The subsidiary Vladimir Nazor is a part of Zagreb holding d. o. o. and it primarily engages in planning pre-designed one-day or several days trips for children and young people, in its own facilities on the coast and inland. For many years now, the Subsidiary has been operating at a loss because service pricing of the Subsidiary is affected by the City of Zagreb, as the owner of Holding, and the chronic lack of funding for investment maintenance, as well as the growing competition. The main goal of research was to establish if there is a possibility for operating at a profit, which would enable the subsidiary Vladimir Nazor to survive, grow and develop. Given the research limitations, the key data collection sources were statistical, accounting and financial statements on the Subsidiary’s business and business reports of various associations in the field of tourism. A business analysis of external and internal factors was summarized by SWOT analysis. TOWS matrix generated possible strategies, of which two were selected: a) Rental of plots for mobile homes in the camp Veli Jože in Savudrija b) Camps and campsite rest areas in the city of Zagreb The strategies related to great natural wealth and locations at the disposal of camp Veli Jože and new Zagreb camps, open the door wide open to the growth and development of the Subsidiary. The focus of operations placed on new Zagreb camps and the rental of parcels for mobile homes in Savudrija creates a realistic possibility for the Subsidiary, which has been operating at a loss for several years, to become a sustainable part of a Holding Company, which is something that will extend the offer and raise the quality level of tourist services offered, enable new employments and secure profits.