Introduction
THE TOURISM CO-OPERATIVEINTRODUCTION
PREFACE
Together we can achieve more! The first five years of VisitSydsjælland-Møn – the joint destination management organisation (DMO) for Næstved, Vordingborg, Faxe and Stevns municipalities – have demonstrated this, and the four owner municipalities are proud of the progress and the community that has been created.
With the Tourism Co-operative, we are now setting a renewed and strengthened direction for this destination community, in a challenging time of upheaval marked by a global and local pandemic and great uncertainty, where community is more important than ever.
As South Zealand and Møn’s joint DMO, we have a responsibility to create cohesion, action and direction within a strategic platform that is constantly updated and always up for discussion – and where agility and adaptability is a goal in itself. Of course, we do not have all the answers about what the future holds, but we have vision and hopes for the community and collaboration that will take us forward.
Community is, in the true sense of the word, something we create together. The same is true of destination development. We hope you will welcome this strategy and help set the common course towards a strengthened and more sustainable Destination South Coast of Denmark.
VISMISSION
The Mission: We are VisitSydsjælland-Møn (VISM). We work towards sustainable tourism for the benefit of South Zealand and Møn in terms of employment, wellbeing, quality of life and settlement.
TOGETHER WE ARE STRONGER
The Tourism Co-operation is illustrated by four circles, each representing a part of the co-operative.
THE TOURISM CO-OPERATIVE IS THE VISION
The Tourism Co-operative is the vision to become the most creative and attractive destination in Denmark and the wish for South Zealand and Møn to be the strongest coastal and nature destination.
VISMANTRA
As a destination management organisation, we put our visible signature on all the collaborations and projects we participate in by taking responsibility and thinking outside the box about tourism. We want to make a difference and are not motivated by simply producing tourist brochures and handing them out at travel fairs. We believe in innovation rather than tradition. We need to think differently and find exciting new partners outside of our own expertise in order for our destination to break through in a competitive market. VISM wants to be the one to show a new path and set a new standard – to be the one you want to play with. In short, we will do everything we can to make the Tourism Co-operative an ambitious, dynamic and inspiring community.
WHERE WE COME FROM
The tourism community for South Zealand and Møn was founded in 2015 with the establishment of VisitSydsjælland-Møn as a joint-municipality destination management organisation (DMO). The common ambition was to transform an entire decade of stagnation in tourism into progress and manifest the South Coast of Denmark as an attractive destination in Denmark and Northern Europe. Many things have been achieved, and the partnership has succeeded in many respects thanks to the stable municipal political support, a great willingness to co-operate in the tourism industry and a huge local commitment. Above all, five years of community has taught us a great deal. However, the number of overnight stays has not changed enough.
SOUTH ZEALAND AND MØN HAS RISEN
The most thought-provoking thing about looking back on the first five years of our common journey is that pride, future vision and faith in the future have blossomed on South Zealand and Møn. Over the past five years, we have gained the Forest Tower, unique tourist accommodation, the Camøno hiking trail, the Holmegaard Værk glassworks, a Michelin star and an upcoming visitor centre at Stevns Klint UNESCO World Heritage. South Zealand and Møn’s tourism products have received a significant boost in quality in several respects. Above all, the Danish domestic market has finally opened its eyes to South Zealand and Møn’s holiday potential, which became especially clear during the pandemic’s enforced staycation. South Zealand and Møn has caught up, and faith in the future has returned. 70% of our partners believe that VISM has helped to create a new and unified narrative about South Zealand and Møn, and 80% believe that the South Coast of Denmark is now a strong and attractive national destination brand.
SOUTH ZEALAND AND MØN HAS SHARPENED IT’S FOCUSE
VisitSydsjælland-Møn has a strong market position as a comprehensive and attractive destination in nationwide campaigns and in Denmark’s international marketing. In the first five years, coherent core narratives have been created about South Zealand and Møn being perhaps Denmark’s most beautiful natural area, Copenhagen’s cultural-historical front yard and a strong suburban alternative to the holiday home product on the West Coast. We have learned that South Zealand and Møn have strong shared values and cultural history, which we can use to create a common future. Since 2016, and alongside our partners, we have increased South Zealand and Møn’s positive image, visibility and publicity on a number of important points.
OUR NEW REALITY
In short
IN SHORT
The strategy shows who we are, what we believe in and where we are going.
VISMISSION
MISSION
VISM is the joint destination management organisation for Næstved, Vordingborg, Faxe and Stevns municipalities. We work towards sustainable tourism for the benefit of all South Zealand and Møn in terms of employment, wellbeing, quality of life and settlement.
VISION
The Tourism Co-operative is the vision to become the most creative and attractive destination in Denmark and the wish for South Zealand and Møn to be the strongest coastal and nature destination.
MANTRA
We need to think differently and find exciting new partners outside of our own expertise for our destination to break through in a competitive market. VISM aims to highlight new paths and set a new standard. In short, we will do everything we can to make the Tourism Co-operative an ambitious, dynamic and inspiring community.
4
TRENDS
It is crucial that we as a tourism community look ahead and prepare for post-pandemic times and plan our strategy based on the long-term trends and lasting changes in the market. We are seeing 4 specific trends now, which we believe will shape tourism and our work after the COVID-19 crisis:
- STAYCATION - HERE TO STAY
- URBAN ESCAPISM
- DIGITALLY FREE
- SUSTAINABILITY CAN’T WAIT
4
CODES OF CONDUCT
We believe that we are creating the best destination community with 4 rules of conduct:
- TOURISM IS NOT A GOAL IN ITSELF
- WE ARE THE PRODUCT
- NATURE ROCKS OUR RULES
- BETTER TOGETHER
5
TRACKS
VISM works with five guiding tracks that will set the direction and goals of our work over the coming years:
- STRONGER COMMUNITY
- NATURALLY VISM
- OUR CALL IS LOCAL
- MARKETING WITH MEANING
- TOURISM FORESIGHT
2
DIMENSIONS
As a destination management organisation and co-operative organisation, we measure our results and success using a two-step set of performance objectives. At the same time, we explore new and meaningful ways to measure the impact of tourism:
- TOURISM CO-OPERATIVE DESTINATION GOALS
- VISM ORGANISATIONAL GOALS
FROM ANALYSIS TO ACTION
4 POST-PANDEMIC TRENDS
THAT CALLS FOR...
VISM’S TRACKS…
STAYCATION
Local communities
Authentic local hospitality
Our call is local
Marketing with meaning
URBAN ESCAPISM
Communities as a reason to go
Nature experiences in focus
Authentic local hospitality
Naturally VISM
Our call is local
Marketing with meaning
DIGITALLY FREE
Workcation and settlement
Data-based business development
Digital marketing and hosting
Stronger community
Tourism foresight
SUSTAINABILITY
Insight into new consumer preferences
Best practice in sustainability
Naturally VISM
Tourism foresight
Future key performance indikators
FUTUREKey Performance Indicators
WHEN IS THE CO-OPERATIVE A SUCCESS? WHEN IS VISM?
At VisitSydsjælland-Møn, we want to be a professional, transparent and responsible organisation. We want to be a professional organisation with clear performance goals. We want to be a transparent and co-operative organisation with constant dialogue and mutual learning with partners, and we want to be an organisation that is accountable to the local community and our owners.
Therefore, we have developed a two-step set of strategic success and performance goals (KPIs), which partly guide the destination development (destination goals), and partly measure the effectiveness and impact of VISM as an organisation (organisational goals). In connection with the latter, we will continuously measure satisfaction with the destination collaboration, because it is in our DNA as a DMO to take primary responsibility for a strong and effective destination collaboration.
CO-OPERATIVE DESTINATION GOALS
We are all in it together when it comes to destination goals. The destination goals set the direction and targets for destination development, which we all want and to which everyone can contribute. For South Zealand and Møn, we want to see an increase in the number of overnight stays and consumption – both quantitatively and qualitatively – which we can only achieve by growth in capacity and in the quality of our accommodation product. This will also result in a positive price development and income for owners.
The Destination is measured by:
• Overnight stays
• Accommodation capacity
• Price development
• MICE tourism
• Culture and attractions
• Guest satisfaction
• Citizen support
• New jobs
• Settlement
In addition to the overall destination goals, VISM has launched the DataLab project, which aims to generate updated data on the development and effect of tourism. This is necessary because there is often a long delay in obtaining tourism data, and it is not suitable for understanding the guests’ preferences or behaviour, the qualitative aspects of the experience of South Zealand and Møn or the effect of tourism on nature and the local environment. DataLab also plays an important role in extracting relevant goals from the UN’s 17 sustainable Global Goals to demonstrate how we contribute to these – for ourselves and our partners.
VISM'S ORGANISATIONAL GOALS
The organisational goals act as a framework for VISM’s work, deliverables and results as a destination management organisation. Our organisational goals are linked to the 5 strategic development paths that support our strategy.
STRONGER COMMUNITY
• Participants in tourist information network
• Establishing networks for municipal employees who deal with tourism.
• Facilitating network meetings for the destination’s tourism companies
• Participants in the New Year’s Conference
• Stakeholder satisfaction with network participation
• Net Promoter Score partner
NATURALLY VISM
• Project: Wild About Nature
• Collaborative relationships with green org.
OUR CALL IS LOCAL
• Cluster Meetings
• Visibility of tourism van and tourism bicycles
• Project: Action for local trade
MARKETING WITH MEANING
• Social media engagement
• Number of paying partners in campaigns
• Publicity and articles
• Press visits
TOURISM FORESIGHT
• Project: Data Lab
• Number of newsletters/press releases
• Participants in e-learning
• Participants in workshops
• Partners in the clusters
• Volunteers and ambassadors in guest services
• Course days and inspiration meetings
SATISFACTION
It is in our DNA that VisitSydsjælland-Møn is primarily responsible for ensuring strong destination work with a common direction and high level of participation across industries, sectors, municipalities and local communities. First and foremost, we are a collaboration and network organisation, and that is precisely why it is important that we regularly measure our partners’ satisfaction with our work and strategic direction. We will therefore continue to conduct methodical satisfaction measurements approx. every other year, with the next one in 2022. Going forward, we will also measure our support and progress in the five strategic paths that we have laid out in this strategy.
IN SHORT
Code of conduct
TOURISM CO-OPERATIVECODE OF CONDUCT
1
TOURISM IS NOT A GOAL IN ITSELF
We do not develop tourism because it is a goal in itself. We develop tourism because it supports the society we want. First and foremost, tourism must be able to lever South Zealand and Møn’s employment, wellbeing, quality of life and settlement. In short, it is not just about what South Zealand and Møn can do to get more tourism – it is about what tourism can do for South Zealand and Møn.
2
WE ARE THE PRODUCT
Our guests are seeking the authentic and special aspects of the place and the people who live and work here. We have to be true to what we are selling – namely ourselves, our local culture and life, as well as the places we love. We can promise authentic hospitality because it is local and credible. We are not afraid to be ourselves. The Tourism Co-operative is a promise to each other to be what we sell and to sell what we are – about credibility in our common product based on our local identity and narrative.
3
NATURE ROCKS OUR RULES
The South Coast of Denmark is a destination offering world heritage, proximity to nature and connectedness. It is a quality and strength that we must cherish. The Tourism Co-operative takes responsibility for developing tourism and the destination within nature’s framework, and on nature’s terms.Sustainability in a broad sense is a fundamental value in the Tourism Co-operative’s work – across everything we do, develop and communicate. We do not wait for the guest to demand sustainability – we insist on it. It is ultimately the only way we can ensure the viability of our destinations and businesses.
4
BETTER TOGETHER
Our guest experience is no stronger than its weakest link. Our marketing is no stronger than the individual contributions, and one negative story spreads to everyone, just like a good story does. The experience of quality is not isolated but coherent, and we need to build a stronger sense of coherence and overall potential if we are to inspire guests to stay longer and to return.
THE FUTURE TRACKS FOR VISM
Our new reality
OUR NEW REALITY
This strategy was written at a time of crisis – in just a short time, the pandemic has turned the experience economy’s market structures, flows and trends upside down, both in Denmark and internationally. The pandemic has been an effective demonstration that agility and adaptability are crucial when there are unpredictable and turbulent external conditions.
Now it is about finding our way in the changed reality, where we see four overall trends and perspectives in the development of our shared destination.
THE FOUR TRENDS ARE:
1 STAYCATION - HERE TO STAY
2 URBAN ESCAPISM
3 DIGITALLY FREE
4 SUSTAINABILITY CAN’T WAIT
1
STAYCATION - HERE TO STAY
It is thought-provoking that it took a global crisis to get the Danes to discover their own backyard. The summer of 2020 was characterised by the staycation and based on geographical constraints, but the staycation is here to stay, and it holds great potential for South Zealand and Møn. The Tourism Co-operative must utilise this potential by better understanding the needs and preferences that will drive staycation demand in the run up to 2024.
2
URBAN ESCAPISM
The COVID-19 crisis has led many to seek out nature and avoid experiences and places where the probability of encountering many people is high. South Zealand and Møn has a great deal of potential thanks to its suburban geography and its range of nature-related, non-overcrowded experiences. This must be translated into longer stays as well as return visits based on authenticity, quality and escapism.
3
DIGITALLY FREE
After the staycation comes the workcation. Video conferencing and remote working have become the norm. With warp speed, we have acquired digital tools that make us independent of the physical framework of our workplaces. This means completely new work and travel patterns, with the potential for longer weekends and holidays that combine work with leisure. Digital freedom brings new forms of travel and accommodation, which is interesting for South Zealand and Møn because it introduces new attractive target groups and because the season can be extended, for example with combined work and holiday stays outside of the holiday seasons.
4
SUSTAINABILITY CAN’T WAIT
In many countries around us, the pandemic has given rise to a discussion of the ‘next normal’ – whether governments and destinations should focus on rapid reconstruction or completely change goals and resources in favour of long-term sustainable development. Yet even now, data shows that consumers – and destination competitors – are not prepared to wait. South Zealand and Møn will incorporate sustainability in a broad sense across all efforts and development initiatives from the start – as well as in reconstruction. This applies to nature as part of the experience product, but also in relation to value creation and commitment to the local community. In future, we will actively work with the triple bottom line for tourism development:
Likewise, we will bear in mind the relevant UN Global Goals (Sustainable Development Goals - SDGs) in our projects.
TOURISM CO-OPERATIVE CODE OF CONDUCT
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FROM PANDEMIC TO
SUSTAINABLE GROWTH
STRATEGY FOR VISITSYDSJÆLLAND-MØN 2024
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Together we can achieve more!
The first five years of VisitSydsjælland-Møn – the joint destination management organisation (DMO) for Næstved, Vordingborg, Faxe and Stevns municipalities – have demonstrated this, and the four owner municipalities are proud of the progress and the community that has been created.
With the Tourism Co-operative, we are now setting a renewed and strengthened direction for this destination community, in a challenging time of upheaval marked by a global and local pandemic and great uncertainty, where community is more important than ever.
As South Zealand and Møn’s joint DMO, we have a responsibility to create cohesion, action and direction within a strategic platform that is constantly updated and always up for discussion – and where agility and adaptability is a goal in itself. Of course, we do not have all the answers about what the future holds, but we have vision and hopes for the community and collaboration that will take us forward.
Community is, in the true sense of the word, something we create together. The same is true of destination development. We hope you will welcome this strategy and help set the common course towards a strengthened and more sustainable Destination South Coast of Denmark.
THE TOURISM CO-OPERATIVE
The future tracks for vism
THE FUTURE TRACKS FOR VISM
In the Tourism Co-operative, we will maintain the shared starting point when setting the direction for the future. The Co-operative’s code of conduct form the framework of our work: We do not just want tourism to South Zealand and Møn, but for South Zealand and Møn. We want to promote tourism that makes South Zealand and Møn an even better place to live because there are exciting jobs, unique experiences and diverse cultural offerings. We want to show that you can enjoy and protect nature at the same time. We want tourism that improves quality of life and wellbeing in South Zealand and Møn, and we want to invite the world to experience both. Finally, we want community; everyone joins forces on our shared journey.
Based on the trends we are seeing in the post-pandemic markets around us, we have formulated five future tracks, giving movement, direction, and goals for our work in the years leading up to 2024. For each of these tracks, we define our core missions, set new goals as a basis for our forward-looking action plans and organise activities with our owner municipalities and business partners.
1
STRONGER COMMUNITY
The role of VISM:
A core mission for VISM is to ensure a strong co-operative foundation for tourism development, where everyone who can do so feels that they should contribute to the community. VISM must continuously facilitate dialogue about the goals and meaning, direction and framework of tourism in South Zealand and Møn. We must be co-authors and communicators of the new positive stories about South Zealand and Møn.
We believe we can make a difference by...
• Approaching tourism development as an open and ongoing conversation
• Being a co-author and a channel for the new narratives about South Zealand and Møn
• Contributing to bringing the co-operative closer together and becoming even more skilled
• Demonstrating when we are best together
2
NATURALLY VISM
The role of VISM:
We must take co-responsibility for South Zealand and Møn’s natural values. We must cooperate with green/environmental organisations and local stakeholders on the basic premise of ‘protect and use’ when we work with nature as an experience product, whether as a setting for outdoor sports, hiking, sailing, camping or picnicking (as also described in the Development Plan for Zealand and the Islands). At the same time, we want more than to just conserve. We want to promote nature – to create more nature and ensure that tourism has a role to play in supporting this.
We believe we can make a difference by..
• Collaborating with green/environmental organisations
• Contributing to creating new nature, new places and experiences in nature
• Initiating measures to encourage guests to demonstrate more responsible behaviour in nature
• Marketing experiences outside of the high season
• Focusing on gathering knowledge about the needs and preferences of target groups with an interest in sustainable (nature) experiences
3
OUR CALL IS LOCAL
The role of VISM:
Five years as a DMO for South Zealand and Møn has taught us that we build our Co-operative destination on local strength, pride and individuality. For this reason, VISM must be locally rooted in dialogue and co-creation with the locals.
We believe we can make a difference by..
• Facilitating the ongoing conversation
• Ensuring local representation in the Tourism Co-operative
• Developing and strengthening authentic local hospitality
• Basing activities on local clusters
4
MARKETING WITH MEANING
The role of VISM:
VISM has a core mission to profile South Zealand and Møn as a comprehensive destination, and therefore it has a central responsibility to ensure that the marketing is differentiated, creative and courageous. At the same time, we are aware of the destination marketer’s responsibility towards the local area and cultural identity, and the values that the place represents. Our marketing must be based on our common values of presence and community, balance and sustainability.
We believe we can make a difference by..
• Standing out with a more value-based, credible and creative approach to destination marketing
• Insisting that marketing must make sense – for both the receiver and the sender
• Making our distinctive local identity and communities part of our business tourism offerings
5
TOURISM FORESIGHT
The role of VISM:
VISM must contribute to collective insight, vision and foresight in tourism. We have an important task to ensure that the municipal administrations have a good and relevant understanding of tourism’s potential as leverage for local resources and cross-channel strategies. At the same time, VISM must be a competent knowledge and innovation partner for the Tourism Co-operative’s companies, other organisations and associations.
We believe we can make a difference by..
• Disseminating relevant knowledge and trends to the Tourism Co-operative
• Taking the initiative in development projects that promise co-operative competence and value
FUTURE Key Performance Indicators
frontpage
TOURISM COLLECTIVE
FRA CORONAKRISE TIL BÆREDYGTIG VÆKST
STRATEGI FOR VISITSYDSJÆLLAND-MØN 2024
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Sammen kan vi mere!
Det har de første fem år med VisitSydsjælland-Møn slået fast og de fire ejerkommuner er stolte af det fremskridt og det fællesskab, der er skabt.
Med Turismekollektivet sætter vi nu fornyet og styrket retning for dette destinationsfællesskab i en udfordrende brydningstid, præget af en global og lokal pandemi og stor usikkerhed, hvor fællesskabet er vigtigere end nogensinde.
Som Sydsjælland-Møns fælles destinationsselskab har vi et ansvar for at skabe samling, handling og retning på et strategigrundlag, som altid er opdateret og altid er til diskussion – og hvor agilitet og omstillingsevne er et mål i sig selv. Vi har naturligvis ikke alle svarene på, hvordan fremtiden ser ud, men vi har vision og forhåbninger til det fællesskab og samarbejde, der skal bringe os videre.
Fællesskab er i ordets betydning noget, vi skaber sammen. Det samme er destinationsudvikling. Vi håber, at I vil tage godt imod denne strategi og hjælpe med at sætte den fælles kurs mod en styrket, og mere bæredygtig destination Sydsjælland-Møn.
TURISMEKOLLEKTIVET
forside_back
TURISMEKOLLEKTIVET
FRA CORONAKRISE TIL BÆREDYGTIG VÆKST
STRATEGI FOR VISITSYDSJÆLLAND-MØN 2024
Download Pdf
Download hele rapporten som Pdf her:
Sammen kan vi mere!
Det har de første fem år med VisitSydsjælland-Møn slået fast og de fire ejerkommuner er stolte af det fremskridt og det fællesskab, der er skabt.
Med Turismekollektivet sætter vi nu fornyet og styrket retning for dette destinationsfællesskab i en udfordrende brydningstid, præget af en global og lokal pandemi og stor usikkerhed, hvor fællesskabet er vigtigere end nogensinde.
Som Sydsjælland-Møns fælles destinationsselskab har vi et ansvar for at skabe samling, handling og retning på et strategigrundlag, som altid er opdateret og altid er til diskussion – og hvor agilitet og omstillingsevne er et mål i sig selv. Vi har naturligvis ikke alle svarene på, hvordan fremtiden ser ud, men vi har vision og forhåbninger til det fællesskab og samarbejde, der skal bringe os videre.
Fællesskab er i ordets betydning noget, vi skaber sammen. Det samme er destinationsudvikling. Vi håber, at I vil tage godt imod denne strategi og hjælpe med at sætte den fælles kurs mod en styrket, og mere bæredygtig destination Sydsjælland-Møn.
KOMMENTARER
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TURISMEKOLLEKTIVET
Introduktion
TURISMEKOLLEKTIVETINTRODUKTION
FORORD
Sammen kan vi mere! Det har de første fem år med VisitSydsjælland og Møn slået fast og de fire ejerkommuner er stolte af det fremskridt og det fællesskab, der er skabt.
Med Turismekollektivet sætter vi nu fornyet og styrket retning for dette destinationsfællesskab i en udfordrende brydningstid, præget af en global og lokal pandemi og stor usikkerhed, hvor fællesskabet er vigtigere end nogensinde.
Som Sydsjælland og Møns fælles destinationsselskab har vi et ansvar for at skabe samling, handling og retning på et strategigrundlag, som altid er opdateret og altid er til diskussion – og hvor agilitet og omstillingsevne er et mål i sig selv. Vi har naturligvis ikke alle svarene på, hvordan fremtiden ser ud, men vi har vision og forhåbninger til det fællesskab og samarbejde, der skal bringe os videre.
Fællesskab er i ordets betydning noget, vi skaber sammen. Det samme er destinationsudvikling. Vi håber, at I vil tage godt imod denne strategi og hjælpe med at sætte den fælles kurs mod en styrket og mere bæredygtig destination Sydsjælland og Møn.
VISMISSION
Missionen: Vi er VisitSydsjælland og Møn (VISM) – det fælles destinationsselskab for Næstved, Vordingborg, Faxe og Stevns Kommuner. Vi arbejder for bæredygtig turisme til gavn for hele Sydsjælland-Møns beskæftigelse, velfærd, livskvalitet og bosætning.
SAMMEN KAN VI MERE
Turismekollektivet illustreres her ved fire cirkler, der hver især repræsenterer aktørernes formelle tilhørssted.
TURISMEKOLLEKTIVET ER VISIONEN
Turismekollektivet er vores vision om at være Danmarks mest nyskabende og attraktive destinationsselskab og ønsket om at Sydsjælland og Møn bliver en af Danmarks stærkeste kyst- og naturdestinationer.
VISMANTRA
Som destinationsselskab sætter vi vores synlige signatur i alle de samarbejder og projekter, vi indgår i, ved at tage ansvar og tænke turismen ud af boksen. Vi vil gøre en forskel og finder ikke motivationen i blot at producere turistbrochurer og dele dem ud på rejsemesser. Vi tror på innovation fremfor det traditionelle. Vi skal tænke anderledes og finde nye spændende partnere uden for vores egen ekspertise for at vores destination kommer ud over rampen i et konkurrencepræget marked. VISM vil være dem, der viser nye veje og sætter en ny standard – dem, man gerne vil lege med. Kort sagt, vi vil gøre alt hvad VISM kan for at turismekollektivet bliver et dynamisk og inspirerende fællesskab.
FEM ÅR MED VISM
Turismefællesskabet på Sydsjælland og Møn blev grundlagt i 2015 med etableringen af VisitSydsjælland og Møn som fælleskommunalt destinationsselskab. Den fælles ambition var at vende et helt årtis stilstand i turismen til fremgang og manifestere SydkystDanmark som et attraktivt destinationsbrand i Danmark og Europa. Mange ting er opnået, og på mange punkter er samarbejdet lykkedes takket være stabil kommunalpolitisk opbakning, stor samarbejdsvilje i turismeerhvervet samt ved et enormt lokalt engagement. Frem for alt har fem års fællesskab lært os en masse.
SYDSJÆLLAND OG MØN HAR REJST SIG
Det mest tankevækkende i tilbageblikket på de første fem års fælles rejse er, at stoltheden, fremtidsvisionerne og troen på fremtiden er blomstret frem på Sydsjælland og Møn. I løbet af de sidste fem år har vi fået Skovtårnet, unikke overnatningssteder, Camønoen, Holmegaard Værk, en Michelin-stjerne og et kommende besøgscenter ved Verdensarv Stevns. Sydsjælland og Møns turismeprodukt har på flere punkter fået et væsentligt kvalitetsløft. Sydsjælland og Møn er kommet på omgangshøjde, og troen på fremtiden er tilbage. 70% af vores samarbejdspartnere mener, at VISM har været med til at skabe en ny og samlet fortælling om Sydsjælland-Møn, og 80% at SydkystDanmark i dag er et stærkt og attraktivt nationalt destinationsbrand.
SYDSJÆLLAND OG MØN HAR SAMLET SIG
VisitSydsjælland og Møn står stærkt i markedet som en samlet og attraktiv destination i landsdækkende kampagner og i Danmarks internationale markedsføring. I de første fem år er der skabt sammenhængende kernefortællinger om Sydsjælland og Møn som Danmarks måske skønneste naturområde, Københavns kulturhistoriske forhave og et stærkt, storbynært alternativ til feriehusproduktet på Vestkysten. Vi har lært, at Sydsjælland og Møn har stærke fælles værdier og kulturhistorie, som vi kan bruge til at skabe en fælles fremtid. Siden 2016 til har vi sammen med vores samarbejdspartnere øget Sydsjælland og Møns positive image, synlighed og omtale.
Ny virkelighed
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