1.8 Wonderful Copenhagen
The case study presents Wonderful Copenhagen's strategy for sustainable tourism and how it contributes to the UN SDGs while addressing sustainability from a triple bottom-line approach.
The case study presents Wonderful Copenhagen's strategy for sustainable tourism and how it contributes to the UN SDGs while addressing sustainability from a triple bottom-line approach.
Through this case study, you'll be able to understand how the DMO’s strategy can serve as a guide to act responsibly and develop the destination sustainably when aligned with certification methods.
Through this case study, you'll be able to understand how the DMO’s strategy can serve as a guide to act responsibly and develop the destination sustainably when aligned with certification methods.
Through this case study, you'll be able to understand how the DMO’s strategy can serve as a guide to act responsibly and develop the destination sustainably when aligned with certification methods.
Back in 2018, Wonderful Copenhagen launched the capital's first strategy for sustainable tourism under the name: Tourism for Good. The strategy's name refers to the fact that tourism both locally and globally is growing and will continue to do so in the future. Thus, the strategy outlines the scope for what Wonderful Copenhagen can and will do to develop the destination when sustainable growth is the only relevant kind of growth.
The strategy addresses sustainable tourism from an environmental, social and economic approach and at the same time contributes directly to the fulfilment of the 17 UN Development Goals.
The DMO has identified that it cannot create the desired change alone, which calls for partnerships and co-creation to define how to operate and help bring the tourism industry onto the journey of sustainable transition. Thus, the strategy is a starting point and an invitation - both to join them, and for others to invite Wonderful Copenhagen to support their efforts.
They have identified that the strategy is relevant to anyone involved in the tourism development of Greater Copenhagen, and it specifically reaches out to attractions, hotels, conference organisers and venues, cruise companies, transport and tour operators, the public sector, industry organisations, NGOs, universities and others with an interest in the tourism value chains.
Lastly, they highlight that as the journey towards sustainable tourism is a joint effort and because the world is in constant change, the strategy has been under continuous development since its launch and is to be considered a work-in-progress.
The goal is not fewer visitors, but that they make broader use of the destination. If the destination is developed to be used in a broader way, travellers will get a richer experience which in turn is likely to result in higher visitor satisfaction.
In order to achieve the above mentioned, Wonderful Copenhagen intends to involve tourism organisations and DMOs, attractions, transport and tour operators, local authorities, sleeping facilities, urban planners, architects and civil society. They will tackle this from two different perspectives:
This supports SDGs 8 - Decent work & economic growth, 9 - Industry, innovation & infrastructure, and 11 - Sustainable cities & communities.
If tourism consumption and behaviour are managed responsibly, we will lower the negative environmental, social and economic impacts of tourism. The choices available to visitors will be largely responsible ones. The visitor’s perception of the quality of the destination will improve and thereby the likelihood that the visitor will recommend the destination to others.
In order to achieve the above mentioned, Wonderful Copenhagen intends to involve tourism organisations and DMOs, industry organisations, hotels and conference centres, certification systems, local authorities, transport and tour operators. They will tackle this from three different perspectives:
These support SDGs 6 - Clean water & sanitation, 7 - affordable & clean energy, 11 - Sustainable cities & communities, 12 - Responsible consumption & production, and 14 - Life below water.
Without information, it is impossible to know how to make the biggest sustainable impact. Without measurements, it is impossible to know whether it is worth the effort.Without bringing that knowledge into partnerships, we will find it impossible to create sustainable change that is bigger than ourselves. Thus, Wonderful Copenhagen will foster informed partnerships and will achieve this by approaching the issue from three different perspectives:
By means of achieving the above mentioned, Wonderful Copenhagen intends to involve tourism organisations, universities and scientific communities, PCOs, national and international NGOs, hotels and conference centres, local authorities and industry organisations.
This supports SDGs 11 - Sustainable cities & communities, 12 - Responsible consumption & production, and 17 - Partnerships for the goals.
By taking substantial sustainability considerations in its own operations and managing the work in a professional manner, Wonderful Copenhagen may be seen as a sustainability role model which others may choose to follow. They will approach this from three different angles:
By means of achieving the above mentioned, the DMO intends to involve the DMO's suppliers and certification systems.
This supports SDGs 6 - Clean water & sanitation, 7 - affordable & clean energy, and 12 - Responsible consumption & production.
If you want, you can take a look at an overview of the Tourism for Good strategy and its accomplishments by the year 2021 in the documents below. 👀👇
Through this case study, you'll be able to understand how the DMO’s strategy can serve as a guide to act responsibly and develop the destination sustainably when aligned with certification methods.
Through this case study, you'll be able to understand how the DMO’s strategy can serve as a guide to act responsibly and develop the destination sustainably when aligned with certification methods.
Back in 2018, Wonderful Copenhagen launched the capital's first strategy for sustainable tourism under the name: Tourism for Good. The strategy's name refers to the fact that tourism both locally and globally is growing and will continue to do so in the future. Thus, the strategy outlines the scope for what Wonderful Copenhagen can and will do to develop the destination when sustainable growth is the only relevant kind of growth.
The strategy addresses sustainable tourism from an environmental, social and economic approach and at the same time contributes directly to the fulfilment of the 17 UN Development Goals.
The DMO has identified that it cannot create the desired change alone, which calls for partnerships and co-creation to define how to operate and help bring the tourism industry onto the journey of sustainable transition. Thus, the strategy is a starting point and an invitation - both to join them, and for others to invite Wonderful Copenhagen to support their efforts.
They have identified that the strategy is relevant to anyone involved in the tourism development of Greater Copenhagen, and it specifically reaches out to attractions, hotels, conference organisers and venues, cruise companies, transport and tour operators, the public sector, industry organisations, NGOs, universities and others with an interest in the tourism value chains.
Lastly, they highlight that as the journey towards sustainable tourism is a joint effort and because the world is in constant change, the strategy has been under continuous development since its launch and is to be considered a work-in-progress.
The goal is not fewer visitors, but that they make broader use of the destination. If the destination is developed to be used in a broader way, travellers will get a richer experience which in turn is likely to result in higher visitor satisfaction.
In order to achieve the above mentioned, Wonderful Copenhagen intends to involve tourism organisations and DMOs, attractions, transport and tour operators, local authorities, sleeping facilities, urban planners, architects and civil society. They will tackle this from two different perspectives:
This supports SDGs 8 - Decent work & economic growth, 9 - Industry, innovation & infrastructure, and 11 - Sustainable cities & communities.
If tourism consumption and behaviour are managed responsibly, we will lower the negative environmental, social and economic impacts of tourism. The choices available to visitors will be largely responsible ones. The visitor’s perception of the quality of the destination will improve and thereby the likelihood that the visitor will recommend the destination to others.
In order to achieve the above mentioned, Wonderful Copenhagen intends to involve tourism organisations and DMOs, industry organisations, hotels and conference centres, certification systems, local authorities, transport and tour operators. They will tackle this from three different perspectives:
These support SDGs 6 - Clean water & sanitation, 7 - affordable & clean energy, 11 - Sustainable cities & communities, 12 - Responsible consumption & production, and 14 - Life below water.
Without information, it is impossible to know how to make the biggest sustainable impact. Without measurements, it is impossible to know whether it is worth the effort.Without bringing that knowledge into partnerships, we will find it impossible to create sustainable change that is bigger than ourselves. Thus, Wonderful Copenhagen will foster informed partnerships and will achieve this by approaching the issue from three different perspectives:
By means of achieving the above mentioned, Wonderful Copenhagen intends to involve tourism organisations, universities and scientific communities, PCOs, national and international NGOs, hotels and conference centres, local authorities and industry organisations.
This supports SDGs 11 - Sustainable cities & communities, 12 - Responsible consumption & production, and 17 - Partnerships for the goals.
By taking substantial sustainability considerations in its own operations and managing the work in a professional manner, Wonderful Copenhagen may be seen as a sustainability role model which others may choose to follow. They will approach this from three different angles:
By means of achieving the above mentioned, the DMO intends to involve the DMO's suppliers and certification systems.
This supports SDGs 6 - Clean water & sanitation, 7 - affordable & clean energy, and 12 - Responsible consumption & production.
If you want, you can take a look at an overview of the Tourism for Good strategy and its accomplishments by the year 2021 in the documents below. 👀👇
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