The struggle forrevenue, profitand financial added value, imageand customer added valuein the globaltourism industrytodayis directly manifested in the intense competitionbetween the massall inclusive tourism and theuniqueandindividuallyorientedboutiquetourist product. The leadershipin profittodayis a result of theflexibility, creativity and innovation of thestrategy used, and in the opposition"all inclusivetourism -boutique tourist accommodation" the emphasis making adifferenceis not limited to prices,services, quality and number of tourists only. The essentialdifference consists inthe clash ofstrategies with different philosophyandtarget audiences-diversification,differentiationand costleadershipapplied by theall-inclusive-tourismstrategyas opposed to the strategy offocusing which istypical ofboutique hotelsanddestinations.Despite the differentstrategic approaches, the goal is one and the same -leadershipin terms ofgeneratedprofits.