From Community Project to National Brand
Handball club Trebjesa Bemax, based in Nikšić, is dedicated to sports activities and has a rich history in this field. The club has been operational for 12 years, having been established on July 13, 2013. Throughout these years, their primary focus has been on fostering a professional, ethical, and inclusive environment that allows members to thrive, whether in sports or other activities they provide.
For Biznis.rs, we spoke with Miloša Perovic, the founder and President of the Club, along with long-serving coaches, who shared insights on their business strategies, the challenges faced during the pandemic, and the significance of the club within the local community.
“We continuously adjust to new challenges and trends by adopting new technologies, innovative training methods, and business models. Moreover, our objective is to positively impact the community through various social projects,” states Miloš Perovic.
Since its inception, the club has progressed through various developmental phases, evolving from a local entity into a recognized name as one of the premier clubs focusing on youth engagement.
“Presently, we enjoy a stable position and a recognizable brand, which stems from a high-quality offering that addresses our members’ specific needs, professionalism in management, and our work with professional teams, in conjunction with social and environmental initiatives,” explains Perović.
He emphasizes that while their main concentration is on sporting activities, the leadership remains committed to education and the promotion of essential sports values, physical health, and cultural enrichment.
“Our members hail from various parts of the city, united by a common passion for sports. Currently, we have over 120 members, including semi-professional athletes competing at the highest levels in their disciplines, enthusiastic amateurs interested in personal growth, budding talents participating in our youth development programs, and families engaged in our initiatives through various social activities, volunteering, or as spectators,” Perović highlights.
Membership is accessible to all ages and skill levels, with programs tailored to meet the needs of both novices and seasoned professionals. We were curious about the recruitment of new members.
“As we continue to evolve, we invest in various strategies to attract new members. Primarily, we focus on social media and digital marketing. By maintaining an active presence on platforms like Facebook, Instagram, and YouTube, and by creating engaging and educational content, we reach potential new members.
In addition, we conduct local promotional activities. We host open days, free trial sessions, seminars, and other events that allow prospective members to familiarize themselves with us before joining. These initiatives frequently draw in individuals interested in becoming club members but unsure if it’s the right fit for them.
Furthermore, member referrals are invaluable. We take pride in the high satisfaction level of our current members, leading to many new joiners through referrals. This word-of-mouth promotion is very effective and builds a strong level of trust.
Moreover, we establish partnerships with schools and organizations.
Perović notes that the club has a considerable number of siblings among its members. This has even positioned them as candidates for a Guinness World Record. Trebjesa Bemax features 16 sibling pairs and two coaching pairs consisting of siblings from Nikšić.
“If we account for sisters, cousins, and other relatives, we might as well rename the club ‘Sister’. Our coaches and players take pride in this familial atmosphere. Since its founding in 2013, the club has nurtured a culture akin to a big family,” the report states.
Perović also underscores that they are often referred to as a family club due to their familial functioning.
Of course, Perović acknowledges that the success of RK Trebjesa Bemax relies on the support of friends, sponsors, fans, and parents who have been instrumental in realizing this season’s objectives for the numerous children, coaches, and other club activists who center their lives around handball and development in the sport.
“We would also like to highlight our collaboration with the municipality of Plužine, our new project supported by the local government aimed at promoting handball among girls in Plužine, and we extend our warm gratitude to them,” adds Perović.
With a total of 14 tournament victories, the club has established itself as a well-known brand across Montenegro.
The accolades are numerous, yet Perović particularly emphasizes the success of the youngest members.
“Our members, especially the youngest, are deserving of praise as they begin their journey in 2014 and younger. They are gaining fundamental handball knowledge within their mini-leagues while developing their competitive spirit during these formative years,” Perović proudly shares.
Additionally, we collaborate with educational institutions, sports organizations, and schools to attract new members. These partnerships enable students, youth groups, and even staff to engage with our activities, availing discounts, special offers, or joint projects.
Fifthly, we conduct events and competitions. Through three international tournaments, we draw audiences who often become part of our community, either as active members or spectators,” explains Perović.
The assessment of the club’s operations, specifically Trebjesa BEMAX, since 2021 has been particularly relevant in light of global challenges like the pandemic and other market influences.
Perović first reflects on the adaptations made during the pandemic, acknowledging that its impact was felt across all societal spheres, including sports organizations.
“Due to restrictions on organizing sports events, revenues from ticket sales and sponsorships significantly declined. Many clubs had to shift to digital platforms to continue engaging audiences through online content and virtual events,” he indicates.
The implementation of testing, vaccinations, and social distancing in the early stages of recovery was vital to resuming activities.
Maintaining financial stability emerged as a critical factor. Clubs had to adjust budgets and find ways to cut costs while seeking new revenue sources.
“During times of crisis, communication with sponsors and partners became essential. Clubs often revisited their contracts, formulating adaptable packages that suited the current conditions, alongside new marketing strategies,” he discloses and adds that there was a focus on organizing donations, humanitarian efforts, or free community programs that helped maintain a positive image and member engagement.
After the most challenging phases of the pandemic, the years 2022 and 2023 were characterized by recovery and growth.
“Clubs began to operate at full capacity again, with increased spectators at matches and higher revenues from ticket sales and sponsorships. This resurgence enabled a return to normal competition and event organization,” he states.
Additionally, many clubs improved their sales channels and launched new products and services, such as online membership options or exclusive fan packages.
“Some clubs identified long-term opportunities for transformation, implementing new technologies and digitizing all business processes, including events, seminars, and educational offerings—aside from sports activities,” Perović comments.
He posits that the club’s business evaluation for 2021 can be considered successful, primarily due to maintaining financial stability through diverse income sources, flexibility in business processes, and rapid adaptation to new circumstances. Enhanced engagement with fans through digital platforms and marketing innovations contribute positively to long-term recovery and growth, emphasizing sustainability and technology.
“In conclusion, the clubs that managed to adapt to the changes have navigated the pandemic’s challenges successfully and are now on a stable growth trajectory, with clear objectives set for the future,” he reveals.
The development of the club—whether in sports, cultural or other organizational realms—depends upon the strategic goals established within a medium to long-term plan. Medium-term goals, spanning three to five years, include solidifying the club’s market position.
“The club should aim to achieve stability within its field. This may involve enhancing its competitive standing, expanding its membership base, or strengthening partnerships. Investing in infrastructure, from sports facilities to a digital presence and administrative resources, is crucial for the club’s growth (the club has a project for a new hall and a necessary plot for a sports complex),” he concludes.
Perović states that the club has been working incessantly to cultivate a recognizable brand to attract more spectators, sponsors, and media attention.
“Developing a sustainable financial model involves diversifying income sources—such as sponsorships, donations, merchandise sales, and ticket sales,” he asserts.
Long-term goals, set for the next five to ten years, aim for the club to achieve competitiveness at the highest levels, both nationally and internationally.
“Building a youth academy, developing young athletes, and integrating talented members into the main club activities is central to our mission. Once established in the domestic market, the next step involves international expansion through participation in global competitions, increasing the number of foreign sponsors, and entering new markets (EHF competitions),” he articulates.
Perović believes the club should lead in adopting new technologies, in terms of both training and engaging fans through innovative marketing strategies. He underscores the critical importance of attracting and retaining talented individuals, whether athletes, coaches, or administrative personnel. The implementation of technological innovations is paramount.
“Utilizing advanced technologies in training processes, performance analysis, and fan engagement through apps, social media, and digital content is essential. We also aim to develop sustainable business models, with a focus on environmental and social responsibility for the club,” he emphasizes.
“I take the greatest pride in all the titles we’ve won in Montenegro, the remarkable careers our children have built, and the number of young athletes representing us,” he concludes.
In the future, we aim to enhance our sports infrastructure, invest in the Sports Academy, and establish a high-quality pipeline from grassroots to collegiate levels.