Bulgarian tourism has been moving between potential and missed opportunities for years. Despite its natural resources, cultural and historical heritage and strategic geographical location, our country continues to rely mainly on the seasonal maritime model and a limited number of foreign markets. At the same time, competition in the region is becoming increasingly aggressive, and global economic and geopolitical uncertainty is putting the sector before new challenges. Dr. Ivelin Kichukov talks about the lack of a long-term national strategy, the outflow of higher class tourists, the problems with air connectivity and the need for a comprehensive narrative for Bulgaria as a four-season destination… Dr. Ivelin Kichukov talks to FACTI – tax lawyer, doctor of finance and chairman of the Bulgarian Tourism Association.
- Mr. Kichukov, we are on the threshold of spring, but when we talk about Bulgarian tourism, when we talk about tourism in general, it is about planning. How are we moving in this direction before the new season. What expectations do you have…
- Unfortunately, I cannot be optimistic in the full sense of the word. Tourism is not a seasonal emotion - it is strategic planning at least 12-18 months ahead. And when there is no national strategy supported by real financial resources, the results are predictable.
First - the tourism budget. For another year, the funds that the state allocates for advertising and positioning Bulgaria as a tourist destination are at a level comparable to the budget of a larger European city. This is indicative. Tourism accounts for between 12% and 14% of GDP directly and indirectly, provides tens of thousands of jobs, keeps entire regions alive – from the Black Sea coast to mountain and spa destinations. And yet it is not treated as a strategic national priority. The Ministry of Tourism is making efforts, working actively, but without a sufficient budget and interdepartmental support, the possibilities are severely limited.
Second – the geopolitical environment. Military conflicts in the Middle East, tensions in the region, as well as ongoing instability globally create uncertainty in tourist flows. However, Bulgaria can turn this uncertainty into an advantage – we are a stable, secure, EU and NATO member state, with competitive prices and a diverse tourist product. If this is communicated correctly in key markets – Germany, Poland, Romania, Great Britain, Israel – we can attract tourists who are looking for peace and security. But this requires an active, well-funded international campaign, not reactive actions.
Third – the lack of a stable, regular government. Tourism requires long-term policies – in terms of infrastructure, air connectivity, staffing, visa regimes, investment incentives.
When the political environment is unstable, investors wait, and international partners lose predictability. This directly affects the sector.
And yet – there is also a positive side. Municipalities are working extremely actively. Local authorities are increasingly aware that tourism is a tool for economic development. We see good examples of event calendars, development of cultural and festival tourism, investments in urban environments, SPA and mineral springs, eco-trails and mountain routes. Local communities are fighting and giving their best.
But when there is a lack of national coordination and a clear state priority, efforts remain fragmented. Bulgaria has the potential to be a four-season destination – sea, mountains, SPA, cultural and historical heritage, wine and culinary tourism. We have a product. We lack the scale of positioning.
My expectations for the season are moderate – there will be interest, especially from traditional markets and neighboring countries. But we will not make the qualitative leap that we could if tourism were brought out as a real national economic priority with adequate funding and strategic vision.
Tourism is not just a sector. It is an economy, image, culture and diplomacy all in one. The question is whether the state will treat it as such.
- Bulgarian tourism has traditionally developed in strong dependence on several key foreign markets – especially the German one. What makes us continue to be attractive to the Germans…
- The German market has always been strategic for Bulgaria. Before the pandemic, we were talking about between 700 and 850 thousand German tourists per year, and in some resorts they formed up to a quarter of organized holidays. This is not just volume - this is stability, long stays, predictability for the business.
To date, the levels have not yet been fully restored. The main problem is not the lack of interest in Bulgaria, but the lack of a long-term strategy. German tour operators plan 12-18 months ahead. When there is no clear policy for air connectivity, incentives for charter programs and coordinated marketing, we lose positions to competing destinations such as Turkey, Greece and Spain.
- What makes us attractive?
- With a good price-quality ratio, a diverse product - sea, SPA, cultural tourism, mountains - and with the fact that we are a secure European destination. The German tourist is looking for peace, predictability and quality. We can offer them.
But it is time to move from reaction to strategy. The German market is not being lost for lack of potential, but for lack of long-term national policy. If we invest in aviation accessibility and a year-round product, we can not only restore pre-pandemic levels, but build on them.
- Before the pandemic, German tourists formed up to a quarter of organized holidays in certain resorts. To date, how is...
- Before the pandemic, German tourists actually formed up to a quarter of organized holidays in some of our main seaside resorts. They provided stability, long stays and predictability for the business. To date, however, the reality is different – we cannot reach the levels from before 2019, and the difference is not only statistical, but structural.
First, competition in the region has become even more aggressive.
Turkey restored its charter programs extremely quickly and offered strong price packages. Greece strengthened its image and improved its air connectivity. Some German tour operators redirected capacity specifically there.
Second, the economic stagnation in Germany has a direct impact. Inflation, the energy crisis and lower consumer confidence make German tourists more cautious and more sensitive to price. This means that they choose destinations with a more established quality or those with a more aggressive pricing policy. In this environment, Bulgaria finds it difficult to catch up if it does not have sufficiently strong marketing support and stable air connectivity.
Third, there is no long-term strategy for the German market. Tour operators there plan 12-18 months ahead. If there are no clearly guaranteed flights, incentives for charters and consistent advertising, we lose ground. The market does not wait.
That is why I say - at the moment we cannot reach the levels from before the pandemic. Not because Bulgaria is not attractive, but because the conditions are more difficult, the competition is stronger, and our domestic policy towards this market is not aggressive and coordinated enough. If we add the economic uncertainty in Germany, the challenge becomes even greater.
But that is precisely why strategic work is necessary - with aviation accessibility, with targeted advertising and with a competitive product. The German market is not lost. It simply requires a much more active and professional approach than in the past. Unfortunately, in the next 5 years I am not optimistic about this market.
- Give an example of what a “stable tourist“ means. How many nights make a tourist desirable…
- When we talk about a “stable tourist“, it is not just about the number of arrivals, but about the economic value and sustainability of the stay. A truly desirable tourist for a destination is one who stays long enough to generate real added value for the entire local economy – hotels, restaurants, transport, cultural sites, SPA centers, tour guides and small businesses.
The minimum threshold at which a tourist starts to have a sustainable effect is 5-7 nights.
With a shorter stay, the cost usually remains concentrated mainly in accommodation, while with a week-long stay, the tourist already starts to use additional services, visit attractions, consume outside the hotel and get involved in the local tourism product. However, the ideal option for a destination like Bulgaria is 10-14 nights. With such a stay, the income for the business is significantly higher, staff employment is more stable, and marketing and logistics costs are distributed more effectively. A tourist with a two-week vacation can bring almost double the added value compared to a short-term visitor, without putting a proportionally greater burden on the infrastructure. Therefore, the question is not only "how many tourists do we welcome", but "how long do they stay and how much do they spend". A stable tourist is one who plans their stay, stays at least a week, returns again and becomes part of the sustainable tourism development model. It is precisely this type of flow that we should strive for if we want the sector to be predictable, profitable and strategically significant for the economy.
- Tourism is not just a seasonal activity, but a system dependent on transport, economy, geopolitics and the investment environment. How does Bulgaria rank in this regard?
- Tourism has never been just a seasonal activity. It is a complex system that depends on transport connectivity, economic stability, geopolitical environment, investment climate, educational policy and even foreign diplomacy. I have been repeating this for years – tourism cannot develop in isolation. It is the intersection of all other policies.
Bulgaria has enormous potential, but it does not fully exploit it precisely because tourism has not yet been set as a real national priority. When a sector forms between 12 and 14 percent of GDP directly and indirectly, provides tens of thousands of jobs and keeps entire regions economically alive, it must be integrated into the overall state strategy – in transport, in regional development, in education, in investment policy.
Transport is a key example. Without air connectivity there are no external markets. Without good road infrastructure there is no domestic tourism and access to smaller destinations. Airports, roads, the railway network – these are not just infrastructure projects, they are tourism tools.
The economic environment is also crucial. An investor in a hotel, SPA center or theme park seeks predictability – tax stability, regulatory clarity, long-term vision. In the face of political instability and frequent changes in rules, investments are postponed. Tourism suffers first.
Geopolitics is another factor. In a world of conflicts and uncertainty, countries like Bulgaria can position themselves as safe and accessible European destinations. But this requires active foreign policy and targeted marketing, not reactive actions.
And last but not least – European funds. Tourism is a natural beneficiary of European funding – infrastructure, cultural heritage, digitalization, green transformation, energy efficiency, development of SPA and mineral springs, regional tourism products. But in order to benefit the most, we need integrated projects and coordination between ministries, municipalities and business. Tourism cannot be the last point in the programs – it must be strategically set at the planning stage.
That is why I say – only when tourism becomes a national priority, will we begin to see a systematic result. Not campaign-based, not seasonal, but sustainable. Because tourism is not just a vacation. It is an economy, regional development, the image of the state and a tool for growth. The question is whether we will manage it as such.
- What kind of advertising does Bulgaria have to attract new tourists…
- If we have to be honest – Bulgaria's advertising is currently limited mainly to traditional participation in international tourism exhibitions and exchanges. This is important, but not enough. Exhibitions work well for the professional audience – tour operators, agencies, airlines - but they do not create mass demand among the end user. Today, the tourist chooses a destination online, via his phone, through social networks, video platforms and digital campaigns, and not only through the tour operator's catalog.
We lack strong, consistent and well-funded international digital advertising. There are no large-scale campaigns in key markets such as Germany, the UK or Poland that would position Bulgaria with a clear message and a modern visual image. There is not enough targeted advertising on Google, YouTube, Meta, TikTok, nor strategic partnerships with global platforms.
This puts us at a disadvantage compared to competitors such as Turkey, Greece or Spain, who invest tens of millions in digital presence.
Also, the role of embassies can be much more active. Tourism is also economic diplomacy. Our embassies can be centers for promoting Bulgaria - through events, presentations, cultural forums, business meetings and targeted work with media and influencers in the respective countries. This requires coordination and a clear plan, not sporadic initiatives.
We cannot ignore new forms of communication. The world of advertising has changed. Influencer marketing, travel bloggers, video content, short formats on social networks - these days create a real desire to travel. Bulgaria must adapt to this model very quickly. But not campaign-wise and piecemeal, but strategically - with the selection of international figures who will position our country all year round, not just during the summer season.
And here we come to the key issue - the budget. Without adequate financial resources, there is no way to talk about modern advertising. Current funds are extremely insufficient for international positioning in a competitive environment. If we want Bulgaria to be visible, we must invest seriously and in the long term. Advertising is not an expense - it is an investment. Every tourist attracted brings revenue, jobs and taxes.
That is why I say again - tourism must become a national priority. Only then will there be the necessary budget for a strong digital campaign, active diplomatic support and modern marketing tools. Otherwise, we will continue to rely mainly on traditional markets and inertia, instead of building a new generation of tourist flows.
- In modern conditions, the key factor is no longer just advertising, but accessibility. If a tourist cannot easily reach the destination, neither marketing nor price can compensate for this. How is it in our country…
- In modern conditions, accessibility is the decisive factor. Advertising can create interest, the price can be competitive, the product can be good - but if the tourist cannot get to the destination easily, quickly and profitably, the choice simply goes elsewhere. Bulgaria still has a lot of work to do here.
First – air connectivity. In many cases, we lose tourists not because we are not interested, but because we do not have enough direct routes or year-round flights.
If there are three direct flights a week from a German or Scandinavian city to Antalya and none to Burgas or Varna, the choice is almost a foregone conclusion.
Turkey is investing heavily in air accessibility, subsidizing charter programs, and working actively with airlines and tour operators. Greece has a huge network of direct flights to its regional airports, including smaller islands, which makes every destination easily accessible. We still rely heavily on seasonal charters instead of building year-round connectivity.
Second – visa regimes and administrative facilitations. Turkey, although not in the EU, has a flexible visa policy and in many cases facilitates the flow of tourists. Greece uses its Schengen status as a strong competitive advantage. Bulgaria should make the most of its Schengen membership and position the country as an easily accessible European destination, without unnecessary administrative barriers.
Third – regional competition. Macedonia and Romania are actively working to improve their transport infrastructure and connectivity with Central Europe.
Romania, for example, manages to attract serious city and weekend tourism thanks to cheap flights to Bucharest and Cluj.
If we do not develop our airports and do not stimulate low-cost airlines, we risk remaining off the map of short trips.
Fourth – the transit problem. Bulgaria is often used as a transit corridor to Greece and Turkey, instead of being a final destination. This means that we have a potential flow that passes through the country, but does not stop. The solution lies in the development of border infrastructure, in the creation of attractions along the main transport corridors and in an active regional policy that turns transit into a stay.
The truth is simple - if we are losing tourists to airlines and transport accessibility, we need to react strategically. This means a state policy to stimulate airlines, support for regional airports, investments in road and rail infrastructure and active coordination with the private sector.
Today, accessibility is equivalent to competitiveness. Tourism starts from the plane, from the highway, from the border crossing. If we cannot provide easy and fast access, neither marketing nor price can compensate for this. And here we come to the same thing again - a strategy and a budget are needed, because without them accessibility remains a good intention, not a real policy.
- In recent years, we have been quite open to markets such as Poland, Romania and the Czech Republic. How are we doing?
- In recent years, progress has indeed been observed in markets such as Poland, Romania and the Czech Republic. They have become some of the most dynamically growing sources of tourists for Bulgaria. This shows that when there is targeted work - in terms of tour operators, charter programs and business activity - the results come. The Polish market has demonstrated serious growth in recent seasons, and the Romanian one has long been among the leaders in terms of the number of visits, especially on the Black Sea coast and in winter resorts.
But we must be aware of one important difference. Some of these markets - especially Romania and the Czech Republic - are strongly car-oriented. Tourists come with their own transport, often for a shorter stay, sometimes even a weekend or 3-4 nights. This is positive in terms of volume, but does not always carry the same economic value as long-term organized holidays from traditional Western European markets.
At the same time, we cannot ignore the fact that over the years we have lost some of the traditional markets such as Germany and Scandinavia. They are distinguished by longer stays and higher average consumption. If we want a sustainable model, we must simultaneously develop new markets and work actively to restore the old ones.
The key to tourism is in two things - price and service. Competition in the region is strong.
Turkey offers an aggressive pricing policy and an extremely high level of all-inclusive service. Greece relies on diversity and a strong image. If we want to retain Polish, Romanian and Czech tourists, we must guarantee competitive prices, but also real quality - maintained infrastructure, professional service, cleanliness, security.
And one more important thing - we should not allow ourselves to be just a transit destination.
A Romanian tourist passing through Bulgaria to Greece is a missed opportunity.
The solution lies in the development of attractions along the transport corridors, in packaging short thematic products - SPA weekends, wine tourism, cultural routes - that will keep the tourist at least 2-3 nights extra.
In summary - there is progress and this is positive. But sustainability will come when we combine the growth of new markets with the recovery of traditional ones, improve the quality of service and create a reason for the tourist to stay longer, and not just pass through the country.
- What type of tourists come to Bulgaria from these countries?
- From markets such as Poland, Romania and the Czech Republic, mainly tourists from the low and medium price segment currently come. This is not a criticism of the markets themselves, but a real picture of the product that Bulgaria is positioning there. Most often, these are families looking for good value for money, preferring package deals, all-inclusive formats or short car trips. For example, the Romanian market is dominated by weekends and short seaside or winter stays, often with their own transport. The Polish market is more organized through tour operators, but is also price-sensitive. The Czechs are traditionally oriented towards mountain and seaside tourism with a moderate budget.
The problem is that in recent years we have gradually lost a significant part of the higher class of tourists - those who stay 10-14 nights, use higher class hotels, spend on gastronomy, SPA, golf, wine tourism and individual experiences. This segment has turned to Greece, Turkey, Italy, Spain, where it receives a more clearly positioned luxury product, a stronger brand and better international connectivity.
The recovery of the high class will not happen quickly. This requires several things at the same time - investments in infrastructure and high-class base, strong international image, direct flights from solvent markets, sustainable quality of service and targeted advertising to this segment. The luxury tourist does not choose a destination only by price, but by prestige, experience and security.
Therefore, we must be realistic – currently the main flow from these countries is low and middle class, which provides volume, but not maximum added value. If we want higher profitability for the sector, we must work in parallel to upgrade the product and gradually return the more solvent tourist. However, this is a long-term process that requires strategy, consistency and a serious budget.
- Our country has resources that far exceed sea tourism, but do we manage to advertise them, to show them in such a way that they become attractive…
- Bulgaria has extremely diverse resources – mineral springs, SPA and balneology, cultural and historical heritage, archaeology, wine regions, mountain and ecotourism, religious routes, festivals. Our potential far exceeds sea tourism.
But the honest answer is – so far we have not managed to position them strongly and consistently enough on the international market.
There is a lack of a comprehensive narrative for Bulgaria as a four-season tourism destination.
We present individual products, but we do not unite them into a clear national concept. Advertising remains fragmented, and often reactive, instead of strategic.
We have the resources, we have the content, we have the history. What we lack is the scale of communication and the budget with which to turn these assets into a recognizable international brand. Until we do so, the sea will continue to dominate, and the remaining potential will remain underdeveloped.
- Bulgaria is among the first countries in Europe in terms of mineral springs, it has seven UNESCO World Heritage sites, etc. How do we advertise them…
- Yes, Bulgaria is indeed among the first countries in Europe in terms of mineral springs and it has seven sites on the UNESCO World Heritage List. We have a thousand-year history, Thracian heritage, monasteries, natural phenomena. But the honest question is – who knows it outside of professional circles?
The reality is that these advantages are not sufficiently told to the international audience. They are present in brochures and presentations, but there is a lack of strong, targeted and constant communication to specific markets and specific audiences. Mineral springs, for example, can be positioned towards the German and Scandinavian markets as health and preventive tourism. UNESCO sites can be targeted at culturally oriented tourists from France, Italy or Japan. But this requires segmented advertising, not a general message “Visit Bulgaria“.
This is where targeted digital advertising comes in – campaigns by interests, age, income, behavior. Video content that shows a real experience, not just photos. Partnerships with international media, travel platforms and influencers who have an audience in specific countries.
The role of embassies is equally important. They can be an active tool for cultural and tourism diplomacy – through exhibitions, presentations, wine tastings, SPA forums, meetings with tour operators and the media. Tourism is not just advertising – it is the image of the state. If embassies work systematically in this direction, the effect can be significant.
The problem is not the lack of resources. The problem is the lack of scale and coordination. We have world-class content, but we do not communicate it with the same scale with which our competitors communicate their advantages.
Therefore, we come back to the budget and strategy. If we want the world to know that we are among the leaders in mineral springs and that we have UNESCO sites, we must invest in a targeted, professional and long-term international campaign. Otherwise, only we will continue to know this.
- Are the words “year-round tourism“ still too much for Bulgaria?
- The words “year-round tourism“ are not too much for Bulgaria – at the concept level, we all say them. However, reality shows that we have not yet reached their full practical implementation. The sector is aware of what this means - product diversification, development of SPA and balneology, cultural and historical routes, wine and gastronomic tourism, congress and sports tourism, mountain and eco routes. We have the resources. We have mineral springs, archaeology, festivals, four clearly defined seasons. The problem is not a lack of potential, but a lack of systematicity and coordination.
Year-round tourism does not happen with a slogan, but with infrastructure, air connectivity outside the summer season, strong advertising of niche products and incentives for businesses to operate 12 months. Investments are needed in congress centers, sports events, SPA complexes, cultural calendars. Education is also needed - trained personnel who can ensure quality year-round.
The good thing is that we are already talking seriously about this. The topic is present in strategic documents, in municipal policies, in professional debate. This is the first step. The next – and more important – are the real actions: budget, coordination between institutions and a clear national strategy.
Year-round tourism is not a dream. It is an opportunity. The question is whether we will move from words to a consistent policy that will turn the potential into a sustainable economic model.
- Is Bulgaria well positioned when we talk about air connectivity. Charters, airports – at what level are we…
- If I have to be honest – in terms of air connectivity, Bulgaria is not at the level it should be. We have the potential, we have a geographical advantage, membership in the EU and already in Schengen, but the real picture shows that we are lagging behind our direct competitors.
Charter programs are still highly seasonal and concentrated mainly in the summer and winter for a few resorts. This means that outside the active months, air access sharply decreases. For comparison - Turkey operates year-round with an aggressive policy towards airlines, subsidizing routes and guaranteeing capacity. Greece has a network of regional airports with intensive traffic and a strong presence of low-cost carriers. In our country, outside of Sofia, air connectivity is limited and often unpredictable.
Another serious issue is the regional airports - Varna, Burgas, Plovdiv, even the potential of Ruse or Stara Zagora. If we want year-round tourism, we must have year-round flights. Without them, we cannot attract either city tourism, congress or high-class visitors.
The topic of private and business aircraft is even more delicate. High-class tourists - those who use private aviation - are looking for fast service, VIP terminals, flexible slots, security and comfort. Currently, the opportunities in our country exist, but they have not been developed as a competitive advantage. Turkey, Greece and Italy are actively working in the segment of luxury and private aviation tourism. If we want to bring back the high-class tourist, we must invest in this infrastructure - modernization of terminals, specialized service, fast procedures.
There are opportunities - our geographical location is strategic, the distances are convenient, and the country is compact. But there is a lack of long-term state policy to stimulate airlines, to expand the route network and to position Bulgaria as an easily accessible destination.
Ultimately, accessibility is competitiveness. If there are more and more convenient flights to Antalya or Thessaloniki from a German or Scandinavian city, the choice becomes easy. That is why I say - much more work can and should be done on the topic. Because without stable air connectivity, neither marketing nor price can compensate for the lack of easy access.
- When we talk about health, cultural, gastronomic, wine and event tourism, where are we?
- When we talk about health, cultural, gastronomic, wine and event tourism, Bulgaria undoubtedly has the resources and in the last year the topic has been much more visible. Serious forums have been held, there is activity in the sector, investments are visible - especially in SPA complexes, boutique hotels, wine cellars, festival formats and regional events. Private business is starting to understand that the future is not only in the mass summer model, but in the added value and the year-round product.
We have over 600 mineral springs, world-class archaeology, wine regions with traditions, a strong culinary identity, a rich cultural heritage and a growing festival calendar. This is a serious foundation.
But the big “but“ remains the lack of a comprehensive national policy. There is no integrated strategy that would unite health tourism with the medical sector, cultural tourism with the Ministry of Culture, wine tourism with agriculture and industry organizations, event tourism with municipal calendars and international advertising. Work is fragmented – at the regional level, at the level of individual entrepreneurs, at the level of initiatives. This slows down the process.
Health and SPA tourism, for example, have enormous potential, but lack a national standard and a clear international positioning campaign. Wine tourism is growing, but there is no coordinated brand strategy “Bulgaria as a wine destination“. Cultural tourism relies on heritage, which is not always well enough exposed and connected in routes. Event tourism happens, but often without international communication and a long-term calendar. That is – there is movement, there is investment, there is desire. But without a clear state framework, budget and coordination between institutions, the process remains slow and partially implemented. Bulgaria has content. The question is when will we turn it into a national product with a clear vision, and not a collection of good but fragmented initiatives.