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Dražen Bonković
Episode · #706

POSLOVNI ĐIR Dražen Bonković

Guest Dražen BonkovićHosted by Mojdana KoharevićMay 3, 2026
About this episode
What you'll hear in this conversation

Hvar is often pictured as an island paradise, buzzing with summer activity. But for entrepreneurs like Dražen Bonković, who owns the 'Bonaca' restaurant, the real story of doing business unfolds across the entire year, particularly in the quiet off-season. Bonković inherited a legacy, taking over the restaurant his parents established in 1972, and has since navigated two decades of shifting clientele—from high-spending visitors to a younger, more transient crowd. He speaks candidly about the constant struggle to find and train skilled staff, the logistical hurdles of island supply chains, and why, despite these pressures, he continues the family business 'with gusto.' This episode offers a direct look at the specific challenges and enduring commitment required to run a seasonal business in a place most people only experience as a vacation destination.

Insights from the conversation
What to take from this episode
01
Even after a strong pre-season opening earlier than ever, Bonković notes that June's numbers aren't matching last year's, attributing the dip directly to the European football championship. External events, seemingly unrelated to tourism, can shift customer behavior, requiring operators to adjust expectations and strategy.
02
The 'high-paying clientele' Hvar was once known for has given way to a younger demographic, which Bonković observes is excellent for bars and clubs but 'not so much for us restaurants.' A demographic shift in a destination is not a rising tide for all boats; it creates specific winners and losers that require operators to adapt their core offering.
03
The most acute problem isn't just finding workers, but finding *qualified* ones. As local talent seeks opportunities abroad, Bonković relies on imported staff who often 'haven't lived tourism' and require extensive training, turning businesses into de facto academies for foundational industry skills.
04
The definition of good hospitality has changed 'enormously' in the last two decades. Today, a meal demands not just taste but also visual presentation ('must be well-arranged'), generous portions, and staff fluent in multiple languages, making continuous training and menu innovation non-negotiable.
05
The tight labor market means that even after significant investment in recruitment, staff can prove unqualified, unmotivated, or even come 'with some bad intentions.' This constant churn forces businesses into an unending cycle of hiring and training, where every bad fit carries a heavy cost in time and resources.
06
The overwhelming demand for staff means workers can 'dictate a figure' for their salary, with chefs commanding up to €3,000 and waiters €2,000. This power shift forces business owners to decide if they can absorb these high labor costs or face losing talent in an already scarce market.
07
Despite higher procurement costs and complex logistics due to island life, Bonković notes that entrepreneurs like him receive no special state or regional support. Operating in a perceived tourist paradise doesn't guarantee institutional backing; it often comes with unmitigated structural disadvantages.
08
The romantic image of island life quickly dissolves when bad weather cuts off ferry and catamaran connections, stranding supplies and staff. For island businesses, this unpredictable isolation isn't a rare anomaly but a constant operational risk that demands contingency planning.
09
Bonković took over the restaurant his parents opened in 1972, explaining that he was 'raised that way' and approaches the work 'with gusto.' For multi-generational businesses, enduring commitment often stems from a deep-seated family legacy and a genuine love for the craft, enabling them to weather challenges that might otherwise prove insurmountable.
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