Tobacco industry is one of the most profitable global industries with the steady increase in global demand for tobacco and tobacco related products. Tobacco industry in Croatia has a centuries-old tradition and tobacco is one of the most important non-food agricultural crops produced in Croatia. Moreover, tobacco industry in Croatia is one of the major revenue sources of the government’s budget. The aim of this paper is to determine whether tobacco industry in Croatia is attractive enough for a new player willing to enter the market. Paper provides brief overview of the tobacco industry and the impact it has on Croatian economy. Furthermore, paper explains how excise duties and product prices changed over time, shows market consolidation and concentration before and after the EU accession, and in detail depicts forces which determine industry’s profitability, i.e. its attractiveness.

The coronavirus situation is causing widespread concern and economic hardship for society, consumers and businesses worldwide. As for entire world, COVD-19 is the most serious challenge to financial institutions in long time. Banks are called upon to manage this new phase with urgency and aptness, to help deflect a worldwide recession. Until recently, majority of banks were focused on empowering both the psychical and digital distribution models. The “new normal” calls for reassessing of priorities and pushes new distribution model where psychical and digital are combined and act as one, with interconnected capabilities. This paper highlights importance of long-term positioning in post covid world, as market forces and customer behavior potentially change coming out of this crisis. In order to manage revenue and customer expectations, new customer-centric and digital based ecosystem should be established, leveraging on the latest technologies, aiming at increasing remote sales and market penetration. Having that in mind, article aims to shed light on key factors important for retail banking success in this “new future”.

Using the data from 73 non-profit basketball clubs from four post-transitional Southeast European countries the article examines the potential causal relationship between 165 variables divided into four groups (organizational environment, strategies, human resource management (HRM), and behavior and feelings of organizational members) and two different aspects of organizational performance, namely competitive-financial and recreational-non-financial. The multiple regression analyses results disclose direct impact of the strategic focus on the organizational performance. The study provides explanation how the importance of different objectives from an aspect of club leadership affect the chances of enhancing the sport clubs performance from both perspectives. Higher performance is achieved by specialized clubs that pursue only one aspect of performance and strive for those goals that positively affect the same performance perspective. On the other hand, the HRM – performance analysis shows that many HRM factors correlate with organizational performance. However, regression analysis did not confirm any significant direct impact, which indicates that this causal relationship is indirect.

Economic environment has changed significantly in recent days due to the COVID19 and measures the governments apply to combat it will inevitably cause the substantial shrinkage of economies due to reduced economic activities on the national as well as global levels. As a result, financial markets have been under great stress because there is no prediction on the size, scope, and duration of this situation. Simultaneously this causes a great uncertainty. It is obvious that financial markets play crucial role in the general good standing of economies because they are serving as a channel through which funds are transferred to and between entities on the market. Financial and monetary systems are a part of the economic system whereby for the latter it is important the former to be as stable as possible. In order this to be achieved or at least risks caused by uncertainty to be reduced both in short-term as well as long-term perspectives a wide scope of traditional as well as modern the financial market regulations have been applied and here we are going to present at least some of them.

The digital strategy presents a framework for digital business transformation and an inevitable requirement for achieving success in a digital world. The pace of change and innovation in digital businesses is not slowing down and today almost no business can ignore its digital aspect but what drives digital transformation is a strategy, not technology. Therefore, the ability to digitally reimagine the business is determined by a clear digital strategy, and the leaders able to implement it in the organization. Inertia is not the solution to uncertainty. Having a clear vision, goals and objectives help organizations to reduce this ambiguity and adapt to an everchanging digital environment. Agile outperforms the traditional approach and new, innovative organizations replace incumbents that do not adapt fast enough in a process known as creative destruction.