Latest news with #Zagreb-based
Associated Press
5 days ago
- Business
- Associated Press
Discovering the Science Behind Volunteering
Mastercard Loaded with microscopes, robots and VR headsets, Croatia's 'STEM on Wheels' mobile lab weaves its way from tiny mountain villages to Adriatic islands, giving kids the hands-on science skills they need to get ahead. From tips on investigating insects to using underwater drones, taking the van on the road gives the nonprofit Association Bioteka's educators a chance to show kids in often under-resourced locations how to apply science to solve problems. Its lively sessions have proven hugely popular, with more than 10,000 kids joining its STEM labs, workshops and camps. But that has left Bioteka President Jelena Likić and her three permanent staff little bandwidth — or opportunity to learn business development skills — to grow the nonprofit. Plans to build a center for STEM and sustainability in the Croatian capital, Zagreb, have repeatedly stalled because of limited capacity and resources. That's why Likić jumped at the chance earlier this year to join Mastercard's Launch for Social Impact Challenge volunteer program, aiming to tap into the company's deep talent pool to help make her STEM center a reality. The challenge is designed to encourage graduates hired for Mastercard's 18-month Launch rotating job program to volunteer their time to help other organizations grow. 'Exactly those skills that Mastercard was offering were the ones we lacked,' says Zagreb-based Likić. 'We have so many world problems that no individual can solve — we have to collaborate.' The Mastercard/Bioteka affiliation is part of a growing shift toward nonprofits building deeper relationships with companies. These partnerships are valuable to both, enabling nonprofits to access critical skills and resources while giving companies an opportunity to connect with communities and gain real-world insight into their challenges. It's also helping companies attract talented staff, as research shows Gen Z is more likely to choose to work for a company that offers them the chance to do pro bono projects where they feel they can make a difference. 'This kind of program goes beyond traditional volunteering,' says Yasmin Mesbah, a senior program manager at Pyxera Global, a nonprofit that designs and delivers cross-sector programs to solve systemic social challenges. 'It's leadership development in action.' Pyxera Global partnered with Mastercard to shape the Launch for Social Impact Challenge into a transformative experience for both employees and communities. 'It's these kinds of experiences that grow globally minded leaders who can navigate complexity and act with agility,' Mesbah adds. Krisztina Varsanyi, who joined Mastercard's Launch program in Budapest last year, was one of about 200 people from across Europe accepted for the challenge. She hoped the experience would give her a chance to make an impact and expand her network. When the monthlong program started in February, Varsanyi threw herself into the activities by leading a five-person team of Launchers, as they're known at the company, tasked with devising a road map for Bioteka to finance, build and launch its STEM center. Slotting the volunteer work around her job as an associate consultant, she found that meeting with Bioteka for feedback on her team's proposal to host events and camps was a hands-on way to build up her project management skills. 'It's changed the way I think of volunteering,' says Varsanyi, 22. 'It's made me realize I can apply my knowledge and technical skills, and volunteer with my brain.' Finding ways to create a collaborative team culture and steer volunteers toward tight deadlines also tested Barbara Kocsó's management skills as the Launcher led another team in building a communications strategy for Bioteka. She found that her previous experience volunteering for HiSchool, a Hungarian NGO that supports high school students in choosing careers, gave her team a head start as they strategized a four-point plan to promote Bioteka's programs and build relationships to support its fundraising. 'It fosters our 'doing well by doing good' company culture,' says Kocsó, 27, who, like Varsanyi, is an associate consultant in Budapest. A few months down the track, Bioteka is already using the ready-to-implement plans drawn up by the Mastercard Launchers to fine-tune its communications strategy and highlight its science and sustainability work. The challenge served as a catalyst, helping Bioteka move closer to launching its STEM center and expanding access to science and sustainability education for more children — especially girls. (A 2024 UNESCO report showed that women made up only 35% of STEM graduates despite comprising more than half of university enrollment.) For both Vasanyi and Kocsó, pulling teams together to resolve complex problems has shown them new ways to approach everyday workplace issues and gotten them hooked on working pro bono. As programs like this expand, they're defining what it means to volunteer — not just offering time but contributing insight, building systems and shaping what inclusive innovation looks like on the ground. 'Volunteering gets us out of the bubble we all live in,' Varsanyi says. 'No matter how small you start, how little you volunteer, it really does make a real-world impact.' Originally published by Mastercard Follow along Mastercard's journey to connect and power an inclusive, digital economy that benefits everyone, everywhere. Visit 3BL Media to see more multimedia and stories from Mastercard
Int'l Business Times
14-05-2025
- Business
- Int'l Business Times
The Bloodhound Group Is Breaking The Cycle Of Ineffective Marketing Spending Through Its Partnership With Promosapiens
Marketing budgets have ballooned, and creative teams are working harder than ever to promote brands. And yet, results often fall flat. But why? That's the question Jim Cobb and his team at The Bloodhound Group (BHG), a brand consultancy firm, have been asking for decades. And it's also the reason behind their strategic partnership with Dalibor (Dado) Šumiga and his Zagreb-based behavioral marketing firm, Promosapiens. The problem isn't creativity. It's a failure to understand how people actually make decisions. More than ninety percent of purchasing decisions are made emotionally, not rationally. Cobb, a longtime advocate for behavioral science in branding, further states, "Most marketing teams are focused on conscious decision-making frameworks. But that's not how we behave in the real world." BHG, a brand strategy firm rooted in business design, sees behavioral and evolutionary psychology as essential to understanding customers. By partnering with Promosapiens, they're helping CMOs and CEOs finally bridge the gap between human behavior and marketing performance. In today's fragmented media landscape, marketers face an overwhelming array of platforms and pressure. The natural response has been to spend more, push harder, and hope for the best. "The industry has been relying on vanity metrics and gut instincts for too long," says Cobb. "You get a beautifully produced ad with a multi-million dollar price tag, and zero analysis of how it actually affects the target audience on an emotional level." Šumiga, founder of Promosapiens, states: "If you're doing the same thing over and over and expecting different results, you're wasting money." Creative teams aren't the problem, Šumiga emphasizes. It's that they're flying blind. "They're creating based on what people say they like, but self-reporting methods are highly unreliable because it's based on conscious thought. People say one thing and do another. Human behavior is predictably irrational, but only when you're able to understand unconscious motivations." The biggest problem that plagues most campaigns: companies invest tens of thousands in testing finished creative work, only to find out it's average at best. "That's not a good business model," Cobb explains. "We want to help clients avoid that by identifying what will resonate emotionally before they waste their budget." Furthermore, as marketing grows noisier, trust in the industry is plummeting. "That's because people feel like everything is an ad thrown at them at all times," he notes. Part of the challenge is that brands often only recognize a problem when it's physical, such as a bad store layout or poor signage. But creative issues are less tangible. You might not even realize you have a problem until after the spending is sunk. "That's why behavioral diagnostics are so powerful," says Šumiga. "You can't fix what you don't measure. And traditional tools don't measure what matters." Through Promosapiens, BHG taps into tools that measure how people feel and behave, not just what they say. One of its tools detects unconscious reactions, which gauges brain activity between emotional and rational centers. The results are far more accurate than standard surveys or focus groups that are answered very consciously, as per Šumiga. One of Promosapiens Tools Measuring Brain Activity Between Emotional and Rational Centers. Bloodhound Group In physical environments, Promosapiens also uses GDPR-compliant eye-tracking and spatial analytics software to map customer movement through spaces like retail stores, airports, museums, and malls. This generates heat maps and "dwell time" insights that reveal what catches attention and what drives purchases. Then comes the optimization phase, testing variables like lighting, scent, and sound to engineer better experiences. "It's not manipulation," Cobb confirms. "It's resonance. You're creating conditions where customers have a better, more intuitive experience, and they reward that with loyalty and conversions." It's not just a matter of improving brand performance; it's about unlocking smarter financial decisions. "CMOs are under enormous pressure to prove ROI," explains Global Brand Strategist of BHG Ann Wilson. "But without behavioral insights, they're making bets, not strategies." Bloodhound Group BHG connects the dots between behavior modification and financial performance. "We don't just make people feel good; we help our clients make better decisions based on deeper insight," says Cobb. In short, BHG makes data actionable. Not by piling on dashboards or chasing click-throughs, but by delivering emotionally intelligent insights that actually predict outcomes. Ultimately, BHG's partnership with Promosapiens offers a different path, one grounded in human truth, scientific rigor, and brand empathy. Cobb states, "We need to stop assuming more exposure equals more engagement. And start asking the real question: Does this make people feel something?" Because at the end of the day, marketing starts with understanding humans better. And with behavioral science on their side, it's a bet these brands will win.
Yahoo
01-04-2025
- Business
- Yahoo
Croatia's Badel 1862 acquires Agrolaguna, Vinarija Novigrad from Fortenova
Croatian alcoholic drinks group Badel 1862, has struck a deal to acquire 100% of shares in local wine, cheese and olive oil maker Agrolaguna and winery Vinarija Novigrad from Fortenova Group. Financial details of the transaction were undisclosed. In a statement, Fortenova said acquiring ownership of Agrolaguna would "strengthen [Badel 1862's ] leadership position in the production of quality and premium wines on the Croatian market'. The transaction is the next step in the business's strategy of developing and extending its operations in the premium alcoholic section, added the Zagreb-based food business. Darko Knez, president of the management board of Badel 1862 said: 'Badel 1862 is the leading Croatian company in the production of spirits and wines, that's why the acquisition of Agrolaguna is a logical step in materialising our development plans and a strong incentive for the additional strengthening of the domestic production. "Having recognised the valuable achievements of Agrolaguna in the past, the high quality of its products as well as the knowledge and commitment of its employees, we believe that together we can open up a new chapter in the development of both companies.' Badel 1862 already owns vineyards and premium wine brands in the Dalmatia region of the country and in continental Croatia. Fortenova said, the step makes Badel the only company in Croatia 'with a portfolio covering all the key wine regions'. The deal also bolsters the business's market position, it said, and adds new opportunities to grow its wine production. Following the deal, Badel will be the 'largest producer of wine grape varieties [in Croatia] with a total of 800 hectares of vineyards and increases its wine production volumes from 2.5m to 6.5m litres.' Fortenova said the move to divest Agrolaguna was part of its strategy to focus on retail and food processing. The subsidiary, it added, is engaged in "agricultural activities", which Fortenova no longer has ties with, following the sale of its agricultural division to Podravka announced last July. Commenting on the latest deal with Badel, Fabris Peruško, CEO of Fortenova said: 'Badel 1862 is a partner that, given their experience in the industry, can secure the further development of Agrolaguna, the strengthening of its market positions and values and the preservation of jobs.' 'Agrolaguna comes with a strong portfolio of brands that preserve the Istrian heritage and traditions, and their global quality has been acknowledged by numerous international and local awards. We believe that this transaction will provide for the development of new products that will additionally promote Croatian brands on the global scene.' Fortenova said that Agrolaguna accounts for less than 1% of the company's operating profits. Following Badel 1862's acquisition of Croatian wine businesses Vinopod Dalmacijavino, in 2024, the business completed a capital increase at the Zagbreb-based Duh u boci (Spirit in a Bottle) distillery. "Croatia's Badel 1862 acquires Agrolaguna, Vinarija Novigrad from Fortenova" was originally created and published by Just Drinks, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Sign in to access your portfolio
The Guardian
01-03-2025
- Business
- The Guardian
Holidays at a one-time Communist luxury beach haven? Yugoslav resort built for Tito to rise from ruins
With its spectacular views over the Adriatic and a half-moon beach, Kupari, near Dubrovnik, was regarded as the Monaco of what was once called the Yugoslav Riviera. In the 1960s, the country's Communist leader, Josip 'Tito' Broz, ordered the building of a vast holiday complex exclusively reserved for members of the military on this hilly stretch of the Dalmatian coast. For the top brass there were individual villas; for the lower ranks, a choice of six hotels, while the foot soldiers were relegated to a camping site surrounded by palm trees and lush greenery. Tito found Kupari so agreeable that he built his-and-hers holiday villas nearby overlooking the Adriatic Sea. where he and his wife, Jovanka, entertained VIP guests including Hollywood stars Richard Burton and Elizabeth Taylor. In the 1990s, when Yugoslavia descended into war, more than a decade after Tito's death and during the battle for Croatian independence, the site was shelled. Today, the hotels, once the height of postwar luxury, are concrete skeletons, strewn with detritus and covered with graffiti. Now, after three decades of neglect, locals are hoping the site will finally be returned to its former glory as part of a €150m five-star development. 'It has been an eyesore for 30 years, so everyone is pleased it will be developed and it will offer local employment,' Marko Dabrović, the architect overseeing the plans, told the Observer during an exclusive visit to the fenced-off site. 'But after 10 years of on, off, stop, start, will it, won't it happen, they are waiting to see if it really does.' Russian investors first approached Zagreb-based architects 3LHD, which Dabrović runs with three partners, to draw up plans for the site 10 years ago, but Russia's 2022 invasion of Ukraine and subsequent sanctions forced the investors to pull out. A Singapore-based consortium working with the Four Seasons hotel group has since taken over the project. In recent years, Kupari's ruins have appealed to off-the-beaten-track tourists who have picked over its deserted rooms or camped in dusty corridors and hallways while composing blogs about the 'bay of abandoned hotels'. In 2022, the biopic Lee, in which Kate Winslet played the second world war photographer Lee Miller, was partly shot at Kupari, made to look like 1945 Normandy. And in March last year, popular YouTuber Mr Beast released a video filmed here called I Survived 7 Days in an Abandoned City which was viewed by more than 2 million people in the first half hour. On a crisp February morning, the Jugo wind that gave Yugoslavia its name gusted through the windows of the Pelegrin Hotel, a trapezoid-shaped building designed by Sarajevan architect David Finci and lauded as a masterpiece when it opened in 1963. Today, it is a concrete carcass: the roof open to the rain, the marble steps smashed or stolen, the furniture gone and the Olympic-size swimming pool full of rubbish. The sea-facing walls are covered in graffiti and pockmarked with shrapnel from artillery attacks by the Yugoslav navy in the 1991-92 siege of Dubrovnik. Campaigners sought – unsuccessfully – to have it listed as a heritage building but Dabrović believes it is beyond repair. 'It was architecturally interesting but even if we could rebuild it – and we cannot – it would not meet modern safety standards,' Dabrović said. Having grown up in Dubrovnik, he remembers the site in its heyday: 'I have fond memories of playing water polo at the Kupari pool when I was 13 or 14. I would come here on a daily basis. There was a lot of military around back then. It was spooky but was still a working holiday resort.' Kupari's historic centrepiece was the Grand Hotel, a palatial-style edifice built in 1923 by a Czech businessman around the kiln of a former brick factory. After Tito came to power as leader for life of the Socialist Federal Republic of Yugoslavia in 1945, the Grand was nationalised and new hotels added along with the presidential couple's villas. Sign up to Observed Analysis and opinion on the week's news and culture brought to you by the best Observer writers after newsletter promotion In 1971, Tito entertained Burton and Taylor at Kupari, to discuss how the actor would be playing him in the second world war film The Battle of Sutjeska. In his diaries, Burton wrote: 'When he [Tito] sits down behind a table he seems most formidable. I'm slightly put out by the nervousness with which the servants serve us all.' He added: 'Both Tito and Madame Broz tell long stories which they don't allow the interpreters to interrupt, result being that by the time the latter have finished one couldn't care less what the story is about … It is as well that I'm not drinking or I might be asking some very awkward questions.' The Pelegrin and other buildings will be demolished but the Grand is subject to a preservation order and will be rebuilt, keeping the original facade. The new development features a 220-bed luxury hotel with terraced wings on one side of the bay and 32 individual villas set into the hillside on the other, which will be sold to private owners and rented back to the hotel. The beach will be reinstated and a small marina added. The site and coastline will be open to the public. Tito's villas, while in desperate need of renovation, remain state property and will not be touched. 'The challenge has been to integrate the new buildings into the landscape. We are building only where there are existing buildings and using local materials,' Dabrović said. In Kupari town, locals are impatient for construction to start. Standing on the roof of the Pelegrin, Dabrović juggled calls from officials threatening to delay building permits, but remained optimistic that the bulldozers parked on the site would soon be at work. 'As architects, it has been very frustrating. Nobody expects to be working on a project for 10 years without a single thing being constructed,' he said. 'Now everyone is just waiting for it to finally happen.'
