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A tale of two beaches

Vacationing in Dictatorships: International Tourism in Socialist Romania and Franco's Spain, by Adelina Ștefan

March 29, 2025

5 min read

March 29, 2025

5 min read

Photo by Vlad Bucur on Unsplash.

Dictatorships are not generally renowned for their hospitality—yet sunshine, sand, and surveillance can often make for an unexpectedly popular holiday cocktail.  

In Vacationing in Dictatorships: International Tourism in Socialist Romania and Franco’s Spain, Adelina Ștefan explores how authoritarian regimes cleverly repackaged repression as relaxation, enticing Western tourists hungry for cheap thrills and affordable seaside escapes.  

Her book deftly peels back the glossy propaganda, revealing tourism not as a soft force for democracy, but as an effective tool for authoritarian survival, soaking up foreign currency while polishing international reputations.  

It is a compelling, unsettling reminder that even leisure can serve tyranny’s aims. 

Fascist Spain, communist Romania 

Spain’s transformation into a tourism powerhouse began in the late 1950s. Despite a faltering economy and authoritarian rule, its beaches became magnets for Northern European tourists seeking affordable sun.  

Crucially, Spain’s tourism boom coincided with the rise of charter flights and the easing of border restrictions. Even more significant was the regime’s pragmatism: while Franco remained firmly in control, he delegated tourism strategy to the energetic Manuel Fraga Iribarne.  

Fraga liberalised hotel pricing within limits, reduced red tape, and promoted Spain as a cheap and safe destination—offering Western tourists familiarity, even under dictatorship. 

Romania’s interest in Western tourism took shape later, in the early 1960s. After a 1961 meeting of socialist states in Moscow, Romania aggressively promoted its seaside resorts and mountain destinations to Westerners, primarily for the hard currency they brought.  

The early signs were promising: between 1961 and 1974, the number of Western tourists visiting Romania increased thirtyfold. Yet Romania’s gains remained modest compared to Spain’s—and short-lived. 

What Ștefan exposes so effectively is how timing and state strategy diverged. Spain capitalised on being early to the game, while Romania’s later push faced global headwinds, such as the 1973 oil crisis and stagflation in Western Europe.  

Moreover, Spain’s geographic proximity to wealthier nations gave it an edge over Romania, which was more difficult and costly to reach by car or plane. 

Governance vs. Ideology 

Perhaps the most striking insight from Ștefan’s work is how governance styles—not just ideology—shaped tourism outcomes.  

Spain’s authoritarianism was undeniably repressive, but when it came to tourism, there was space for pragmatism and delegation. The tourism sector was allowed to innovate and adapt, albeit within constraints. 

In contrast, Romania’s tourism strategy became increasingly autocratic under Nicolae Ceaușescu. Early reformers briefly improved coordination and profitability by centralising tourism planning under the national tourism office. But after 1974, when Ceaușescu purged more pragmatic officials in favour of loyalists, economic logic was sacrificed for political control.  

Prices were hiked during economic crises, surveillance of tourist workers increased, and investment in infrastructure was curtailed. Ceaușescu viewed tourism less as a developmental opportunity and more as a hard currency extraction machine. 

The result? Romania priced itself out of competitiveness just as Western tourists were tightening their belts. Elderly and lower-spending visitors became the norm. After a brief peak in 1979, Western tourist numbers crashed in the 1980s and never recovered before the fall of communism. 

Tourism as social catalyst 

Despite their different outcomes, Ștefan demonstrates that tourism catalysed social change in both countries. Contact with foreign tourists exposed locals to alternative lifestyles, consumption habits, and even sexual norms.  

In Spain, where Catholic conservatism had deeply restricted women’s rights and public behaviour, the influx of foreign tourists—especially women—challenged these norms. Employment opportunities in tourism gave women income and independence, and foreign fashion trends sparked cultural change, famously epitomised by the ‘bikini revolution’ in resorts like Benidorm. 

Romania experienced its own form of grassroots cosmopolitanism. Tourism jobs became coveted as gateways to the outside world, especially for rural workers newly urbanised through resort development. Informal economic exchanges—like selling goods to tourists or smuggling currency—allowed some Romanians to sidestep state control.

For many, engaging with tourists was a form of ‘virtual travel’, a way to connect with the West despite the Iron Curtain. 

Ștefan makes a broader point here: authoritarian regimes may have attempted to control how tourism functioned, but the social interactions it enabled often outpaced official intentions. Tourism modernised from below, seeding aspirations and connections that quietly undermined autarkic or puritanical state ideologies. 

After the Curtain 

One of Ștefan’s most sobering findings is that the end of dictatorship didn’t automatically revive tourism in places like Romania.  

In Spain, tourism continued to thrive after Franco’s death, becoming a cornerstone of the country’s democratic economy. In Romania, the collapse of Ceaușescu’s regime did little to halt tourism’s decline. No new hotels were built on the Black Sea coast in the 1990s, and only in 2016 did Romania return to its 1989 visitor numbers.  

Years of underinvestment, poor service standards, and degraded infrastructure had long-lasting effects.  

Ultimately, Vacationing in Dictatorships forces a reconsideration of how we think about Cold War Europe. It wasn’t simply a tale of free market versus command economy. Spain and Romania were both dictatorships, but their divergent tourism trajectories were shaped by timing, openness to pragmatic governance, and global economic currents. 

Ștefan argues that international tourism blurred ideological lines and created unexpected forms of modernisation, interaction, and even resistance. It allowed Romanians and Spaniards alike to experience the world beyond their regimes—not always by traveling abroad, but through the strangers who came to them. 

In doing so, tourism not only reshaped economies but also altered cultures, aspirations, and political imaginations—laying, perhaps, the quiet groundwork for post-dictatorial futures. 


Vacationing in Dictatorships is published by Cornell University Press. It can be read online for free, here. 

Photo by Vlad Bucur on Unsplash.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.