Travel and tourism

Travel and tourism is an ecosystem that performs best when stakeholders work together. Norway’s national tourism strategy highlights the need for stronger collaboration between destination companies, municipalities and regional authorities, regulatory bodies and the voluntary sector to drive sustainable development.

The industry must become more sustainable, deliver higher quality, improve profitability and be developed in close collaboration with local communities, so that the positive impacts of tourism are strengthened at a local level.

Many destinations are now placing destination management and sustainable development firmly on the agenda. We have extensive experience working at the intersection of public and private stakeholders, including within travel and tourism. We understand the ecosystem, the decision-making structures and the stakeholders required to achieve outcomes such as increased value creation, stronger local engagement and reduced climate impact.

This enables us to identify key challenges and support destination companies and development organisations in building sustainable destinations. For example, we can support the development of robust governance models, design destination master plans, and provide project support in defined destination development processes.

The tourism industry in Norway experienced strong growth prior to the pandemic and is recognised as an important future industry. The focus going forward is on higher quality, year-round tourism and improved profitability.

A forward-looking development of the industry also creates wider economic benefits, strengthening the attractiveness of places to live and work, as well as contributing to sectors such as retail, food production and others.

At the same time, growing tourism flows increase the need to adapt public services. There is greater pressure on shared public goods such as natural areas, potential impacts on wildlife, increased need for land use planning, and added demand on infrastructure and public transport systems.

National and regional strategies point to the need for stronger collaboration and a more holistic, forward-looking tourism policy. They also emphasise the importance of regional ownership of structured and managed destination development.

As both domestic and international tourism continues to grow, and natural and cultural assets are increasingly used, there is a greater need to integrate destination development into public planning processes.

We have supported a wide range of stakeholders, both public and private, in developing destination strategies and plans. Through these projects, we have built a strong understanding of how the public sector can influence development through its planning and community development role.

For example, we can support impact assessments, analyses and knowledge bases for destinations, adapt municipal planning frameworks to increasing visitor volumes, and develop strategies for effective visitor management.

Norway has several sites on the UNESCO World Heritage List, including both natural and cultural landscapes. This brings a particular responsibility to communicate knowledge and understanding of these assets.

Other cultural heritage sites, cultural environments and our national parks are also valuable sources of knowledge. They can support local development, increase value creation in the tourism industry and contribute to the wider economy.

Local food is high on the wish list of both domestic and international visitors. Norway has strong agricultural traditions and significant potential to increase value creation within this sector.

Guests are becoming increasingly values-driven, and we need to create experiences that truly resonate. The industry can contribute by strengthening storytelling and knowledge-sharing related to world heritage, cultural sites, local food production and national parks. At the same time, it is essential to identify models that ensure long-term economic sustainability.

We have experience working with organisations that manage and communicate world heritage sites, museums, visitor centres and national parks. We have also supported local food producers and networks focused on commercialisation and brand development.

Drawing on our experience in travel and tourism, combined with our insight into organisations managing natural and cultural resources, we support the development of destinations, visitor centres and related experiences. We can play a particularly important role in developing economically sustainable models by bringing a commercial perspective into strategy development.