Developing Year-Round Tourism

Successful development of year-round tourism smooths companies’ cash flow, improves employee commitment (through permanent jobs instead of seasonal work), and supports socio-economic sustainability as tourism revenue is distributed more evenly. A year-round destination is also more attractive to investors, for example for new restaurant or accommodation projects. Permanent staff generate tax revenue for the municipality, recruitment and training costs decrease for employers, and as expertise grows, service quality can improve—potentially increasing customer satisfaction as well. This creates a positive cycle. Tourism regions, municipalities, and businesses should strive for year-round operations.

Year-round tourism is a challenge for destinations almost everywhere in the world, although there have been successful examples in certain areas. Large cities likely have an advantage in attracting visitors during quieter seasons. Even so, Helsinki has in recent years received around 200,000 tourists in January and about 100,000 more in July–August. In Tampere, a popular travel destination for Finns, approximately 100,000 tourists arrive in January, while in July the number rises to around 140,000 (with about 220,000 overnight stays in July 2025).
Achieving year-round tourism requires clear goals, a strategic approach, networking, understanding target groups, and product development. It is not easy, but there are several ways to pursue it.

1. Product Development and Branding the Shoulder Seasons
The off-season can be rebranded. For example, in Lapland, autumn can be positioned as the Northern Lights season; the aurora borealis is visible in both autumn and spring—and especially in autumn before snowfall, the skies can be particularly spectacular. However, to make Lapland’s autumn sufficiently attractive, the Northern Lights must be turned into tourism products that include activities and experiences. Visitors cannot simply be taken to a lakeshore or fell to wait and hope the aurora appears. The experience must be memorable even without seeing the Northern Lights. The author of this article once floated in an Arctic lake in a wetsuit with a media group—certainly an unforgettable experience.

Weather-independent products also work well: developing cultural, wellness, and indoor activities that do not depend on weather, such as museums, spas, and gastronomy-based tourism products. In cultural tourism and touring route design, Nordic countries have much to offer both international and domestic visitors. The architecture of Alvar Aalto and travel routes built around it continue to interest architecture students, professionals, and enthusiasts alike. A new exhibition has opened at Finlandia Hall in Helsinki, presenting Aalto’s work and thinking, also highlighting his spouses Aino and Elissa. Visitors can also stay overnight in buildings designed by Alvar Aalto, for example at Finlandia Hall in Helsinki, the Säynätsalo Town Hall in Jyväskylä, and the Paimio Sanatorium about 30 minutes drive from Turku. The Paimio Sanatorium is set to receive a major investment based on plans by a Norwegian architectural firm.

The architecture of Wivi Lönn, the first woman in Finland to establish her own architectural office, may also be of interest, particularly for domestic tourists. Her work can be seen in Helsinki (New Student House, 1910), Tampere (Central Fire Station, 1908, and Tampere Girls’ School, 1902), and Jyväskylä (Kuokkala Manor, 1904, and her own residence, 1911). A Wivi Lönn–themed architectural tour could even extend to Tallinn, where she designed the Estonia Theatre in 1913.

2. Expanding Target Groups

New target groups can also be sought for the shoulder seasons. If there is unused capacity in spring or autumn, destinations can attract international markets with different holiday schedules than those in Nordic countries, as well as coach tour groups, retirees, school groups, corporate events, or workplace wellbeing days. Bleisure and workation concepts may still be viable in some organizations, even as office work requirements are strengthening across the Nordics and Europe. Reaching new target groups requires consensus and cooperation between regional organizations and local businesses.

3. Event Tourism

Events are an excellent way to attract visitors to a region when nature or weather alone is not enough to draw people in. Sports events, cultural festivals, concerts, food markets, and light festivals (such as Lux Helsinki or similar regional initiatives during the dark season) bring large numbers of locals and tourists to an area. Event marketing can be particularly effective during otherwise quiet weekends.

The Tall Ships Races (Turku/Kotka/Helsinki), which visits Finland every few years, can attract as many as 300,000–500,000 visitors to its host city, significantly increasing tourism revenue across the entire region. Major festivals such as Pori Jazz (150,000–190,000 visitors annually), Ruisrock in Turku (100,000 visitors), Flow Festival in Helsinki (90,000 visitors), Blockfest in Tampere (80,000 visitors), and Provinssi in Seinäjoki as well as Ilosaarirock in Joensuu (65,000–70,000 visitors) transform cities into vibrant festival hubs and, alongside some side effects, generate much-needed cash flow for local businesses.

4. Networking and Ecosystem Thinking

A single company can rarely change tourism flows in a region on its own. Regional cooperation between destination management organizations (DMOs) and businesses is essential, as is ensuring accessibility. If a destination can only be reached during off-season by private car or charter transport, marketing must clearly communicate this. It is also critical that restaurants, accommodation providers, and activity operators are open when visitors arrive. If a traveler arrives at a hotel but all restaurants and shops are closed, the customer experience fails. Cooperation is also needed in product development—creating ready-made packages (accommodation + meals + activities) makes off-season travel easy and convenient.
Note: Package tours may only be sold by registered tour operators.

5. Digitalization and Use of Data

During peak season, revenue is maximized, while off-season prices can be lowered to attract budget travelers. Dynamic pricing and algorithms can help identify people specifically seeking peace, nature, or more affordable travel options outside the high season. However, it should be noted that groups and series of group bookings are generally not reached through these methods, except via group organizers. International tour operators are reached through trade fairs, workshops, and sales visits.

6. B2B Meetings at Trade Fairs, Workshops, and Sales Visits

When a company participates in international trade fairs or sales visits—or when a regional organization organizes a workshop to extend the tourism season or create a new one—strategic preparation is essential. Already nearly ten years ago, there were over 100,000 destinations worldwide with marketing budgets exceeding one million euros, and since then competition for tourists has only intensified. Therefore, entrepreneurs must first develop sufficient knowledge and understanding of the international tourism trade to avoid common pitfalls.

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