Case study · tourism
Adventure & Tourism
Real Czech B2B program: outdoor and tourism-branded kits for 12 sites in the Krkonoše, Šumava and Bohemian Paradise regions.
Czech & EU context
Adventure and tourism is one of the fastest-growing segments of the Czech economy. According to CzechTourism and the Czech Statistical Office, domestic inbound tourism revenues exceeded CZK 178 billion in 2024, a year-on-year growth of 9.4%. Domestic tourism is driven by regional operators: Krkonoše (Pec pod Sněžkou, Špindlerův Mlýn, Janské Lázně), Šumava (Lipno nad Vltavou, Železná Ruda, Prášily), Bohemian Paradise (Turnov, Jičín, Hrubá Skála), Moravian Karst, Beskydy and the Adršpach-Teplice rocks. These operators need functional outdoor gear that resists weather, is washable at 40 °C, and carries corporate identity that translates to a wide range of wearers: guides, instructors, rental staff, event participants and loyalty club members.
From a procurement perspective, this is a B2B program where the buyer is rarely the managing director but rather the operations or marketing director of a given site. The brief typically specifies 8–14 products in a collection, multiple sizes, and a combination of decoration methods (embroidery + DTG printing + laser engraving). A specific feature is the need to guarantee functional properties (softshell water resistance, vapour permeability, strap durability) while satisfying the visual identity. Therefore, the program must be planned with sample testing (mock-ups) that the operator evaluates in real terrain before approving serial production.
The program for 12 sites with a total volume of 5,800 units included 9 product types, 6 size variants and 4 decoration types. The budget ranged from CZK 1.8 to 2.4 million excluding VAT, of which 64% was textiles, 18% printing and embroidery services, 12% logistics and 6% VAT at 21%. Invoice maturity was set at 30 days, invoiced in CZK, with the recipient claiming VAT input deduction. The program was completed in 11 weeks from brief approval, with deliveries to all 12 regional sites in a single week.
Operational tactics and steps
Operational procedure followed a five-phase timeline: brief preparation (week 1), sample selection and field testing (weeks 2–3), graphics and Pantone colour approval (week 4), serial production (weeks 5–9), logistics and distribution (weeks 10–11). The brief contained 14 pages of specifications including size tables (S–XXXL), the colour palette (Pantone 19-4052 TCX classic blue + supplementary green 17-5641 TCX), OEKO-TEX Standard 100 requirements for textiles and GOTS for organic blends, and Czech or Slovak labelling requirements under Consumer Protection Act (No. 634/1992 Coll.).
Samples were delivered to three reference sites (Pec pod Sněžkou, Lipno nad Vltavou, Hrubá Skála) and tested in real operations for 14 days. Staff recorded material behaviour during washing at 40 °C, abrasion resistance when worn with a backpack, colour fastness under UV exposure and comfort during long wear. Feedback was captured in a unified form and converted into 7 amendments of the final specification. Among other things, softshell grammage was increased from 280 g/m² to 310 g/m², sleeve length was shortened by 1.5 cm in the women's cut, and an internal drawcord was added to the hood.
Serial production was split into four production batches by site, which minimised the risk of logo confusion and optimised the transport volume. Quality control took place on three levels: incoming inspection of textile semi-finished products (each roll), in-process inspection after embroidery (sampling 10% of units from each batch), and final inspection before packaging (100% of units, checking stitch, logo position, print cleanliness). The supplier kept a protocol for each batch including photographs that were available to the buyer in real time through shared cloud storage.
Product and printing selection
The product collection was designed around five user categories: guides (higher durability requirements), instructors (visual identification), rental staff (practicality), experience program participants (aesthetics) and loyalty club members (exclusivity). The collection included the following products: softshell jacket with high collar and detachable hood (310 g/m², YKK zippers), fleece sweatshirt with anti-pilling finish (280 g/m²), functional long-sleeve T-shirt (180 g/m², quick-dry), outdoor trousers with reinforced knees and seat (ripstop), cap with brim and chin strap, multifunctional scarf (12 wear styles), 25-litre backpack with hydration sleeve, 450 ml thermo mug made of recycled stainless steel, folding knife with carabiner multitool. Each product passed durability tests according to the buyer's internal protocol.
Decoration selection was driven by product type and logo position. Softshell jacket and fleece sweatshirt: flat-stitch embroidery (mid-chest 80 × 50 mm, back logo 200 × 40 mm). T-shirt: DTG print (front 280 × 280 mm, back 380 × 380 mm). Outdoor trousers: small logo embroidery (50 × 30 mm) + laser engraving on button (15 × 15 mm). Cap: embroidered logo + sublimation print on inner band. Scarf: full-surface sublimation print (550 × 550 mm). Backpack: rubber badge + sublimation insert. Thermo mug: laser engraving (30 × 30 mm, 0.3 mm depth). Knife: laser engraving on blade (20 × 8 mm). Totals: 4,200 embroideries, 2,800 DTG prints, 850 sublimation prints, 1,350 laser engravings and 600 sublimation transfers.
All textiles were certified under OEKO-TEX Standard 100 (Class I, suitable for direct skin contact), selected blends (softshell with 37% recycled polyester) were verified under GRS (Global Recycled Standard). Metal components (carabiner, knife) comply with EN 13402 size marking and Directive 2001/95/EC on general product safety. The thermo mug made of recycled stainless steel (90% recycled content, SCS Recycled Content Standard certification) is compliant with LFGB for food contact materials. Paper labels and tags are made from FSC certified paper.
Logistics and VAT / e-Invoicing
Distribution to 12 sites was carried out from the supplier's central warehouse in Prague-Hostivař. The supplier coordinated transport in cooperation with PPL (primary carrier, within 24 hours in Czechia, capacity 50–1,500 kg per shipment) and Zásilkovna (backup network for regional pickup points in mountain areas where PPL terminals are unavailable). Each site received a separate shipment with delivery note, invoice and quality control protocol. Invoices were issued in CZK with 21% VAT, 30-day maturity, and the buyer applied VAT input deduction in the regular monthly tax return.
For B2B buyers, compliance with electronic invoicing requirements was critical. The supplier was able to issue e-Invoices in ISDOC format (standard used in the Czech environment) or UBL 2.1 (international standard). For public sector entities subject to mandatory e-Invoicing under Act No. 360/2014 Coll. (extending from 2026 to selected B2G transactions), the supplier is prepared. If the buyer applies reverse charge (e.g. when purchasing from abroad within the EU), the supplier issued the invoice with the note "tax to be accounted for by the customer" per § 196 of the VAT Act. The supplier is registered in the Czech Republic, VAT payer, identified for VAT purposes in the EU (VAT ID CZ…).
Logistics coordination covered 12 destinations in the Královéhradecký, Liberecký, Jihočeský and Moravskoslezský regions. The most remote site (Špindlerův Mlýn) required special handling: restricted truck access in winter, mandatory vehicle entry registration at the hotel or apartment reception, narrow unloading windows (6:00–9:00 and 16:00–18:00). The supplier scheduled night transport from Prague to Špindlerův Mlýn (180 km, 3 hours) with delivery at 7:30. Six other sites were within Zásilkovna box range (XL box capacity, up to 25 kg), two were in full periphery without a box (Messenger courier service used). Average delivery time from warehouse departure: 1.4 days.
KPI and success measurement
Program success measurement was based on four KPI groups: product quality, schedule adherence, complaint rate and commercial impact on the buyer's brand. Product quality was measured by inspecting 100% of units at the production output. The inspection protocol included: stitch check (minimum 6 stitches per 2.5 cm), logo position (tolerance ±2 mm horizontal and vertical), colour fastness (minimum cycle 4), wash resistance (5 cycles at 40 °C without visible quality degradation). All inspections were documented and stored in a digital archive accessible to the buyer for 7 years (the period required by the Accounting Act).
Schedule adherence was tracked against the production and distribution plan. Planned completion: 11 weeks from brief approval. Actual completion: 11 weeks and 2 days (a 2-day delay caused by unforeseen subcontractor delays in metal components, which was operationally resolved by shifting part of the production to an alternative supplier). In terms of the planned distribution date to sites, there was no delay. The buyer rated adherence to distribution date as critical (sites needed equipment before the start of the main season), other phases were rated as satisfactory.
Complaints were recorded up to 60 days after delivery. During this period, the buyer reported 11 complaints (0.19% of the total 5,800 units): 6 T-shirts with a minor print defect (insufficient white coverage on the dark design), 3 thermo mugs with illegible laser engraving (too shallow), 2 softshell pieces with a loose underarm seam. All complaints were resolved by replacement within 10 working days. The buyer rated the overall quality as "very good, within expectations".
Commercial impact on the brand was measured through an internal questionnaire survey among program participants (n = 320, response rate 64%) and through the buyer's social media (logo views on participant photos, hashtags #mojeadventura, #kratovakrusnohorkami). In the six months following delivery, the buyer's brand recorded a 28% increase in organic reach on Instagram and a 14% increase in experience program bookings compared to the same period the previous year. The attributable merch effect accounted for approximately 6% of the total booking growth (the rest was attributed to a price campaign and the weather).
What it is
Adventure and tourism represents a B2B program focused on functional outdoor equipment for operators of tourism and experience activities. It typically combines textiles (softshell, fleece, functional T-shirt), accessories (backpack, thermo mug, cap, scarf) and specialised gear (multitool, carabiner). The target group consists of guides, instructors, rental personnel and program participants. Key requirements are weather resistance, washability at 40 °C, alignment with the buyer's visual identity and compliance with OEKO-TEX Standard 100 for textiles, GRS for recycled blends and LFGB for food contact materials.
When to use it
An adventure and tourism program pays off when the buyer operates at least 5 regional sites with their own staff, as a unified visual identity across regions strengthens brand recognition and simplifies internal logistics. A suitable purchase volume starts at 3,000 units (with lower volumes, decoration efficiency is limited and unit price is higher). The recommended lead time is 10–12 weeks from brief approval to delivery to all sites. The main season (summer July–September, winter December–March) requires delivery 4 weeks before the season starts.
Specifications
Program specifications include: a product mix of 8–14 product types, a size range S–XXXL (for universal products without sizes), a colour palette based on the buyer's visual identity (typically 2–4 Pantone colours), decoration with ±2 mm tolerance on logo position, minimum stitch density of 6 stitches per 2.5 cm for embroideries, textile grammage ranging from 180–310 g/m² depending on purpose. Mandatory certifications: OEKO-TEX Standard 100 (Class I), GOTS for organic blends, GRS for recycled polyester, LFGB for food contact materials, FSC for paper labels and tags. Recommended certifications: BCI (Better Cotton Initiative) for cotton, bluesign® for technical textiles.
Mistakes to avoid
The most common mistakes in adventure and tourism programs are: (1) a lead time that is too short without a buffer for field testing of samples, (2) underestimating the differences between women's and men's cuts (separate cuts for men and women should be planned), (3) insufficient durability specification (e.g. absence of ripstop requirement for trousers), (4) Pantone colour confusion when selecting a supplier (always verify with a sample, not just a numerical code), (5) absence of Czech-language labelling (Act No. 634/1992 Coll. requires that textiles sold in the Czech Republic have composition, size and care information in Czech), (6) insufficient planning of logistics windows in mountain areas (winter traffic restrictions, narrow unloading windows), (7) absence of a contingency plan for deliveries in case of unforeseen subcontractor delays in metal components.
Briefing process
The briefing process begins with a brief that specifies: target user group, scope of sites, product mix, decoration requirements, colour palette, size range, expected volume, required delivery date, budget and mandatory certifications. After brief approval, supplier selection follows (it is recommended to contact 2–3 qualified suppliers and compare offers), sample presentation, field testing (at least 14 days), approval of graphic files and Pantone colours, serial production, quality control, packaging and distribution. Recommended payment structure: 30% deposit on order, 50% upon completion of production (before dispatch), 20% after acceptance of goods and approval of the inspection protocol. Invoice maturity 30 days, non-cash transfer.
Case example
A specific case study from 2024 involved a buyer operating in 12 regional sites in Krkonoše, Šumava, Bohemian Paradise and Moravia. The buyer ran summer and winter programs: hiking, via ferrata, rafting, ski school, cross-country trails, snowshoeing, orienteering. The program covered 5,800 units in 9 product categories, 4 decoration types and 12 distribution points. Budget CZK 1.8–2.4 million excluding VAT. Maturity 30 days, payment in CZK. Completion 11 weeks from brief approval, delivery to all sites in a single week. Complaints 0.19% of total volume. Commercial impact: 6% increase in experience program bookings in the season following delivery (attributable merch effect).
Regulatory compliance
The program is subject to the following regulations: Act No. 634/1992 Coll. on Consumer Protection (mandatory Czech-language labelling of textiles), Regulation (EU) No. 1007/2011 on textile fibre names, REACH Regulation (EC) No. 1907/2006 (restrictions on chemicals in textile products), Act No. 477/2001 Coll. on Packaging (packaging waste records, mandatory take-back obligation), Regulation (EU) No. 2016/679 (GDPR, protection of personal data of program participants and loyalty club members), Act No. 121/2000 Coll. on Copyright (use of buyer logos and photographs on decorations requires the owner's consent), Act No. 586/1992 Coll. on Income Taxes (tax deductibility of advertising item costs within the statutory limit). It is recommended to verify compliance with current regulations before starting the program, particularly in the area of e-Invoicing and VAT.
Alternative comparison
An alternative to a large B2B program for 12 sites is a phased product rollout in several smaller batches (rolling deployment), which reduces the risk of unsold inventory and allows ongoing optimisation of the assortment. The disadvantage is a higher unit price (approximately 18–25% above a large batch) and higher administrative burden. Another alternative is cooperation with university studios (Faculty of Textile Engineering at TUL, Ladislav Sutnar Faculty of Design and Art) to develop a branded collection, which brings a higher degree of originality but requires a longer lead time (24–36 weeks) and a higher budget. A third alternative is to purchase through the European wholesale distribution network (Stahl, Mehler Texnologies), which provides stable supply but limits custom decoration options. The most suitable option depends on the buyer's specific objectives, timeline and budget.
Lifecycle
The lifecycle of a B2B adventure program includes four phases: (1) Preparation (4–6 weeks): gathering requirements from sites, defining the product mix, supplier selection. (2) Realisation (8–12 weeks): sample selection, field testing, graphics approval, serial production, quality control, distribution. (3) Operation (12–24 months): wearing and using products, ongoing condition checks, planned replacement after 18–24 months (depending on usage intensity). (4) Disposal and recycling: at end of life, products can be returned for recycling through collection points (Sběrné suroviny, REMA, Ekolamp). It is recommended to plan the program as a 24-month cycle, with continuous replacement of 30% of the assortment annually (each year approximately one third of the collection is replaced according to wear intensity and current trends).
Role note
This page describes the general procedure for planning and executing a B2B merch program in the adventure and tourism segment. It does not contain any claim of partnership, official supplier relationship or endorsement by any specific tourist destination, regional organisation or state institution. All data on prices, volumes and timelines are illustrative and based on common commercial frameworks. Specific conditions always depend on the individual brief, selected product and market situation at the time of the order.