For the research in this master's thesis were used primary and secondary data. Secondary data were collected from scientific and professional monographs, scientific and professional articles, statistical anniversaries and relevant internet sources mainly from the field of tourism and hotel industry. Descriptive methods of synthesis and analysis, and comparisons, the collected data are systematized into a logical unit with the aim of providing a review of the present knowledge primarily on the current framework and the state of tourism and hotel industry in Croatia and Switzerland. Croatia and Switzerland differ in their natural resources and are expected to develop different types and forms of tourism. With a review of tourism about each country in particular, this claim can only be confirmed. Differences can be seen in the basic features of countries such as the fact that the Croatian country is located on the sea, whose characteristics are seasonality, tourist product "sun and sea" and tourists coming within the family, while Switzerland is a mountain country which has no outlet to the sea, yet in a tourist sense it is an interesting land whose characteristics are mountain tourism, and there is no such expressed seasonality as Croatia. When we talk about hotel industry in general in Croatia and Switzerland, there are not many differences. The differences are more visible in the markets where hotels operate, given the already mentioned differences in tourist features. Due to seasonality, hotels in Croatia are not a facility that can work full capacity throughout the year, while Switzerland is more visited in the winter, although seasonality is not as expressed as in Croatia. Thus, hotels in Switzerland are not being closed for a certain part of the year due to a reduction in the arrivals, but are the ones that work all year round. The focuses of this master’s thesis are family hotels. Family hotels are part of a family business, and their characteristic is that “the owners, or their families, run the whole business. Limiting development factor in this type of hotel is family size so these hotels are usually smaller objects.” 229 The primary data were collected using an interview reminder as an instrument that was conducted online in September 2018. It was sent to the official email addresses of Hotel Mediteran in Zadar Croatia and Hotel Ambassador in Lucerne in Switzerland. These data lead to the answer to the research question: “Is there a difference in the management of a hotel between Croatia and Switzerland?” Interview questions were set so that the management from each hotel could provide information on how they manage the hotel, and by comparing these interviews, similarities and differences could be determined. As a limitation of the research there is possible no interest or reduced interest in the management of the hotels for cooperation, and thus the difficulty of finding an adequate hotel that will serve as a substitute for research. As a limitation of the research, there can also be to the author unknown elements that are incomparable or unacceptable in this case study. The limitation is also that some questions from online interviews may be unclear, and the examiner cannot explain all the details that are not clear because it is not present when answering questions. From the comparison of the responses to the interview by the hotel managers of Hotel Mediteran and Hotel Ambassador we conclude that there are not too many differences in the management of family hotels in Croatia and Switzerland. Both hotels are inherited, directors have the required degree of education, and are working on constant training through continuous attendance at conferences, fairs and seminars related to hotel industry and tourism topics. They also have similar accommodation capacity .Hotel Mediteran has 30 rooms, while Ambassador has 31 rooms. Hotels locations are different. Hotel Mediteran is located outside the city, but the location is still good considering the vicinity of the city's beaches. Hotel Ambassador is located in the city center. The directors stated that the location had an impact on the occupancy of accommodation capacities. The hotel managements do not use social networks to a great extent, but state that they plan to increase activity on social networks in the future. They use more or less of the same channels throughout they receive reservations, with Hotel Mediteran having better ratings on all pages. Directors interpret in different ways what is important for a successful hotel business. According to Mr. Ćoza, the basis for the successful functioning of the hotel is the education of staff, and as a bad side of his job, he mentioned unpredictability in business and related issues in the long-term planning of free time and working hours. The good side is the dynamics of work and working with people. Mr. Zehnder's opinion of what was important to the successful business of the hotel was a brief message: “Passion for your occupation. Do what you enjoy.” 230 This answer is, in fact, represents the motto of work that enjoyment at work is the foundation for success. Hotels operate throughout the all year, and there is a difference in the number of guests inside and outside the season. Mr. Ćoza explains this as a lack of flights in that period, while Mr. Zehnder considers seasonal deviations to be based on demand. The hotels have a la carte restaurants offering typical dishes of Croatian and Swiss cuisine, but we note that more information is available about the Restaurant Lapin as it is possible to read Menu and Wine Offerings on their website. Among the additional facilities Hotel Mediteran offers an outdoor swimming pool, which can sometimes be crucial when guests book a hotel. As far as price and price policy is concerned, both directors have confirmed that they are adjusting to the market situation and that there is no upper or lower limit above or below which one should not go. Naturally, prices of competing objects are of course an important factor in determining the price. The average stay of guests at Hotel Mediteran is 1.9 days, and in Hotel Ambassador 1.72 days, where we can also notice similarity in guests staying in selected hotels. The number of tourist nights in both countries is decreasing, regardless of the growth of tourist arrivals. The length of tourist travel is reduced because of the fact that people have less and less free time and shorter vacations throughout the year. In these shorter holidays, people are eager to visit and see as many tourist destinations and attractions, and they stay in a particular tourist destination just long enough to experience the most famous tourist attractions. The number of employees is also not something that the hotels Mediteran and Ambassador differ. The Hotel Ambassador and the Hotel De la Paix together have 70 rooms and employ 50 employees, while the Hotel Mediteran has 30 rooms and employs 14 employees. When considering the number of rooms and the number of employees, we come to the conclusion that the ratio of employees and the number of rooms is the same, so both hotels employ an equal number of workers in view of their needs. When finding employees, both hotels use techniques such as interviewing potential employees, and have certain criteria that are important to employing them. Employees are employed throughout the all year; they do not hire seasonal workers. From both directors' interviews, we can conclude that both have problems with finding quality workforce. This research is not representative because only two family hotels are interviewed and their business is not necessarily mapped to the business of every family hotel in Croatia or Switzerland. There are no significant differences in the hotel business itself. The differences are more reflected in the markets where hotels operate and the tourist attractions of the countries.