**5. Conclusions**

In conclusion, it can be argued that the model of customer-based brand equity for a tourism destination proposed by Ruzzier (2010) can be used in a modified form (Figure 1) for the destination of Croatia from the perspective of Czech tourists (referring to RQ 1). In respect of the RQ 2 it can be stated that our modified concept of CBBETD consists of the same dimensions of awareness, image, quality and loyalty.

The model is very useful as it provides Croatia with strategic options to improve its position in the eyes of current and potential tourists. However, the outputs of the factor analyses showed that the only problematic item compared to the original model was the image subdimension, the attributes of which were already modified on the basis of qualitative research in the form of focus groups to reflect the specifics of the destination. Regarding RQ 3, the results of this research showed that the image subdimension is made up of three factors, namely attractions, amenities and ambiance. Thus, the results of this research build on the work of Cooper et al. (2005) who identified six "As" of a destination: attractions, accessibility, amenities, ancillary services, available packages and activities. The variables under the latter mentioned factor of ambience (modern wellness resorts, good shopping facilities, exciting atmosphere, good nightlife and entertainment) scored worse compared to the other variables of the image subdimension, indicating room for improvement in order to increase the brand equity of this destination. Other variables that Croatia as a destination should focus on improving were cleanliness and quality of infrastructure (quality subdimension). Furthermore, it was found that although

respondents expressed high levels of loyalty, there was a lower willingness to visit Croatia even if costs were to increase. This is something that Croatia should be careful about and the increase in costs or prices should be accompanied by an increase in the value offered, so that tourists do not prefer other competitive destinations. A destination brand is a competitive identity that distinguishes a place from others. The destination brand should be the basis for the strategy of all destination management organisations as well as for communication with the public. Thus, the Croatian National Tourist Board can use the results of this research in its concept. quality of infrastructure (quality subdimension). Furthermore, it was found that although respondents expressed high levels of loyalty, there was a lower willingness to visit Croatia even if costs were to increase. This is something that Croatia should be careful about and the increase in costs or prices should be accompanied by an increase in the value offered, so that tourists do not prefer other competitive destinations. A destination brand is a competitive identity that distinguishes a place from others. The destination brand should be the basis for the strategy of all destination management organisations as well as for communication with the public. Thus, the Croatian National Tourist Board can use the results of this research in its concept.

garding RQ 3, the results of this research showed that the image subdimension is made up of three factors, namely attractions, amenities and ambiance. Thus, the results of this research build on the work of Cooper et al. (2005) who identified six "As" of a destination: attractions, accessibility, amenities, ancillary services, available packages and activities. The variables under the latter mentioned factor of ambience (modern wellness resorts, good shopping facilities, exciting atmosphere, good nightlife and entertainment) scored worse compared to the other variables of the image subdimension, indicating room for improvement in order to increase the brand equity of this destination. Other variables that Croatia as a destination should focus on improving were cleanliness and

*Economies* **2021**, *9*, x FOR PEER REVIEW 9 of 13

**Figure 1.** Customer-based brand equity model for Croatia. Source: own processing. **Figure 1.** Customer-based brand equity model for Croatia. Source: own processing.

As noted above, data collection was conducted in the pre-COVID-19 period, so further research should look at how COVID-19 has affected customer-based brand equity. It is likely that tourists' perspectives on different destinations may have changed due to new circumstances, and a new dimension could have been added to the CBBETD model as well, to assess the set conditions for travel in the COVID-19 pandemic. It should also be noted that this model is based on visitor opinion only. A more holistic view of the brand equity of a tourist destination could be provided by a deeper analysis that also takes into account the views of other stakeholders (residents, local businesses and their employees). Furthermore, future research could focus on the relationship of individual factors (attributes) to overall satisfaction, for example by integrating Kano's model (Kano 1984), which would identify those factors (attributes) that contribute most to increasing visitor satisfaction and therefore to increasing visitor loyalty. As noted above, data collection was conducted in the pre-COVID-19 period, so further research should look at how COVID-19 has affected customer-based brand equity. It is likely that tourists' perspectives on different destinations may have changed due to new circumstances, and a new dimension could have been added to the CBBETD model as well, to assess the set conditions for travel in the COVID-19 pandemic. It should also be noted that this model is based on visitor opinion only. A more holistic view of the brand equity of a tourist destination could be provided by a deeper analysis that also takes into account the views of other stakeholders (residents, local businesses and their employees). Furthermore, future research could focus on the relationship of individual factors (attributes) to overall satisfaction, for example by integrating Kano's model (Kano 1984), which would identify those factors (attributes) that contribute most to increasing visitor satisfaction and therefore to increasing visitor loyalty.

**Author Contributions:** Conceptualization, L.C. and J.V.; methodology, L.C.; formal analysis, J.V.; investigation, L.C.; resources, J.V.; data curation, L.C.; writing—original draft preparation, L.C. and J.V.; writing—review and editing, L.C. and J.V.; visualization, L.C. and J.V.; All authors have read and agreed to the published version of the manuscript. **Author Contributions:** Conceptualization, L.C. and J.V.; methodology, L.C.; formal analysis, J.V.; investigation, L.C.; resources, J.V.; data curation, L.C.; writing—original draft preparation, L.C. and J.V.; writing—review and editing, L.C. and J.V.; visualization, L.C. and J.V.; All authors have read and agreed to the published version of the manuscript.

**Funding:** This research received no external funding. **Funding:** This research received no external funding.

**Institutional Review Board Statement:** Not applicable. **Institutional Review Board Statement:** Not applicable.

**Informed Consent Statement:** Not applicable.

**Data Availability Statement:** Not applicable.

**Conflicts of Interest:** The authors declare no conflict of interest.
