Albanian Business Outsourcing

Snapshot of Business Environment — Albania

The tables below provide a snapshot of the business climate in Albania by identifying specific regulations and policies that encourage or discourage investment, productivity, and growth. Key indicators are used to help measure the ease or difficulty of operating a business: starting a business, hiring and firing workers, registering property, getting credit, protecting investors, enforcing contracts, and closing a business. To compare the business climate of Albania with that of other economies, click on the topic name. Regional and high-income OECD averages are provided in each topic for comparison.

Albanian Outsourcing

Variable			Albania	Regional Average	OECD Average
Region			Europe & Central Asia
Income category			Lower middle income
GNI per capita (US$)			1,740	3,047	25,773
Informal economy (% GNI, 2003)			34.1	37.7	16.8
Population (millions)			3.2	n.a.	n.a.

Starting a Business (2004)

The challenges of launching a business in Albania are shown below through four measures: procedures required to establish a business, the associated time and cost, and the minimum capital requirement. Entrepreneurs can expect to go through 11 steps to launch a business over 47 days on average, at a cost equal to 32.2% of gross national income (GNI) per capita. They must deposit at least 41.3% of GNI per capita in a bank to obtain a business registration number, compared with the regional average of 51.8% of GNI and the OECD average of 44.1% of GNI.Albanian Outsourcing

Indicator	Albania	Regional Average	OECD Average
Number of procedures	11	9	6
Time (days)	47	42	25
Cost (% of income per capita)	32.2	15.5	8.0
Min. Capital (% of income per capita)	41.3	51.8	44.1

Hiring and Firing Workers (2004)

The difficulties that employers in Albania face in hiring and firing workers are shown below. Three indices measure how difficult it is to hire a new worker, how rigid the regulations are on working hours, and how difficult it is to dismiss a redundant worker. Conditions covered by the indices include: availability of part-time and fixed-term contracts, working time requirements, minimum wage laws, and minimum conditions of employment. Each index assigns values between 0 and 100, with higher values representing more rigid regulations. The overall Rigidity of Employment Index is an average of the three indices. For Albania, the overall index is 30, compared with the regional average of 41.8 and OECD average of 34.4. Firing costs are calculated on the basis of the number of weeks worth of salary in severance, notification and penalties that must be paid to dismiss a worker.

Indicator	Albania	Regional Average	OECD Average
Difficulty of Hiring Index	11	31.3	26.2
Rigidity of Hours Index	60	51.5	50.0
Difficulty of Firing Index	20	42.3	26.8
Rigidity of Employment Index	30	41.8	34.4
Firing Costs (weeks of wages)	55	38.3	40.4

Registering Property (2004)

The ease with which businesses can secure rights to property is measured below using the following indicators: the number of procedures necessary to transfer a property title from the seller to the buyer, and the time and the costs as a percentage of the property value. In Albania, it takes 47 days to register property, compared with the regional average of 133 and the OECD average of Albanian Outsourcing. Indicator Albania Regional Average OECD Average Number of procedures 7 6 4 Time (days) 47 133 34 Cost (% of property per capita) 3.8 3.1 4.9 Getting Credit (2004) Measures on credit information sharing and the legal rights of borrowers and lenders in Albania are shown below. One set of indicators measures the coverage, scope, quality and accessibility of credit information available through public and private registries. A second set measures how well collateral and bankruptcy laws facilitate lending. It ranges from 0-10, with higher scores indicating that those laws are better designed to expand access to credit. Albania has a score of 9, compared with the regional average of [no data] and OECD average of 5.4. The Credit Information Index measures the scope, access and quality of credit information available through public registries or private bureaus. The index ranges from 0-6, with higher values indicating that more credit information is available from a public registry or private bureau. Albania has a score of 0, compared with the regional average of [no data] and OECD average of 2.0. Indicator Albania Regional Average OECD Average Cost to Create Collateral (% of income per capita) 0.3 .. 7.7 Legal Rights Index 9 .. 5.4 Credit Information Index 0 .. 2.0 Public Credit Registry coverage (borrowers per 1000 capita) 0 .. 6.3 Private Bureau coverage (borrowers per 1000 capita) 0 .. 46.7 Protecting Investors (2004) The degree to which investors are protected through disclosure of ownership and financial information is measured below. The Disclosure Index captures seven ways of enhancing disclosure: information on family; indirect ownership; beneficial ownership; voting agreements between shareholders; audit committees reporting to the reporting to the board of directors; use of external auditors; and public availability of ownership and financial information to current and potential investors. The index varies between 0 and 7, with higher values indicating more disclosure. Albania has a score of 3, compared with the regional score of [no data] and the OECD score of [no data]. Indicator Albania Regional Average OECD Average Disclosure Index 3 .. .. Enforcing Contracts (2004) The ease or difficulty of enforcing commercial contracts in Albania is measured below, using three indicators: the number of procedures counted from the moment the plaintiff files a lawsuit until actual payment, the associated time, and the cost (in court and attorney fees), expressed as a percentage of debt value. In Albania, the cost of enforcing contracts is 28.6, compared with the regional average of 17.7 and the OECD average of 10.8. Indicator Albania Regional Average OECD Average Number of procedures 39 29 19 Time (days) 390 412 229 Cost (% of debt) 28.6 17.7 10.8 Closing a Business (2004) The time and cost required to resolve bankruptcies is shown below. Costs include court costs as well as fees of insolvency practitioners, lawyers, accountants, etc. The Recovery Rate measures the efficiency of foreclosure or bankruptcy procedures, expressed in terms of how many cents on the dollar claimants recover from the insolvent firm. The recovery rate in Albania is 24.6, compared with the regional average of 30.5 and OECD average of 72.1. Indicator Albania Regional Average OECD Average Time (years) 4.0 3.3 1.7 Cost (% of estate) 38 13.1 6.8 Recovery Rate (cents on the dollar) 24.6 30.5 72.1 Cities in Albania |Home| Albania Outsourcing Services |Albania Tourism |Albania Bank |Albania Business Enviorment |Albania Ecomomy |Albania Music |Albania RSS News Feed |Add URL Free |Albanian Web Directory|Tirana |Albanian Outsourcing |Albanian Tours|Albanian Services| |add url free albanian web directory| |albanian tours| |sitemap| |albania| |albania bank| |albania business enviorment| |albania economy| |albania hotel| |albania music| |albania news| |albania online| |albania rss news feed| |albanian business| |albanian tourism| |tirana| |Albanian feed| |Albanian feeds| |find hotels in albania tirana| |famous albanians| |albanian tour guide| |holland vs albania| |add submit site url free albania| |add url albania| |add url free albania| |ahmet zogu| |albanian food| |albanian hotels| |albanian music video| |albanian tourism| |albanian tours| |albania shto faqe| |download albanian music| |enver hoxha| |find hotel tirana| |free albanian music| |gjergj kastrioti| |hotel names albania| |king of the albanians| |mother teresa| |muzik shqiptare| |rogner hotel| |skenderbeu| |submit site albania| |tirana hotel| |tirana restaurants| |albania| |albania bank| |albania business enviorment| |albania economy| |albania music| |albania rss news feed| |tirana|

Albanian Tourism

“Albania - Europe’s last secret!”
“Albania - Yours to discover!”

The potential analyses showed that Albania could use its own resources to the interest of tourism much more than it has actually done.Albanian Outsourcing

The sector strategy describes the strategic concept of tourism development by giving the strategic directions and the development of tourist products in order that Albania be a future tourist destination in the international tourist market for attracting the foreign tourists. The attraction of foreign tourists in Albania will influence for functioning of tourism sector in Albania based on the same principles that the world tourism industry operates, too.Albanian Outsourcing

Referring to the current situation, the existing structure of the hotels in Albania (mainly those of the coastline area) corresponds to that of a capacity with up to 20 rooms. Hotels of this size are not able to work with bigger tourist groups organised in package tours by the western operators. Such hotels capacities match only the demand of individual clients or small-organised groups of tourists.Albanian Outsourcing

The new accommodation capacities recommended to be developed have been calculated to meet the demand of foreign markets (not including the demand of the ethnic Albanians) according to the forecast of the projected overnights as on the desired number of beds per accommodation structure, as well as on the international standards required by these markets. Also, the areas suggested for the development of such capacities fulfil the requirements of tourist segments of international market. Albanian Outsourcing

The demand coming from the domestic and ethnic Albanian tourists (those living outside Albania), will be fulfilled through the existing capacities and other new capacities to be defined further on and develop for affording such a demand.

For this purpose, the directions put forward in this Strategy aim at assuring that Albania highly maximises the sectors potential and grows tourism in a way that is sustainable: culturally, socially, environmentally and economically. Albanian Outsourcing

The tourism strategy will therefore:

·

• • assist the sector to manage growth in a way that ensures long-term sustainability
  • provide ways manage conflicts between increasing tourism growth and environmental, social and cultural values that are important to Albania and its visitors
  • provide the appropriate structure within which industry investment and profitability can be facilitated and maximised (clear responsibilities and cooperation)
  • reduce overlaps and gaps within the sector
  • secure commitment and funding to tourism from central and local government
  • make it easier for operators and investors to do business in the sector
  • provide cohesion to strategic directions and strategies

For this purpose, this strategic concept needs further ongoing and profound discussion amongst tourism officials and programming of the Action Plan by them.

F The Action plan will be completed with the terms of responsibilities, time frames and cost estimates as well as the financing sources.

· F Several topics will develop further, such as detailed description of strategies for tourism target groups like business tourism or national tourism or for selected tourism regions.

· F It is recognised that many of the necessary measures and actions are required to be worked on continuously over several years in order to yield the desired results. It is crucial that the different stakeholders within the tourism sector start working together to generate an implementation process. Changes and development are needed to ensure that quality services and products demanded by the guests are delivered to the benefits of all.

• 1. Pre-Conditions for Albanian Tourism Development

The following pre-conditions are necessary to achieve the objectives and realize the application of the necessary strategies in order to achieve these:

• 1. Principals of Sustainable Albania Tourism Development be accepted on all levels of planning

· Sustainability is a key factor for the tourism development in Albania Tourism. Only an environment-friendly development process shall be the basis for an economically successful tourism development.

• 1. Albanian Basic infrastructure

· The limited infrastructure is a major problem for a quick tourism development in most regions in Albania. The main international Airport in Rinas near Tirana and Durres has to comply with international standards. An additional airport in the South has to be set up for civil use (charter flights) in the future.

· For the international tourism market charter flights will be of utmost importance in the future. An efficient garbage and sewerage system is indispensable to keep the areas clean and attractive and thus ensuring a sustainable development. The handling of construction waste must also be improved. Connecting streets, water and electricity supply are also essential issues.

• 1. Clarification of ownership of land and buildings

· The clarification of ownership of land and buildings must be completed as soon as possible.

• 1. Albanian National and regional tourism law and regulations

· The responsible governmental bodies have to work out a modern tourism law and additional regulations for tourism development.

• 1. Albanian Law enforcement

· The enforcement of the existing law, especially in the field of construction such as regulations, building permissions, pollution is essential for a sustainable tourism development.

• 1. Clear responsibilities for Albanian tourism development on all levels

· Responsibilities for the department of tourism within the ministry and all other Ministries and Institutions touching the field of tourism must be clearly defined.

• 1. Albanian Regional and national stability
  2. Improved statistical information system

· Effective tourism development needs profound information of the development of supply and demand. Therefore an efficient collection and analysis of the necessary data according to international standards must be organised on national, regional and local level.

• 1. Albanian Public / Private Commitment

· The development of the tourism sector must be promoted through the government, particularly in the beginning. Most important is the concentration of the limited resources to few selected areas with the highest tourism potential and the best cost / benefit ratio. Also the private sector will need to commit funding if the potential benefits of tourism are to be achieved. This funding will need more than one year funding cycles and stronger public/private partnerships will be required if government funding is to be leveraged effectively.

1. Albanian Long-term tourism strategy

The strategy will cover a long-term period till 2012, in order to achieve some concrete results. This is considered a long-term period in regard to undertaking the measures and achieving the results.

1. 1. Albanian Policy Statement and Vision 2012

The main macro-economic objectives of the tourism sector development are to:

·

• • generate jobs and income
  • accelerate the economic and social development throughout the country
  • improve the living conditions in Albania
  • initiate economic activities
  • create a positive image of the country internationally as tourism destination
  • increase the revenue of foreign currency and the tax income for the government
  • develop sustainable and environmentally friendly tourism

Tourism holds excellent potential as a catalyst for economic growth and is therefore a key sector at macro-economic level. The industry is labour intensive and a major source of government revenue. There are substantial linkage effects to other sectors like construction, transport, furniture, agriculture, food and souvenir industry.

The vision formulates the desired future of tourism in Albania:

The following vision shows the expected outcome from the tourism in Albania. It has been oriented towards the end of 2012, in order to bring to the present time the expected results, thus expressing the achievement of the objectives outlined in the strategy.

Vision 2012

Albania is recognized as a tourism destination at the Mediterranean coast and has a competitive position in the international tourism market.

The contribution of the tourism sector to the GDP is significant.

Sustainability and awareness for environmental issues are major part of the
tourism development strategy.

In order to fulfil the mission for achieving the above-mentioned vision, the success of this strategy lies on the partnership of the main actors of tourism sector.

The mission of the tourism partners is described as follows:

·

• • Welcome the guests and therefore understand hospitality and high quality of service as the most important elements within the tourism product
  • Protect and even develop actively the environment
  • Support the culture

This mission statement should serve as a guideline and inspiration for measures in this sector. Partners should be assured, that through co-ordination of their individual business strategies towards the mission, the vision would be realized.

Based on the survey and analysing of the country’s tourist potential as well as other factors that influence tourism in Albania, the following types of tourism can be considered the main tourism products of Albania:

• 1. Sun and Beach Tourism
  2. Special Interest Tourism
  3. Urban Tourism / Business and Conference Tourism

There are three guiding principles for the realisation of the strategy:

Albanian Partnerships

· In quickly changing market conditions, partnerships on national and international levels are necessary to be successful in order to be competitive (“cooperate to compete”). These partnerships are beneficial to all stakeholders included.

Quality

· Only by consistently offering the right products of the required value and quality to match the expectations of the target groups, Albania can compete successfully on international markets.

Albanian Human Resources

· The people (employees and entrepreneurs) are making the difference. They are the most precious resource in order to satisfy the demands of the guests. Only well- trained entrepreneurs who are setting up attractive facilities and personnel, that is service-oriented and willing to be held responsible for their actions, will be able to satisfy the growing demands of the national and international guests.

1. 1. Albania Market-related Objectives

1. 1. 1. Qualitative Objectives

• 1. Securing and conserving a long-term development
  2. Marketing and managing a competitive visitor experience
  3. Improvement of the quality of the products and the services
  4. Creating a marketable value for money product
  5. Creating a positive image

1. 1. 1. Albanian Economic Objectives

In the year 2012 tourism activities by national and international visitors have substantially increased. The targets are

·

• • 1,25 million arrivals with overnights
  • 6,4 million overnights
  • US$ 464 million in tourism revenue
  • 100.000 new working places
  • 15% share of international tourism revenue to GDP

The numbers include national and international tourism with overnights. Tourism revenues include direct expenses like accommodation, food and beverages, souvenirs.

The increase of the overnights is not equally spread over the years. The increase will be slow short- and mid-term and higher long-term. Most of the increase of overnights will come long-term from international tourists from western and southern Europe and overseas.

1. 1. Albanian Strategic Directions

• 1. Structuring, organisation and development of the domestic tourism and its products are short- and medium-term priorities. Recent uncontrolled hotel and restaurant buildings will be checked with their compliance with existing laws and regulations. Potential construction sites for larger accommodation facilities are assigned for large investments.

Development

· Short-term important partners for the tourism product improvements are small and medium-sized enterprises (SME).

· Concentration of immediate efforts is on improvement of the tourism product, located in regions with the highest potential for development.

·