Quality over quantity
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Trading up in Transylvania

Romania's quest to shed its bargain-basement image

July 16, 2024

8 min read

July 16, 2024

8 min read

Arguably Romania’s best-known attraction, Bran Castle remains, nearly 700 years after it was first built, a proud, majestic sentinel on the border of Transylvania and Wallachia (two of the three historic principalities which make up the modern country of Romania). 

Perched atop a dramatic cliff, the fortress boasts a storied history almost always laced with tales of Vlad the Impaler—the inspiration for Bram Stoker’s Dracula. There’s little evidence that Vlad ever made great use of the castle, and Stoker never set foot in Transylvania, but at night, its walls and towers lit up with cinema-set precision, it certainly looks the part. If any castle in the world was home to Dracula, then this was it.

Romania has never been afraid of cashing in on the Dracula legend, and at Bran, it shows. Over the past half century a booming tourism industry has flourished along the mountain pass that links Transylvania and Wallachia either side of the castle. A seemingly endless chain of pensions and hotels, many of questionable design entirely out of keeping with their surroundings, lines the road from Rucar in the south to Râșnov in the north.  

A single carriageway road hardly copes with the number of vehicles permanently scuttling up and down, creating an endless traffic jam that when combined with the incongruous roadside constructions further fades the splendour and grandeur of what was once perhaps the most majestic spot in all Romania. Only the castle itself, quite literally, manages to rise above the morass below. 

Bran Castle. It certainly looks the part

Bran is a microcosm of the problems facing tourism not just in Romania but throughout Central and Eastern Europe. The overdevelopment of Bansko ski resort in Bulgaria, or the seafront at Batumi in Georgia, are just two other (of many) negative examples of loose planning laws and a culture of ‘stock ‘em high, sell ‘em cheap’ combining to spoil what made these places attractive to visitors in the first place. 

It is a culture that is fed by a constant stream of articles in the global press luring tourists with the promise of ‘budget-friendly’ (the polite term for ‘cheap’) adventures, food, and drink, as if the low price of beer is reason alone to visit a region, city, or country. 

Equally depressingly, many countries in Central and Eastern Europe have done little to shed this image as ‘low-cost’ destinations. Some have openly embraced it. It is, perhaps, a lingering relic of pre-1989 times when these nations, all under communist regimes, focused on attracting travellers primarily through affordability.  

Back then, the travel industry in these countries was built on offering budget accommodation and low-cost (and usually poor quality) services to western European tourists seeking inexpensive holidays.  

This legacy has been hard to shake off, as decades of promoting low-cost tourism have deeply ingrained this image in the global consciousness. The challenge now is for these countries to rebrand themselves, shifting the focus from cheap prices to unique, high-quality experiences that highlight their rich cultural heritage, stunning natural landscapes, and growing capabilities in delivering premium services. 

Value-rich experiences 

Indeed, as the travel and tourism sector evolves, so too must the region. The narrative of ‘cheap’ travel is becoming outdated (in many places it is now simply wrong) meaning that it’s high time for CEE to reposition itself as a hub of premium, value-rich experiences.  

This shift is not just necessary but essential for sustainable growth and alignment with global travel trends. Owners of places such as Matca, hidden away in the hills around nine kilometres from Bran Castle, understand this. 

Open just a few months, Matca, which last week became part of the Relais & Châteaux association of individually owned and operated luxury hotels and restaurants, is—we must hope—the future of tourism in the region.

Foregoing the temptation to build yet another eyesore, Matca’s investors—who are Romanians—instead created accommodation in beautifully converted farmhouses complemented by a central building that hosts a stunning spa and a restaurant whose menu respects local traditions and makes use of local ingredients; all with a contemporary twist.  

One of the converted farmhouses at Matca

Matca offers a glimpse of Romania as it once was, but also a portal to its future. The views, in every direction, are unspoilt by development, a reminder that this was once grazing land and little else. We can but hope that it will not for long be the exception, but the rule.

As the world becomes smaller and the horizons of travellers expand, moving up the value chain and offering exclusive experiences (Matca can even arrange private tours of Bran Castle) is arguably the only way for the tourism industry throughout Central and Eastern Europe to remain sustainable. 

A fragile model 

Indeed, it’s a hypothesis that holds true for the region’s entire economy and not just for travel and tourism. Several studies confirm it; notably a major 2023 report from the Vienna Institute for International Economic Studies (wiiw) which advocates for a new growth model for the region given that the ‘extended workbench’ (read: ‘cheap labour’) template that has been successful until now has reached its limits. 

Mass tourism, characterised by low-cost travel packages and large crowds, is no different. It has led to various problems globally, including environmental degradation, cultural erosion, and overcrowded attractions.  

In Central and Eastern Europe, even large cities such as Prague, Budapest, and Dubrovnik have witnessed the negative impacts firsthand. The influx of budget-conscious tourists attracted by those promises of cheap beer has strained local infrastructure, angered locals, and has led to the creation of a tourism model that is unsustainable and benefits neither the local population nor the environment. 

The Covid-19 pandemic further underscored the fragility of relying on mass tourism. As travel halted, many CEE destinations faced economic hardships, revealing the need for a more resilient and diversified tourism strategy. 

New Prague? No thanks 

Brașov, a medieval city 30 kilometres northeast of Bran, has never relied on mass tourism, which partly explains its enduring appeal. Aside from a couple of modernist aberrations and a kitsch and unnecessary Hollywood-style sign on the Tâmpa Mountain that overlooks the city, Brașov – its medieval quarters at least – remains charming and rewarding of long strolls along streets that in part remain cobbled, lined with hidden courtyards, shops, cafes and restaurants. 

The opening of an airport last year has nevertheless raised some fears of an unwanted invasion of the wrong kind of tourist. “We really don’t want to become the next Prague,” one local tour guide tells me. But if any city in Romania is well-prepared to fend off an incoming invasion, Brașov is it. The many fortified churches in the surrounding area did just that for centuries. 

Brașov, seen from the rooftop pool of the Radisson Blu Aurum

More recently, strict rules on the development of the city’s old town have largely prevented the appearance of ugly, cheap hotels, an approach that has gently nurtured the creation of a market geared towards a more affluent and conscientious traveler willing to pay a premium for unique and responsible travel experiences. 

The Radisson Blu Aurum, at the entrance to Brașov’s old town, is evidence of that – a modern hotel whose design is at once contemporary and unintrusive. A rooftop swimming pool offers enviable views of the city and the mountains beyond. 

One of these is home to Poiana Brașov, Romania’s leading ski resort which has become a year-round destination for active types thanks to the development of an extensive network of mountain biking trails. There’s also hiking for those months of the year when the snow is absent. 

Poiana Brașov is arguably another example of Romania getting tourism broadly right. Almost the definitive template for cheap and (not always) cheerful mass tourism before 1989, development of the resort over the past three decades has focused on quality over quantity. Only a handful of big hotels have been built, almost all at the upper end of the market. 

Bradul Hotel, Poiana Brașov

Instead, money has been poured into renovating existing hotels, such as the Sport (one of the oldest in the resort) and its neighbour, the Bradul. Both played host to cheap package tourists in the not-so-distant past – today they offer accommodation, food, and a spa experience in keeping with their magnificent setting at the foot of a mountain covered in fragrant pine trees. 

An old template becomes the new 

Once the template for mass tourism, Poiana Brașov (though not perfect – some of its après ski bars can be very loud during the ski season, lift queues long at weekends, and some locals grumble that prices have become too high) is arguably now an example of a new template for a new era of travel in Central and Eastern Europe 

By moving up the value chain, the region can offer richer, more sustainable travel experiences that attract a higher-spending, discerning clientele. This transformation requires strategic investments in infrastructure, services, and marketing, along with a commitment to sustainability and authenticity.  

It also needs travel writers to end, once and for all, their obsession with ‘cheap’ and ‘low-cost’ destinations. The future of travel belongs to those who can adapt and innovate. For Central and Eastern Europe, the time is now to create a new narrative and set the stage for a vibrant, sustainable tourism industry that will stand the test of time. 

From Matca above Bran to Poiana Brașov, a small corner of Transylvania is doing just that. 

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.