview of the literature of academic arti-
cles and other scientificworkswithin online databases.
The dataset of selected keywords was collected in two
of the world’s most widely used web databases:Web of
Science and Scopus.Validity and reliability of datawere
assured with several techniques: combining compara-
tive tests of search strings to make a final selection of
keywords, finding comprehensive literature to select
relevant articles and using predefined inclusion and
exclusion criteria tomake a reliable data analysis (Paré
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Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
Table 1 Search Results of Literature by Selected Keywords
in Selected Databases
Item Web of Science Scopus
Keywords Tourism, cross-
border, market-
ing, strategy
Tourism, cross-
border, market-
ing, strategy
Search Constraints Topic (title, ab-
stract, keywords)
Topic (title, ab-
stract, keywords)
Type of Publication All All
Publication Period ..–
..
..–
..
Language English English
Research Area All All
Results  
et al., 2015), with a double review approach in the data
analysis stage. The first comparative test of choosing
several combinations of keywords in both databases
was done, as follows. The first selection of keywords
was based on generic terms that best describe the field
studied: tourism, cross-border, coopetition, marketing
strategy, travel, cooperation. Since the number of hits
was low, the first selection of keywords was refined to
the selected keywords: tourism, cross-border, market-
ing, strategy.
When obtaining data from databases of scientific
literature, the goal was to obtain all relevant scientific
literature, regardless of the type of publication (publi-
cations in conference proceedings and other scientific
meetings, research articles and book chapters).
For the Web of Science and Scopus databases, we
searched for selected keywords in titles, abstracts,
and groups of keywords. In addition, a search of the
Google Scholar database was performed, but due to
a disproportionately large number of results (17,300
hits) compared to the other two databases, the Google
Scholar database was subsequently excluded. After the
first search string, themost relevant results were found
in the Web of Science as shown in Table 1. After re-
viewing all the search results according to the selected
keywords, 8 articles were duplicated in both databases.
The final set for further review (processing) of data
was reduced to 50 articles.
The results of the selected keywords were studied
from several aspects and particular findings have been
revealed:
• by number of publications by year (Table 2): a sig-
nificant increase in interest in the topic studied is
evident from 2016 onwards;
• by type of publications (Table 3): both databases
show a variety of publication types;
• by number of citations of the publications (Ta-
ble 4): modus of numbers of citations in both
databases is in a range of numbers of citations
between 21 and 50.
In regard to the source of publications, we note that
articles have been published in different publications
and journals, that their number is diverse, and there
are no cases when at least two or more articles were
published in the same journal, indicating diverse treat-
ment of the research field, despite the inclusion of the
keyword ‘tourism.’
Among all publications, there are only four jour-
nals from the tourism research field, of which only two
have an impact factor in the first quartile, namely:
• Deturope: The Central European Journal of Re-
gional Development and Tourism (impact factor:
q3),
• International Journal of TourismResearch (impact
factor: q1),
• Journal of Hospitality and Tourism Insights (not
included in the Scimago Journal&Country Rank
database),
• Scandinavian Journal of Hospitality and Tourism
(impact factor: q1).
The weak representation of the topic in research
journals in the field of tourism indicates a lower pres-
ence of the research topic among researchers in tour-
ism. In the analysis of selected articles, special atten-
tion is paid to those that record higher citations, as
shown in Table 4.
In the third step, a selection of articles was per-
formed based on the arrangement of data according
to selected assessment criteria and in order to iden-
tify those articles crucial for our research questions to
achieve the goal of this paper.
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Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
Table 2 Number of Published Articles from 2012 to 2022, in Web of Science and Scopus
Database           
Scopus           
Web of Science           
Table 3 Type of Research Publications, in Web of Science
and Scopus
Type of publication Web of Science Scopus
Note  
Conference review  
Conference paper  
Book chapter  
Article  
Notes In percent.
Table 4 Demonstration of the Importance of Articles
by Citation, in Web of Science and Scopus
Number of citations Web of Science Scopus
() () () ()
>    
–    
–    
–    
–    
–    
    
Notes Column headings are as follows: (1) number of arti-
cles, (2) share among all articles ().
After refining the broad set of literature, abstracts
of 50 selected articles were read. Subsequently, 17 arti-
cles were selected for a literature review, based on the
method of eliminating irrelevant articles, according to
the following criteria (Arksey & O’Malley, 2005):
• the content of the article deals with cross-border
cooperation, but the field of research is general,
e.g. economically oriented and does not address
a specific area of tourism,
• the content of the article deals with the field of
tourism, but the content does not coincide with
the content of research questions and addresses
other topics irrelevant to this literature review.
Of the 17 articles, 3 were not freely available, so the
authors were asked for direct access via an application
in the Research Gate database. Access to those arti-
cleswas not confirmed by the authors and articles were
subsequently excluded from further analysis. One ar-
ticle was published only in Chinese and was excluded
due to ignorance of the language. Out of 13 articles,
a detailed reading of the entire content of the articles
was done. Three articles were subsequently excluded
due to inadequate content that did not reflect our re-
search questions. In the final selection of the litera-
ture review, 10 articles were discussed 7 of them deal-
ing with cross-border regions or destinations within
or along the external borders of the European Union.
Most of the articles (7 of them) were published in the
last four years, which indicated a greater presence of
the research topic in recent years.
Table 5 contains all the articles discussed by au-
thor, year of publication, key concepts used, research
methods/samples, scientific contribution and scope of
cross-border cooperation.
Results and Analysis
Cross-Border Cooperation Scopes and Marketing
The studied articles provide a more detailed insight
into the issue of planning and implementing cross-
border destination, management and related under-
standing and approaches in their marketing. The au-
thors largely recognize the importance of the com-
petitive advantages of cross-border cooperation and
the relevance of designing and implementing mar-
keting strategies within the institutional organization,
mainly as tourist destinations. The implementation of
marketing strategies in cross-border destinations is in
most cases difficult due to various administrative, po-
litical, infrastructural and logistical factors and limited
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Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
Table 5 Overview of Selected Articles
Author Key concepts Methods/samples Scientific contribution Scope
Qi, L., &
Xiaoyan, Z.
()
Overview of cross-border
mergers and acquisitions,
brand strategies, and recom-
mendations for China hotel
industry, considering bc and
bb perspectives.
Single case study – a
worldwide hotel chain.
Article contributes in its comprehen-
sive analysis of conceptualization of
cross-border tourism cooperation and
its significance in promoting economic
development, international coopera-
tion, and safety issues among border
countries. Better understanding of im-
pact on the brand image and using
brand equity of the acquired brand
to avoid customer loyalty loss, as an
essential part of the marketing strategy.
Global
Makkonen,
T. ()
Article explores economic im-
pact of cross-border shop-
ping on local tourism industry
and destination marketing,
analysing tourist demand and
future cross-border coopera-
tion potential.
Qualitative method. Case
study: semi-structured
interviews with  ltos
and  enterprises. Trian-
gulation of data sources
was done (webpage con-
tent, official tourism
guides, personal inter-
views with managers).
Article builds upon earlier studies
and validates existing models of By-
grå () and Timothy and Butler
() of promoting and managing
cross-border tourism destinations. The
research confirmed that tourist visits
are in positive correlation with low-
price shopping at the border. Lack of
a strategic marketing approach by in-
dividual border regions leads to weak
cross-border collaboration.
Bilateral
Wang, W.,
& He,Y.
()
Establishing new cross-
border cooperation in the
Xishuangbanna-North Laos
regions as a tourist destina-
tion considering opportunities
and obstacles, and exploring
spatial patterns (modes) like
‘core-edge’ or ‘point-axis’ de-
velopment mode and network
mode and their derivatives.
Case study,
Xishuangbanna-North
Laos Crossborder
Tourism Cooperation
Zone.
Conceptualization of cross-border
tourism cooperation and its signifi-
cance in promoting economic devel-
opment, international cooperation,
and safety issues among border coun-
tries. Highlights main attributes of
strategic management: research, skilled
teams, infrastructure, transport, com-
munication (marketing strategy), and
information networks.
Bilateral
Continued on the next page
resources (human, financial, etc.). Following a bet-
ter understanding of cross-border marketing, differ-
ent scales of cooperation have been identified through
reviewed articles, using the concept of the scope of
cross-border cooperation in a tourist destination (in
geographical and organizational terms). Most of the
articles (7 of them) dealt with bilateral cross-border
cooperation, of which 5 addressed cross-border coop-
eration within the Euroregion or Eurocities. The other
three articles were equivalent in terms of the scope of
cross-border cooperation: global (1), regional (1), and
local (1). All three dealt with bothmarketing strategies
and branding. Only three articles of bilateral scope of
cross-border cooperation addressed both marketing
and the need for branding of cross-border destina-
tions.
Through the authors’ research work, they identify
several opportunities as well as obstacles to further de-
velopment of a cross-border tourist destination as a
comprehensive tourist system, and in variousways, in-
clude the consideration ofmarketing strategies inmar-
ketplace strategies.
Academica Turistica, Year 16, No. 3, December 2023 | 319
Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
Table 5 Continued from the previous page
Author Key concepts Methods/samples Scientific contribution Scope
Liberato,
D., Alén,
E., Liber-
ato P., &
Domínguez,
T. ()
Enhanced conceptualization
of tourism in border territo-
ries beyond the transnational
level, by analysing regional
demarcation, geographical, le-
gal, economic scope, and local
identity.
Qualitative method.
Case study,  semi-
structured interviews
in , with expert
stakeholders from var-
ious economic fields
(including tourism).
Includes the concept of
data saturation.
Understanding of various dimensions of
cross-border tourism, revealing complex
relationships between tourists and local
communities, capturing individual expe-
riences, and contributing to sustainable
tourism growth strategies. Study re-
veals that creating promotional channels
with materialized, organized and imple-
mented tourism marketing strategies in
the context of promotion of Euroregions
is a pre-condition for success.
Bilateral
Woyo E., &
Slabbert, E.
()
Analysing Victoria Falls’ cross-
border marketing opportuni-
ties and examining motivations
for cross-border partnerships,
considering demand side of
socio-demographic character-
istics and supply-side factors.
Quantitative method,
using a demand and
supply-based survey
questionnaire. The data
were analysed using
descriptive statistics,
factor analyses and one-
way analysis of variance.
The article’s findings contribute to the
existing literature and results on four di-
mensions: experiences of tourists visiting
shared border attractions, and poten-
tial growth opportunities, challenges
and tourist motivations. It proposes a
new destination marketing framework
which employs all four dimensions from
both demand and supply aspect of cross-
border marketing.
Bilateral
Hrynokh,
N. V.,
Dmytruk,
V. I., Di-
achenko,
A., & Kni-
azevych, A.
O. ()
Article explores tourism devel-
opment in Carpathian Eurore-
gion, focusing on marketing
strategy, cross-border coop-
eration, and key indicators of
tourism flow, administrative
and territorial distribution.
Desktop research based
on existing strategic
documents of both re-
gions and official statis-
tics. Data from 
to  were studied.
Empirical research was
excluded.
A contribution of this article lies in the
identification and analysis of socio-
economic aspects of cross-border
tourism destination. Article’s key find-
ings are that greater activation in strate-
gic development is needed and an up-
dated marketing strategy for manag-
ing domestic, inbound, and outbound
tourism in Ukraine.
Bilateral
Continued on the next page
Opportunities for Cross-Border Cooperation
Cross-border cooperation can contribute tomany new
opportunities that need to be identified first. Cross-
border tourist destinations tend to face poorer eco-
nomic efficiency and have fewer competitive advan-
tages (Novotny, 2020; Liberato et al., 2018). Woyo
and Slabbert (2019) consider that the performance
of tourist destinations is in most cases measured in
terms of competitive advantages rather than coopera-
tion, especially in the context of cross-border cooper-
ation. Šerić et al. (2021), on the other hand, see cross-
border cooperation as a basis for brand management
and consider cross-border cooperation as valorisation
of existing tourism resources that contribute to greater
destination competitiveness.Wang and He (2016) em-
phasize that building cross-border tourism coopera-
tion strengthens relations and cooperation between
cross-border regions, stimulates the development of
tourism products, and encourages consumption in
the cross-border area by visitors and further devel-
opment of the tourism industry. They see tourism as a
bridge and, at the same time, as a carrier for multilat-
eral exchange and cooperation that strengthens trust
and creates benefits for all participants.
320 | Academica Turistica, Year 16, No. 3, December 2023
Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
Table 5 Continued from the previous page
Author Key concepts Methods/samples Scientific contribution Scope
Jurado-
Almonte, J.
M., Pazos-
Garcia, F.
J., & Cas-
tanho R. A.
()
Research of geographical
and institutional framework
of regions at the Spanish-
Portuguese border, Eurocities’
strengths, cross-border cooper-
ation, marketing strategies, and
future trends.
Qualitative method.
Survey with  ques-
tions, desktop research
(statistics, cartography),
by phone and in-person
interviews, in  and
.
The empirical study outlines the
strengths and weaknesses of six Iberian
Eurocities, identified by using several
critical factors for cross border coop-
eration from a perspective of being au-
tonomous cross-border cooperation
entities, fostering common public ser-
vices in cross-border areas (common
equipment and services within existing
infrastructure), and acting as territorial
lobbies for obtaining funding for projects
(promotion of a strong territorial strat-
egy). Concerning infrastructure and
management of cross-border regions a
coordinated marketing plan and adver-
tising are an important success factors.
Bilateral
Novotny, L.
()
The article discusses the im-
portance of communication in
cross-border cultural tourism
supply, focusing on media, ad-
vertising, and social media,
identifying deficiencies and
barriers to visitors. It focuses
on strategic marketing and
concepts of destination com-
petitiveness.
Quantitative method.
A questionnaire
among students on the
Czech-German border
(Labe/Elbe Euroregion).
Study synthesizes theories and principles
for strategic marketing and manage-
ment of tourist destinations in Czech-
German Borderland. Article provides
a deeper understanding of the various
dimensions of cross-border tourism
(motives, aspirations, beliefs, values, at-
titudes), explores complex relationships
(tourist-local communities), captures
the subjective experiences of individu-
als, and contributes to the development
of contextually relevant strategies for
sustainable tourism growth.
Bilateral
Continued on the next page
Promotional activities as an essential part of mar-
keting strategies are implemented in cross-border tour-
ism destinations or cross-border tourism products in
the form of building a single visibility that combines
two or more destinations in one promotional message
(Tosun et al., 2005). This way of cooperation brings
many advantages:
• the costs of promotion per country or tourist or-
ganization are reduced due to the sharing of costs
of mutual marketing activities (Liberato et al.,
2018),
• the promotional effects multiply as each country
further promotes the tourismproduct through its
own digital channels in its own country or abroad
(Woyo & Slabbert, 2019),
• increasing business opportunities, including op-
portunities for additional investment, additional
employment and innovation (Woyo & Slabbert,
2019),
• the possibility of joint financing of projects and
joint search for sources of project financing by
several cross-border destinations, for the same
project (Jurado-Almonte et al., 2020),
• greater and more efficient exchange of informa-
tion between countries, exchange of good prac-
tices and greater networking of other providers
Academica Turistica, Year 16, No. 3, December 2023 | 321
Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
Table 5 Continued from the previous page
Author Key concepts Methods/samples Scientific contribution Scope
Gerlitz, L.,
Meyer, C.,
& Prause
G. ()
The South Baltic Sea region
is experiencing a need for a
sustainable transition. The
article is seeking improve-
ments, focusing on a tailored
regional marketing and brand-
ing strategy connecting social
paradigms with environmental
ones and based on sociological
theoretical starting points.
Qualitative method. A
survey among  sme
companies in Denmark,
Germany, Lithuania,
Poland and Sweden.
Additional interviews
and field research were
undertaken. The re-
search was conducted
from July  to De-
cember .
The study focuses on research adopting
a holistic and processual perspective
and innovation-driven transformation
perceived from an ecosystem of cross-
border stakeholders, contributing to
regional development and Blue Growth
discourse in the South Baltic Sea Region.
Research of marketing and branding
strategies using existing resources and
innovation opportunities in three pillars:
resources, opportunities, and sustainable
ecosystem.
Regional
Šerić, N.,
Bagarić, L.,
Jakšić Sto-
janović, A.,
& Keković,
N. ()
Post-Covid, tourist behaviour
changes, specialized products,
and cross-border cooperation
are influencing marketing and
branding strategies. A new
model of expanded content
on supply aims to create new
specialized tourism products,
focusing on cross-border coop-
eration.
Qualitative method. In-
ternal and external anal-
ysis of tourist provider,
using swot, tows,
Pestec, Mof and Recoil
analysis models. Find-
ings were tested through
a survey of a sample of
representatives of travel
agencies.
A new model for creating specialized
tourism products post-Covid by linking
core, additional, and expanded content
with brand creation using marketing
strategy. It contributes also on what to
rely on the marketing strategies in the
post-Covid time: identifying characteris-
tics of the micro-location, infrastructure
upgrades (roads, recreational zone),
partnerships with supply entities and
resource concessionaires, including sus-
tainable environmental standards, eco
gastronomic offer, implementation of
digital user platforms.
Local
indirectly involved in the cross-border tourism
infrastructure (Makkonen, 2016; Woyo & Slab-
bert, 2019).
Gerlitz et al. (2021) believe that combining diver-
sity is a potential for development that can be realized
if a conceptual framework, financial resources and ad-
ministrative support are present. Šerić et al. (2021)
argue that it is possible to maintain competitiveness
by diversifying products, expanding content and im-
proving quality. These also need to be implemented
in marketing strategies and communicated through
brands, which will contribute to strengthening the
global brand awareness of a specialized tourism prod-
uct. The expanded contents of a specialized tourism
product open up opportunities for new outbound
tourist markets and attract new segments of tourists.
After cross-border mergers and acquisitions, the
brand or tourist brand is more effective as part of the
marketing plan because cultural barriers are also over-
come (Qi & Xiaoyan, 2014). Connecting companies to
clusters and networking creates better business visi-
bility and more marketing opportunities. The prin-
ciple of cooperation in cross-border regions, based
on such integration, is important not only from the
point of view of marketing but also from joint brand
management. It enables the integration of different in-
stitutions into a single framework, including different
stakeholders, setting common goals and highlighting
key values and initiatives to develop common strate-
gies. Sharing common goals and synchronizing them
is key to shared marketing success and branding as a
single cluster of interrelated stakeholders (Gerlitz et
al., 2021).
322 | Academica Turistica, Year 16, No. 3, December 2023
Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
The marketing and brand strategy should be based
on three pillars and should be seen from the per-
spective of the ecosystem and processes, considering
the following strategic measures (Gerlitz et al., 2021;
Hrynokh et al., 2019):
1. the creation of tools for pooling, allocating and
(re)combining resources that lead to knowledge
excellence and, consequently, to the development
of innovation, thus achieving a sustainable orga-
nizational (regional) ecosystem;
2. providing key tools related to entrepreneurship
and creative discovery;
3. transforming cross-border regions into a brand
with a common vision for the future and a com-
mon strategic positioning.
Obstacles to Cross-Border Cooperation
Novotny (2020) and JuradoAlmonte et al. (2020) con-
sider that the main barriers to effective cross-border
marketing are inadequate infrastructure, organiza-
tional and information barriers, financial barriers re-
lated to visitor costs and logistical barriers. Woyo
and Slabbert (2019) perceive the greatest challenges
of cross-border cooperation in single marketing. The
biggest obstacles are the fear of losing a unique na-
tional identity, greater seasonality, budgetary con-
straints, difficulties in measuring a country’s perfor-
mance, uneven development between destinations,
different tourism policies and thus different market-
ing approaches, and a lack of economic links.
Wang and He (2016) point out that cross-border
tourism also faces obstacles that hinder the develop-
ment of tourism in these areas, such as:
• sensitivity to political influences along the bor-
der, from a geopolitical point of view, from inter-
national relations, and an economic point of view.
It is a question of the free movement of labour,
products and finance;
• infrastructure and support resources are usu-
ally weaker at the border than further inside the
country;
• the problem of the flow of investment and profits
across borders inhibits entrepreneurial activity;
• lack of uniform approaches and orientations in
the implementation and control of standards in
tourism;
• linguistic and cultural differences.
At the same time, stakeholders of tourist destina-
tions involved in the marketing activities of a cross-
border destination or tourist product face the chal-
lenge of finding a balance between competitiveness
and partnership. Beritteli (in Liberato et al., 2018) con-
siders that a principle of collaboration in the commu-
nities of tourist destinations is a prerequisite for their
planning and development. This makes it easier and
also more efficient to market destinations as single lo-
cales.
It is necessary to take advantage of both destina-
tions, especially in the case of cross-border cooper-
ation of a wider economic spectrum (Liberato et al.,
2018).
Some authors (Woyo & Slabbert, 2019; Makkonen,
2016) find that research into marketing opportunities
and challenges related to cross-border attractions is
limited due to a number of administrative barriers. As
a result, the topic is less researched, which is noted by
this literature review. The authors (Jurado-Almonte et
al., 2020) point out the following elements as critical
factors for the success of cross-border destinations:
• themost critical (marketing and advertising, com-
mon equipment and services, access to European
funds),
• mediumcritical (promotion of a strong territorial
strategy, development of consolidated strategies,
activation of the public),
• less critical (improved urban connectivity, pro-
motional strategies against the flight of young
and talented people).
Discussion
The marketing of a cross-border destination differs in
comparison to other inland tourist destinations in sev-
eral factors and restrictions that are conditioned by
the administrative border or other economic, social,
security, or institutional obstacles. Consequently, the
unifiedmanagement of a cross-border tourist destina-
tion is required as an optimal strategy. This marketing
Academica Turistica, Year 16, No. 3, December 2023 | 323
Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
approach demands several mutual coordination, legal,
administrative and institutional adjustments of vari-
ous stakeholders involved in the planning, develop-
ment and implementation of marketing activities. The
number of stakeholders involved in the development
of a cross-border tourist destination and its products
depends at least on the geographical and institutional
scope, as shown in the model of Timothy and Saari-
nen (2013). Global partnerships in cross-border desti-
nations are less likely, and in tourism mostly present
as a part of global (hotel) chains. The results of the re-
view article indicate that most partnerships of cross-
border destinations are bilateral where two destina-
tions merge at a common frontier. Most cases in the
review were located in the European Union.
There is an evident lack of cited references in re-
viewed articles that would give a clear overview of
knowledge maturation on cross-border marketing
strategies of tourist destinations. Instead, we tried
to uncover some incipient reasons and events that
brought a few insights into the genesis of marketing
strategies in cross-border tourist destinations:
• Woyo and Slabbert (2019) detailed the first be-
ginnings of cross-border cooperation in tourism
back to the second half of the 20th century,main-
ly due to the overcoming of political barriers in
Europe and trends in growingmass tourism. The
development of marketing in cross-border desti-
nations emerged at the turn of the millennium;
• Makkonnen (2016) affirmed cross-border shop-
ping as an important advantage in developing
tourist destinations, already present in the 1990s
in North America (e.g. between the United States
and Canada). In several cases, they built a pro-
posal for a detailed action plan at a destination
marketing organization including a joint mar-
keting strategy with other nearby destinations.
He highlighted a model for cross-border shop-
ping from Timothy and Buttler (in Makkonen,
2016);
• Jurado-Almonte et al. (2020) substantiate the de-
velopment of cross-border cooperation between
Spain and Portugal around 1986 with the integra-
tion of both countries into the European Union
and later on with inclusion into the so-called
Schengen Area and the abolition of customs in
1995.
The review article confirmed that research interest
in the topic studied increased in the last decade.
The main focus of the review article above all aims
to contribute to a better understanding of scope, op-
portunities and barriers of collaboration in cross-
border destinations and within its usage of market-
ing strategies. Liberato et al. (2018, p. 1355) show that
border regions should move towards mixed ‘new gov-
ernance,’ considering that cross-border, as well as in-
terregional and transnational, cooperation only work
if administrative levels with different structures and
competencies cooperate across borders. They
should develop common cultural proximity, mutual
relationships and easy communication channels. They
think that the identity of a cross-border destination is
a key element when it comes to cross-border tourism.
Identity is strongly dependent on governance struc-
tures and how it is incorporated into cross-border des-
tinations. In such a manner it is an important part
of branding. Several authors (Novotny, 2020; Qi &
Xiaoyan, 2014; Šerić et al., 2021; Woyo & Slabbert,
2019) believe that the additional and expanded content
which is usually promoted in a cross-border tourist
destination, whilemerging individual tourist supply as
one unified product (Makkonen, 2016), should have a
greater significance inmarketing strategy and brand as
well. Marketing strategies are closely linked to brand-
ing. Brand integration should fully consider local cul-
tural factors and should be in line with the company’s
other strategies, adjusted to new entering markets (Qi
& Xiaoyan, 2014).
Gerlitz et al. (2021) confirm that better recognition
of cross-border destination abroad could be achieved
by addressing tourism-related and place branding or
regional identity-building issues. Strategic positioning
ismore successful if it is underpinned by the European
Union’s programmes. Qi and Xiaoyan (2014) connect
brand awareness as an image that should be spread
through a series of marketing activities, which result
not only in a positive product image but also in a qual-
ity awareness of the product and customer loyalty.
324 | Academica Turistica, Year 16, No. 3, December 2023
Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
Some authors (Gerlitz et al., 2021) argue that for
successful marketing strategies for cross-border proj-
ects aimed at greater market competitiveness, inno-
vative approaches are crucial, which include key ele-
ments of the so-called 7ps. Through the innovation
process, individual development stages are formed in
which stakeholders and beneficiaries combine differ-
ent processes of innovation approaches and simulta-
neously design and place the marketing elements. In
this way, an innovation ecosystem is created, from the
inside out. Thus, innovation competencies and man-
agement skills are built for further growth, business
transformation, competitiveness and differentiation,
where marketing strategies play an important role. All
reviewed articles highlight the significance of promo-
tion and product as the main two elements of mar-
keting mix; only a few give importance to the element
‘place’ as an important international and global inte-
gration of products (Qi & Xiaoyan, 2014) and as an
important channel of communications to customers
with suitable advertising to leverage a destination’s at-
tractions (Makkonen, 2016).
In addition to the 4ps marketing approach, an
extended 7ps marketing strategy considers also peo-
ple, process and physical evidence. Woyo and Slabbert
(2019) consider the process as a big challenge since
cross-border destinations often have different institu-
tional structures, policies andmarketing strategies and
thus reflect that a tight management process will be
needed.Makkonen (2016, p. 41) argues that the process
of marketing is not without difficulties and depends
on a large number of stakeholders involved in tourism
destination marketing. Consequently, this distortion
of process potentially leads to incoherence in the des-
tinationmarketingmaterials produced by different ac-
tors, and it is difficult to quantitatively measure the re-
sults and return on investment. An additional element
in marketing strategy, ‘people’ involved in the service,
distribution, and selling of product are also essential
(Kotler & Levy, 1969), providing as high a service qual-
ity as possible while achieving strategic organizational
goals. Cross-border cooperation is also beneficial in
solving challenges such as poor service quality (Woyo
& Slabbert, 2019). Some cross-border destinations im-
plement process integration through different Euro-
pean Union programmes and initiatives, such as Eu-
rocities or Euro Regions (Gerlitz et al., 2021; Hrynokh
et al., 2019; Jurado-Almonte et al., 2020; Liberato et al.,
2018; Wang & He, 2016), with all the benefits of sus-
tainable development and spatial cohesion. Tourism
is emerging as an important part of this integration
(Liberato et al., 2018). These integrations are followed
with several positive outcomes: stimulation of the de-
velopment of tourism products and improving the lo-
cal economy (Liberato et al., 2018; Wang & He, 2016),
increasing the competitiveness of the destination and
creating new market opportunities (Šerić et al., 2021),
including with regions beyond cross-border frontiers
(Hrynokh et al., 2019), which are usually implemented
gradually (Wang & He, 2016).
Conclusions and Implications
Although there are several opportunities for cross-
border cooperation found in the literature review re-
sults, still the disruptive site of cross-border destina-
tions is evident compared to inland destinations. The
study confirms that marketing strategies are imple-
mented sporadically and gradually and are mainly de-
pendent on additional (in Europe mainly the Euro-
pean Commission’s) co-financing.
As marketing strategies are only successful in the
medium or long term (Uran Maravić & Juvan, 2009),
there is a perceived lack of longer-term strategic part-
nerships between stakeholders in cross-border areas,
which consolidate the marketing position and pro-
vide a basis for designing and implementing market-
ing strategies.
Conceptualization of cross-border tourist collab-
oration and their importance in advancing economic
growth, global cooperation, and safety concerns among
bordering countries is crucial. It draws attention to the
key characteristics of strategicmanagement, including
research, upskilled teams, infrastructure, transporta-
tion, communication (marketing strategy), and infor-
mation networks. Understanding the diverse aspects
of cross-border travel helps destinations develop plans
for sustainable tourism growth. According to this re-
view research, a prerequisite for success in the context
of promoting cross-border tourist destinations is the
development of promotional channels with material-
Academica Turistica, Year 16, No. 3, December 2023 | 325
Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
ized, structured, and implemented tourismmarketing
plans.
Through this literature review, it was found that
cross-border tourist destinations do not use systematic
approaches to the introduction of marketing strate-
gies; these are identified in the context of broader de-
velopment strategies of cross-border areas.
In rare cases, stand-alone brands are created to
consolidate destinations in the market and exploit the
marketing potential of two or more cross-border des-
tinations at the same time.
The literature review reveals interpretable patterns
of weak development of joint marketing strategies or
their complete lack, and only a gradual understand-
ing of the need for strategic marketing approaches in
cross-border tourist destinations and calls for addi-
tional (financial) stimulation.
The theoretical value of the article is identification
of different perspectives on cross-border tourist desti-
nation marketing strategies with additional character-
izations in terms of defining the scope of cross-border
cooperation, using a model adapted from Timothy
and Saarinen (2013). One major insight of this review
is also a need for theorization in cross-border tourist
destination marketing, since some of the articles re-
viewed did not utilize theories, frameworks or models
(e.g. Qi & Xiaoyan, 2014; Wang & He, 2016; Hrynokh
et al., 2019). They were mostly used in articles of the
latest dates of publishing, but with modest research of
theoretical backgrounds.
Synthesis of reviewed articles could help research-
ers identify the research areas and methodologies in
the future and compare them with past experiences
and findings to address the research gaps and unan-
swered or new questions.
The research showed also a need for further re-
search of the topic with additional keywords in differ-
ent combinations, such as brand(ing), destination mar-
keting and place (as a synonym for destination).
All of the articles discussed faced similar limita-
tions. Research in review articles mostly focused on
only one cross-border area, so it is not possible to
compare opportunities and obstacles between two dif-
ferent cross-border areas, to identify differences or
the causes of these differences. The articles also ad-
dressed the concepts of marketing strategies weakly.
These were mainly part of larger strategies or just one
of many elements within the research concept.
Therefore, in general, further research should fo-
cus on efforts observing and addressing more cross-
border regions in parallel with longer-term observa-
tion, and includemore detailed concepts of addressing
marketing strategies. Furthermore, this paper shows
several directions of additional development and re-
search ofmarketing strategies in cross-border destina-
tions. First, from a geographical perspective, at local,
bilateral, or regional and/or global levels, within or
in comparison between them and their benchmark.
The research focus could be on the perspective of re-
lationship networks, the scope and intensity of ties
between partners and their influence on the destina-
tion’s tourism activities. Second, from a strategic per-
spective, themanagerial aspect of implementing inno-
vation processes and their adoption in the marketing
of cross-border destinations, comparison of success-
ful models of strategic management in tourist desti-
nations, and feasibility of implementing those models
in cross-border destinations. Third, from a marketing
perspective, opportunities and barriers to implement-
ing marketing strategies at cross-border destinations
with deeper insight into possible usage of marketing
mix elements that influence promotion and commu-
nication of cross-border destinations.
However, features and opportunities of marketing
strategies in cross-border destinations should be dis-
cussed in parallel. In the context of research on mar-
keting strategies, it would be useful to pay special at-
tention to modern communication channels such as
different social media networks, which bring different
approaches to communication from traditional forms
and thus significantly influence the design of market-
ing strategies. Namely, marketing in the last, especially
post-Covid period is experiencing radical changes. It
is mainly focused on digital communication channels
and is successfully transmitted to social media chan-
nels.
Overall, this paper contributes to showcasing the
important role of cross-border marketing strategies
and paves the way for more detailed research into the
topic in the future.
326 | Academica Turistica, Year 16, No. 3, December 2023
Alenka Pahor Žvanut and Ksenija Vodeb Marketing Strategies
Notes
In this research article terms ‘tourist destination’ and
‘tourism destination’ are used depending on the con-
text of the content of articles and according to scien-
tific terminology. The term ‘tourist destination’ refers to
delineated geographical tourist areas, whereas ‘tourism
destination’ reflects also the management of the tourist
destination.
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