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Vanja Brundula, Vera Boškovska, Igor Šimunić, Admir Kulin, Milan Cvetković
Episode · #748

BREND FORUM PANEL BREND KONKURENTNOST - Brundula, Boškovska, Šimunić, Kulin, Cvetković

Guest Vanja Brundula, Vera Boškovska, Igor Šimunić, Admir Kulin, Milan CvetkovićHosted by Gordana GelenčerMay 3, 2026
About this episode
What you'll hear in this conversation

What does it mean to build a competitive brand today? For a beverage company, it might be about emotional connection in a market dominated by global giants. For a construction firm, it's about the physical presence of every marked site and the quality of every completed building. For a hospitality group, it’s balancing authenticity across nineteen brands while battling labor shortages with automation. This panel brings together leaders from across these diverse sectors – Igor Šimunić from Pipi Beverages, Vanja Brundula from Vodolim, Milan Cvetković from W Hospitality Group, and Admir Kulin from Kulin World – to challenge conventional wisdom on brand identity. They explore how technology shapes perception, how human capital underpins resilience, and how 'old' businesses can remain relevant and trusted by constantly redefining themselves. You will walk away with a clearer sense of what makes a brand endure, and how to spot the signals of true competitive advantage in any industry.

Insights from the conversation
What to take from this episode
01
Pipi's Igor Šimunić describes the beverage brand as 'somewhere in the middle,' evoking emotion and fostering community without pushing to be the biggest in a market with global giants. Competing with dominant players isn't about out-scaling them, but about carving out a distinct emotional territory and building a loyal community that keeps you 'at the top.'
02
Asked if Ana Sasov 'created' Pipi, Igor Šimunić says no, explaining that Pipi's identity has seen 'volume 2.0' and 'volume 3.0' transformations under different ownership and marketing teams since its 1971 founding. A brand's core product quality can endure, but its public persona and market approach are dynamic constructs, constantly shaped by its custodians over time.
03
For Vodolim, a construction company, Vanja Brundula explains that its brand is communicated through consistent visual identity across all physical assets – vehicles, uniforms, and marked construction sites. In an industry where 'references are our marketing,' the tangible work itself is the strongest form of brand building.
04
Vodolim's growth, Vanja Brundula notes, wasn't solely from local demand but also from Croatia's geopolitical positioning attracting multinational companies seeking 'well-organized medium-sized companies.' External macro factors, like a stable administrative environment, can be a stronger growth engine than local market trends alone.
05
Vodolim survived a 70% revenue drop in 2012 because, as Vanja Brundula says, his parents 'kept the best people,' who are now managers and site leaders. In people-dependent industries like construction, the long-term resilience and success of the company are built on its human capital, not just its assets or projects.
06
Milan Cvetković of W Hospitality Group, managing nineteen brands, balances authenticity with an aggressive pursuit of automation, such as automatic gyro cutters, to counter labor shortages. In competitive hospitality, even authentic experiences must be backed by a relentless focus on operational efficiency to scale and survive.
07
Admir Kulin argues that technology and AI are not impersonal but fundamental to brand building today; they are the primary means for a brand to be noticed and trusted. Even for tangible assets like real estate, a strong digital presence is paramount for inspiring belief in a builder's capabilities.
08
Milan Cvetković of W Hospitality Group, managing nineteen brands within a four-year-old company, highlights the immense challenge of rapid growth in hospitality. Launching many offerings quickly demands patience and a long-term vision over immediate 'star' status.
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