Renata Puzić
Episode · #535
TURIZAM 385 Renata Puzić
Guest Renata PuzićHosted by Goran RihtarićMay 3, 2026
Renata Puzić
About this episode
What you'll hear in this conversation
Running a city hotel means navigating constant shifts: from economic cycles to labor shortages, from local competition to global events. Renata Puzić, director of Hotel Academia, offers a grounded perspective on these challenges. Her property opened just before a period of unprecedented disruption, giving her a sharp view of how a hotel not only survives but thrives by identifying its distinct advantages, from its unique location to unexpected guest segments. She shares what it takes to differentiate a property and manage the daily realities of hospitality, offering a clear view of what it takes to succeed in a recovering urban tourism landscape.
Insights from the conversation
What to take from this episode
01
Hotel Academia opened in late 2016, saw 2019 as a strong year, and expected 2020 to be its best ever — only for the pandemic to hit. The guest’s confidence that 2023 will surpass 2019 isn't just optimism; it shows how a property measures recovery, not against a pre-crisis baseline, but against its own best performance.
02
The hotel, a reconstruction of a former shopping center, still gets associated with its previous identity. The guest notes this is 'a kind of marketing.' An unexpected legacy doesn't have to be a burden; it can be reframed into a conversation starter, distinguishing a property from its competitors.
03
Despite being a city hotel, Hotel Academia sees its summer occupancy significantly bolstered by international weddings, often for Croatians living abroad, who 'often fill the entire hotel.' When a primary market segment dips seasonally, a seemingly niche demand can become the most reliable anchor, especially if it brings large group bookings.
04
The hotel's average room size is 34 square meters, with the smallest being 27 square meters, described as 'more than comfortable.' In a competitive city market, physical assets like room size can be a silent differentiator, particularly for business travelers who might otherwise prioritize location alone.
05
Hotel Academia boasts a two-level garage with 168 parking spots, an amenity the guest notes 'few in the center can boast of.' For business hotels, a seemingly mundane amenity like abundant parking can be a primary decision driver, solving a critical pain point that even a prime location cannot.
06
When addressing the labor shortage, the guest states that while wages are a major problem, 'sometimes increasing wages isn't the only solution,' pointing to factors like free days and work atmosphere. In service industries facing labor challenges, the real competition isn't just on salary; it's on the total employee experience, where flexibility and a supportive environment can outweigh purely financial incentives.
07
The hotel actively recruits young people, believing in training them rather than seeking experienced but potentially less adaptable staff. When facing a tight labor market, investing in a 'grow your own' strategy with less experienced but eager talent can be more effective than competing for a shrinking pool of seasoned professionals.
08
The guest points out that many workers leave for seasonal jobs on the coast in May/June and return in October/November, coinciding with the city hotel's quieter periods. This seasonal migration of labor creates a predictable cycle of talent scarcity for city hotels, requiring a proactive strategy to retain staff or manage transient demand.