TURIZAM 385 Marija Martinović

Guest Marija MartinovićHosted by Goran RihtarićMay 3, 2026

Marija Martinović

About this episode

What you'll hear in this conversation

Maestral Resort and Casino operates year-round in Montenegro’s competitive luxury market, a distinction few independent hotels achieve. It holds a leadership position, not as part of a global chain, but through a deliberate, self-guided approach to its product and market presence. Marija Martinović, the resort’s Director of Sales and Marketing, has been at the forefront of this evolution, witnessing its transformation from a four-star property to a five-star destination. She describes a business built on a continuous drive to be the best, where the effort to *stay* a leader is even greater than the initial climb. The conversation reveals how Maestral maintains premium pricing and cultivates unusual guest loyalty, even through periods of global uncertainty. Readers will walk away with a clearer understanding of how a hotel can define its own value and market position, making strategic choices that defy conventional industry wisdom.

Insights from the conversation

What to take from this episode

Maestral’s upgrade from a four-star to a five-star leader happened without aligning with a global hotel chain. 'We create our product ourselves, we place it on the market ourselves,' Marija Martinović explains. True market leadership isn't always granted by a brand affiliation; it's earned by a relentless, independent effort to define and deliver your product. The work to *maintain* that status is often harder than the initial ascent.

The hotel was initially 'judged as very expensive' for its peak season prices of €350-€550 per room per day. Yet, 'business showed that we were not expensive, but that we had precisely determined our value.' A high price point isn't inherently a problem if it accurately reflects the value delivered. The market, not initial perceptions, ultimately validates whether you've priced your offering correctly.

Maestral sees about 30% repeat guests, many of whom stay for a month or longer — an unusual duration for a 5-star property. These guests 'know what is included in the price' and 'how they will enjoy themselves.' Deep guest loyalty isn't just about repeat bookings; it's about cultivating an experience so clear and valued that guests commit to unusually long stays, understanding precisely what they gain for their investment.

When asked what long-stay guests do for a month, Marija emphasizes creating a 'pleasant, unobtrusive, and neutral' atmosphere, focusing on 'small gestures' and 'attention.' They avoid 'thematic evenings with the same band and the same music every third night.' Sustaining long-term guest satisfaction isn't about constant, programmed entertainment. It's about a subtle, responsive environment where guests feel known and their spontaneous needs are met, allowing them to define their own experience.

During the initial COVID outbreak, Maestral closed for only two months, making a 'very brave decision, with great risk, to remain open.' They committed to strict adherence to all protocols. In a crisis, the decision to maintain operations, even against significant risk and operational hurdles, can distinguish a business. It proves resilience and commitment to both staff and guests, defining the organization's character.

COVID meant 'much more activity than before to achieve the results that were achieved.' They 'encountered closed doors that we had to bypass and go to others,' driven by a local concept of 'inat' (spite/stubbornness). Adversity doesn't just test a business; it can activate a creative, almost defiant drive to find new solutions and markets. This stubborn persistence can lead to unexpected strategic shifts and resilience.

Maestral's revenue management software recognizes them as 'the best in the region' for their 'good sense when to take a concrete action on the market, to set the price, to lower the price, and to react as needed.' Effective pricing isn't about rigid algorithms or always being the cheapest; it's about an agile, almost intuitive response to market dynamics. This allows for bold pricing when appropriate, even if it means being perceived as expensive.

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