Set impulses Areas of Action

In doing so, we are guided by our long-term future vision “4020 in 2040”. At the same time, we have defined specific goals in relevant Areas of Action and paired them with practical measures through to the year 2030. Only the consistent implementation of these goals over the next five years will make our vision for 2040 truly possible.

Since we do not possess a crystal ball that can reveal the future of our destination – or the world – the Destination Strategy 2030 should be understood more as a guide than a rigid sequence of milestones and tasks.

Of course, our goals are ambitious – and they must be for a destination that stands for successful transformation. But even with all this ambition, here in 2025 we cannot yet anticipate all the challenges we will face over the next five years – nor can we already provide all the solutions and answers.

Transformative strength goes hand in hand with adaptability. In this spirit, we aim to learn from experience – now and in the future. We are prepared to develop continuously and to see every new challenge as an opportunity

That is why we are deliberately avoiding fixed goals for 2030 or 2040 – especially ones that would need to be SMART-formulated. Instead, we believe it is more realistic to define goals for manageable two-year periods, then pause to reflect, assess, recalibrate and set new goals for the next two years – until, at the end of 2030, we again turn our attention to a largescale destination strategy for the next decade.

Knowing that we cannot accomplish this alone, the active and dynamic development of our ecosystem is all the more crucial. Over the next two years, our goal is to leave the station effectively and lay the tracks toward 2030 and 2040 – Let's get started!

Our strategic Areas of Action are based on the responsibilities of destination management organisations (DMOs) as defined in the Upper Austrian Tourism Act. These Areas of Action consolidate our activities and strategic priorities into five thematic clusters. Another foundation for defining these responsibilities was the insight gained from the various participatory formats and the successful work previously carried out by Linz Tourismus. The Areas of Action also draw on extensive research into trends and social developments. Since we see sustainability in all its dimensions as a key lever for the further development of our destination, we have worked intensively on this topic through the “Balanced Tourism” project in collaboration with Florian Größwang. All of the above insights, content and results have fed into our strategic Areas of Action.

Sustainability is a necessity. As such, it shapes all areas of activity at Linz Tourismus. It lays the groundwork for ecological, economic and social progress in tourism. We are convinced that the destination of Linz can remain economically successful and competitive in the long term – but only if we act with a high degree of environmental and social awareness.

Key Tasks:

The competitiveness of destinations increasingly depends on the quality of the visit. This is shaped by personal experiences, authentic offerings, sustainability and consideration of individual guest needs. Current research shows that travellers are placing increasing value on environmental friendliness, local culture, digital convenience and emotional connection. For Linz Tourismus, it is essential to harmoniously combine these factors in order to create unforgettable and sustainable experiences that enhance guest comfort and satisfaction – encouraging them to return in the future and to share their positive experiences in Linz with others.

Key Tasks:

Current and future crises caused by advancing climate change or economic turbulence will increasingly influence travel decisions. The destination of Linz will act as a resilient and flexible destination in order to respond quickly and effectively to external circumstances with a high degree of adaptability.

Key Tasks: