During its lifetime, the company Jadranka has managed to retain its constant urge to change and often represent the leader of changes. The long-lasting efforts of Jadranka's employees have gradually grown into a strategy of redevelopment.

We are aware of the fact that a sustainable and competitive tourism is based on preservation of values, cultural identity and a unique offer tailored to meet our guests' wishes.

Feeling the need to leave the undifferentiated mass tourism, but at the same time create a harmony of distinct and recognizable products, bearing in mind the exceptional natural features of Lošinj, the climate before all, the cleanliness of the air and the sea and a wide range of natural healing factors, our mission as Jadranka management is the following:

•  devotedly create products and services with an identity of healthy life in order to reach the clients having high expectations
Whilst doing so our task is loyally and persistently to:
•  keep the lasting values of Lošinj area and its heritage
•  encourage economy of the local community
•  continuously educate our staff and create a stimulative working atmosphere.

Taking this mission as a cue, understanding the features and changes around us, as well as our advantages and disadvantages, whilst planning our future business strategy, we came to a conclusion that the only justified strategy is the one to generate the growth of business performances, in the first place ensuring the increase of quality and profit.

The key elements of our strategy direction include three factors:

•  investments, and equally important
•  support of our employees, their knowledge and skills and
•  implementation of innovative concept into business.

The growing strategy was planned to be carried out in two phases.

Since 2005 up to this day we have undergone the phase of business rationalization and realization of preconditions for carrying out the second phase – the growing strategy implementation.

The growing strategy implementation is based on the following operations:

•  realization of asset management plan and upgrading of commerce and campsite services.
•  realization of competitive advantage concept.

Whilst creating the strategy we tried not to attach ourselves solely to the quality of the resources we all use. Therefore we set up three basic concepts to enter the competition not only in Croatia but also relevant market environment. For every performance our goal is to bring the customer to the fore, and at the same time to individualize the service. While doing so, through a development of a corporative company structure, we tend to put a great effort into cherishing the culture of providing the services.

Furthermore, we wish our customers experience a variety of Lošinj distinctive features from every point of view, the one our company can offer to many different products and services offered by other businesses and social entities of this area.

The main concept and the basic competitive advantage which make the base for the development of the company, represent the concept of a specialist for healthy life. On the market, Jadranka wants to be recognized as the top quality provider of healthy holiday services in the Adriatic, and Lošinj has to and wants to be renowned as the first-rate destination for healthy life holiday in the Adriatic area. It implies the implementation of different measures and activities, and regarding our efforts, it is worthwhile mentioning objectives we tend to reach in the hotel and campsites units:

•  Leading position in tourism thalasotherapy
•  Identification of distinctive market zones with a generous range of wellness programes, activities, relaxation in nature, healthy autochtonous cuisine and green hotel-management concept.

The department of commerce plans to specialize itself for the particular segments of demand, diversify the selection of local products and improve the quality of the services. Within the food offer we insist on:

•  autochtonous products, credibility of the quality and sinergy between the hotel and campsite production, also for the wider market. When the basic idea of a specialist for healthy life and holidays came in line with Jadranka hotel portfolio, the main investments were carried out in Autumn 2007, at the initial stage of redevelopment of hotel Aurora from 3* to 4*.
At the end of May 2008, 4*hotel - at the market launched as Active Wellness hotel Aurora - was reopened.
In May 2009 we opened the neighbouring hotel Vespera 4*, as well the spacious external pools between Aurora and Vespera.

Furthermore, in all other zones, significant interventions will take place, particularly in terms of product specialization within the frame of a healthy holiday concept, highlighting distinctive features in order to ensure the wanted market position and business performances. In this way Čikat with a new hotel Helios may become a Croatian leader in healthy tourism i.e. tourist thalasotherapy. Besides this significant product diversification, the hotel assets management requires upgrading of the existing hotel facilities which will ensure Jadranka and Lošinj a new prestigious position.

We are aware of the fact that our plan is exceptionally ambitious. There are many new things involved that have to be learnt and actions that have to be done. Apart from everything else it requires the quest for partners at many different levels who will help us obtain necessary knowledge, skills and communication with the market. Therefore, even today we:

• are trying to capture completely new markets,
• The certificates ISO 9000:2001 for managing quality and ISO 14001:2004 for managing environmental effect apply to all levels of Jadranka Group.
• are creating a training department,
• are engaging outside experts and initiating a scale of different activities.

Development of Jadranka at the same time represents the town project, a project of each and every of its inhabitants and Croatian tourism project.

A letter by Jadranka d.d. President of the Management Board
Sanjin Šolić