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ANNUAL REPORT 2016 Göteborg & Co Träffpunkt AB and Göteborg Photography: Frida Winter/Göteborg & Co Winter/Göteborg Frida Photography: ANNUAL REPORT 2016 Göteborg & Co Träffpunkt AB and 1 Göteborg & Co Kommunintressent AB CONTENTS A DESTINATION THAT HAS THE COURAGE TO BELIEVE IN THE FUTURE. ............... 4 MAIN STRATEGIES FOR DESTINATION GOTHENBURG ........................................... 6 CONTINUED GROWTH FOR THE TOURISM INDUSTRY ............................................. 8 EASIER ACCESS AND MORE PASSENGERS ............................................................10 EXPLORE YOUR OWN CITY LIKE A TOURIST ...........................................................12 CITY OF TOURISM ...................................................................................................14 CITY OF MEETINGS .................................................................................................18 CITY OF EVENTS .....................................................................................................22 TRADE & INDUSTRY GROUP ...................................................................................28 COMMUNICATION ...................................................................................................32 GOTHENBURG’S 400TH ANNIVERSARY IN 2021......................................................36 ORGANISATION .......................................................................................................40 ANNUAL REPORT FOR GÖTEBORG & CO TRÄFFPUNKT AB ....................................48 ANNUAL REPORT GÖTEBORG & CO KOMMUNINTRESSENT AB .............................62 ANNUAL REPORT GÖTEBORG & CO KOMMUNINTRESSENT AB .............................64 A DESTINATION THAT HAS THE COURAGE TO BELIEVE IN THE FUTURE There are few expressions worse than “it was better in the old days”. In truth this is very rarely the case. The future is almost always better than what we left behind. At the end of last year we had moderately positive expectations. We realised it was unlikely that we would exceed the exceptional results of 2015, when the destination was growing in many ways and new investments in accommodation and attractions gave an extra boost to growth. We now know that destination Gothenburg grew by a The city’s Tourism, Events and Culture cluster includes furth er six per cent in 2016. That’s not bad, considering four of Sweden’s strongest companies in their respective that the rest of Sweden grew by four per cent and global segments. This is a fantastic asset for the destination, and growth was three per cent. We know that there is growth in 2017 we will exploit this advantage by working even beyond our borders, so it is encouraging that the trend we more closely together. have seen over the last two years is continuing. Interna­ There is a strong sense of optimism in the tourism tional guest nights now make up over 30 per cent. industry. This was reflected in the strategic talks on The three segments of tourism, meetings and events are develop ment of the tourism industry that took place in the well balanced and ensure that Gothenburg gets an ideal Gothenburg region during 2016. How do we continue to mix of visitors. 2016 was a particular success for the City of support growth? How can we contribute to building the Meetings. Gothenburg was invited to debates with key con­ sustainable society of the future? What values and oppor­ ference organisers, we were singled out as a global leader tunities can set us apart from other industries? What we in sustainability and we won several bids for big events. do know is that few other industries offer so many employ­ One of the main strategies for the destination that has ment opportunities. been adopted by the City of Events is the shift from im­ These are jobs that are available to many young people. plementer to facilitator. Right now there are many talent­ The tourism industry in the wider sense also contributes ed stakeholders and creatives who need our help to find to our impressions of a city; how attractive it is, not just the right path. We must make it easy to do business with to visit, but more importantly for those of us who live and Gothenburg. And to do this we need to know our own city. work here. This creates content that makes life a little more We need insights and knowledge about the needs of organ­ fun, every day and all year round. isers and how we can make their job easier. It is what makes it so incredibly stimulating to act as a The City of Tourism has shifted its focus from products, collaborative platform for the development of destination to stimulating the development of new reasons to visit the Gothenburg. It is our privilege to work alongside the many region. This means taking advantage of the city’s closeness stakeholders who are helping destination Gothenburg to to nature, inspiring people to discover different sides of continue flourishing and stand strong against the compe­ Gothenburg and building partnerships for the future. The tition. Together, we have set up the challenging objective archipelago is one of our unique assets that is slowly but to double tourism by 2030. In 2017 we will step up dis­ surely developing. cussions about the course we should follow to that goal. Thank you for a fantastic 2016. You have helped us pave the way to an even better 2017. Camilla Nyman, CEO Göteborg & Co Photography: Per Pixel Petersson Pixel Per Photography: 4 5 Photography: Anders Wester/Göteborg & Co Wester/Göteborg Anders Photography: MAIN STRATEGIES FOR DESTINATION GOTHENBURG Gothenburg has developed a strong and successful tourism industry, but there is good potential to further improve the attractiveness of the city and region. Competition is razor sharp, and to achieve growth and development we require a focused strategy, hard work, innovative solutions, proactive investments and constructive cooperation. The goal is that the tourism industry in Gothenburg should continue to build on its international competi tiveness and grow in a rapidly changing world. Developing a new model for collaboration Focusing on sustainability Making Gothenburg a natural choice Moving on from implementation to enabling Collaboration is the key to promoting our destination, Globalisation and improved economic wellbeing lead A country that is attractive to visitors is a country that In order to compete and respond to market require­ and over the years Gothenburg’s model for collab­ to more travel, which has impacts on the environment is easily accessible, and this requires effective infra­ ments we need more stakeholders who contribute to oration has been very successful. Globalisation, new and climate. Thanks in part to clear environmental structure and efficient transport. We will improve development efforts for the destination. One impor­ technology, new legislation and the growing impor­ goals and freedom to roam, Sweden is highly ranked access ibility by stepping up efforts in networks such as tant task is to create opportunities for collaboration. tance of tourism to society mean that we need to de­ as a destination. This is a good starting point and a Go Connect to provide better air links for Gothenburg. We will therefore encourage entrepreneurs, com­ velop and implement a new model. great business opportunity. We intend to adapt and Air travel is just one of several means of transport and panies and organisations to contribute to the develop­ To maximise the effect of our joint activities, implement the city’s sustainability strategy in our we will therefore contribute to the overall development ment of the destination and its offerings. Our role as a council of CEOs has been set up in the Tourism, tourism industry and ensure that it has an impact and of sustainable transport to and from the city. Access­ a destination company will therefore be to manage, Culture and Events cluster, and this, together with is realised in all collaborative projects, agreements and ibility is also about making it easy for potential visitors coordinate and communicate opportunities from the a tourism forum for trade and industry, will provide procurement contracts. We will use existing projects to find and recognise Gothenburg as a destination. perspective of the destination, and to contribute our the new platform for public­private collaboration. to develop and test new ideas so that we can develop We will enhance our digital presence so that visitors expertise. models and formats that can be used by partners in can easily find information about Gothenburg and be the network. drawn to the city. This also applies to visitors with dis­ On the following pages we outline how each business abilities. area and unit has tackled the main strategies in its operations. 6 7 CONTINUED GROWTH FOR bn THE TOURISM INDUSTRY SEK 27 bn 26.7 OTHER COUNTRIES SEK 26 bn bn With one year in hand, the destination has already reached and exceeded almost all the NORWAY, 271,380 (+3%) 25.0 objectives set in the business plan for destination Gothenburg for 2015–2017. In 2016 a SEK 25 bn total of 4,712,978 guest nights were spent in Gothenburg, which is 250,000 above the target SEK 24 bn for 2016, and 100,000 above the target for 2017. It is no coincidence that things are going 1,437,859 UK, 125,376 (+14%) bn bn International guest nights 22.9 well for the tourism industry. Here are a few of the reasons behind this strong growth. SEK 23 bn 22.1 (30% of the total number) bn bn GERMANY, 121,979 (+6%) 21.7 SEK 22 bn 21.5 STRONG APPEAL ECONOMIC REASONS DENMARK, 79,949 (+11%) SEK 21 bn Gothenburg is a fully fledged metropolitan destination
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