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Darko Celovec, Matija Belec
Episode · #6

AGROBIZ Darko Celovec, Matija Belec

Guest Darko Celovec, Matija BelecHosted by Miroslav KuskunovićMay 3, 2026
About this episode
What you'll hear in this conversation

Croatian beef producers faced a paradox: high-quality local meat, but no official "Croatian farm" label because they had to import calves. Instead of giving up, the Baby Beef association launched its own brand, a move its president, Darko Celovec, admits he was initially reserved about. What followed wasn't just a marketing success, but a market shift: in one year, their branded beef sales jumped 25%, and for the first time in three decades, the relentless rise of beef imports into Croatia stopped. This conversation with Celovec, president of the Baby Beef Association, and Matija Belec, a young farmer growing his herd, shows how collective action and strategic branding can turn a policy disadvantage into a market advantage. You will hear about the overlooked power of consumer preference for local products, and the stark lessons from a country that failed to prepare its agriculture for the EU market, contrasted with one that thrived.

Insights from the conversation
What to take from this episode
01
The Baby Beef association had to launch its own brand because official "meat from Croatian farms" certification was denied, despite their quality. Sometimes, a regulatory block is the precise catalyst needed to build a stronger, independent brand identity. When official recognition is unavailable, create your own.
02
In its first year of branding, Baby Beef boosted sales by 25% and, for the first time in three decades, stopped the growth of beef imports. A focused domestic brand can shift an entire market, proving that consumer preference for local products can overcome long-established import patterns.
03
Darko Celovec admits he was initially "reserved" about the success of their new brand, but Croatian consumers "recognized the product." Even industry leaders can underestimate the market's latent desire for local, quality products; sometimes, the public is ready to buy before you're fully ready to sell.
04
Matija Belec, a 26-year-old farmer, stresses that "you can't do anything alone" and credits the support from older colleagues and the association. For young entrepreneurs in demanding sectors, the most valuable capital isn't just financial; it's the direct, practical wisdom from a network of experienced peers.
05
Darko Celovec argues Croatia "completely failed" to draw EU rural development funds because it didn't prepare like Poland, which spent three years aligning all stakeholders before entry. Strategic preparation and stakeholder consensus *before* a major market shift are more critical than post-entry adaptation.
06
Baby Beef exports half its 120,000 tons of beef annually, targeting demanding markets like Tuscany, known for its specific "Milanese cut," and Lebanon. Exporting to such precise, high-standard customers is not just about volume; it's a constant external validator of your product's quality and consistency.
07
Baby Beef secured direct agreements with seven retail chains and expanded into four more through a distribution partner, reaching thousands of sales points. When scaling market presence, direct partnerships and distribution agreements are not mutually exclusive; they are complementary paths to wider reach.
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