Practice bundles
Cruise tourism development in Arctic communities is influenced by various factors such as social, political, and institutional settings, as well as their ability to adapt and respond to global changes. Researchers (Heikkinen, Bjørst, & Pashkevich, 2020; Lépy et al., 2014; Smit & Wandel, 2006) have highlighted the diverse nature of cruise tourism development in the Arctic region. In this study, we provide a detailed description of practices associated with the arrival of cruise guests, offering an in-depth and context-specific understanding of cruise tourism and its impact on the life of inhabitants of Honningsvåg.
Recognizing the significance of local-scale responses to the challenges and opportunities presented by cruise tourism is crucial (Ren et al., 2021). Our approach focuses on the situated and dynamic nature of practices, viewing them as "open-ended, spatial-temporal sets of organized doings and sayings" (Schatzki, 2019, p. 28). We delve into the routines and often unconscious actions that shape social life, as well as the skillful execution of practices and the emotions and symbolic meanings associated with them. The voices of key stakeholders are pronounced in relation to the findings described below. We have conducted our meetings and visits throughout the period 2021-2023 that allowed us to make detailed observations in relation to function of the cruise, but also the everyday life of people.
Ship handling
Arrival and disembarking
The docking arrangements in port of Honningsvåg are organised based on the size of the ships. Given the relatively small area of the dock, passengers have short distances to cover to reach their transportation or the city. During the summer months when visitor volumes are high, there are generally no issues with accessibility due to poor pavement conditions or slippery roads. However, in winter, there can be challenges such as slippery paths and gravel on the roads, which can pose some challenges for passengers with luggage.
One significant limitation for large ships disembarking in the port is the impact of natural weather conditions. The harbour infrastructure has been affected by the arrival of large cruise ships during storms. In 2018, strong winds caused one of the ships damaging both the pier and docking facilities, resulting in significant repair costs for the harbour. Consequently, in the case of strong winds, larger boats may anchor further away from the harbour and use their own tender boats to transfer passengers ashore. In some cases, if the stop in Honningsvåg is deemed too risky, ships may choose not to come at all. However, due to the iconic status of the North Cape as a goal for cruise journeys, ships often decide to anchor and tender their passengers to shore.
Tendering passengers during a storm is a challenging operation that requires knowledge of the sea, the harbour, and how to safely hand at the quay. It also involves a different part of the crew than those typically involved in disembarking. Crew members stand on the dock to secure the life raft with ropes, and the captain of the rafts must carefully manoeuvre and dock them. Passengers may require assistance to disembark. In 2022, even after the lifting of COVID-19 restrictions, all passengers disembarking in the harbour were required to wear facial masks during tender boat transportation. On a day when we experienced this practice, the wind was strong, resulting in large waves, and some passengers experienced seasickness. The crew promptly responded by providing freshwater containers and plastic mugs for passengers to refresh themselves upon arrival. The adverse weather conditions make it more challenging for passengers to reach the shore, and only those who have pre-booked excursions are able to take the tender transport to the city. This situation reduces the occurrence of spontaneous visits to the town, impacting visits to bars, restaurants, shops, galleries, and other local establishments.
While storms can occur throughout the year on the coasts of northern Norway, disembarking in the harbour during the summer months is generally less complicated under more favourable weather conditions. Most ships have organised procedures for the arrival of their passengers and establish temporary passages marked with ropes, similar to queue lines at airports. The harbour space appears tidy and clean, and with small fishing vessels disembarking, it gives a cosy feeling of a small village.
Upon disembarking, passengers have a short walk from the quay to the large parking space where tour buses are stationed. The efficiency and organisation of bus transport vary depending on the cruise company. Sometimes, there may be congestion as tourists try to board their buses to go to the North Cape. However, there appears to be lack of collaboration between Visit Nordkapp or other organisations, such as incoming tour operators, to provide immediate help or services to passengers who have not purchased tours on board and wish to arrange their own activities.
Passengers who are price-conscious have the option to compare excursion prices offered by the cruise agents on board with those available online, either through the destination marketing company or directly from providers. Cruise agents are typically not enthusiastic about passengers booking excursions themselves as they do not earn commissions from those bookings. Reasons cited for discouraging self-booking include health and safety concerns (especially during the pandemic) and the assurance of being brought back in time when booking through a cruise agent. If passengers choose to book independently, they are personally responsible for planning their activities o shore and ensuing they return to the ship on time.
Dispatching
Upon disembarking, cruise passengers find themselves immediately in the centre of Honningsvåg. The process of dispatching and organising the flow of passengers at the harbour can appear chaotic, varying depending on the type of cruise and the cruise company managing the affluent customer segments, such as Mein Schiff, are known for their well-organised dispatching process. The cruise companies provide dispatch teams whose main role is to guide tourists to the appropriate excursions, using visual signs to direct them to their buses.
There is a small stand manned by the local DMO on the quay to provide information to passengers. Additionally, the DMO office, located near the harbour, remains open during the presence of cruise passengers in town. Initially, it may seem that all parties involved know exactly what they are doing, and that no additional coordination is needed to manage the visitors. The port area is small, and cruise passengers do not interfere with cargo operations or other activities upon arrival. However, during research team observations, a certain level of stress was evident among both cruise tourists and receiving tour operators. This stress seemed to be influenced by how well-informed the tourists were in advance by their cruise providers about what to expect onshore.
Cruise passengers have two options to explore the destination. The first option is convenient but more expensive, which involved purchasing tours or experiences through the agents on board the cruise ship. With the growing number of tourism offerings on the island, there are alternatives and combinations available, including excursions to the North Cape. Upon disembarking, the main challenge for cruise passengers is to locate their excursion provider. For those visiting the North Cape plateau, they need to find the designated shuttle bus with the correct number and the name of their cruise ship. The bus driver received the passenger lists and can easily account for the correct number of visitors.
The second option is for passengers to purchase experiences directly from local tourism providers or through the visitor centre, which is also located along the path to the buses. This can be done in advance though online bookings or directly on-site. Local providers and the DMO find it more convenient when activities and experiences are sold through the agents on board, as it simplifies the process for everyone involved, including customers themselves. However, in recent years, there has been an increase in the number of “unorganised” customers who book their own experiences. Booking independently offers a cheaper option, and some cruise companies do not provide the option to book excursions through their agents either. This trend also means that there is a growing number of visitors who are not willing to spend money at the destination, impacting local economy.
During our observation in August 2022, we noted that certain cruise companies are bringing their own equipment, such as bikes, for activities at various destinations, including Honningsvåg. In this particular instance, due to stormy weather, the equipment and tourists were transported via life rafts. The cruise passengers have an option to purchase a biking trip to the North Cape on board, and the bikes and guides are provided by the cruise company. This allows them to offer biking tours at every destination they visit. However, the weather conditions need to be suitable for biking, and if the weather is unfavourable, the passengers are offered bus tours instead.
Our informants mentioned that this practice is not new and that it has been observed with the increasing number of expedition cruises. These smaller vessels have been providing their customers with equipment and guides for activities like biking and hiking. However, the popularity of both activities on Magerøya, which has vulnerable Arctic vegetation, has led to increased pressures and disturbances in the local natural surroundings. Additionally, some expedition vessels bring their own RIB boats, SUP boards, and make stops in or near protected natural areas. Specific mention was made of an area close to Gjesvaerstappan, one of Norway’s largest bird cliffs.
It is important to consider the potential impacts on the environment and local ecosystems when introducing such activities and experiences through cruise providers. It is essential to ensure that responsible and sustainable practices are followed to minimize disturbances to natural surroundings. In the absence of proper monitoring, the responsibility for environmental protection often falls solely on the guides provided by the cruise operators. While guides play a significant role in managing and educating tourists about the local environment, it seems to be difficult to provide a necessary oversight and accountability to ensure compliance with sustainable practices.
Hosting tourists
The largest volumes of cruise boats arrive to the harbour of Honningsvåg during the summer months between June-July-August. The extension of the cruise season with ships arriving in September presents both opportunities and challenges for local tourism providers. Small-scale providers, such as activity operators and tours guides, may face difficulties in extending their operations due to the availability of their staff. Since many staff members are typically students or have other seasonal jobs, their availability may be limited after the end of August when the summer season traditionally ends. Employing staff for a longer period or finding suitable replacements can be a challenge for these providers, impacting their ability to meet the demands of the extended cruise season.
On the other hand, transportation providers, such as bus companies, have adopted to the increased flow of cruise passengers by hiring seasonal drivers from abroad. This allows them to meet the transportation demand of the extended season, ensuring smooth experience for cruise passengers in terms of transfers and tours.
Overall, the extension of the cruise season brings about a need for coordination and flexibility among tourism providers. It requires finding solutions to staffing challenges for small-scale providers and ensuing the availability of necessary services to cater to the increased visitor volumes. Collaborative efforts between tourism stakeholders, including training programs, employment strategies, and cooperation among local businesses, may help to address these challenges and ensure and successful extended season.
The changing seasonality of tourism activities in Honningsvåg, wish an increasing number of visitors during the shoulder seasons and even winter, presents both challenges and opportunities for hospitality industry. Some businesses are able to capitalize on the extended season and benefit from high volumes of cruise traffic, while others choose not to participate. For those stakeholders aiming to capitalize on the influx of cruise passengers, the “fast cash” can then be utilized for other activities during the remaining part of the year. This business model can be attractive to certain stakeholders in the area.
However, North Cape remains an attraction throughout the year, but the road to the plateau may be affected by the weather conditions. During the wintertime, snow ploughs are used to keep the road clear, but this can result in limiting driving hours or temporary closures, impacting accessibility for cruise tourists. The development of tourism experiences on the island has been influenced by the increasing volumes of cruise tourism, particularly the rise of expedition cruises, and the extensions of the tourism season. The presence of major players like the Scandic group and the flow of cruise passengers have had positive “sill-over” effects on smaller businesses, leading to their decision to establish themselves in the area.
There are two opinions connected to the increased volumes of cruise tourism to the island. While it is acknowledged that cruise tourism brings diversification to tourism offerings and encourages innovation, smaller businesses may find it difficult to cater to the specific needs and expectations of cruise passengers. The professional providers, who already have experience and established themselves in the industry, tend to benefit more from the growth in cruise tourism volumes. They have the capacity to handle the larger numbers and have likely invested in equipment and resources to cater to the demand. The cash flows generated from the cruise industry have enabled these businesses to make investments, such as acquiring equipment like snow scooters, m.m.
Artisans on the island have experienced a steady flow of customers with the arrival of cruise ships, leading to a diversification in the offering of handicrafts. Art galleries and Sami entrepreneurs selling indigenous art have been able to attract cruise guests and showcase their work. Retail establishments, restaurants, cafes and bars also flourish during the busy summer months, primarily catering to tourists arriving by bus or car, as cruise tourists often have all-inclusive packages and may spend less on food and beverages. The municipality has provided financial support for the development of tourism offerings, especially during pandemic, which has further encouraged diversification and innovation. However, the challenges faced by small providers in meeting the specific demands of cruise passengers, highlight specialised skills and resources to effectively tap into the cruise market.
The second view highlights the potential downsides of the increased cruise volumes on the local tourism industry. One aspect is the competition that arises among providers offering similar products or experiences. In order to cater to the tight schedule of cruise passengers, there may be a need for standardization of existing products or the development of new products that align with the preferences and time constrains of cruise guests.
An example of this competition can be seen in the case of the Christmas souvenir shops in Honningsvåg. Previously, the island of Magerøya had one locally owned Christmas house in Skarsvåg, has offered local handicrafts, limited food items like coffee, waffles, and king crab sandwiches, as well as Christmas products. However, in recent years, a second large and modern Christmas shop was opened on the boardwalk in the centre of Honningsvåg, competing directly with the existing local business located in a more remote part of the island. The association of the North Cape with the North Pole and Christmas has led several providers on the island to capitalise on this sentiment to attract cruise guests to spend their money.
Furthermore, while the large providers of experiences for cruises, such as Scandic group and local DMO, have established good relationships with their traditional cruise partners, challenges arise when new providers enter the scene. The influx of cruise passengers who do not purchase tours on board but seek to order directly from the local providers can create bottlenecks in the system. The local tourism office may face capacity issues, resulting in longer queues and guests being left unsatisfied if their desired experience is sold out.
The interviews reveal that small-scale tourism providers, often family-owned businesses, do not benefit significantly from hosting “all-inclusive” packages and cruise guests who receive everything inboard their ships. The value created from direct bookings with the providers is more interesting, but it often requires lower prices compared to what passengers pay onboard their ships. This creates uncertainty for the experience providers, as they cannot predict how many customers, they will receive from a specific cruise arrival. Additionally, cancellations have a more significant impact on smaller businesses.
The providers expressed that the most desirable customers for them are those who spend a longer time at the destination, as they have more opportunities to engage in various experiences and contribute more to the local economy. However, heavy reliance on cruise tourism has led to a high level of standardisation in tourism experiences, which hinders the creation of economic value for the local community. The time constrains, limited capacity, administrative burden associated with cruise arrivals, and fixed prices that do not account for sudden changes in fuel or food prices were mentioned as additional factors contributing to this situation.
While it may be challenging for some tourism providers to innovate and design new tourism products, there is a growing willingness among micro and family-owned companies to embrace innovation, particularly evident in the experiences before, during, and after the pandemic. This has led to the creation of a variety of nature and cultural experiences that cater to both interests of locals and visitors. Examples of these innovative tourism products include tourism focusing on Arctic flora and marine plant, culinary walking tours that showcase local cuisine, visit to fish factories to learn about the fishing industry, and tours that promote environmental practices like beach clean-up. These new experiences offer visitors a chance to engage with the destination in unique and meaningful way, while also supporting the local economy and promoting sustainable practices.
Coordinating and Collaborating
The level of coordination and support provided to cruise passengers participating in onshore experiences varies depending on the type of cruise provider. More expensive cruise lines tend to offer a higher level of communication, care and staffing onshore in the harbour area. They ensure that their personnel are available to assist passengers with any questions or directions they may need, providing higher level of customer service. These cruise lines often have their own guides for bus tours to the North Cape or establish partnerships with local guides in Honningsvåg. This ensures that a clear and smooth organisation is provided. By providing own guides and maintaining strong communication channels, these cruise lines can offer a higher level of support and guidance to their passengers, ensuring a seamless and well-coordinated onshore experience.
The cruise companies providing less expensive cruises are often perceived as being less prepared and less structured in the organization of the shore experience. This can create challenges for the local tourism providers who host cruise guests. The lack of preparation and structure may result in a chaotic experience for both the providers and the cruise tourists. For instance, when a buss filled with cruise tourists visit a gallery, and they show little interest in the local stories or do not spend money on the local products, it can be frustrating for the tourism provider. These interactions can consume valuable time and energy without generating significant value for the local community. Uncertainty regarding the timing, volume, and preferences of cruise tourists further exacerbates the challenges faced by tourism stakeholders.
The limited time spent by cruise tourists in the destination, sometimes ranging from 30 to 40 minutes for individual guests, is a subject of constant negotiation between cruise providers and the destination. While local stakeholders may prefer longer stays, ranging from nine to 24 hours, many cruise ships typically stay for only three to five hours. This disparity in expectations can strain the collaboration and requires more flexibility on the part of the local stakeholders. Local tourism stakeholders have adapted to the demands of cruise providers for simple and time- constrained experiences. This emphasis on efficiency and standardized offerings can lead to a sense of routine and lack of variety in the experiences provided to cruise passengers. This can be a source of frustration for stakeholders who wish to offer unique and diverse experiences to showcase their destination. With limited time available for engagement with cruise tourists, there is often competition among small tourism providers who aim to sell their products directly to those guests who have not opted for the pre-booked options This competition can lead to a “copycat” situation, where providers offer similar experiences in an attempt to attract cruise tourists during their short stay.
Indeed, enhancing coordination and certainty in crise tourism operations can greatly benefit both cruise tourists and local stakeholders. Here are four practice bundles that could benefit from improved coordination: 1) negotiation of stay duration; 2) communicating with cruise tourists at tourists’ information; 3) guiding tourists to their booked experiences; 4) informing cruise tourists about the destination and its inhabitants; 5) informing local stakeholders about the types of cruises and visitors that are expected to visit.
Several of our stakeholders mentioned that the collaboration for receiving tourists is somewhat challenging due to the control exerted by powerful players over the flow of cruise passengers both to and on the island. Moreover, an uneven distribution of access and the non-transparent planning structure were also mentioned. Collaborating with large cruise ship providers is difficult for local stakeholders due to the frequent turnover of staff, and decisions made in one season may change in the next. Additionally, a role of the DMO in the planning process for cruise tourists is being questioned, as their focus is perceived to be based on outdated master plans. The prevailing view is that no progress has been made in implementing the existing action plan, which is considered outdated. This, the DMO is constantly preoccupied with development of new action plans instead.
While the primary focus of cruise tourism remains centered around bringing visitors to the North Cape, there has been a recent diversification of offerings by tourism providers. However, the distribution of cruise tourism passengers within the destination is uneven, creating challenges for small-scale operators seeking to enter the market and cater to cruise tourism. One of the main challenges of this type of development is an extremely skewed marked place due to the isolation of cruise tourism. Many tourism experience providers attribute the administration of the harbor as the driving force behind the volume of cruise boats arriving at the destination. Consequently, achieving consensus or a shared vision among the tourism industry on the island becomes difficult. This situation is further exacerbated by the representation of the destination at the international venues for cruise agents. The destination’s marketing efforts have witnessed frequent personnel turnover of local DMO, leading to a lack of continuity and inhibiting their innovative decision-making.
Providers of experiences for large groups of cruise tourists have well-established collaborations with the cruise companies. For example, Hurtigruten has its own guides who accompany their customers on a bus ride from Honningsvåg to their tours. Local tourism businesses are also engaging in collaborating with the community to enhance the quality of experiences or products. For instance, if the previously mentioned original Christmas house (historically established by a private owner) has a booking of 80 cruise guests who want to eat king crab but lacks the necessary supply, the owner can rely on personal connections to source the required raw materials. We have identified collaborations between smaller tourism providers as well. A restaurant and bar may sell each other’s locally produced products, a local artist that provides materials for a tourism theatre show, and a bus tour company may stop at the Sami shop on the way to the North Cape.
However, beyond these small-scale and loosely coupled collaborations, most providers tend to work individually, with limited coordination between their activities to strengthen their position in the cruise industry or to deliver bundled experiences. The DMO endeavours to find common ground for collaboration, such as promoting sustainability ambitions within the destination, to foster cooperation among tourism stakeholders in the community.
Guiding practices, co-creation of experiences and care for tourists
One of the significant aspects of delivering nature-based experiences on Magerøya is uncertainty. Providers on the island are never certain that the scheduled cruises will arrive as planned. Moreover, even if they reach the harbour, the weather conditions might be too harsh to proceed with experiences, such as hiking or bird safari trips. Nature and wildlife are other elements of the experience that tourism operators cannot control. The incoming tour operator provides guides to Hurtigruten and other cruise lines.
For example, when the tourists book a bird safari trip onboard, the buss and guide are arranged, and the boat and captain are booked for the bird safari. This boat also offers available spots to individual tourists who will share the boat with cruise tourists. The schedule of cruise dictates when the safari can depart and must return, and the individual guests adapt accordingly. The guide sits next to the captain and points out flora and fauna during the trip, offering commentary in several languages. Some guides have been coming to Honningsvåg to work summer after summer and have gained more experience, while others are new or lack interest for the subject matter they are guiding on. Since wildlife sightings are not guaranteed on these trips, the quality of the storytelling becomes even more important in creating a memorable experience. It is crucial for the guides to be skilled storytellers and also be multilingual. Besides English, the ability to speak other European languages, such as German, French, Spanish or Italian, is often necessary.
According to our informants, there is a shared perception of the “ideal tourist” whom everyone desires to attract and engage with. This ideal tourist is characterised by their willingness to pay a premium, regardless of whether they are part of a group or an individual traveller. Additionally, they are specifically interested in nature- or culture-based experiences, indicating a level of knowledge and openness to learning and exchanging information.
Cruise tourists visiting the Arctic may sometimes lack awareness of the harsh and rapidly changing weather conditions. To address this, certain experience providers offer more suitable outfits to their visitors, especially for activities at sea. These providers have made investments in safety equipment, as well as windproof and waterproof attire in various sizes, to ensure that their customers have a positive experience. Expedition cruises often supply their passengers with the necessary equipment due to their smaller guest capacity and higher prices. However, conventional cruises may not always carry equipment suitable for Arctic conditions. Hurtigruten provides guidance to its customers on what to pack when visiting Northern Norway in different seasons, with a focus on warm and protective clothing, reflective gear, and spikes to put under shoes.
Creating social value for destination
It seems that there may be a disconnect between the perceptions of some cruise companies and their staff and the actual offerings and activities available at the destination. The local stakeholders have made efforts to create and active and vibrant town centre, with a museum, coffee shops, supermarkets, pub, and other amenities, to cater to both the local population and cruise passengers. However, there may be instances where the practices and offerings provided by the locals do not align with the expectations of cruise guests.
The collaboration between local inhabitants and the municipality to create an active life in town centre is commendable. It provides both visitors and locals with a vibrant and engaging environment. Local inhabitants and the municipality together worked on the creation of an active life in the town centre that makes the island more interesting for the local population to live and work. The construction of the Nordkapp trappe (stairs) in Honningsvåg is an example of a local initiative to enhance the hiking experience and protect the natural environment. The stairs provide a more comfortable and convenient way for hikers to reach the top of the central mountain, reducing the wear and tear on the surrounding nature. The project has been financed by local people, businesses, and the municipality.
However, along with the positive aspects, there are also challenges associated with increased human presence in natural areas. One of the concerns is littering and disturbance caused by tourists. The example of finding empty cigarette packaging with Italian warning signs after a visit from one of the cruise ships highlights the need for a responsible tourism practices and proper waste management in case the visitation from cruise tourists is expected to grow significantly. Another consideration is the potential disruption to the grazing patterns of reindeer during the summer months. The presence of more humans in the mountain area can affect the natural behaviour of these animals.
Indeed, the availability of services such as restaurants, pubs and other infrastructure during the summer months creates social value for the community. However, the influx of cruise guests can also create drawbacks for the local community. The locals may find it challenging to access and enjoy the establishments because they are often crowded and cater primarily to the visiting tourists.
The co-creation of experiences plays a vital role in connecting tourists to the destination and enhancing their understanding and appreciation of the local culture and natural resources. The design of experiences, such as the king crab safari, can vary depending on the provider. In some cases, tourists may simply be offered the opportunity to eat king crab without any additional information about the species or the fishing culture surrounding it. This approach may focus more on the culinary aspect of the experience but missing out on the education and immersive elements.
On the other hand, there are also providers who offer a more comprehensive experience. For example, tourists may witness the fishing process first-hand, hearing the story of the appearance of the crabs in this part of Norway, and then enjoying a meal at the dining area. This type of experience provides insights into the local environment and the activities associated with the crab fishing. Overall, by carefully crafting experiences and incorporating elements of education, cultural immersion, and sustainability it is possible to provide tourists with enriching and memorable encounters that enhance their connection to the destination and its offerings.
Dealing with the externalities of hosting cruise tourists
The tourism experience providers we interviewed unanimously agree that the duration of time cruise passengers spend onshore directly impacts the quality of experiences they can offer. This influence is evident in several ways described in detail below.
The design of experiences must be tailored to the allocated timeframe. Different cruise lines operate on varying timeframes, and if there is little time available onshore, tourists may only visit the North Cape before returning to their ship. However, when there is more time allotted in the destination, it opens opportunities for other providers to offer their services to cruise passengers. The availability of more time allows for more meaningful experiences. Engaging storytelling, informative guiding, showcasing the destination, and immersive island experiences require a timeframe that ensures both a provider and the tourists are not rushed or stressed.
When cruise passengers care constrained by a tight schedule, they may exhibit “time fatigue” behaviour, characterised by a sense of restlessness and hurriedness. This behaviour often leads to a chaotic and nervous atmosphere, where visitors hastily capture pictures of their surroundings but do not have the time to fully immerse themselves in, or actively engage with, the destination and its inhabitants in a meaningful way.
When tourists have limited time on Magerøya and can only visit the North Cape, it significantly impacts the economic value generated within the destination. The constrained timeframe hampers tourists’ ability to engage in secondary spending practices, leading to certain challenges. While they may have enough time to purchase a souvenir at the Scandic North Cape’s visitor centre, they are unable to explore Honningsvåg, visiting galleries, indulge in local bakery treats, explore museums, or enjoy locally brewed beer at the pub.
To summarise the various aspects of hosting tourism practices, we can draw the following conclusions:
- Differentiation among cruise lines based on price is observed, with guests of low-cost lines appearing to be less culturally sensitive and less aware of appropriate behaviour in the destination. They may show less interest in locally produced souvenirs and exhibit less sensitivity towards cultural appropriation.
- Cruise lines that purchase local services and experiences, such as guiding and equipment, are more valued by the destination stakeholders compared to those that bring their own guides and offer all-inclusive experiences. Both conventional and expedition cruises have been observed to avoid buying local offerings.
- The harbour and the Scandic group, which owns the North Cape visitor centre, are the two stakeholders on Magerøya that benefit the most economically from cruises.
- Honningsvåg, as a tourist destination, comprises a mix of larger, organized businesses with extensive knowledge of the cruise market, as well as smaller entrepreneurs running “one man show” or family business with few employees during the main season. The latter often face higher uncertainties regarding product delivery, employee availability, and sudden changes, which can have a significant impact. The pandemic highlighted these challenges, and the reliance on extended networks of family and friends became vital for mitigating and adapting to changing conditions.
- Price setting has emerged as an issue for many entrepreneurs, who feel that Norway’s nature is undervalued. There is a desire to be more assertive with pricing. All-inclusive cruises limit opportunities for guests to engage in secondary spending while onshore.
- Several stakeholders have expressed frustration over the lack of meaningful dialogue and the perception that everything is dictated by the terms of the cruise tour providers.
The cruise industry is often regarded as a lifeline for remote destinations, serving as the economic backbone of the local tourism industry. However, the pandemic has revealed that the local tourism industry can survive even in the absence of cruise passengers. During this period, local businesses received government assistance, and although many individuals lost their jobs, it became evident that diversifying the types of tourists visiting can enhance resilience. Tourism businesses that rely solely on cruise arrivals for their survival are more susceptible to fluctuations compared to those that also cater to bus tourists, individual tourists, and business tourists.
Governing
When we mention” governing” we are referring to the official and unofficial rules and regulations established by stakeholders to manage cruise tourism. Cruise ships arriving at Honningsvåg harbour are required to comply with international and national guidelines focused on environmental sustainability and safety. The harbour authorities and municipal government are committed to ensuring that all parties involved adhere to these guidelines. However, local tourism providers argue that the rules are formulated by individuals by people who have no first-hand experience in organising the transportation of cruise tourists to one of their most desired destinations, the North Cape. The They feel that the environmental impacts resulting from the “shuttle traffic” necessary to transport all passengers are not given enough attention by the authorities, who primarily focus on the CO2 emissions generated by boats while their engines are running. Local providers, on the other hand, are more concerned about achieving a balance between environmental and economic sustainability in their operations. They believe that maintaining profitability will enable them to implement further measures toward environmentally responsible practices.
The municipality exercises governance over tourism through the implementation of tourism plans, such as the masterplan for tourism. Additionally, they provide economic support to tourism businesses during the pandemic and offer financial assistance to the DMO. The DMO serves as the representative body for the tourism industry on the island and operates based on voluntary membership fees. However, many smaller tourism providers of the island are no longer members of the DMO. It challenges faced during the pandemic have deepened internal conflicts among DMO members, and smaller companies were facing financial difficulties in meeting the membership fees. As a result, several former DMO members, particularly smaller businesses, have chosen to cancel their membership due to perceived challenges in deriving benefits from collaborative efforts.
Recently, the DMO has initiated the process of obtaining the Sustainable Destination Certification from Innovation Norway, which requires its members to undertake sustainable actions, such as implementing the Environmental Lighthouse Certification within their organisations. Innovation Norway provides support to businesses seeking certification. However, there is some scepticism among small-sized firms regarding the potential positive effect of this certification on their existing business. Moreover, the concept of sustainability and the efforts towards achieving it have faced criticism from certain stakeholders who question the power dynamics among tourism actors in Honningsvåg. The DMO finds itself in a challenging position, caught between strong opposing opinions in the political and economic landscape of a small town, which hampers the development of a common vision for the destination’s future. The current climate of mistrust among stakeholders exacerbates the situation. Furthermore, the progress toward more sustainable tourism operations in Honningsvåg has been hindered by the pandemic, which has severely impacted the economic viability of most companies. Consequently, there is an urgent need for consolidation and collective action.
During our discussions with stakeholders, an intriguing topic that emerged was the interpretations of the concept of sustainability and the means to achieve it. It became evident that tourism experience providers held diverse understandings that did not necessarily aligned with the perspectives of other stakeholders, including Innovation Norway, the DMO or representatives from the municipality. One of the entrepreneurs mentioned that local DMO was more concerned on more direct measures, such as picking garbage, plastic, purchasing local products, but forgetting that social responsibilities that businesses have are directly aiming at dealing with their staff. This highlights the varying priorities and perspectives regarding sustainability with the local tourism industry.
Nevertheless, there was a general consensus among stakeholders that the creation of a common strategy for sustainable destination development, with the DMO playing a leading role, would be ideal. Many emphasized the importance of attaining a sustainable destination certification as a significant quality indicator, with the local DMO taking charge of the certification process, already completing the initial stage of the Miljofyrtårn two-step process. The representatives from the municipality showed great enthusiasm for this process, believing that it would provide clear guidelines and establish “rules of the game” for all tourism providers. However, some stakeholders expressed a more sceptical view, suggesting that the destination’s heavy reliance on a specific type of tourism (cruise tourism) may hinder true sustainability. They argued that true sustainability would require moving beyond the focus solely on the visits to the North Cape.
The implementation of safety and environmental regulations has a significant impact on the operations of adventure experience providers. These regulations are either imposed by authorities or enforced by the cruise companies to ensure risk management. However, complying with these regulations requires administrative work and documentation from local providers, which adds to their already demanding workload during the peak season. Cruise companies have strict requirements and insurance policies for their customers engaging in adventure activities at the destination. The responsibility for participating in high-risk activities such as snow-scooter tours or ATV trips needs to be clearly defined and covered by insurance. Tourism providers who successfully adopt to these requirements gain a competitive edge in the market and are recognized as innovators, with their “best” practices spreading to other destinations in Northern Norway.
The principle of the right of access to nature (Allemansrett) has been invoked to support the idea of free access for everyone to the North Cape plateau. While Scandic owns and operates the visitor centre, the surrounding areas such as parking lot, viewpoint and sculpture of the globe are considered as public spaces. Consequently, cruise tourists only pay for transportation to the North Cape and access to the visitor centre, but that they are free to explore the nearby natural public areas. The increasing number of visitors venturing into the surrounding natural landscape has raised environmental concerns for the municipality. To address this, information signs have been installed, and infrastructure such as waste binds has been put in place. However, the negative consequences of unrestricted access to nature, such as growing amount of litter being left in the environment and visitors disregarding designated paths, have prompted a desire to establish “codes of conduct”. Municipality representatives emphasise the importance of respect for the local community and natural surroundings, and they aim to create a code of conduct similar to those provided by organisations like AECO (Association of Arctic Expedition Cruise Operators) to reinforce these principles.
Developing infrastructure
The development of tourism infrastructure is crucial for achieving economic, environmental and social sustainability on the island. However, a significant challenge lies in determining who bears the financial responsibility for these investments. Various perspectives exist regarding the necessary actions. One potential investment is land-based electricity, which could reduce air pollution from cruise ships in the harbour. However, the costs associated with implementing such infrastructure are high, and the existing electricity capacity on the island is insufficient. Private entrepreneurs also express that their financial constrains hinder to their ability to transition to more environmentally friendly practices, particularly in relation to their reliance on fossil fuels. While they express a desire to be more environmentally conscious, economic sustainability remains their primary concern. As a result, there is a tendency to maintain the status quo and prioritise business as usual practices.
The municipality holds responsibility for the physical infrastructure in Honningsvåg, and there is recognition that improved planning along pedestrian paths. In the central area of town would be beneficial. As part of their efforts, the municipality has established a public toilet near the harbour, serving as an example of infrastructure investment that enhances the town and provides services to visitors and inhabitants alike. Another method of financing infrastructure development is through crowdfunding. A funding campaign was initiated to raise funds for the construction of a stole trail leading to the highest mountain top in Honningsvåg. Nepali sherpas were invited to design and build the trail, aiming to preserve the fragile natural environment of the mountain while making it safer and more accessible. Yet another concern for the municipal governance is an issue of abandoned buildings along the shoreline that remain standing without renovation or demolition.
Additionally, the municipality faces challenges in prioritizing the convenience and needs of its own residents during the peak tourist seasons, particularly regarding essential public services like the fire brigade and emergency room, which must remain operational even when residents are expected to relax and enjoy their summer. While the entire municipality adapts to the presence of cruise tourism, it is noted that cruise passengers primarily visit the North Cape rather than specifically experiencing Magerøya and Honningsvåg.
Developing skills and competences
Entrepreneurs who have made investments and expanded their operations greatly benefit from the influx of guests provided by cruise ships during the short summer season. However, there is a high level of dependency on external guides who possess the necessary skills and experience to provide guests with a comprehensive understanding of nature, including specialized knowledge such as marine biology. The reliance on knowledgeable guides who can communicate effectively in multiple languages and cater to different groups creates a vulnerability for experience providers. Ensuring the availability of qualified staff for various responsibilities is a significant challenge faced by tourism stakeholders. This challenge has been further exacerbated during and after the pandemic. The scarcity of qualified service and tourism workers, as well as language competencies, has been a pressing issue. One stakeholder highlighted the magnitude of the problem by stating that they vacancies for job positions were hardy filled after the pandemic. This decline in available workforce is unprecedented and has posed additional difficulties for tourism businesses in maintaining their operations and delivering quality services.
To secure staffing in the near future, a collaborative effort between public authorities (municipality and local upper secondary school) and private actors, was initiated to establish a preparatory course focused on tourism and guiding at the local school. Several entrepreneurs from different companies have agreed to serve as tutors or mentors to the students, providing them with valuable hands-on experience and information. Additionally, the DMO has tested an innovative approach by involving local pupils as mentors to the cruise passengers who arrive during the off-season on Hurtigruten cruises. In other cases, service providers rely on their internal and external networks to recruit seasonal workers. Sometimes, their participation in wider networks, such as EU-financed Interreg projects, helps them to gather knowledge about reliable guides and service workers who are often employed by large ski resorts in northern parts of Sweden or Finland between November and April, and then come to Honningsvåg between June-August.
Other entrepreneurs, on the other hand, rely solely on themselves and their family members, calling upon them for assistance in case of emergencies or illness, especially in the case of the family-owned businesses. Still, this dependence on family members makes the companies particularly vulnerable, especially if the owners of the in the business wish to retire. In several cases, the younger generation may express interest in taking over the business, but often the example set by their parents serves as a deterrent, leading them to be hesitant about pursuing a career in the hospitality industry. While the destination boasts numerous appealing qualities, such as unlimited access to nature, the uncertainties surrounding paid labour within hospitality and service industry in Honningsvåg and other small villages we visited on Magerøya diminishes the attractiveness of the working in the tourism sector.
One of the drawbacks of heavy reliance on cruise tourists is the impact it has on companies providing adventure experiences. The uncertainty surrounding the exact arrival times, guests’ group sizes, and potential delays creates a “standing by” situation for these companies. They are forces to allocate resources to handle logistical matters instead of focusing on delivering exceptional experiences to their guests. This additional administrative burden poses a threat to the quality of the experiences offered. Moreover, relying heavily on the cruise industry can hinder innovation and the development of new tourism experiences. Popular products, such as visits to North Cape, have reminded unchanged for many years. Still, as the cruise market evolves, the destination needs to introduce new products and enhance existing ones in order to meet changing demands and expectations.
Entrepreneurs in the tourism industry are encountering challenges when it comes to recruiting staff for the tourism season. The younger generation, in particular, tends to be less willing to work overtime or during evenings and nights. For instance, if a cruise boat arrives late at night and departs early in the morning, it requires employees to be at work during unconventional hours. Despite this, smaller businesses on the island are more inclined to create an attractive working environment. For example, one owner of a private bus company, allows employees to define their own tasks and collaboratively plan their activities with the manager. This approach fosters a sense of satisfaction, trust, and contribution to the common goal of providing the best possible service to customers.
To effectively manage the tourism flows to the island, tourism stakeholders have learned to adapt by relying on informal networks. Moreover, in recent years, the development of formal networks supported by public, EU and national funding schemes have emerged. These formal networks also provide additional support and resources for the tourism industry, enhancing their ability to manage and address the challenges associated with tourism flows on the island.