ARGOYA - Cogito, Argo sum

We are a diverse team of impact entrepreneurs, social innovators, ICT, business, regenerative development and travel experts, urban planners, permaculture designers, adventure travel guides and mountain rescuers…  

We have come together on a joint mission to redefine travel, mobility, community and destination development and management into an Agile ReGeneration Odyssey - ARGOYA playground for people of all ages, cultures and backgrounds, their communities, economies and eco-systems. 

We have 25 years of experience in creating healthier, safer, wiser, more authentic, impactful, sustainable, inclusive and resilient individuals (including those belonging to the vulnerable and sensitive groups), communities, destinations and businesses in the public, private and civic sector on a glocal level. 

In the midst of the global health, social, economic and environmental turmoil and travel lockdown, we recognize an epochal opportunity for making the waves of regenerative change go further locally, regionally, nationally and, why not, globally.     

The world of travel has been challenged even before the pandemic. It turned communities into overcrowded low-quality mass tourism places with low margins, sustainability and resilience on one side and high eco-socio-cultural footprints and dissatisfaction on the other. Today, the industry is desperately trying to recover from the global lockdown. It seems like an ideal moment to rethink everything. Our proposal is to create a collaborative, gamified and inspiring platform for change, regeneration and impact. AI-powered, experience management solution for travel, leisure, business, trade, learning and experience exchange enables user-tailored, geolocated interest and supply matching, helping communities, DMOs, businesses and individuals offering accommodation, local produce or a cultural, educational or recreational experience, travelers and even elderly, the disabled or young local people to become active participants and co-creators of the local living, visiting and hosting experience. This regenerative development playground thus becomes a real glocal humanity elevation platform. 

Our first passion was to cope with the challenges of sustainability of the communities and economies we live and work in. 

These included: fast growth of mass tourism causing environmental, socio-cultural and even economic degradation through broken short supply chains, decrease of job diversity and quality, gentrification, a decrease of the life quality and brain drain. 

These challenges were present in the whole Adriatic region and far beyond it. 

In Croatia, 25% of all jobs are dependent on travel and tourism sector. Our initial target region is Adriatic Croatia (1,37 million people) and Mediterranean (250 million). 

However, globally, these sectors make 11% of all jobs and 10% of the global BDP. 

With the COVID-19, global travel is expected to fall between 60-80% which may create a loss of 0.4 million jobs in Croatia and 100.8 million globally. 

To undertake the huge economic recovery, we see a challenge and an opportunity for all: an agile regenerative travel experience redefinition that creates new value propositions for travelers, locals, business and communities. 

This require new ways of more customized matching, interaction and synergizing, that will be more relevant, but also safer, healthier, funnier, and finally, more beneficial for all.

Our project includes two community building segments: Digital Community and Real Communities. 

Both segments include development of digital tools. One of the core tools is a mobile application which connects experience providers (e.g. local service and product providers), experience seekers (e.g. travelers but also local residents) and the local community. 

The app helps create dynamic itineraries, location- and time-dependent optimizing visitor flow and density, motivating all to behave and move more responsibly, according to the precaution measures provided by the public health and destination management bodies. 

Regenerative, safe and healthy responses are rewarded by points, discounts and vouchers.

Social aspect stimulates the community to fill the Crowd Wisdom database effectively, achieving high confidence in the recommendations the app offers to experience seekers. Providers precisely define their availability of “bookable services” (in real-time and real, available quantity) included in the offered itinerary. In Glide mode, navigating the itinerary is rewarded by gradual new nearby points discovery, as the itinerary is being passed. These offers include discounts, but smaller, i.e. standard. In Hunt mode, exceptional discounts are realized (even 100%), but higher new inclusions and stricter rules need to be respected, regarding the freedom and dynamics of the route passage. 

Our project serves:

-       Destinations (local/regional bodies, nature/culture parks, DMCs etc.), experience providers, businesses, cultural, social and educational institutions, local NGOs, social enterprises, also “unusual suspects” including elderly, youth, the disabled, small farmers or fishers… who can offer their local produce, information, advice, story or skill. Our early adopters are some of the most attractive destinations in Croatia, such as the City of Dubrovnik, National Parks Kornati, Plitvice Lakes, Paklenica, North Velebit & Krka, Nature Park Vransko Lake, Velebit & Telašćica, Cluster for Eco-Social Innovation and Development CEDRA HR and Croatian National Tourism Board with their Mediterranean Eurovelo 8 Cycling route development project involving main European Mediterranean countries. 

-       Experience seekers (both travelers and local residents) who seek the most relevant local experience for an affordable price.

-       Advertisers who need targeted advertising space aligned with the detailed specified interests of all the users.

All of them are involved and actively co-create the platform and its offer through meetings, workshops, physical, electronic and social media channels, questionnaires and interviews. Diverse business models are available to match specific needs of each stakeholder including an option to become co-investors and partners in solution development based on the fair share economic model.

ARGOYA is an impact creation venture which raises awareness and provides a concrete framework for tackling some of the most difficult problems of the world. 

This is achieved through helping the local people, communities, economies and travel industry to recover from the pandemic lockdown on one side and respond to some of the most challenging issues of the modern times on the other. 

It promotes agile regenerative, inclusive and balanced development of people, communities, economies and protection of nature through gamified digital platform and stakeholder engagement strategy integrated to enable recovery and empowerment of the local short supply chains.

The Argoya project started 5 years ago after working with Croatian Mountain Rescue Service HGSS (one of the best in the world), most attractive destinations (City of Dubrovnik, in cooperation with Global Sustainable Tourism Council and CLIA – Cruise Line Industry Association), national and nature parks, Ministries of Tourism, Environmental Protection and Sea, Infrastructure and Transport, smaller destinations (Biograd, Murter Kornati…). 

We have soon realized a huge potential of the responsible special interest tourism but also the challenges of a sustainable, safe and healthy travel in urban and natural areas. 

People tend to be completely unaware of both the impact of the travel on the places they visit (including protected ecosystems) as well as on the potential positive or negative impact of the places on their lives and travel experiences. This lack of awareness and connection with the local context creates lost opportunities for all involved. 

Moreover, in the extreme, it can degrade or even threaten fragile systems on one side and experience and lives of the travelers on the other. This insight provoked an idea to create a gamified platform that would stimulate mutually enriching interaction of the locals, travelers and other stakeholders such as local SMEs and NGOs. 

Our passion is wisdom in action, humanity in business, radical innovation and agility in regeneration of people, communities, economies and eco-systems. 

Today, more than ever, we are aware of the challenges we face locally and globally. But it seems, thanks to the pandemic, people are more aware of our interdependence and fragility. 

For us, business is as unusual as possible, and profits have a higher purpose of serving people and planet, not the vice versa. We believe underdevelopment can be solved by fairer business models and regenerative development. Unawareness and irresponsibility by inspiring education. Humanity is our true nature, an irresistible impulse to make an impact on our lives, communities, natural environment, and the planet. 

Instead of preaching, we want to set practical examples which will inspire others and give them necessary tools and support for inventing their path which will lead them to their full development and fulfillment in society. Today, more than ever, we can make a breakthrough. And by making this, we fulfill our deepest call, to be the best possible version of ourselves, to grow beyond our limited perceptions of ourselves, and to create a lasting impact, joy and true success for us and far beyond.

We are social innovators, impact entrepreneurs, change leaders, facilitators, engineers, marketing, ICT and travel experts from Croatia and Europe. We have 25 years of experience in creating smaller and larger scale impact projects of total value of 40+ million US$. Some of them failed, others created some impact, and some created a lasting success and recognition. The CEO, Ranko Milić, is a serial impact entrepreneur and founder of impact enterprises and NGOs mostly with local and regional, and one with a national focus. He was one of the founders of the Healthy City initiative turning Split City from one of the most problematic drug-abuse areas into leaders of healthy cities in Croatia in cooperation with USAID, American International Health Alliance, and University of Medicine and Public Health in New Jersey with the results published in international scientific publications. These projects were awarded with the best regional project, best regional NGO and the best national scientific book. After establishing social innovation superclusters, we have prepared dozens of sustainable development tourism projects, strategies and investments that initiated a chain reaction of development impact in cities such as Šibenik, Biograd (with more than 15 million US$ investments in sustainable tourism and business infrastructure), and recently Dubrovnik, initiating and leading a Respect the City Project as a local pilot of the UNWTO global sustainable tourism campaign “Travel. Enjoy. Respect.” The Dubrovnik project was recognized globally as a sustainable tourism development pioneer and supported by Cruise Line Industry Association and Global Sustainable Tourism Council.

-       Started first impact enterprises during the devastating war in Croatia and during time on university, succeeded to spin them off into locally, nationally and internationally funded impact enterprises and NGOs, all with the help of friends and family and small part of own investments earned through most difficult jobs (construction and 3D design in AUDI subcontracting design studio in Ingolstadt, Germany).

-       A 35 million EUR real-estate project endangered by the conflict among the lead investor and the designer, and few other stakeholders (landowners) was resolved through leadership, empathy and mediation, the project was completed and all stakeholders were satisfied in the end.

-       Overtourism situation in Dubrovnik was very complicated with a lot of negative publicity but agile measures created first improvements and the long term action plan jointly brought back the trust of the stakeholders and changed the perception of the destination but also made the JASPERS, technical assistance from European Commission to propose the project as EU pilot project.

-       COVID-19 crisis was used to turn Agile Regeneration Odyssey into a model intervention for destinations in Croatia and has been recognized by the Croatian Association of Cities and will be supported for financing by EU funds.

-       Creation of a system that changed the perception of drug abuse among the youth by teaching them to adapt critical thinking abilities and self-confidence

-       Turned 200 young people from a marginalized group into local change makers implementing 150 projects with more than 20.000 children, elderly and disabled persons in a 9-year program in elementary, secondary schools and universities

-       Helped Croatian Mountain Rescue Service to become a strategic partner in national and regional projects capitalizing their experience in safe adventure travel to promote and develop sustainable active tourism in almost all Croatian national and nature parks together with the Croatian Government

-       Fundraised first large scale project in Šibenik City (St. Michael fortress turned into a multifunctional cultural center) rebranding an old but poor deindustrialized Adriatic City into an awarded and recognized new cultural destination

-       Helping Dubrovnik City overcome the overtourism challenge through co-creating and leading the Respect the City project as a PPP R&D&I initiative together with the community, local and global industry leaders and experts, turning the negative media coverage into a positive one by agile set of measures implemented and long term interventions (2030), obtaining global recognition.

ARGOYA application is arranged as a commercial spin-off of an applying company (Eupolis Group Ltd. and is in direct co-ownership of the members of our team, group of partnering companies and social enterprises, investors, final beneficiaries and other stakeholders using the concept of a fair-share model. Civil segment of the initiative is established through collaboration with the local government and is given to our NGO (eco-social innovation supercluster CEDRA) which coordinates the engagement process of local tourism stakeholders. 

Our solution responds to bipolar challenges of overtourism on one side and COVID19 pandemic with the economic crisis, on the other. New dimension of performance is turning the tourism industry into a value and experience exchange platform enabling local short supply chains and recognizing experience exchange as a backbone of a regenerative economy. Travelers become value co-creators together with interested locals, businesses, NGOs and even marginalized groups in a concrete, creative way. Although this is not a revolutionary new concept (i.e. there are many isolated examples of these efforts), there is no integrated solution that would enable automation of these processes and interactions and turn them into scalable, collaborative, decentralized and fair-share modeled AI system. In this way, the platform is a disruptive system redesigning the industry as a cooperative value creation sector for all interested to participate.

The solution fits both overtourism and tourism recovery scenarios since both require controlled dispersion of visitors across the destination and in accordance with their highly personalized preferences (interest, available time, budget, etc.). Our approach opens a new perspective for collaborative destination regeneration and management, harmonizing it with the emerging needs of the New Normal. Rewarding mechanisms prevent crowding through glocal treasury co-creation, exploration, discovery, exchange and improvement loops. It enables users to easily communicate and trade expectations, including experience demand and supply as the main commodities. Thus, it has the potential of providing significant impulses for travel industry transformation at local, national and global level creating new regenerative social and economic patterns. 

Tourism creates jobs locally and globally. However, it created many negative consequences including social, cultural and environmental ones, and finally even economical (e.g. monoculture “killing” traditional activities). If we want to achieve the change, we must not abandon tourism but change its business models, as well as its core value offer.

Modern travelers require experience rather than products or services. They want specific offers, and these cannot be provided using the traditional mass industry model.

Regenerative tourism creates more diverse jobs since it needs authentic, locally specific products and services and even transportation (e.g. bicycles, traditional boats, e-vehicles, etc.). Or even involves other stakeholders as authentic presenters of the local culture (e.g. homeless people as guides).

Hence, it creates diverse job opportunities including those requiring specific information, skills, and knowledge. E.g. birdwatching or local cultural storytelling may require people with a background in wildlife biology or ethnography. Or old people may share their stories, experiences, habits, recipes, lifestyles and skills. Or visitors may provide lessons in language or digital marketing to local providers. Regenerative tourism is more inspiring and enriching for all, respects and promotes diversity exchange and creates multiple values across the value chain.   

We want tourism that will create more impact, i.e. help humanity, communities, and individuals to thrive holistically. To achieve this, we need outcomes of awareness raising, information, education and exchange opportunities that enable such processes. This process is complex and slow. But to accelerate this, we created a system, consisting of activities with stakeholders and a digital system, a platform that integrates our vision, values, mission, and goals into a collaborative viral game. Through co-creation of these activities and outputs, we create solutions that reward interactions and experiences.  Using the potential of the ICT, social media, AI, GIS and geolocation systems, we accelerate the process of regenerative tourism promotion, development and mainstreaming. Using the pilot destinations, severely hit by the crisis, and the set of chosen partners from the private and public sector, we create not only new digital solutions, but also new business models that are aligned with the idea of regenerative, inclusive economy.

The initial application version was tested in Dubrovnik on 100 CLIA users/guests. Since then over 400 users from various groups and stakeholders were educated as a preparation activity for engaging a wider community. For the coming season we are planning to conduct fresh user research on a minimum of 500 end users/guests. Research destinations are the City of Dubrovnik and Biograd as well as the Municipality of Murter. The final, integral application version is planned to be launched in the spring of 2021. During the next season we expect that the fully operative application will engage 10.000 users. Considering the 5 year term, we expect that the application will reach 5 million users.

Concerning the overall plan of wide community engagement, in the first year we expect engagement of 200 active community members (experience, service and content providers, guides, agencies, etc.) on the mentioned 3 pilot destinations. After 5 years we expect that our application will be used on 50 global destinations with an overall number of 5.000 active community users. 

Besides our platform's direct users, indirect positive impact is largely spread due to the specific and measurable positive impact on all destination residents. We can estimate that the minimal number of people who will be positively influenced will be 200.000 people per destination. Therefore, during the period of 1 year we expect permanent influence on 600.000 people on 3 of the mentioned pilot destinations, so for a 5 year period we expect a permanent influence on 10.000.000 people minimally. 

Within next year:

- secure additional financing (at least 300.000 US$) 

- iterate and develop a fully functional platform applied in at least 1 urban region (Dubrovnik City and its wider region) and 2 rural and nature protected regions (including 7 national and nature parks)

- achieving sufficient traction (5.000 recurring users) and user satisfaction  (40% of all users)

Within next five years:

- creating at least 4-5 larger scale success stories (regenerative communities as a global examples of how regenerative travel can help regenerative development of the community, creation of high quality jobs and promoting basic human, social, cultural, environmental and other values). This is already in proces but we are far from the goal of having the measurable impact but through the project development and digital platform opening, we believe these places will be the best showcases of the glocal regeneration approach

- 50+ new local communities and destinations included through partnering with the interested cities, counties and countries, through crowdsourcing, viral marketing, word of mouth and other cooperation drivers

- More than 5.000 new jobs created, more than 30% for those belonging to the vulnerable groups through digital platform and involvement of the local stakeholders (NGOs, social enterprises, public institutions such as national parks, etc.) with whom we have already initiated cooperation

Innovative solutions encounter multiple issues and barriers as they venture into somewhat unknown territory. 

The beginning steps represent the biggest challenge, but also proportional opportunity.

Initial budget stability will be important to sustain and expand the service and its application.  

Legally, the area of blockchain and token regulation is still in development and at this stage, so it represents a challenge. The general market and public are still only beginning to accept and be aware of the blockchain technology power and gamified solutions implemented on top of it, so public exposure is not still at levels it could be.  

Also, people are still not used to solutions that offer them the opportunity to design and adjust the travel experience, due to the necessity of certain precautions that need to be taken to preserve human health and the natural wealth of our plant. That presents us with an evolving challenge that endangers ongoing efforts in that area.

Innovative solutions have challenges that we can turn into opportunities if approached correctly using agile business development methodology. The interest for financial cooperation is already present and confirmed among our partners in the industry, the national park administrations, and larger municipalities. 

After the initial seed investment, the product can be technically polished, implemented and tested with further logistical support from our partners. 

The somewhat uncharted water of blockchain regulations provides an opportunity to be up to date with modern regulation requirements and also opens up the potential for cooperation and consulting in the creation of an agile legal framework.

The wider public gets more familiar, to an extent, with the blockchain technology and gamification concepts. At the same time corporate market leaders, renowned universities, and influential governments are implementing and developing blockchain and gamified solutions connected to their existing systems. The implementation of a project focused on those concepts will allow us to join the network of groups and individuals ahead of the technological wave in this area. The subsequent sharing of ideas and solutions will enhance the still developing sector and its real-world application.

The people's non-approval towards certain necessary measures can be mitigated with innovative and gamified concepts that will revard individuals for their responsible behavior towards other people and nature. The gamified solution will also help greatly with public perception as it turns an otherwise passive regulation into an active, rewarding, and developing goal that serves the common good.

Our organization cooperates with a wide range of organizations and individuals that share our vision of a more sustainable and prosperous future for the whole of mankind. We lead the project but in the back-end, there is a pool of partners and individuals that we call upon in their respective areas of expertise. 

On the implementation side, we are engaged with the tourism industry (including large stakeholders such as AIDA Cruises). We cooperate with renters, both small and large scale and corporate. Those renters have some of the biggest challenges and our application will particularly help the local small scale renters that do not have the scale and capacity to implement certain security and entertainment measures that are needed in the upcoming period. 

We also cooperate with service providers like agencies and travel guides and they are more aware of the ecological impact as they see it on the ground. They also want a model that will enable both their safety and the safety of their customers.

Our cooperation also extends to local municipalities whose economies rely heavily on tourism. Tourism as an industry provided a sign of hope and a promise of prosperity for people in their local rural communities. The tourist industrial boom gave them hope that there is economic potential even in remote rural communities of transitioning countries. Due to these factors, many local municipalities are more open to innovative models of tourism that guarantee long term sustainability and work towards regenerating our inherited natural wealth.

Initially, the application is focused on testing the best ways to attract users and meet their needs. We intend to measure this by the number of itineraries consumed and the visitor dispersal effect that resulted from these consummations. In the initial phase, the focus is on ensuring the sustainability of the project and the team, while investing its excess capital in the growth and improvement of the user experience in applications, and the system development required for scaling.

In the early stage we expect low revenues from commissions on booking (applied with components itineraries where possible, large portals like booking.com and viator.com/getyourguide.com), covering bare expense of small team salaries and cheap licenses / servers fee in the initial phase. At this stage, strategic results are verified by the best approaches to customers, optimized user experience and models of rewarding all types of participants on the platform. We plan first to prove our growth with usage/funnel statistics and then, on that basis we reach funding capital for large investments and key campaigns.

In the subsequent stages, when we manage to set up our own (internal) travel agency, the commissions could be much higher, especially using possibilities of combining offers from our own “portfolio”. It also requires significant improvement of our mobile app functionality, as well as the backend system architecture upgrade. Then revenues can increase significantly and options are opened for new business models application (advertising, tokenomy), supporting the global scaleup phase.

Our initial plan is to sell a company share to venture capital investors (through 1-2 rounds) as well as to gather additional funds through grant projects. Furthermore, we have an agreement with the City of Dubrovnik concerning the realisation of a joint global crowdfunding campaign ARGO2020. Predicted fundraising will start to finance initial development and setup of Argoya application. Including our current EU projects, we have the capital for 1 year sustainability and deliver a fully operative mobile application which will be practically tested and, according to learned lessons, finished towards the final, “official 1.0” version.

As the number of users grows, we plan to start and develop a practical reseller business model through which we take the provision on the part of paid services being booked from our end users. If the user has chosen an itinerary in which one or more services from outside experience providers, we calculate 5-20% of provision on the service cost, depending if the offer is listed directly through our interface or we offer it as an whitelabel reseller.

The 5-year projection is to serve 5.000.000 users, expecting that 20% of them pay the service of 100$ cost and our average provision of 10%. Finally, this means that in 5 years we earn 10 million $. More than enough to meet the expenses and to secure long-term sustainability. With such a practically proven business model we expect to be ready to meet the global expansion and big equity investment attraction (>10 million $).

We have obtained some funding through combination of grants, private investments and presales starting from 2016 onwards.

We have obtained fund through several EU projects which are still in implementation and some are over. 

Total funding amounts to ca 300.000 US$, out of which some 200.000 US$ in the last 12 months. 

The complete list of funding sources may be obtained per request.

In spite of the current global situation, our project is financially stable and independent. We have managed to mobilise our own funds through commercial activities in Eupolis Group and through grant funds received from various related EU projects together with our partner NGO, CEDRA. Next phase includes final completion of the application. After that, we are confident that we shall be able to approach gathering venture capital. We predict one or two rounds of financing through which we plan to gather 1-2 million $ for 10-20% of ownership capital.

We are also confident that the first round of gathering of the mentioned funds will start in the last quarter of 2020, and the second, if need be, starts in the spring of 2021. The possibility stands that only one round will be needed if we manage to gather over 1 million $ of investment capital for less than 20% of ownership share.

Civil part of the initiative is designed to be interesting and investment friendly through EU funds for it is largely compatible with priorities of the new development period (2021-2027), considering recently defined EU Green Deal form. Furthermore, numerous funds and projects are announced through financial support for development programs focused on the reduction of negative impact of the global COVID-19 pandemic.

Current business operation and development expenses are covered with our core business (consulting service providing), as well as through contacted EU project funds. We estimate that additional work on the Argoya application will be necessary (15.000$ cost) so we could be ready to launch the initial projects in 3 pilot destinations.

Server maintenance expenses during the first year of operativity will be 5.000$ and outsourced IT service and licenses an additional 10.000$. Both expenses, in the first 5 years are growing on a double per year scale.

Content creation (Pol and itinerary templates) is covered by the ARGO Civil initiative project realization and the cost of this segment is referred only to our administrative coordination team. This role is reserved funders initially and later will be organized as an internal team. In the first 5 years, one person per year enters a team, reaching an annual net salary of 25.000$.

Marketing and sales team needs to be significantly strengthened and we estimate that 2-4 persons will be engaged per year with an estimated cost of 30.000$ annually.

System maintenance team is relatively small concerning the development phase because of engaged partner agencies that receive equity of Argoya platform so their expenses are variable, no less than 500.000$ for 5 year period. 

Various additional and unexpected costs should not surpass 500.000$ in the next 5 years. Media engagement expenses are of course also variable and will not be less than 2 million $ in the first 5 years.

To keep the "early mover" advantage, rapid development and expansion is of crucial importance for us. Therefore, we came up with a hybrid strategy; alongside development of our platform there is an organic growth of ARGO Civil initiative accelerating the entire project.

In the early, initial project phases, our limited financial and human resources decrease the potential of Argoya platform development, especially marketing-sales team formation, fastening IT production and, of course, strengthening the ad media budget.

Winning The Elevate Prize, would allow us to finish the hardest, initial development phase fast and safely. Already during the pilot project implementation on 3 initial destinations we could achieve a solid organisation level and significant market recognition. With strengthened capacity which this grant would provide we could polish the functionalities and application interface UX, based on exhaustive user feedback.

In short, by winning this grant, transformation into a phase of global expansion would be executed in a faster and more stable manner with the result of further acceleration of the overall user number. Consequently, the result would be achieving the milestone of reaching the break-even in the shortest possible time.

As we said, we are in the critical project phase in which our project is going public with sufficient MVP development level requires rapid further growth of our team. By winning the Prize our startup would receive a needed tailwind to securely reach the point we can participate and strongly perform on the market, keeping favourable market position.

- create strategic partnerships with destinations, travel industry and technology providers, and expertise providers (including regenerative travel, finances and technologies)

- create a partnership model based on the fair share model

- obtain ESG investors with the background or interest in the regenerative development, regenerative travel or similar topics.

Our special and key type of partners are local agencies and guides, who in these new conditions have remained completely without stable business perspectives of any kind, but still are connected with many possible providers and know the exact situation in a local area/travel destination. 

Motivated by their rewards (direct and indirect), they significantly help us create a high-quality initial offer portfolio, attractive basic itinerary catalog needed for the successful launch of our mobile applications and community development, on a local level.

Other relevant partners are local communities, nature and national parks, DMOs/DMCs and relevant travel industry. Our flagship partners are City of Dubrovnik, 9 national and nature parks in Croatia, AIDA Cruises (testing apps onboard and offboard), Croatian National Tourist Board, etc- 

Partnerships are important at all levels and are carefully nurtured in relation to all types of platform users (guests / visitors, providers, local community).