Cruise Destination ALTA: practices, challenges and opportunities

Ideally, cruise ships would dock directly at a quay to efficiently disembark passengers and load provisions. This method is cost-effective and saves time in transporting people to the shore. However, docking is not always feasible due to various factors. In the case of Alta, the existing infrastructure and its proximity to the airport impose physical limitations that prevent large ships from docking at the quays.

As a result, these ships have to anchor in the Alta fjord, approximately one nautical mile (around 2 km) away from the airport, and tender their passengers ashore. Tendering involves using the ship's own life rafts and crew to transport passengers from the ship to the shore. This process incurs additional costs related to fuel consumption and crew working hours.

The Alta Fjord experiences significant tidal differences, which can further complicate the situation. Some ships that could potentially dock at the quay have a landing hatch positioned too low to connect with the quay, particularly during low tides. In such cases, passengers must be tendered from the back of the ship to reach the shore.

When a cruise ship arrives in Alta, the captain and the harbor authorities engage in communication to determine the best possible solution for arrival and assess the specific requirements from the harbor to facilitate a smooth disembarkation process.

The space designated for disembarking cruise passengers in the harbor also serves as an area for cargo and fishing-related activities. The harbor authority is responsible for coordinating these practices to ensure that cruise passengers do not come into contact with the port's industrial facilities. They also take measures to clear the area of snow and provide adequate lighting. Another practice employed to facilitate the coexistence of cruise activities with other harbor operations is the division of the larger area into smaller, dedicated spaces. When passengers disembark from the ship, they must walk to a temporary container where their documents are checked. However, this area can be slippery and dark during the winter, and there is an additional set of stairs to enter the container, which can pose challenges for impaired passengers.

It is important to note that the quay and disembarking area were not originally designed to accommodate passengers but have been modified to cater to cruise ships. There is a concern that the current setup, with cruise passengers landing on a working cargo dock, may not be aesthetically pleasing. After disembarking, passengers walk from the quay to the bus parking area, which was not specifically designed for tour bus parking and is considered a temporary solution.

The incoming tour operator employs a dispatching team responsible for receiving cruise tourists in Alta. The dispatching team member in charge implements and coordinates the day's schedule, ensuring its smooth and safe operation. On the quay, observed activities include greeting guides, distributing itineraries, receiving and parking tour buses, managing parking positions, counting tickets, tracking arrival and departure times, as well as reporting incidents and irregularities. The dispatch team and guides have access to a trailer beside the parking area where they can rest, eat, and warm up. However, restroom facilities are unavailable.

The dispatching team acts as a crucial link between the cruise ship and the land-based providers. They must find solutions in cases of delays or unforeseen circumstances. The dispatchers rely on printed lists provided by the incoming tour operator, which contain finalized bookings before the arrival of the cruise ship. Being a dispatcher requires maintaining a calm and positive atmosphere on the quay while also being firm when necessary. It is not uncommon for guides or bus drivers to show up late or engage in social interactions, which the dispatcher must address and communicate expectations clearly. The role of the dispatcher involves establishing a rapport with the team while ensuring the smooth operation of the process. The dispatcher's practices heavily rely on tacit knowledge and experience, and their job is essential for organizing cruise arrivals in Alta. Dispatchers often have years of experience and learn from experienced mentors. Establishing and maintaining social relationships, particularly with bus drivers, is crucial for effective communication and collaboration. This aspect is essential for maintaining control and providing accurate reports to customers, such as Cruise Norway. The dispatcher must provide a detailed report on bus arrival and departure times, reasons for any delays, passenger allocation for each trip, and accurate billing information. In February 2022, for example, 6,597 cruise passengers participated in tours in Alta, and the dispatcher must account for and invoice each passenger accordingly. Therefore, the dispatcher must have complete control over all operational aspects.

When buses arrive to transport cruise tourists to their experiences, the bus drivers must decide whether to turn off the bus while waiting or keep it running to stay warm. Ideally, buses should be turned off when waiting for tourists on the quay for more than half an hour. This practice aligns with the bus company's commitment to reducing CO2 emissions as an environmental measure. Moreover, multiple employees are working simultaneously on the quay (dispatchers, guides, bus drivers, etc.), and standing in diesel fumes is not conducive to a healthy work environment. Occasionally, tourists may complain about the cold buses, prompting dispatchers and bus drivers to explain that it is the policy to turn off the buses while waiting. To prepare tourists for the chilly bus interiors, the incoming tour operator informs the cruise lines that it is the responsibility of the tourists to dress warmly and appropriately for winter conditions.

Cruise tourism in Alta generates economic value through the sale of souvenirs and experiences to tourists. The amount of economic value can vary depending on the type of cruise ship and the country of origin of the tourists. Informants specifically mentioned cruises targeting American nationals who tend to spend more on exclusive souvenirs and experiences. Therefore, souvenir shops in Alta strive to offer a range of products, including both affordable items and locally-made exclusive souvenirs.

However, the business model of delivering high volumes for less money may not be suitable for every company in the destination. If Alta is too expensive for cruise tourists, they may choose to visit Tromsø instead. Quality is considered essential regardless of whether the experience is provided to an individual guest, a small group, or a cruise guest. Delivering quality requires investment, and smaller destinations have the advantage of being able to provide a little extra to their guests, which is challenging to quantify in monetary terms.

One important aspect to consider is the question of adequate pricing for the quality of experiences provided by the destination. Some people are willing to pay for quality, and quality goes beyond the product itself—it also encompasses the hosting role of the destination. Smaller destinations have the flexibility to offer additional value to their guests, but determining the appropriate price can be complex.

It's worth noting that the cruise industry's ability to bring in high volumes of visitors can occupy the entire capacity of the destination, potentially impacting the experiences of other types of visitors to Alta. Additionally, cruise tourism activities can contribute to congestion, which may affect the ability of land-based tourists seeking nature, space, and tranquility to fully enjoy their experiences in Alta.

The economic value generated by cruise tourism in Alta is primarily derived from local tourism providers offering experience products to cruise passengers. While some providers find catering to the cruise market lucrative, others continue to face challenges. One informant describes cruise tourism as something they don't necessarily want but cannot do without. Cruise tourists may pay both less and more for experiences at the destination compared to other types of guests.

The booking process for cruise tourists typically involves onboard agents who purchase experiences from the incoming tour operator that has arrangements with local providers. This arrangement presents challenges for maintaining the quality of experiences. Providers must consider the price paid by cruise tourists, as they may pay significantly more for a product than what the local provider receives. This creates a mismatch between the expected value of the experience and what the provider is able to deliver.

The average size of cruise groups often requires tourism entrepreneurs to "downsize" their offerings and standardize the experiences. Despite this, it is crucial for local providers that Alta offers a good cruise product because cruise guests become ambassadors for the destination within their networks and on social media. They may also choose to return to Alta as private visitors.

Although local tourism companies may receive lower payments per individual cruise guest, the high volume of guests makes it economically lucrative. For small businesses, selling to the cruise market can make a significant difference between earning a profit and running at a loss. Cruise tourism provides a boost during peak periods, helping businesses achieve a balance and sustain their operations (Alta8, 2021). The economic advantages of cruise tourism enable small local businesses to grow and reinvest in their companies.

Besides the economic value created, cruise tourism in Alta provides entrepreneurs with the opportunity to pursue their dreams and lifestyles that would otherwise be unattainable without the steady flow of cruise tourists. It allows individuals to monetize their hobbies and fulfill their aspirations, something that many people dream of (Alta8, 2021).

The social value of cruise tourism for the community of Alta is also significant, as acknowledged by our informants. They emphasize the role of tourism, including cruise tourism, in generating employment opportunities and attracting new and young residents to the destination. The presence of cruise tourists adds vibrancy and vitality to the city center, creating a lively atmosphere that is palpable to the local population (Alta4). The impact of the pandemic-induced halt in tourism activities has been keenly felt by the community, with a noticeable decline in activity and vitality (Alta4). The economic benefits and the demand generated by tourism contribute to the local economy and help retain educated individuals and resources in Alta.

However, it is important to address the potential negative social impacts that can arise from cruise tourism. Although congestion and over-tourism have not been reported as major issues, some annoyances associated with cruise guests have been mentioned by our informants. Instances such as improper garbage disposal, trespassing on private property, walking in buildings with spiked shoes, or creating stone towers in natural landscapes are considered undesirable practices (Varder). To address these concerns, the destination has sought inspiration from other destinations by developing clear guidelines and rules for cruise tourists, aiming to communicate expectations and promote responsible behavior. Efforts are being made to create a flyer that outlines the desired behavior for tourists, as it is recognized that without proper knowledge, tourists cannot be expected to comply with the desired standards (Alta1). Collaboration with other destinations in the Arctic region could also be explored to develop a common set of rules and information for harbors located above the Polar circle.

By managing and addressing these social aspects, Alta aims to ensure that cruise tourism continues to provide economic benefits while minimizing negative impacts and fostering a positive relationship between the local community and cruise tourists.

Time plays a crucial role in delivering a positive experience for cruise tourists, and it significantly impacts the destination when the cruise ship arrives and how long it stays. For instance, if a cruise ship arrives late at night, it poses organizational challenges for the providers and their employees who have to work during the evening or night. Many providers in Alta have expressed their preference not to receive any cruise guests after 18:00 in the evening. Therefore, cruise ship tour organizers need to adapt to the local community by either arriving earlier (adjusting their planning) or offering alternative activities to passengers.

The timing of the ship's arrival also influences the types of products that can be sold, such as meals or experiences that require darkness (e.g., Northern Lights tours) or daylight. The longer a ship stays in the harbor, the more hours of experiences the destination can sell, either through various providers or by allowing more time for a specific experience. It is not just about what the cruise guests want to buy based on the offerings onboard, but also about what the local providers want to deliver and gain from the arrangement, beyond financial considerations. The timeframe of cruise tourism has implications for the connections formed between cruise passengers and the local community.

Understanding the essence of Arctic Living (the brand of Alta) entails getting to know its people. What cruise tourists remember from Alta is often the conversations and connections they have with local individuals, perhaps even more so than the products they purchase, and vice versa. Feedback from informants indicates that tourists are interested in meeting people from other places and cultures and enjoy sharing their own stories to foster dialogue and exchange. As one informant explains:

When tourists are not rushed between experiences, it also enhances their opportunities to connect with nature or non-human actors, such as sled dogs. An informant offering dog-sledding experiences emphasizes that sufficient time is essential for a meaningful experience. Rushing through a tour solely focused on reaching the destination diminishes the magic of being in nature and limits the chance to stop and appreciate the surroundings. Additionally, providers feel that limited time hinders their ability to truly engage with guests, share knowledge about the context, and create a deeper connection. Therefore, the tourism experience serves as a platform for two-way communication and connection, not only with human inhabitants but also with the non-human members of the destination. Local providers meet, interact with, educate, and share with cruise tourists within this context. Alongside time, a genuine interest in the destination was also highlighted as significant in fostering connections.

The practice of collaboration is an essential component of the social capital within a destination that is necessary for hosting cruise tourists. In the case of Alta, when winter cruises were introduced in 2009, the tourism providers lacked a network of relationships. Recognizing the importance of collaboration, the local incoming tour operator played a significant role in bringing tourism providers together, resulting in several benefits. Firstly, it helped secure higher prices for providers and ensured a higher quality of products offered to cruise tourists. The tour operator acts as a central node in this network, exerting control over other providers. Additionally, strong working relations among providers are crucial for building a solid local network.

Ten years ago, collaboration was scarce, with each provider working independently and considering others as competitors. However, as discussions about creating packages across companies started, collaboration began to take shape. Tourism communities that cater to cruise guests rely on collaboration to be resilient, particularly in the aftermath of the pandemic. The atmosphere of collaboration among providers is evident, as demonstrated by the example of a provider receiving a phone call from another provider who fell sick but had bookings for a snowmobile tour. The second provider asked if the first provider could take over the bookings, ensuring that the cruise tourists' trip was saved and they left Alta with a positive experience. In times of need, providers also collaborate by sharing equipment and employees between companies to ensure the smooth operation of tours sold to cruise tourists. This collaborative approach enhances the destination's image and professionalism and fosters a sense of unity among providers.

Moreover, collaboration establishes an atmosphere of "unspoken rules of the game," emphasizing the importance of adhering to agreed-upon rules and norms. However, some providers may be tempted to offer products directly to cruise agents at lower prices, bypassing the local agent and the collaborative community of tourism providers. These individual providers may create websites or online platforms for direct bookings, but they face challenges in receiving updated information about the boat's arrival time or any delays, which they have to figure out themselves. Additionally, certain cruise agents seek cheaper prices for tours and may engage with suppliers outside the established cruise network in Alta, undermining the integrity of the collaboration.

Overall, collaboration among tourism providers in Alta not only strengthens the destination's reputation but also contributes to the professionalism and shared success of the entire community.

In Alta, three governmental organizations collaborate to govern tourism activities in the destination. The Destination Management Organization (DMO) is primarily funded through membership fees from tourism organizations and receives support from the municipality. The harbor, while operating independently, is connected to and financially supported by the municipality. Since 2004, the harbor has played a crucial role in the development of cruise ship tourism by investing in and providing related infrastructure.

The municipality, in collaboration with the DMO, has developed a master plan for tourism industry development until 2030. This plan establishes economic and other guidelines that serve as a framework for tourism development in Alta. The DMO takes on the responsibility of marketing the destination and balancing the diverse interests of its members. The organization considers the development of cruise tourism as a democratic choice made by its members. If a majority of tourism providers were to oppose cruise tourism, the DMO would need to act accordingly. Currently, there is an ongoing debate regarding the nature of the destination, whether it should prioritize land-based tourism, cruise tourism, or a combination of both. However, the pandemic underscored the importance of cruise tourism when a significant number of people, including around 400 individuals employed in tourism and transportation, lost their jobs (Alta3).

To support tourism businesses during the pandemic, the municipality initiated the "create a guest" project. This initiative involved financially supporting tourism providers by arranging for local residents, such as school classes, kindergartens, and students, to participate in tours and activities free of charge. This approach allowed tourism providers to test and further develop their products while providing an opportunity for residents to experience activities such as dogsledding and river rafting. The municipality's approach was centered around providing customers to companies rather than simply offering financial aid. Visit Alta played a role in distributing customers among the companies to ensure everyone received support.

Another significant project undertaken by the Destination Management Organization (DMO) in Alta is the pursuit of certification as a sustainable tourism destination. This certification, awarded by Innovation Norway, is a three-year endeavor that involves addressing various aspects of sustainability. One key objective of the project is to enhance knowledge about sustainability among DMO members and increase the number of organization-based certifications, such as the Environmental Lighthouse certification. The destination views this certification as a means to enhance its appeal to international tour operators who actively seek destinations with robust quality and environmental control systems for their customers. Sustainability must be integrated into the planning and actions of the municipality and other involved parties.

As part of the certification process, there is an opportunity to transition from fossil fuel to electric bus transportation for tourist groups arriving via cruises. Sustainability represents a delicate balance between practices that harm the environment and economic interests. However, the local government must assume responsibility in prioritizing sustainable choices. Unfortunately, cruises are not sustainable for the foreseeable future due to their high fuel consumption and waste production. There are possibilities to be more stringent in Norway regarding emissions, as evidenced by Bergen's introduction of a tax and Sondefjord's implementation of rules. The stakeholders in Alta express the desire to be more assertive in reinforcing environmental regulations for cruise ships and using their influence to reject vessels that do not align with their community's vision. To effectively combat polluting ships that jeopardize the sustainability aspirations of the destination, the community must unite. However, such collaboration has not yet materialized. Following the pandemic, the tourism industry is focused on recovering financially and has not yet demanded cleaner vessels or intensified their efforts towards sustainable practices from the cruise companies.

In summary, the DMO in Alta aims to obtain certification as a sustainable tourism destination, prioritizing knowledge dissemination and organizational certifications while aligning with the expectations of international tour operators. The pursuit of sustainability involves potential shifts to electric bus transportation and necessitates responsible decision-making by the local government. Despite the desire to enforce stricter environmental regulations for cruise ships, the community's solidarity is crucial. However, immediate progress has been limited, as the tourism industry currently focuses on economic recovery without demanding cleaner vessels or extensive sustainability initiatives from cruise companies.

Practicing control in local communities takes various forms, with different actors exerting influence. Public organizations like municipalities and harbors employ control practices to ensure that stakeholders involved in cruise tourism adhere to rules and regulations. These control mechanisms serve to enforce accountability and maintain the integrity of cruise tourism within the community. Control systems are continually evolving to align with updated laws and requirements. In Alta, stakeholders draw inspiration from other Norwegian destinations to develop strategies for controlling various aspects of cruise tourism.

One example of a control measure is the Environmental Port Index, originally developed by Bergen harbor. This system financially penalizes ships with a significant environmental footprint while incentivizing cleaner vessels. By adjusting harbor fees, control can be exercised over the quality and quantity of cruise vessels arriving in Alta. Higher fees may deter certain cruise companies while attracting those that prioritize environmental sustainability. However, pricing must remain competitive relative to surrounding harbors to maintain Alta's appeal.

The physical infrastructure and local setting also play a role in controlling the type of cruise tourism that can be accommodated in a community. In Alta, the proximity of the cruise harbor to the airport restricts the size of vessels that can disembark. As long as aviation authorities permit cruise activities, ships can come to Alta. However, in the event of any changes, Alta lacks an alternative quay for hosting cruise vessels.

Control is also exercised by the incoming tour operator, who serves as a gatekeeper between the cruise industry and land-based tourism in Alta. This operator organizes land-based activities and controls the quality of cruise offerings by including or excluding local operators in the cruise portfolio and marketing. By arranging bus transportation to local providers, the tour operator maintains control over the schedules of cruise tourism providers, ensuring that tourists return to the ship on time.

In summary, control in the context of cruise tourism in local communities involves the implementation of regulations, infrastructure limitations, and the role of intermediaries like incoming tour operators to ensure adherence to standards and maintain the integrity of the tourism experience.

In Alta, the development and maintenance of physical infrastructure, such as transportation and harbor facilities, is a shared responsibility between the municipality and regional government. The growth of Alta as a tourism destination has influenced investments in improving accessibility and attractiveness, including the expansion of pedestrian and biking paths that benefit both locals and visitors. When it comes to cruise tourists, they require transportation options to explore beyond the harbor area. The majority of cruise passengers utilize shuttle bus services that take them directly to the city center or to their booked activities. There is no public transport available from the harbor, but some tourists opt to order taxis for independent travel. A smaller number of visitors choose to walk the four-kilometer distance to the city center, initially alongside the road and then on the designated pedestrian/bike path. However, during winter, when conditions are cold, dark, and slippery, this option is less appealing to most tourists.

The Alta harbor serves as a multipurpose facility, accommodating cruise traffic, goods transport, tankers, and offshore vessels, without specialization in any specific area. Since 2003, the cruise traffic has experienced rapid growth, prompting the need for further infrastructure development to support the increasing number of passengers. The existing quay facilities for cruises in Alta are not optimal because they were not originally designed for cruise ships. Building a large dock specifically for cruise ships can be expensive. However, as demand increased, the need for better facilities became apparent, leading to plans for their construction.

The urgency and timing of these facility developments are influenced by the dynamics of the overall cruise tourism market. The future growth of conventional cruise ships or smaller expedition ships will impact the immediate need for new facilities. When a cruise ship utilizes a quay, it restricts access to other types of traffic, such as cargo ships. To maximize the potential of land-based experiences, it is financially beneficial for cruise ships to remain in the harbor for longer durations. However, this restricts the availability of harbor facilities for other services during the ship's stay. Additionally, the location of the current quay near the airport limits the arrival of larger ships.

To continue offering and expanding cruise tourism, the infrastructure required in Alta includes a new quay and passenger terminal on the other side of the bay. This new facility would be capable of accommodating ships up to 340 meters in length, allowing for various types of ships to visit Alta. Additionally, the planned construction includes space for approximately 25 buses to facilitate the dispatch and logistics of transporting cruise passengers to different tourism operators. Exploring the use of land-based electricity for the new facilities is also being considered. However, the cost of these investments, including the construction of the new quay and associated services for passenger ships, is substantial and beyond the financial capacity of the municipality and harbor alone. Two options are being considered: involving private parties in the project or the municipality taking on the investment as a regular project alongside schools, nurseries, nursing homes, and other infrastructure projects.

The development of tourism spaces encompasses both the physical and aesthetic aspects of the built environment. In Alta, the construction of the Northern Lights cathedral in the city center was intended to serve as a landmark that would identify Alta. Prior to the construction of the cathedral, there was already a miniature ice cathedral built during winter, which was designed to be a tourist attraction. The cathedral offers guided tours and features a northern lights exhibition in the basement. While most of the tourism activities in Alta are centered around the surrounding area, some cruise tourists choose to visit the city center independently, exploring the shopping mall and the cathedral.

In terms of infrastructure, the main tourism attractions in Alta, such as the museum, were already equipped to accommodate bus tour tourists, making them well-prepared to receive cruise guests. Providing parking spaces for buses is an essential infrastructure investment for tourism providers seeking to cater to cruise arrivals. The availability of infrastructure plays a significant role in shaping the cruise market, as larger providers with greater space and investment capacity are better positioned to capitalize on cruise tourism. Smaller providers, on the other hand, may struggle to meet the necessary standards of infrastructure in terms of quality and quantity required to accommodate cruise guests.

The planning of cruise tourism in Alta involves coordination with various stakeholders, each working on different timelines and rhythms. Long-term planning relies on local strategies, political decisions, and investments. Additionally, the direction of cruise development is influenced by international rules, industry preferences, and market dynamics. For instance, implementing new environmental regulations requires time for the local community to plan and adapt. If the aim is to charge heavy polluters more, the harbor must provide alternatives such as land-based electricity. However, this significant investment cannot be solely shouldered by the municipality, and local electricity capacity needs adjustment. Thus, long-term strategies and plans must be coordinated to foster more sustainable cruise tourism.While demanding changes from the cruise industry, it is also crucial to address the demands originating from the industry itself. Some perceive the cruise industry as an easy way to make money without much effort, akin to skimming cream from milk. However, it is now recognized that a more reciprocal relationship must be fostered, which necessitates planning based on political choices and processes. Basic investments and the political will to prioritize them are required to realize these changes. By investing, Alta believes it can gain even greater returns. Without such investment, there is a concern that the trajectory may decline. Some players in the vicinity are already making significant investments (Alta2).

Cruise tourism is a highly planned activity that takes place many years in advance. The harbor has advanced knowledge of which ships are arriving, the duration of their stay, and the number of tourists expected. The cruise company determines the length of stay in Alta, while the tourist operator can influence it by offering high-quality activities that appeal to their guests. In some instances, Alta has experienced participation rates of up to 216% per ship, meaning that each passenger purchased 2 to 3 trips. This is advantageous for the cruise company as selling more trips in Alta incentivizes them to prolong their stay (Alta1).European Cruise and Nordic Gateway, as major customers of tourism providers, hold responsibility for selling tours to the majority of ships visiting Alta. Their agents visit Alta to assess the offerings and decide which experiences to offer their cruise customers. Planning activities for cruise tourists is contingent not only on the quality of the experience but also on the reputation and trustworthiness of the tourism providers. Since cruise companies bear the risk if a provider fails to deliver, trust is vital for establishing sustainable relationships between tourism providers and the cruise industry. The incoming tour operator in Alta plays a crucial role in building and maintaining these relationships by actively engaging with different platforms, thereby building social capital within the tourism community. Their networking, persuasion, and coordinated planning efforts played a significant role in attracting the cruise industry to Alta as a winter destination.

Hosting cruise tourists in Alta requires coordination among various interconnected practices. The predictability of the cruise industry allows the local community to prepare and plan, although there are uncertainties. While some activities are booked well in advance, tourists have the opportunity to book local experiences until the evening before their arrival in Alta. This means that tourism service providers may not have exact details of visitors until the last moment. Smaller companies can face disappointment if too few people book, while unexpected high volumes can create high-stress situations. Therefore, companies must be prepared for both scenarios.

On a day-to-day basis, short-term planning is a collaborative effort between the incoming tour operator and local tourism operators. Bookings received from the cruise company are then arranged with the local tourism firms. This practice requires extensive coordination and planning, which becomes more challenging as the network expands. With the growing tourism industry in Alta, there is a need for new organizational structures for cruise activities. Resilience and the ability to adapt plans quickly are crucial for both local and cruise stakeholders. Unfavorable weather conditions can prevent cruise ships from arriving, and bookings remain open

Strategies for local cruise development in Alta heavily rely on collaboration with national marketing and lobbying organizations such as Cruise Norway. Cruise Norway, with its extensive marketing reach and advocacy efforts, encompasses 35 ports and plays a significant role in safeguarding the interests of local cruise tourism actors. Lobbying and establishing partnerships within the cruise industry have been key practices driving the development of cruise tourism strategies in Alta since 2003.

Finding a balance among different market segments is central to Alta's tourism strategy and overall development. While the destination aims to attract various types of tourists beyond cruise guests, marketing efforts cannot exclusively target one segment. As the destination gains recognition and more people visit, it naturally garners attention on social media and through word-of-mouth recommendations. Consequently, the growth in cruise tourism has also contributed to an increase in other visitors to Alta. The destination has become a topic of conversation within the tourism industry, aiding in attracting a broader range of tourists.

The current slogan used to market the destination is "Next to nothing. Close to everything. This is arctic living." Both the destination and tourism businesses have undergone a maturation phase to establish their identity and determine what they genuinely want to offer. Embracing the practice of saying no or setting customer boundaries is crucial to striking a balance between what Alta can and wants to provide and how it is delivered.

When the pandemic halted cruise activities from March 2020 to December 2021, the destination had an opportunity to reassess and realign its cruise strategies. With a break from reactive practices, Alta had time to reflect and adopt a more proactive approach. This hiatus allowed for strategizing practices centered on values and existential questions, such as defining their identity, goals, and preferred methods of operation. In recent years, Alta has experienced significant growth, with customer demands seemingly dictating the pace of expansion. However, it is now recognized that a more sustainable and deliberate approach is needed. The focus is on rebuilding with a positive mindset and a clear understanding of how to navigate future operations while considering long-term sustainability. (Alta 4)

Pricing practices have been utilized as a means of sustainable visitor management to steer the direction of tourism development in Alta. A notable example is the implementation of pricing for individual tours to Alta's mountain, Komsa, which aimed to address the environmental damage caused by increased visitation.

Efforts were made to protect the path leading up to Komsa, as it held significance for the local community. The desire to limit the number of visitors accessing Komsa arose to ensure its preservation for the benefit of the locals who regularly used it. Consequently, a decision was made to restrict tourist access to Komsa, as the fear was that continued tourism activity could potentially lead to closure for both locals and tourists. To achieve this, the pricing strategy for guided tours to Komsa was adjusted, resulting in higher prices and fewer trips being offered. Over time, the demand naturally diminished until only a few trips were conducted at a time, eventually leading to a decline in tourist visits to Komsa.

The interplay between pricing and value creation is crucial in the tourism industry. Tourism providers constantly face the challenge of striking a balance between prioritizing quality or quantity, as well as considering the intangible value that goes beyond monetary terms. In this context, fewer visitors participating in longer trips at higher prices is often preferred as it allows for a deeper, more meaningful connection between the tourists and the provider. This approach emphasizes creating value through personalized experiences rather than accommodating a higher number of customers solely seeking short and transactional interactions with the provider.

Social capital plays a crucial role in tourism in Alta. Both experience and education contribute to the knowledge required to understand tourism and create offerings. Tourism is considered a profession that demands specialized knowledge (Alta10). The presence of Alta Campus, part of UIT, which offers undergraduate and graduate programs in Tourism Studies, provides access to academic knowledge for those working in tourism and welcomes international students. Many of the employees in the tourism sector in Alta have received their education from the local tourism program. Moreover, individuals in managerial or leadership positions often rotate between different organizations within the tourism sector, bringing their skills, knowledge, and competences from one organization to another.

Guides hired by the incoming tour operator to work with cruise tourism in Alta can be international students or local residents. All guides undergo a short education program organized by the incoming tour operator to familiarize them with the guiding profession. They also receive information related to the specific topics of their guided tours, such as guiding inside the Cathedral. Guides who speak additional foreign languages besides English, such as German, Italian, or French, are highly valued.

Tourism providers invest in training their guides, particularly when activities require specific skills and knowledge. The training process can vary from a few hours to several months, connecting the guides to different aspects of tourism activities. For instance, training guides for dog sledding, a popular tourism offering for cruise guests, begins during the summer season (January-April) to prepare them for the winter season. Guides must become familiar with the dogs, the environment, and the explicit and implicit details of the mushing job. Learning by doing over a period of time is vital in the tourism industry. One informant reflects on the importance of guiding groups with diverse cultural backgrounds (Alta8), stating:

Cruise tourism offerings serve as a learning platform for tourism businesses, providing an opportunity to interact with people from diverse cultural backgrounds, age groups, and fitness levels. Learning practices are closely linked to hosting tourists and providing experiences, but they extend beyond the co-creation process. Reflection and discussion regarding personal knowledge and learning are crucial for tourism providers to enhance the experiences they offer. However, the pandemic not only halted cruise operations but also disrupted the learning and knowledge-building opportunities within the destination. Many workers chose different professions during and after the pandemic, causing the social capital that had been built over many years to vanish in a short period of time. Consequently, new personnel needs to be trained from scratch, which is a time-consuming and energy-intensive task.

The guides' familiarity with the experiences they present is expected by the guests (Alta9; Alta7). When offering outdoor experiences in winter, knowledge about the environment and weather conditions is essential. For example, to guide dogsledding, one must have extensive experience handling dogs. A knowledgeable guide can provide information about each dog, from their early days as puppies to their adulthood, including details about the races they have participated in. Furthermore, guides must be familiar with the trails and possess the ability to navigate changing weather conditions or unexpected circumstances, such as quickly descending from a mountain if the weather deteriorates.

However, simply understanding the components of a tourism experience is not enough to ensure a high-quality product. The provision of a quality tourist experience requires a level of tacit knowledge that comes with experience and education. It is crucial to be aware of cultural differences and customer preferences in order to fulfill the role of an empathetic expert guide. This level of expertise possessed by professionally trained tourism actors is reflected in the pricing of tourism products.

In Alta, a portion of tourism entrepreneurs are lifestyle entrepreneurs who view tourism as an opportunity to work with their passions, such as dogsledding, horseback riding, culture, and outdoor activities. For them, finding the right approach to offering an experience is crucial, and learning becomes an integral part of developing experiences for cruise tourism, especially when the expectations of cruise tourists differ from what the providers anticipated. The sudden realization that cruise tourists can have varying fitness levels and abilities was eye-opening for some providers. For instance, a provider recalls being surprised when cruise tourists, including individuals using walkers, disembarked from a bus, realizing the challenges they might face at certain locations. Hence, it is important for providers to understand their customers and align their offerings accordingly. In some cases, there may be a mismatch between the level of fitness or skills required for an activity, such as driving a snow scooter, and the actual abilities of the tourists. In such situations, guides must prioritize safety while ensuring an enjoyable experience that provides value for money.

Local providers not only need to understand their customers but also the intricate details of the practices that constitute the experience, including potential challenges that may arise. Managing expectations by sharing knowledge about the experience in advance is crucial, particularly for nature-based tourism products like Northern Lights tours. Providing information about potential risks and challenges before the experience, rather than after an incident has occurred, is important. Additionally, tourists need to have self-awareness regarding their own capabilities and understand the requirements of the activities. In Arctic winter conditions, tourists may overestimate their knowledge and experience or underestimate the physical fitness required for activities such as snow hiking, spending extended periods outdoors in cold temperatures, or driving a dogsled. It is essential for guides to possess a level of empathetic maturity to assess the abilities of tourists during the experience and ensure their well-being.

Tourism stakeholders in Alta have demonstrated adaptability and innovation to cater to cruise guests. The development of products tailored to the specific needs of cruise passengers, taking into consideration factors such as group size, time constraints, and physical capabilities, has played a significant role in driving tourism in Alta. One example is a Sami entrepreneur in Alta who operates a restaurant and welcomes groups of tourists. They offer experiences such as reindeer rides combined with Northern Lights viewing, interaction with reindeer, and the opportunity to sample Sami cuisine. Previously, tourists would visit during the summer to purchase souvenirs and interact with the reindeer, which were then relocated to winter pastures inland. With the advent of winter cruises, a new season from November to April emerged, necessitating the development of different products and allocation of resources. Specifically, a different type of reindeer capable of pulling sledges was introduced, and infrastructure enhancements were made to accommodate larger groups. Therefore, innovation practices have emerged as a result of cruise tourism development.

Preparing the physical infrastructure to accommodate cruise tourism has been crucial, including creating spaces capable of hosting larger groups. Meetings among tourism stakeholders in Alta have been held to discuss and systematically work on innovating the tourism experience for cruise passengers. However, it is important to note that cruise passengers can vary significantly, with different needs depending on the cruise line they travel with. Luxury cruise lines, for instance, demand high-end products and often have longer stays in Alta, while budget-friendly cruise lines typically seek more standardized and shorter land-based experiences. Innovation and the continuous development of tourism providers have been vital in facilitating the growth of cruise tourism in Alta prior to the pandemic.

During the pandemic, the tourism industry experienced a brain drain, which hampered creativity and product development as businesses shifted their focus towards survival.