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The shrinking accession premium

Early evidence suggests the prospect of EU accession is no longer the driver of FDI it once was

November 28, 2025

8 min read

November 28, 2025

8 min read

Photo: Dreamstime.

Foreign direct investment (FDI) remains a key link between the Western Balkans and the European Union. Recent trends, however, show differentiated responses to accession-related milestones across the region.

Serbia and North Macedonia display some features consistent with negotiation-stage patterns seen in earlier enlargements. Albania and Montenegro show different patterns. Bosnia and Herzegovina and Kosovo record increasing inflows consistent with the early stages of previous EU enlargements.

The EU remains the region’s main investor, although closer integration seems to not automatically translate into stronger or more diversified FDI. Compared with earlier CEE enlargements, accession signals in the region coincide with more varied and less pronounced investment responses.

These dynamics are visible in differences in inflow levels, sectoral composition, and sensitivity to EU-related milestones.

Uneven gains

FDI trends across the Western Balkans indicate widening differences in how economies respond to EU accession signals. Serbia—and, more recently, North Macedonia—has experienced clearer credibility effects, with inflows rising as EU integration advanced, particularly into tradable sectors.

Albania and Montenegro, by contrast, recorded higher inflows prior to obtaining candidate status or opening negotiations than in subsequent years, with investment often concentrated in real estate and financial activities. Bosnia and Herzegovina and Kosovo have seen modest or numerically significant increases following EU-related steps, though structural effects remain limited where inflows are dominated by diaspora-linked real estate rather than export-oriented investment.

For the period from 2008–13, before it achieved candidate status, FDI inflows in Albania averaged 9.1 per cent of GDP. After 2014, they averaged 7.5 per cent, easing to 6.9 per cent over 2022–24. Investment remains concentrated in finance, insurance, and real estate, with real estate representing the largest share of inflows in 2024.

In Montenegro, FDI before candidate status (2008–11), averaged 22.3 per cent of GDP, peaking at 37.3 per cent in 2009. After accession negotiations began in 2012, inflows have averaged 10.6 per cent (2012–24), reaching 7.4 per cent of GDP in 2024. Real estate, as in Albania, accounted for a significant share.  

Following candidate status in 2005 FDI inflows to North Macedonia peaked at 8.8 per cent of GDP in 2007 before stabilising at around four per cent on average. Since 2022, they have increased to an average of 5.7 per cent, reaching seven per cent in 2024.

Serbia achieved candidate status in 2012 and saw FDI inflows rise steadily thereafter. Between 2014 and 2024, accession negotiations coincided with inflows increasing from 4.1 per cent (in 2024) to 7.9 per cent of GDP (in 2019). Investment continues to target manufacturing and other tradable sectors. In 2024, FDI inflows reached 5.6 per cent of GDP and fully financed the current-account deficit.

Before applying for candidate status in 2016, inflows in Bosnia and Herzegovina averaged 2.4 per cent of GDP (2008-15). From 2016 till 2024, they rose modestly to 2.9 per cent on average, reaching 3.5 per cent in 2022 (the year in which candidate status was granted) and four per cent in 2024, including a notable contribution to external-deficit financing.

FDI averaged 5.7 per cent of GDP in Kosovo from 2008 to 2021. Following its 2022 EU membership application, inflows averaged 8.3 per cent from 2022–24. In 2024, 93.5 per cent of FDI was directed to real estate—largely diaspora-driven—with financial and insurance activities also significant. Such a major concentration in these sectors indicates limited impact on export capacity.

FDI integration with the EU

The EU remains the Western Balkans’ principal source of foreign direct investment, despite gradual diversification in recent years. Across all six economies, EU countries account for the majority of FDI stocks and a substantial share of annual inflows.

Albania maintains a high level of integration with the EU, which accounted for 54.1 per cent of its FDI stock in 2024 (54.4 per cent in 2023). North Macedonia has consolidated its EU investment base, with 44 per cent of FDI inflows and 67 per cent of total FDI stock in 2024 coming from EU-27 countries.

Bosnia and Herzegovina shows similarly strong patterns, with roughly two-thirds of total FDI stock originating from EU countries. In Kosovo, EU-linked investment has deepened: the EU’s share of FDI stock increased to 43.8 per cent in 2024, up from 34.6 per cent in 2019 and 42 per cent in 2023. Inflows from Germany (19.4 per cent) and Switzerland (18.7 per cent) highlight continued reliance on diaspora-related channels.

In Serbia, EU integration remains significant: the EU accounted for 37.6 per cent of FDI inflows in 2024. At the same time, China’s share—now close to one-third of total inflows—indicates an emerging dual investment orientation. Montenegro also remains closely tied to the EU. In 2024, 28 per cent of FDI inflows originated from EU member states, ahead of inflows from Serbia, Russia, and Türkiye.

Compared with earlier enlargement rounds, today’s Western Balkans display a more muted investment response to accession milestones.

The CEE benchmark: When accession still moved markets

The enlargement of the EU in the 2000s marked a period when investors responded strongly to EU accession signals. Evidence from the new member states suggests that accession—and accompanying reforms—was associated with substantial increases in FDI, higher stocks per capita, and gains in exports and productivity. Prior research also indicates that deeper integration steps, particularly the opening of accession negotiations, were associated with larger inflows than earlier stages. Even early signals, such as the publication of accession timetables, coincided with rising investment as markets anticipated future regulatory stability and institutional convergence.

Across Bulgaria, Romania, and Croatia, EU accession steps corresponded with a broadly recognisable sequence in FDI developments. Application for membership coincided with modest increases in inflows, while candidate status reinforced this trend in Bulgaria and Romania, though not in Croatia given its higher initial levels of FDI inflows. In 1999, for example, Bulgaria’s inflows rose to six per cent of GDP—nearly triple the pre-application period average—while Romania’s reached 2.9 per cent. Croatia saw no further increase during this stage, reflecting its higher baseline and sectoral structure.

The most pronounced increases appeared during accession negotiations, however. Between 2000 and 2006, Bulgaria averaged FDI of 11 per cent of GDP (peaking at 22.9 per cent in 2006), Romania averaged five per cent (with a high of nine per cent in 2006), and Croatia maintained around 4.8 per cent during its 2005–12 negotiation period, with peaks of seven–eight per cent.

Across the Western Balkans, FDI developments associated with EU accession vary. Serbia and North Macedonia—both in the negotiation phase—display partial similarities to the negotiation-stage patterns seen in earlier enlargement cases. Albania and Montenegro, which are progressing through opening clusters and closing chapters, exhibit dynamics that differ from the earlier CEE sequence. Bosnia and Herzegovina and Kosovo, which remain at candidate and application stages respectively, show increasing trends in FDI inflows more comparable to the early stages of previous enlargements.

Accession progress and investment implications

Accession progress in the Western Balkans varies, and investors appear to reflect these differences in their assessments. Montenegro and Albania have maintained relatively steady reform trajectories. Montenegro closed four negotiation chapters in the past year and could conclude negotiations by 2026 if the current momentum continues. Albania has opened all six clusters—including the final one in November—and is advancing reforms in justice, governance, and the fight against organised crime. Such developments generally signal improving regulatory stability and clearer long-term institutional direction.

Elsewhere, reforms have proceeded more slowly. Serbia faces ongoing concerns related to corruption, accountability, and civic-space pressures. North Macedonia remains broadly aligned with EU priorities but has slowed progress in rule-of-law, administrative, and governance reforms. In Bosnia and Herzegovina, political fragmentation—particularly developments in Republika Srpska and the collapse of the ruling coalition—has constrained reform implementation. Kosovo maintains strong public support for EU integration, but post-election delays this year have affected reform timelines.

Cross-country evidence from earlier enlargements shows that improvements in institutional quality, regulatory frameworks, governance, and business freedoms were closely associated with the large FDI inflows recorded by the new member states. In these cases, much of the investment response reflected reforms undertaken before and after accession rather than formal milestones themselves.

Restoring the accession premium

The Western Balkans remain closely integrated with the European economy, although the investment dynamics associated with accession have evolved over time. The premium once observed around the opening of accession negotiations appears less evident in recent years. Serbia and North Macedonia continue to display some elements of the earlier pattern, while elsewhere investor assessments seem more influenced by domestic political developments, governance conditions, and the sectoral composition of inflows.

The European Commission’s 2025 Enlargement Package seeks to sustain momentum in the accession process. The package highlights that enlargement remains high on the EU agenda and emphasises the relevance of progress in democracy, the rule of law, and fundamental rights for both the pace of accession and the economic opportunities that follow, including strategic investment and deeper access to the Single Market.

The previous experience Bulgaria and Romania suggests that FDI peaks the year before states become full members. With the exception of Montenegro and possibly Albania, it could be several years before we find out if the same is true for the Western Balkans.


Note: FDI inflows as a share of GDP and other FDI related data are sourced from the World Bank, UNCTAD and from the European Commission’s 2025 country reports, released on November 4, 2025. as part of the Commission’s annual enlargement package. 

Photo: Dreamstime.

Etleva Gjonça

Etleva Gjonça

Etleva Gjonça, PhD, is senior research 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.

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