In this interview for The Region, CEO Prokopije Perić discusses the company’s strategic direction, its focus on distribution and innovation, and how a commitment to people and technology is shaping its path forward.
Plus d.o.o. has positioned itself as a leading importer and distributor of fast-moving consumer goods in Montenegro. What core strategies have contributed to your success in these sectors?
Our success is built on three fundamental pillars: careful brand selection, efficient distribution, and continuous investment in technology and human resources. From the very beginning, we’ve followed the principle of offering only high-quality, reliable products from globally recognised companies that share our vision for innovation and trust. This selective approach has allowed us to stand out from the competition and become synonymous with quality and consistency.
Another key factor is our robust distribution network. We continually optimise logistics to ensure our products are available throughout Montenegro, regardless of seasonal fluctuations or geographic challenges. We’ve invested in warehouse modernisation and transport capacities, which allows us to respond to market demands quickly and efficiently.
Equally important is our focus on people and technology. Digitalising business processes and implementing modern software solutions helps us analyse market trends more effectively, while ongoing employee training contributes to team motivation and development. We believe that a stable and skilled team is essential for long-term success, and we actively encourage innovation and proactivity through various internal programmes.
In recent years, you’ve expanded your portfolio through partnerships with renowned brands like JTI, L’Oréal, Essity and Hausbrandt. How have these partnerships impacted your market position and product offering?
Partnering with globally recognised brands has been one of our most significant achievements in the past decade. Collaborations with JTI, L’Oréal, and Hausbrandt have not only broadened our product portfolio but also solidified our position as a leader in FMCG distribution. These brands bring high standards and consumer recognition, both of which have contributed to our growth and stability.
These strategic partnerships have also helped us improve our internal operations. By adopting new standards in logistics, marketing, and sales, we’ve boosted our efficiency and strengthened relationships with both retail and wholesale partners. Additionally, we’ve gained deeper insights into consumer behaviour, allowing us to better adapt our offerings to market demand.
Another important element is brand management. We actively support the promotion of the products we distribute, tailoring communications to local preferences and needs. This not only enhances sales and distribution but also positions us as a strategic brand-building partner in the Montenegrin market.
The Montenegrin market is unique, catering to both local consumers and a growing number of tourists. How does Plus d.o.o. adapt its distribution and marketing strategies to serve such diverse needs?
Montenegro’s market dynamic is truly unique—relying heavily on seasonal tourism alongside local consumption. That’s why we’ve developed a flexible and responsive approach that allows us to cater to various consumer habits.
On the distribution side, product availability at the right time and place is crucial. During the summer months, when consumption peaks due to tourism, we adapt our logistics and increase stock levels in key tourist hubs. In the winter, we shift our focus to the needs of local residents, streamlining distribution channels to ensure a stable supply nationwide.
In terms of marketing, we apply a multichannel strategy. Traditional marketing—such as promotional campaigns and collaboration with retail chains—remains important, but we’re investing increasingly in digital marketing and direct consumer engagement. We track global trends and utilise social media, targeted campaigns, and influencer partnerships to strengthen our brand presence.
We also pay close attention to consumer preferences, which vary greatly between locals and tourists. Locals tend to buy familiar, everyday products, while tourists are more inclined toward impulse purchases and trying new items. This data-driven approach enables us to maximise seasonal potential while ensuring consistency throughout the year.
