SAJAMSKI RADIO - Ambienta 3

Guest Ambienta 3May 3, 2026

Ambienta 3

About this episode

What you'll hear in this conversation

Many businesses find themselves navigating distinct market realities, even within closely connected regions. This episode brings together two exhibitors from the Ambienta trade show, Dom Projekt and Robot Idea, both of whom have firsthand experience with this challenge. Dom Projekt, a builder of low-energy prefabricated homes, details the contrast between the Croatian market — where individual family builds dominate — and more mature European markets, where larger, multi-unit modular projects are common and accepted. Meanwhile, Robot Idea, which sells massage chairs and therapeutic devices, underscores the enduring power of physical interaction: for their products, "massage needs to be felt," making trade shows an essential channel for converting curiosity into sales. This conversation offers a practical look at how companies adapt their approach for different markets and the crucial role of direct customer engagement.

Insights from the conversation

What to take from this episode

Dom Projekt builds nine-apartment buildings in Switzerland as "capital projects," but in Croatia, their work largely consists of individual family homes. Market maturity isn't just about demand volume; it's about the scale and complexity of projects the market is ready to absorb. Don't mistake individual interest for institutional readiness.

While prefabricated homes can be built in three months compared to two years for traditional construction, the Croatian media barely covers it. A superior product benefit doesn't guarantee market awareness. If the media isn't telling your story, your best features remain unheard, regardless of their intrinsic value.

Dom Projekt has exhibited at Ambienta for over twenty years, explicitly stating they don't expect to sell anything, but rather to foster networking, spread information, and showcase quality. The most valuable returns from a trade show aren't always direct sales; they are often the unseen benefits of brand building and market presence.

Before the 2010 crisis, Croatian buyers mostly sought 80-150 square meter prefabricated homes, like "an apartment in a building." After the crisis, demand shifted to 300-400 square meter villas for tourism and rental. Economic shifts don't just change purchasing power; they redirect it, opening new markets for existing products if you understand the new use case.

Dražen Vralić from Robot Idea states that "massage needs to be felt" and cannot be effectively conveyed through pictures, brochures, or radio. For experiential products, the physical demonstration is the core of the sales process. If your product's value proposition is sensory, build your sales channels around direct experience, not just information.

Pre-crisis, Robot Idea sold 50 massage chairs at a trade show; post-crisis, it's about 10. A drop in unit sales signals a market shift, not necessarily a failed channel; it means you need to adapt your sales tactics, not abandon the direct engagement.

Robot Idea now offers "up to 12 installments" and up to "30% discounts" at the fair, with 60% of visitors deciding or reserving on the spot. When purchasing power declines, flexible payment options and attractive event-specific pricing become crucial for converting interest into commitment. Make it easier for people to say yes, even if they can't pay full price upfront.

Robot Idea's neck massager specifically targets the "hump" created by excessive computer and mobile phone use, preventing future deformation. The most effective product development often addresses specific, emerging pain points. Rather than broad solutions, focus on tangible, modern problems with clear, preventive benefits.

Robot Idea used to sell in Bosnia and Serbia but stopped after the crisis due to decreased purchasing power, now focusing on Slovenia, Austria, and Italy where purchasing power is higher. Market expansion and contraction should be driven by economic realities, not just geographic proximity. Prioritize markets where customers can actually afford your product, even if it means pulling back from previously served regions.

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