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Josipa Jut Ferlan
Episode · #387

TURIZAM 385 Josipa Jutt Ferlan

Guest Josipa Jut FerlanHosted by Goran RihtarićMay 3, 2026
About this episode
What you'll hear in this conversation

Josipa Jutt Ferlan, who oversees three Hilton properties in Zagreb, has a view of the hospitality industry that extends far beyond her own hotels. She has found herself, after decades in the business, increasingly involved in shaping Croatian tourism at a national level—as president of the Association of Hoteliers, on the Executive Board of the Croatian Employers' Association, and on the Tourist Council. This isn't just a matter of protocol; it's a belief that to truly succeed, one must co-create the environment in which their business operates. She describes a landscape where recovery is slower than initially hoped, but where new, unexpected segments have emerged. The conversation explores how the industry must remain flexible, listening closely to these new trends, from the surprising resilience of sports groups to the unplanned rise of health tourism. You will hear how a leader navigates the tension between long-term strategic influence and the immediate demands of hotel operations, and why persistence in local market engagement is often a long game, not a quick win.

Insights from the conversation
What to take from this episode
01
Josipa Jutt Ferlan's extensive involvement in industry bodies like the Association of Hoteliers and the Tourist Council isn't a distraction from her hotel management role, but a natural progression. After years in the business, she says, you realize you must "co-create our tourism" because influencing positive changes for the entire sector automatically helps your own business.
02
The initial expectation for a quick post-COVID recovery in tourism proved unrealistic, but Jutt Ferlan notes that "everything going in a positive direction is good." True resilience means finding optimism and opportunities to invest in business development even when recovery is slow and incremental, rather than waiting for a full return to previous conditions.
03
During the pandemic, sports groups—from UEFA and FIFA events to various national team preparations—unexpectedly rose to become the primary segment for hotels, replacing classic tourist groups. A crisis often reveals which market segments are most resilient; the lesson is to actively identify and prioritize these new drivers, rather than waiting for old ones to return.
04
Health tourism in Zagreb, particularly dental tourism, "happened practically unplanned," with a significant influx of guests from Italy. Market opportunities can emerge spontaneously, driven by specific value propositions; the challenge is to formalize and strategically support these organic movements, rather than letting them remain ad-hoc.
05
Conferences continue to shift between live and hybrid formats, with new variants like Omicron causing renewed disruptions. The "return to normal" for business events is not a fixed point but a prolonged period of adaptation; hoteliers must embed flexibility and hybrid models as a permanent part of their offering, not a temporary solution.
06
Marketing activities for the local market, like the "Family Lunch" at the Reunion restaurant, require consistent effort, even when attendance varies. "You have to be persistent," Jutt Ferlan says; building a local brand perception is a long game, where consistent presence eventually draws in other business segments like celebrations and events.
07
The Canopy hotel's ground floor is designed as a unified, circular space where the lobby, bar, and restaurant blend seamlessly, reflecting its "Neighborhood oriented" concept. For a hotel to truly integrate with its community, its physical design and operational philosophy must foster a sense of belonging, making the space feel like a natural extension of the local area.
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