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Zlatko Puntijar
Episode · #14

TURIZAM 385 Zlatko Puntijar

Guest Zlatko PuntijarHosted by Sanja PlješaMay 3, 2026
About this episode
What you'll hear in this conversation

Zlatko Puntijar, a veteran of Croatian hospitality and a key figure in its industry associations, offers a stark assessment of the sector: 'the situation in hospitality is a disaster.' As Vice President of the Zagreb Caterers' Association and President of the Caterers' Guild in the Zagreb Chamber of Trades and Crafts, he speaks with direct experience of the daily struggles. He details the escalating challenges from labor shortages to high VAT, pushing businesses to their limits. This conversation cuts through common perceptions about restaurant margins and local produce, revealing the systemic pressures that shape the prices on the menu. Readers will gain an unvarnished perspective on what it takes to run a restaurant in Croatia today, and why the industry often feels it's 'breathing through gills.'

Insights from the conversation
What to take from this episode
01
Zlatko Puntijar's blunt assessment that 'the situation in hospitality is a disaster' immediately reframes the conversation from 'challenges' to a struggle for survival. When operators describe their industry as 'breathing through gills,' it signals a level of systemic distress far beyond what public narratives often acknowledge.
02
Croatia's 25% hospitality VAT, compared to 8-13% in neighboring countries, isn't merely a higher cost for businesses. This significant difference, which Puntijar sarcastically suggests makes other nations 'fools' for their lower rates, makes Croatia's tourism less competitive at a fundamental level.
03
The common criticism of 'high hospitality margins' overlooks the much larger markups seen in other sectors, like the 50-80% discounts regularly advertised by clothing boutiques. Puntijar notes his own restaurant prices remained flat for years even as ingredient costs, like veal, jumped from 60 to 100 kuna. A perceived high margin often masks the true operational expenses and the inability to pass on soaring supplier costs.
04
Customers who readily pay five euros for a tea on an Austrian ski slope will often complain about similar prices in Croatia. Puntijar points out that a coffee on Dubrovnik's Stradun, like an espresso in Venice, naturally commands a higher price than in a less prominent location. Price perception is less about the item's intrinsic cost and more about the experience, location, and perceived value.
05
While Croatian hospitality aims for quality ingredients, the country simply 'doesn't have sufficient quantities of goods' to supply everyone locally. Puntijar highlights that 'domestic' isn't a guarantee of superior quality, especially when new seeds prioritize yield over flavor. The real value lies in older, less productive seeds that deliver authentic taste, rather than merely being grown at home from generic stock.
06
Puntijar sources ingredients from various channels, including local markets and specific butchers, carefully controlling origin. He plans to introduce farmed sea fish from Croatian aquaculture, specifically from areas like Korčula, noting its quality and more favorable price. A pragmatic sourcing strategy involves balancing quality and cost, recognizing that well-managed aquaculture can offer a high-quality, sustainable alternative to increasingly scarce wild-caught options.
07
As seasonal labor from neighboring countries dwindles, Croatian hospitality is increasingly forced to recruit workers from 'much further destinations from various parts of the world.' The intensifying labor crisis demands a globalized recruitment strategy, adding significant complexity and cost, but becoming an essential move for businesses to operate.
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