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Economy in focus: Serbia

The role of Beijing in Serbia’s economy has been overplayed

May 22, 2024

6 min read

May 22, 2024

6 min read

Photo by Snowscat on Unsplash.

So high were the levels of mutual appreciation that framed the visit of Chinese President Xi Jinping to Serbia earlier this month that at times the official narrative appeared to suggest that the Western Balkans country was about to become China’s 24th province. 

China’s newspaper of record, the People’s Daily, hailed the “ironclad friendship” between the two countries, while in Belgrade, Politika published a letter from President Xi on its front page that referred to Serbia as, “a land of beauty and legends”, as well as the claim that, “last year, China was Serbia’s largest source of foreign investment and its second largest trading partner”. 

While Serbia is unquestionably a “land of beauty and legends”, the second claim is disputable. According to the latest figures by Serbia’s own national investment agency, the countries with the highest stock of FDI in the country are Germany (13.5 per cent), Italy (11.7 per cent), the US (10.9 per cent), and Russia (also 10.9 per cent). China takes only fifth place with 10.5 per cent. 

Furthermore, while China is indeed Serbia’s second largest trading partner, it is way behind (at 12.2 per cent), the European Union—which accounts for well over half of all Serbia’s foreign trade. 

For both Beijing and Belgrade, the highlight of Xi’s visit—timed to coincide with the 25th anniversary of NATO’s bombing of the Chinese Embassy in the Serbian capital—was the announcement of the implementation of a new free trade agreement that will no doubt deepen the economic and political ties between the two countries. 

The free trade deal, however, is not new, having first been agreed last year.  

Steady growth 

Serbia’s economic growth has been steady if unspectacular in recent years. In 2023, the country’s GDP grew by 2.5 per cent, primarily driven by robust performances in agriculture, construction, and a recovery in the energy sector.  

The International Monetary Fund (IMF) projects further acceleration in growth to 3.5 per cent in 2024 and 4.5 per cent in 2025, supported by increases in consumption, investment, and net exports. 

As of 2024, Serbia’s nominal GDP is expected to reach 81.69 billion US dollars, with a GDP per capita of 12,357 US dollars—well behind its EU neighbours Croatia 18,570 US dollars and Romania (15,786 US dollars). 

Serbia’s inflation rate, which spiked at 12.4 per cent in 2023, is projected to moderate to 5.3 per cent in 2024 and further down to 3.5 per cent in 2025. Unemployment remains a concern, although it has been gradually decreasing, standing at nine per cent in the first quarter of 2024. 

Key sectors 

Agriculture remains a vital sector, contributing approximately 6.5 per cent to the GDP and employing 14 per cent of the workforce. Serbia’s diverse climate allows for the cultivation of a variety of crops, including maize, wheat, and fruits such as apples, grapes, and berries. The country has also invested in fruit processing industries, producing brandies, jams, and juices. 

The industrial sector, accounting for about 23 per cent of GDP, includes significant contributions from automotive, food processing, chemicals, base metals, and machinery manufacturing.  

Despite its potential, the sector faces challenges related to modernisation and investment. Industrial production increased by 2.4 per cent in 2023, with manufacturing growing by 0.5 per cent. 

Dominating the Serbian economy however is the services sector, which contributes over 52 per cent to GDP and employs 57 per cent of the workforce. The ICT industry is a standout performer, growing rapidly alongside the tourism sector.  

Indeed, the ICT sector has been instrumental in the country’s economic growth, with consistent expansion and increasing contributions to the country’s GDP. From 2018 to 2022, the sector’s exports of ICT services steadily increased, reaching 2.9 billion euros in 2022.  

This growth is reflected in the rising percentage of ICT exports as a share of GDP, which rose from 2.77 per cent in 2018 to 4.78 per cent in 2022. Similarly, the ICT value added as a percentage of GDP has increased, reaching 5.1 per cent in both 2021 and 2022 from 4.8 per cent in 2018. 

In 2023, Serbia welcomed over 2.1 million foreign tourists, marking a 20 per cent increase from the previous year. 

Political context 

Serbia’s political landscape plays a crucial role in its economic dynamics. As a candidate for European Union membership, Serbia has undertaken significant structural and institutional reforms to align with EU standards.  

These reforms have focused on improving governance, enhancing the business environment, and fostering economic stability. 

The government has also been active in fiscal management, reducing the general government gross debt from 53.5 per cent of GDP in 2022 to an anticipated 49.6 per cent in 2024. However, Serbia continues to face challenges related to political stability, regional tensions, and the need for further economic diversification. 

While EU accession talks continue, its path to membership remains blocked by its failure to agree a final recognition deal with its former province of Kosovo.  

The unresolved status of Kosovo deters some investors who seek stability and predictability, essential for further economic growth. The ongoing political tension also diverts resources and attention from crucial economic reforms and development initiatives.  

Most importantly, however, Belgrade’s EU accession is contingent on normalising relations with Prishtina, and delays in this process stall access to EU funds, markets, and institutional support, ultimately slowing Serbia’s economic progress and integration into the broader European economy. 

Other challenges 

Despite the positive growth trends, Serbia faces several challenges beyond the Kosovo dispute. High inflation rates, although moderating, still pose a threat to economic stability. The country also needs to address structural issues in its labour market, improve productivity, and continue modernising its industrial base. 

The green transition meanwhile presents both opportunities and challenges. Serbia is focusing on increasing renewable energy capacity, improving energy efficiency, and investing in sustainable infrastructure. These initiatives are expected to contribute to long-term economic resilience and environmental sustainability. 

Ultimately, however, Serbia’s economy is on a path of steady growth, supported by diverse sectors, strategic reforms, and increasing foreign investment—albeit some of it from China, which presents its own risks, not the least of which is security. 

While challenges—notably Kosovo—remain, Serbia’s relatively proactive approach to reforms and international partnerships positions it well for future development.  

The continued focus on structural reforms, the knowledge economy, investment in green and digital transitions, and regional integration will be crucial in shaping Serbia’s economic trajectory in the coming years.  

China will undoubtedly have a role to play as long as Serbia’s current president and government remains in office but it would be a mistake to place too much emphasis on Belgrade’s relationship with Beijing. Serbia’s long-term future remains strictly European.

Photo by Snowscat on Unsplash.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst 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.