Two of the most influential players in Nordic tourism, Magnus Wikner, CEO of Nordic Leisure Travel Group (NLTG), and Petter Stordalen, co-owner of NLTG and founder of the hotel giant, Strawberry Group, were recently in Cyprus.
The aim of their visit was to strengthen cooperation with local tourism organisations and therefore strengthen Cyprus as a Scandinavian holiday destination.
We had the opportunity to chat with them, with Petter Stordalen (pictured above right) sharing experiences that shaped him and Magnus Wikner (pictured above left) revealing NLTG's actions and plans.
What was the moment you realized your calling as an entrepreneur? If I’m not mistaken, your entrepreneurial journey began at the age of just 12 when you started selling strawberries, is that correct?
Petter Stordalen: That was when I at the age of 12 started to sell strawberries outside my father’s supermarket in the small town of Porsgrunn, where I grew up. At times it was a tough job and my strawberries were not always the best ones. I complained to my father that I needed better strawberries in order to have success. But then my father said to me, “Petter you have the strawberries you have, and you just need to do the best of it. Stop complaining, it is of no use!” That was when I realised that my father was a genius. I wanted to be an entrepreneur just like him.”
You’re known for your passion and energy in business. How would you personally describe your philosophy on entrepreneurship? What drives you every day?
PS: This revelation at 12 years of age selling strawberries did lay the groundwork for my Strawberry philosophy. In essence, that is all about never give up, never be complacent and strive for constant development
At the age of 24, you took on the management of Norway’s largest shopping center, City Syd in Trondheim, and later expanded into real estate through Steen & Strøm Invest. Following that, you ventured into the hospitality sector. What drove you to make these bold transitions across such different industries, and how did each step contribute to shaping your entrepreneurial vision? Your group’s portfolio includes over 230 hotels. What was the strategy behind building such a strong presence in the hospitality sector?
PS: It was a combination of many factors, but I needed something to do after being kicked out of Steen & Ström. In the hospitality industry, I saw a great opportunity to disrupt that industry in Norway and use the force of all the great people working in hotels to create a fantastic culture emphasising the importance of all co-workers, giving them tools and a mandate to deliver both top-class service and growth.
Mr. Wikner, are you planning any investments in the Cyprus hotel or accommodation sector?
Magnus Wikner: Me and Petter were very impressed by the professionalism and high-quality hotels that we visited on the island. So, we don't rule out future investments on the island. But it is 100% clear that we want to continue to grow NLTG's market share and volume to Cyprus. But on the other hand, we have a long-standing relationship with excellent partners like the Cypriot Orthodox Church, owners since the 1980s of the Sunwing and OBC properties. So, it is not a necessity for NLTG to be the actual owner of the hotel properties.
I also want to mention the fantastic collaboration with our DMC, Aelos, with whom we have worked successfully for decades.
Mr. Wikner, NLTG is the market leader in inbound tourism to Cyprus from the Nordics with a 52% market share. How do you view your collaboration so far with the relevant authorities?
MW: We have had an excellent collaboration with CTO for many years, both for co-marketing but even more importantly, the scheme that CTO has put in place for promoting an extended season. This has helped us to gradually prolong the season and for this upcoming winter season we will run our charter operation until the end of November. But here we see even more potential for even longer winter season. Especially looking into the possibility for digital nomads coming to Cyprus for a workation holiday. They would be benefiting from the excellent climate and the possibility to work remotely from the excellent hotels on offer.
Another question specifically for Magnus Wikner. Cyprus used to welcome more Scandinavian tourists until a decade ago. What caused this recent downward trend and what needs to change in order for Scandinavian tourists to consider Cyprus as a prime destination again?
MW: For NLTG we will close 2025 at an all-time high level in terms of guests to the island, so for us there is no downward trend, on the contrary. Our strategy has been to constantly develop the product, based on customer insights from what is important for the Nordic traveler. This has worked very well with the help and support of all our local partners in Cyprus. Maybe some of our colleagues in the Nordic travel industry have focused too much on what is important for the pan-European traveler? I don't really know.
Which areas do you believe the Cypriot tourism industry could improve or invest in further to enhance its competitiveness?
MW: I think there is even more to do when it comes to developing a complementary offer for the shoulder season, which could very well be hiking in the Trodos Mountains, bicycling, golf, padel, etc.
Lastly one more question to Magnus. Do you believe that the tourist of the future will choose destinations based on their environmental consciousness and sustainability efforts?
MW: Yes, I am strong believer that ESG must be a strong focus for all of us in the travel industry and that is why NLTG is investing in several startup companies that are active in the green transformation of the travel industry.
What is the next big challenge—or opportunity—for Petter Stordalen?
PS: I see a big opportunity for further growth, both in my Strawberry hotel chain but also in NLTG. I have recently launched a brand-new hotel concept in the form of Stopover, which will be modern and high-quality hotels located close to the big highways in Scandinavia. Or with NLTG, where we are in the process of changing the entire fleet at Sunclass Airlines to the latest version of Airbus neo aircrafts.
What has been the most difficult decision you've had to make in your career, and what did it teach you?
PS: Professionally, it was without a doubt the Pandemic. I realized quite early, through contacts with key people at WHO, that it was going to be brutal. So, I had to face some really tough decisions, to either furlough or even have to dismiss. I had to get rid of half of my workforce, almost 8,000 persons. A lot of them were not well off, like single mothers or newly arrived immigrants to Sweden or Norway. So I felt a lot for all these people who were severely affected in any ways. But now luckily the vast majority of them are back in business again.
