Expanding the tourist map. Towards a fairer distribution of visitors off the beaten path
Copenhagen is rapidly establishing itself as one of Europe’s most popular and fastest-growing urban destinations, with tourist numbers projected to rise by a further 25% over the next five years. However, most visitors currently concentrate their activities in the city centre, where early signs of overcrowding and pressure on local communities are beginning to appear. To address these challenges, CULTIGEN seeks to broaden visitors’ mental maps of Copenhagen, highlighting vibrant yet often overlooked districts and encouraging a more balanced distribution of tourist flows across the city. It will do so through an innovative approach to sustainable tourism, starting with three pilot neighbourhoods.
In this article, we will explore what defines an area as a tourist destination, the reasons behind the selection of the pilot neighbourhoods, and the challenges that may arise along the way.
When does a place become a destination?
In simple terms, and very broadly speaking, a place is usually considered a destination if there are ten or more things to do. In other words, it should offer a sufficiently rich experience, with a variety of cultural, commercial, and recreational opportunities that make the visit worthwhile.
Tourism literature acknowledges that destinations “function as the site and subject of various and sometimes competing discourses” (Papen, 2005), and that they are “surrounded by entire symbolic complexes of images originating from diverse sources, including art, photography, literature, film, music, television and other forms of advertising” (McGibbon, 2006).
From this perspective, destinations can be understood as discursively constructed representations of specific geographical places, which influence not only the actions of tourists but also the perceptions of local residents (Govers & Go, 2009). The process that turns a simple place into a destination entails the deliberate construction of narratives aimed at fulfilling particular tourist expectations. Hence, the values associated with specific tourist destinations play a crucial role in determining the extent to which people consider their travel experiences satisfying and aligned with their expectations (Meethan, 2006).
Distributing and dispersing tourists across the city, in order to avoid their concentration solely in the centre, thereby entails developing a variety of destinations, each with its own narrative catering to specific types of tourists while remaining true to the unique characteristics and communities of each place.
Presenting CULTIGEN pilot destinations
Copenhagen is divided in a range of very diverse neighbourhoods, each with their own distinct vibes and looks, spanning from gritty, industrial quarters to more refined and upscale districts. This diversity offers an ideal opportunity to develop and promote different tourist destinations that appeal to a wide variety of visitors. Based on an analysis of potential structured around four criteria (local engagement, logistics, existing values, and area characteristics), CULTIGEN has identified three highly distinctive non-central neighbourhoods in which to test its innovative approach: Carlsberg Byen, an industrial heritage district in transition; Nordhavn, a rapidly developing waterfront area; and Sydhavn, a working-class neighbourhood with a strong local identity.
Industrial heritage neighbourhood in transition
Carlsberg Byen, or Carlsberg City in English, was established in 1847 by the founder of the Carlsberg brewery and evolved over more than 150 years alongside advances in industrial brewing technology and the company’s own expansion. At its peak, the complex covered nearly 33 hectares and included a range of different buildings from various periods, accommodating all stages of brewing as well as storage, production, cultural, and recreational functions. When industrial brewing ceased in 2008, the area began its ongoing transformation into a vibrant commercial and residential district. The former brewery complex is now a green neighbourhood featuring integrated green spaces and parks close by that combines heritage buildings with contemporary developments and is home to established cultural attractions along with numerous small, emerging businesses and eateries. The district thus holds the potential to attract a type of tourism with a keen interest on the local architecture, cultural activities, and emerging food scene.
A trendy waterfront neighbourhood in development
Nordhavn is one of Copenhagen’s newest neighbourhoods, developed on the site of the city’s former industrial port. The district has been designed according to the highest sustainability standards, following the five-minute city concept, where all essential functions, from schools and playgrounds to businesses and recreational spaces, are accessible within a five-minute walk or bike ride.
With its striking waterfront setting, bold contemporary architecture, emerging cultural scene, acclaimed restaurants, and flagship stores, Nordhavn has already begun to generate social media buzz and attract attention for its dynamic, modern-day character rather than its past. Supported by strong real estate investment and home to a diverse international community, Nordhavn has considerable untapped potential to welcome and engage visitors, particularly those drawn to modern architecture and refined urban experiences.
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A working-class neighbourhood with a strong identity
Sydhavn is historically a working-class neighbourhood, often regarded as one of Copenhagen’s last truly “authentic” districts. It has a longstanding tradition of community-organising and grassroot spirit, that are best reflected in its culture house, children’s petting zoo, and local football club’s chant “Love and Class Pride”. Sydhavn’s cultural richness is reflected in its old pubs, local institutions, and everyday community life. Within CULTIGEN, the focus will be on co-creating a local narrative that celebrates this working-class heritage, one that residents support and feel part of, rather than a top-down tourism brand..
How to keep neighbourhood tourism sustainable?
In recent years, residents of many popular urban destinations across Europe have increasingly voiced concerns about the negative impacts of large tourist crowds on the spaces they use in their daily lives. In most cases, these concerns are not directed at the tourists themselves, but at how tourism is managed and how it coexists with the everyday rhythms of neighbourhoods and cities.
Data from Wonderful Copenhagen reveal that while 70% of locals are in favour of tourism promotion, just over half (52%) believe that tourism brings more advantages than disadvantages, and only 13% think there is room to accommodate a growing number of visitors. Keeping this in mind is crucial when developing and promoting off-the-map neighbourhoods as attractive tourist destinations. Implementing tourism dispersal practices towards lesser-known areas of the city presents complex challenges of acceptance and coexistence.
Copenhagen’s tourism strategy seeks to generate growth and employment in balance with local life. In doing so, it is essential to acknowledge Żemła’s argument that “tourism destinations are a special kind of network and cooperation processes are crucial for them to succeed” (Żemła, 2016). Equally important, following Haugen (2025), is that “including local people in conversations about the quality of life in their own communities and how tourism can exist and be used to support their day-to-day needs provides agency to the very people who embody the historical, cultural, and social context of a place.”
CULTIGEN’s partners are well aware of these challenges and are therefore involving local actors in shaping how the pilot areas are presented to visitors. This participatory approach aims to ensure that tourism reflects each neighbourhood’s authentic identity and, particularly in more historical or grassroots areas, supports – rather than displaces – existing businesses and residents.
Accordingly, in each of the three pilot neighbourhoods, the project has engaged a network of local ambassadors, selected from key stakeholders, active community members, and locally based associations and organisations. Together, project partners and local ambassadors are currently developing a collective Manifesto, establishing shared values, objectives, roles, and responsibilities, as well as an initial roadmap of activities.
Helping areas grow and attract interest, without undermining their identity or alienating residents is a delicate balance that CULTIGEN is committed to achieve. Stay tuned!
References
- Govers, R., & Go, F. (2009). Place branding: Glocal, virtual and physical identities, constructed, imagined and experienced. Basingstoke, United Kingdom Palgrave Macmillan.
- Haugen, J. (2025): Creating Great Places to Visit and Live: Why Placemaking Matters for Sustainable Tourism
- McGibbon, J. (2006). Teppich-swingers and skibums: Differential experiences of ski tourism in the Tirolean Alps. In K. Meethan, A. Anderson & S. Miles (Eds.), Tourism consumption and representation: Narratives of place and self (pp. 140-157). Wallingford, UK: CAB International.
- Meethan, K. (2006). Introduction: Narratives of place and self. In K. Meethan, A. Anderson & S. Miles (Eds.), Tourism consumption and representation: Narratives of place and self (pp. 1-23). Wallingford, UK: CAB International.
- Papen, U. (2005). Exclusive, ethno and eco: Representations of culture and nature in tourism discourses in Namibia. In A. Jaworski & A. Pritchard (Eds.), Discourse, communication and tourism. Clevedon, United Kingdom: Channel View Publications.
- TPBO. Places and Destinations: Definition, Concepts, Theory
- Żemła, M. (2016): Tourism destination: The networking approach. Moravian Geographical Reports
About this resource
The European Urban Initiative is an essential tool of the urban dimension of Cohesion Policy for the 2021-2027 programming period. The initiative established by the European Union supports cities of all sizes, to build their capacity and knowledge, to support innovation and develop transferable and scalable innovative solutions to urban challenges of EU relevance.
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