1. Regional Innovation System in project
Helsingborg - Sweden’s food city
Sara Hedström
Anastasia Kulichyova
Enni Viuhkonen
Consultancy Report
Value Creation and Innovation in Tourism
SMMR32
15 January 2016

2. Table of content
Introduction 2
Theory 4
- Destination development, branding and innovations 4
- Regional Innovation System (RIS) 5
- Innovations in regional context 6
- Innovation system: the creation and transfer of knowledge 7
Methodology 11
Analysis & discussion 13
- The context 13
- Knowledge transfer, knowledge creation and collaboration in the innovation system 14
- The diversity of the stakeholders in regional innovation system 16
Conclusions & Limitations 20
Consultancy recommendations 23
References 28
Appendix 30

3. 2
Introduction
The aim of the study is to generate a holistic understanding of the Regional Innovation
System built for Helsingborg´s vision to differentiate itself as Sweden’s food city
(researcher´s own translation from “Sveriges Matstad”). The project Helsingborg - Sweden’s
food city was initiated by the destination authorities working at the administrative offices of
Helsingborg. As the pre-study states, the project is in a mission to “highlight the culinary
ingredient of the brand Helsingborg”. One of the initiatives to realize this mission is to develop
an innovation system, that acts as a vehicle for further development of food related products
in the area.
To understand the innovation system in the project, we are curious to find out key insights
concerning knowledge; how is knowledge created and what kind of methods of knowledge
transfer is to be found. We will also analyze the network of stakeholders and explore what
kind of organizational diversity exists, as well as how the collaboration looks like.
In order to fulfill our aim we have formed the following three research questions;
RQ1; How does the knowledge transfer and knowledge creation occur in the innovation
system?
RQ2; What kind of diversity of stakeholders, concerning companies, organisations, and
authorities, is seen in the innovation system?
RQ3; How does the collaboration (networks) between the stakeholders look like?
In our research, we will gain understanding through the research questions by analyzing
empirical data in the form of a pre-study of the the project “Helsingborg - Sweden’s Food city”
together with a complementary interview of the Project Manager Rikard Nilsson. After gaining
understanding of the empirical data we will analyze and reflected it to the Regional
Innovation System theory, and then translate our findings into managerial recommendations
for the project authority. The study is inductive in aiming to broaden the knowledge of
Regional Innovation System in the aforementioned project.
The paper is structured as follows: it starts by shedding light to the theories of Regional
Innovation System mainly following and taking directions from Hall´s and Williams´ (2008)
introductory, combining them to centric notions of Destination Marketing by authors such as
Kolb (2011) and Pasquinelly (2011). After providing the theoretical framework, the paper
turns its attention into data gathered during the month of December 2015. On the analysis
phase, we aim to combine our academic understanding with the data, assign questions and
issues stated significant by the theory, and through that generate new knowledge for the
Destination Management Organization (DMO). Finally, we end the paper with conclusion and
limitations, followed by academic advises for the DMO.
The project has its roots in researchers desire to contribute to the mission of spreading the
message of the city of Helsingborg being a great place to enjoy life in terms of food. From both
local’s and visitor’s point of view, we truly believe that Helsingborg and its region have
unreleased potential to develop the food related experiences it offers. Agreeing with the pre-

4. 3
study, we think the ingredients already exist, and by concentrating on realizing this great
potential the project could provide competitive edge and increase the life satisfaction of both
locals and visitors in the region. To us, food acts as a vehicle to human connection; eating is
one of the fundamental ways of connecting with other people and can increase understanding
of different cultures. Socializing with food is fun, engaging, interactive and educative, yet
holds maybe less tensions between communities than for instance religious dimensions of
culture. Food is something we humans have in common, despite our sometimes very different
customs, values, language and other traditions. Therefore, the project has also incredible
potential of being a great cultural bridge among the diverse groups of people living in and
visiting Helsingborg.
According Pasquinelli (2011) the flow of interactions between different stakeholders is
forming the identity of a place (see Figure 1. below). This is important ontological ground for
our paper, and illustrates well that place brands are socially constructed. In order to position
Helsingborg (and its surrounding region) as a food destination, all stakeholders need to get
involved and gain a common understanding of the place identity.
Figure 1. Dynamic interpretation of brands (Pasquinelli 2011)

5. 4
Theory
Effective networks, partnerships and collaborative organizations are seen as being the key to
development of the tourism industry. Destination marketing is one area where collaboration is
highly appropriate and is often organized through destination management organizations
(DMOs). (Abelsen et al. 2014)
The above statement illustrates well the connection between Destination Management
Organization and innovative business practices contributing to the development of a place.
Set of literature (e.g Abelsen et. al 2014; Kolb 2011) suggests that DMO’s role in destination is
to work as a marketing organization that brings business for companies in destination.
However, other scholars view DMO´s role in broader perspective, seeing the organization as a
managerial department, which above marketing practice is best suited for taking a lead,
managing and coordinating the complexity of the tourism system (Abelsen et al. 2014). This
paper will adapt the broader perspective that DMO´s should adopt to multi-dimensional
responsibilities, beyond practises that are traditionally associated as marketing activities.
According to Selin and Myers (1998 cited in Abelsen et al. 2014), success in alliances requires
sufficient representation of interest, shared vision, robust leadership, goal accomplishment,
team building, open communication and good working relationships. Even though Selin and
Myers list these important aspects in context of establishing a new DMO, we interpret that the
same translates when devising a new innovation network inside a destination, and
consequently applies into the project. Therefore, in order to grasp the project of branding
Helsingborg as a food destination, we will first examine relevant theories of destination
development and have special focus on its relation to Regional Innovation Systems. After that
we will explore theories concerning Regional Innovation Systems (RIS) with special attention
to its essential aspects; knowledge transfer and knowledge creation, diversity and
collaboration between actors in innovation network.
Destination development, branding and innovations
The aim of positioning and differentiating Helsingborg as Sweden’s food city fits well in the
DMO´s strategy of making Helsingborg a competitive place to survive in the long term. For a
place, it is important to attract visitors, companies and inhabitants, and this is made in
increasing competition with other destinations (Kolb 2011). It has become a necessity for
destinations to differentiate and innovate in order to survive. The well-known phrase
“innovation arms race” by Baumol (2002:55 cited in Hall and Williams p.30, 2008) illustrates
well the current discourse. Hall and Williams (2008) describes innovation as a competitive
weapon, which shows the urgency and centrality in innovation and competition. The fact that
innovation is central in attaining and sustaining competitive advantage is also emphasized by
Asheim and Coenen (2006:163 cited in Hall and Williams 2008) as well as Chell (2001:44
cited in Hall and Williams 2008). Therefore, it is no surprise that the city of Helsingborg is also
looking for incentives in innovate activities to develop its position in the market. We wish to
gain a further understanding of the DMO’s tools in reaching its goals and turn into the field of
branding a place.

6. 5
Destination branding is more complex than branding of goods and innovation system is of
great importance in branding a place. Tourism products, like destinations, are special due to
the fact that service providers or places have difficulties in patenting innovations or hindering
rivals to copy, which is derived from the intangible and visible nature of tourism services
(Hall and Williams, 2008). Another feature of a destination is, that the total experience of a
visit constructs from all products, services and experiences the traveler consumes and come
across during the stay. Further, it is not only the physical visit that determines consumer
value, positive and negative value is also created during pre- and post-visit activities
(Prebensen, Chen and Uyzal 2014). These special characters of a tourism product affects
efficient practices of marketing. It is therefore important to involve the community and
recognize that the more different types of individuals are involved, the more potential the city
has in facilitating great visitor experience. Stakeholders that are recommended to be involved
in the process include e.g. community groups, business owners and city government office
employees (Kolb 2011). To conclude, innovation systems in a destination are crucial for
efficient marketing and a great tool in including the aforementioned stakeholders, and we will
therefore now continue to focus on theories according innovation systems.
Regional Innovation System (RIS)
The idea behind the innovation system approach is, that knowledge and novelties can be rapidly
disseminated and implemented in social networks of interrelated firms, due to geographical
proximity and interaction between companies. (Hjalager 2010; Larson 2009; Lundvall 1985;
Sorensen 2004 all cited in Hoarau, Wigger and Bystrowska 2014)
Above interpretation is explaining what Regional Innovation System is about in practical
level, yet scholars such as Hall and Williams (2008) rather speak about actors in networks
including a broader scale of organizations from public to private sector. What seems to be
agreed according RIS, is that it refers to a complex and unique system, which objective is to
facilitate innovativeness of a region in order to sustain a position or promote growth. During
the next pages our aim is to identify the characters, actors and core activities of RIS, in order
to build understanding from the data of the project Helsingborg Sweden’s food city. We wish
to start this by examining the word bundle of RIS, Regional-Innovation-System, in order to
understand the relations between region, innovation and system. The very first word, Region,
refers to geographically located place (Oxford University Press 2016) and points out that
activities in the system take place. Innovation then, according Schumpeter (cited in Alsos et al.
2014 p.4), refers to the capability of competing and differentiating products from competitors,
even as far as to the stage of fundamentally transforming markets and creating totally new,
“Blue Ocean”, markets. Finally, what comes to the concept of system, Gossling et al. (2008 cited
in Hoarau, Wigger and Bystrowska 2014) define it as an object comprising a set of relational
elements. This leads us to conclusion that RIS is an object where a) interaction regarding
competitive advantage seeking activities takes place, and b) which is located and functions in
geographically specific context.
The upcoming paragraphs examines RIS from the light of the concepts it constructs from. We
start from the notion of regions, more precisely from the context that places sets for systems.
A centric notion is that institutional and cultural environment of a region is in

7. 6
interaction with private companies, and this is likely to have consequences to the
innovation capacity of an actor (Holbrook and Wolfe 2000 cited in Hall and Williams 2008).
Also, networks between suppliers and clients can cover exchange in cooperation, information
or knowledge. These networks are often complemented by industrial associations, other
organizations, financial institutions and public bodies, whose aim is to support business
and enable organizational networks, in order to lower the barriers for innovative business
practice. Universities can also become effective elements of innovation in business, but only
in interaction with business entities. Net effect of RIS is to reduce the transaction costs of
innovation and risk estimates. (Hall and Williams 2008) After pointing out the regional
implications for innovation system, we move on to look for how innovations are born and
shared. This is done in the context of knowledge creation and transfer, since knowledge is
commonly accepted to play a critical part in innovation (Cooper 2006; Newell 2009; Nonaka
and Takeuchi 1995 cited in Hoarau, Wigger and Bystrowska 2014), and since networks are
relational elements that create and transfer knowledge (Carlsen et al 2010 cited in Hoarau,
Wigger and Bystrowska 2014).
Innovations in regional context
Hall and Williams (2008) state that innovations should be seen in the light of political, cultural
and economical scales that shape activities in places. Therefore, it is of significance to
investigate innovations in the context of region, when aiming to give aid for a project seeking
to raise the attractiveness of a city. Further, places hold in social activities, which translates to
the capacity of innovativeness. Educational institutions are one actor of such activities.
According Tödling and Kaufmann (1998 cited in Hall and Williams 2008), schools and
universities set the ground for innovations in regions. This ground is build of research and
skilled labor, which are found to be essential in facilitating understanding, skills and
competencies that generate competitive abilities. Learning capabilities, ways of thinking and
practical skills all move via individuals from schools into business environment. Further, Hall
and Williams (2008) add, that higher education systems also brings special “vibe” to a place,
which they assume, in connection to Florida´s (2002 cited in Hall and Williams 2008) Creative
City theory, indirectly influences the innovative capacity of place in terms of attractivity.
Another important field facilitating innovations is the private sector. Like in education, no
region is exactly the same in its sectorial division. Tödling and Kaufmann (1998 cited in Hall
and Williams 2008) suggest three factors responsible for the variations in RIS in the European
context. First two sets of variables in private sector are sectorial specializations and functions
as well as organizational characteristics. Third factor related to company's´ innovation capacity
is the level of interaction, which depends on the existence of clusters, networks and attitudes.
RIS can and should aim to make a use of clusters. While clusters and RIS can complement each
other, they remain as two separate concepts. Clusters are coalitions of interdependent
companies often within the same industrial sectors (Isaksen and Hauge 2002: 14 cited in Hall
and Williams 2008), while RIS covers several sectors. Despite that RIS can be thought as an
umbrella concept covering several clusters, region may have clusters that are not part of RIS
(Asheim and Coenen 2004 cited in Hall and Williams 2008). Clusters may function in informal
manner, but RIS establishes systems of interaction between organizations; it has an important
mission in facilitating cross-sectorial exchange (Hall and Williams 2008). Sectoral diversity is
considered significant, because “diverse regions are more effective in promoting innovative firm
behavior than specialized industrial regions” (Hall and Williams, 2008). Facilitation of diversity

8. 7
between firms and regions helps to increase a level of engagement in the innovative
interaction and opens access to specialized knowledge and practices. As an example of
sectorial diversity, Hall and Williams (2008) note that tourism can potentially benefit from
food and wine industry, and this is something we assume may be evident in the project we
will look at. According the data, the incentive of Helsingborg - Sweden’s food city is to make a
unique bundle of products and services in order to raise the city's attractiveness in the eyes of
visitors and residents and entrepreneurs.
Regional development should be looked not only from the microenvironmental point of view,
but also from a broader macro level, since as mentioned earlier, regions follow global patterns
and interacts with others places. Tödling and Kaufmann´s (1998 cited in Hall and Williams
2008) recognition, that National level Innovation Systems (NIS) are often sourced by the
success achieved in regional level, serves as a proof for macroenvironmental interaction. This
happens in certain reciprocity; Hall and Williams (2008) note, that though NIS benefits from
the success of regions, one should not abandon the fact that regions themselves are also
affected by the national level systems. Extra Local connections are another crucial
macroenvironmental element of RIS. Transport, financial sector, science, technology,
information and communication all move via global pipelines (Bathelt et al. cited in Hall and
Williams 2008) from global and national spheres into regions and cities. Distanced networks
are claimed to give important impulse to learning processes (Asheim and Coenen 2004: 08
cited in Hall and Williams 2008), and as we will discuss later, these impulses coming outside
from regional boundaries can be critical in creating disruptive innovation.
Innovation system: the creation and transfer of knowledge
Learning regions are “territorial spaces where there is a strong, positive environment that is
conductive for collective learning” (Hall and Williams, 2008)
Knowledge, the outcome of learning, lies in the heart of innovations (Hall and Williams 2008).
Schumpeter noted that new knowledge creation or combination of existing knowledge is
transformed into innovations (Alsos et al. 2014 p.4). Supportive for the argument is Sundbo´s
and Fuglsang´s (2005; 2002 Sundbo 1997; 1998 cited in Hoarau, Wigger and Bystrowska
2014; Rowley, Behrens, Krackhardt 2000) notion of the strategic reflexivity of actors that
drives innovation. According to Sundbo and Fuglsang, relations and interactions between
tourism innovators and their environment push them continually to make sense of their
social, economic, ecological and political environment. Understanding one´s business and its
environment leads to assessing action plans based on actor´s possibilities and resources. This
requires an ability to create knowledge on the organizational basis. However, as stated
earlier, in tourism sector a single organizational intelligence cannot always guarantee a
successful tourist experience. This is a consequence of travel experience being a bundle of
several services and several interactions from several companies and people. To create an
excellent tourism experience, tourism actors should concentrate on the total
experience. Therefore, cooperation that focuses on knowledge creation and transfer among
actors is essential in long-term holistic development of a place. (Tsai and Ghoshal, 1998;
Kotler and Armstrong 1997, both cited in Hall and Williams, 2008) Due to the collaborative
processes, organizations can learn from each other, modify and apply successful practices to

9. 8
the existing environment, and this helps them to strengthen their position in the marketplace
(Simard and West 2006 cited in Hoarau, Wigger and Bystrowska 2014).
Before entering into analyzing how knowledge can be transferred among actors, it is worth of
looking at possibilities how knowledge creation can be interpreted. Knowledge creation can
be viewed from three (and possibly many other) standpoints. Firstly, knowledge can be seen
as underlying in the heads of individuals and is as such transmitted, appropriated and stored
in mental processes. Secondly, knowledge can be viewed as objectified transferable
commodity, which is one factor of innovation production. Finally, knowledge can be seen
residing in practice, so that an individual acquires knowledge and adopts it into use by
participating in operations when producing and reproducing society. (Gherardi and Strati
2012 cited in Hoarau, Wigger and Bystrowska 2014) We are curious to find out traces from
the data, regarding how the project under analysis reflects to the knowledge creation. How
will knowledge be created? Who will articulate new ideas and new knowledge? How are great
ideas turned into innovations? This is essential; it allows us to draw conclusions of the
underlying management philosophy the project holds. We wish to find out, whether the DMO
is aiming to spread information in the network, are they looking for actors to come and create
the content themselves, or are they looking for actors to share solutions for issues that other
actors are also dealing with. Possibly, the aforementioned knowledge creations may appear in
parallel, and therefore the DMO may look all these ways of knowledge creation residing from
knowledge agents.
One side of the project we look into is to plan the knowledge creation; another side, one that is
perhaps more difficult to manage, is how the network will be socially constructed. The
network is not only a technical issue that can be devised from top to down, since relationships
(Newell et al. 2009 cited in Hoarau, Wigger and Bystrowska 2014) are centric in successful
knowledge transfer and creation. When considering the role of knowledge in RIS, Newell et al.
2009 (cited in Hoarau, Wigger and Bystrowska 2014) separates two types of networks;
Networks as channels and Networks as communities. Network as a channel allows
information flows and knowledge sharing in the network, as long as the shape and structure is
feasible to transfer knowledge. Our interpretation is, that in channel mechanism knowledge is
brought to the network and then distributed to the participants. In the second type, the
network functions as a community, and knowledge is rather created among the participants
and therefore shared together. To achieve a network that functions like community, the
quality of relationships among the members should be sufficient. The relationships should be
complemented with shared practices and understanding amongst the members of
community, and that is something the project lead may plan to facilitate. Ultimately though, it
will be up to the actors how robust the relations will grow. Therefore, it is no surprise, that
Hall and Williams (2008) questions the feasibility of built networks in comparison to
organically grown ones. However, we believe that devised networks do have potential,
especially if actors are having positive attitude and genuine will to achieve the suggested goal.
Structure is another important factor in knowledge creation and transfer (Baggio and Cooper
2010 cited in Hoarau, Wigger and Bystrowska 2014). It refers to actors’ positions in the
network, the overall distribution of ties between actors as well as their local concentration
and the existence of strong and weak ties, depending on frequency, intimacy, emotional
intensity (Pavlovich 2003 cited in Hoarau, Wigger and Bystrowska 2014) and reciprocity of
relations (Granovetter 1973 cited in Hoarau, Wigger and Bystrowska 2014). Mapping allows
us to draw some conclusions of the structure and its concentration and hopefully its

10. 9
intentions about who are the receivers and who are the creators of knowledge. On the other
hand, the state of relationships in dimensions such as intimacy and intensity is likely to
remain a mystery for us, since the data is asymmetric in not including a diversity of
stakeholders and is not concentrating to the reflections of relationships among actors. As
McEvily (2003) has found, a distinctive characteristic of networks lies in the fact that partners
have to deal not only with uncertainty in their environments, but also with uncertainty
related to human behavior. Therefore, trust is essential issue, yet it unfortunately remains out
of our reach in the scope of the project.
To find out how knowledge and innovative ideas are distributed in the networks and how
ideas are put into action in the context of destination, Hoarau, Wigger and Bystrowska (2014)
looked interaction patterns in terms of formal communication and cooperation. Their study
serves as a great example for us to relate on our data. Hoarau´s, Wigger´s and Bystrowska´s
(2014) analysis followed a Social Network theory (Gulatin 1998 cited in Hoarau, Wigger and
Bystrowska 2014), which is based on a finding that practices are influenced by the social
context, and these contexts are influenced by the position of actors in networks. Above-
mentioned researchers found, that networks with close relations were efficient in knowledge
transfer, but also faced difficulties in assigning macro environmental threats. Even though
coherent network structure is suggested to strengthen social learning, trust and building of
social capital and control (Wasserman and Faust 1994 cited in Hoarau, Wigger and
Bystrowska 2014), the level of homogeneity is assigned as a threat to prevent the access of
external knowledge and ideas into the network (Granovetter 1973 cited in Hoarau, Wigger
and Bystrowska 2014). Also, centralized structure has a tendency to push peripheral and
less-powerful actors away from decision-making events and problem solving
processes. (Bodin and Crona 2009 cited in Hoarau, Wigger and Bystrowska 2014) This kind
of “closed” network is in risk of drift to circulate same knowledge without realizing the
potential of new knowledge (Hoarau, Wigger and Bystrowska 2014).
When looking at other studies, the issue of homogeneity in knowledge remains complex.
Tortoriello and Krackhardt (2010) argue that knowledge diversity does not necessarily
provoke innovations; the outcomes are dependent upon types of ties between actors in these
networks: the amount of trust, knowledge mobility and stability. Also, a common identity
among members in the network helps to increase knowledge mobility since it enhances
motivation to participate in interactions, and a desire to share experiences. Proximity
contributes to the development of mutual trust, shared values among parties, as well as
supporting efficient knowledge exchanges. While tight networks on one hand serves as a
productive “Think Tank” and efficient partnering platform, on the other it may also
develop a closed circle causing collective decline. This threat is real if the closed circle
prevents new ideas, knowledge, actors and sub-groups to join the innovation system;
Sorensen (2004 cited in Hoarau, Wigger and Bystrowska 2014) stated that tight relations
between firms in single geographical area provide “rather disappointing contribution to
innovations”. Therefore, it is our interest to see how the DMO assigns macro-level network
interactions and how outside knowledge is welcomed to the system.
Nevertheless, whether heterogeneous or not, communities of practice includes organizations,
bound together by shared understanding, values, and practices resulting from their
cooperation. Being at the interface of the organization and its external environment,
communities of practice facilitate the process of innovation, which involves “actively

11. 10
constructing a conceptual framework, imposing it on the environment, and reflecting on their
interaction” (Brown and Duguid 1991, cited in Hall and Williams, 2008). Communities of
practise serve as an important driver of regional innovation, yet it can be difficult to create. To
achieve a community where innovation is an ongoing process, Knowledge Brokers can be
useful actors. Knowledge brokers, who are represented by influential individuals operating
within and across organization’s boundaries and are instrumental in inter- and intra-
knowledge transfers, and can further enhance these communities. They create connections
between or within organizations and generates or transfers the knowledge (Hall and Williams
2008).

12. 11
Methodology
When we first came up with the idea to devote our efforts to the project Helsingborg -
Sweden’s food city, we wanted to do an extensive study involving various stakeholders. We
were planning to start with the Town Government Administration and analyze their attempts
towards the project by absorbing relevant documents and interviewing prominent figures.
We also intended to investigate the entrepreneurs’ perspectives on the project, and hear how
and to what extent they are willing to participate in it, what kind of goals and, possibly, fears
they have. In our initial vision, we also included locals and incoming visitors who were eager
to share their culinary experiences in Helsingborg and provide some practical pieces of advice
for improvements.
Then, we faced the reality. Unfortunately, due to a lack of resources for such volume research,
and especially since the time constrains the upcoming holiday season brought, we had to
narrow our ambitions. We decided to focus on issues that could be achievable for us and
remain of a particular interest. With accordance to our new idea, we decided to aim to
produce a holistic understanding of the Regional Innovation System plan, built for Helsingborg -
Sweden’s food city. To do this, we contacted the Town Government Administration in
Helsingborg, asked for the pre-study on Helsingborg - Sweden’s food city and managed to
schedule an interview with the Project Manager Rikard Nilsson. In order to prepare ourselves
with a deeper understanding of the societal issues attached to food, we made an informal
interview of Doctoral Researcher Devrim Umut Aslan at the Department of Service
Management and Service Studies at Campus Helsingborg.
Our study adapts the methods of content analysis and interview. Using the tool of content
analysis allows us to examine the printed information - what is written, how it is written
and by whom it is written (Smith 2010, p. 201), to generate the respective knowledge and
find answers to our research questions. For instance, we were eager to investigate the
conducted research efforts towards development Helsingborg- Sweden’s food city and their
results, and such information is crucial for our own research objectives. In practice, we
received and carefully investigated the pre-study concerning Helsingborg - Sweden’s food
city and in order to fulfill our aim we focused on the issues related to our research questions;
knowledge transfer and knowledge creation, diversity and collaboration of stakeholders. In our
analysis, we were open to find answers to our research questions and aimed to provide
suggestions and recommendations based on our findings. To achieve this, we intended to
employ both empirical and subjective methods of content analysis. Empirical methods were
revealed by balancing information from the pre-study, and subjective methods were
produced in the process of comprehending, representing and adapting the information to the
current paper. We used the tool of content analysis due to a number of its advantages.
According to Smith (2010, p. 202), it is unobtrusive. In other words, it does not require a
considerable consumption of time and efforts. In our case, getting access to the data was fairly
simple, but we did spend much time on finding appropriate sources of information, and
therefore invested many efforts. From the other hand, we obtained and analyzed data that
people have produced, and did not have to influence interaction by asking people to complete
a questionnaire or provide answers. Therefore, the tool content analysis was convenient and
suitable for us. Moreover, it allows a blending of two methods, empirical and subjective,
simultaneously. Such opportunity results into creation of the knowledge, based on the
observation and interpretation of the text during the mental process.

13. 12
To gain a holistic understanding and enhance the information of the project, we
complemented the data of the pre-study with an interview with the Project Manager of
Helsingborg - Sweden’s food city; Rikard Nilsson. In order to gain an understanding of the
project that goes beyond the written document we aimed to document the Project Manager's
own viewpoints and words describing the project. We agree on Turner´s (2010) argument
that interviews provide thick and rich data of participants experiences as well their
viewpoints. However, the method has its limitations. Silverman (2013) questions the access to
experiences via interviews, and emphasizes that researcher should take into account that the
interviewees are constructing their own narratives during interviews. In other words, people
may alter their answers in order to meet their ideals, or emphasize their certain values in the
experience. Therefore, we emphasize that we are concentrating on the Project Manager’s
viewpoints rather than absolute truths about current state of the project.
We chose to conduct a semi structured guided general interview, which is a more structured
style of data gathering than unstructured interview, yet it gives the interviewer a considerable
amount of space to word the questions and select relevant follow-up questions based on the
answers during the interview (Turner 2010). Consistency can also be a challenge during the
analysing phase (McNamara 2009 cited in Turner 2010); however, for us this was not a
problem since our data includes only a single interview.
During the preparation phase, piloting is effective way of increasing the quality of the actual
data and helps the researcher to refine the actual research question (Kvale 2007 cited in
Turner 2010), but due to time limits we did only analyse the interview questions within our
project team. Constructing the questions was done with the aim and the research questions in
mind on basis of the pre-study and the theory, which equally led our curiosity to gain a deeper
understanding of the project plan. When creating the questions, we aimed to follow the
recommendations from McNamara (cited in Turner 2010) and let the interviewee to choose
his own terms answering the questions, while the interviewer aimed to be neutral on the
answers and ask the questions one at the time. Since the interview was made by one person in
our team, the supporting tool of recorder was used together with note taking, so that we were
able to go back and listen what was said in the interview. The interview lasted about 1,5 hour
and took place in central Helsingborg in December 2015.
Finally, after gaining access and generating data in form of the pre-study and the interview,
we interpreted and analyzed the data with the goal of finding answers to our research
questions by continuously reflecting to the aim of our study. We made a sense out of the data
by grouping and theming the information, which is a supported way of working (Creswell
2003, 2007 cited in Turner 2010). In the analyzing and conclusion phases we adopted an
interpretative paradigm and approached the data somewhat hermeneutically (Alvesson and
Sköldberg cited in Abelsen 2014) by moving back and forth between reflective pre-
understanding gained from literature and reflecting to the “tale of informant” (Czarniawska-
Joerger 1997; Kvale 1996 cited in Abelsen 2014) and the feasibility study of the project.

14. 13
Analysis & discussion
The context
Following Smith´s (2010, p. 201) advise, we start our analysis by aiming to understand the
context of the pre-study. The project Helsingborg - Sweden’s food city was initiated by the
destination authorities (here shortened as DMO) working at the administrative offices of
Helsingborg. The Project Manager, Rikard Nilsson, has conducted a pre-study of the project,
which has been published on 13th of November 2015, and is available online for public. The
pre--study is an analysis of how Helsingborg can become a leading food city (Helsingborg
2015). To complement the pre-study, our data includes an interview with the head of the
project, Rikard Nilsson. We also wish to identify the political frame, with the pre-study stating
that the project is a part of “the so-called 100-days program, an action list produced by the blue-
green majority in the Helsingborg City Council”. This reveals the political sphere (Hall and
Williams 2014) where the regional systems functions. For us it raises the question of short
election period. Inspired by Hall and Williams (2008), we would like to raise essential
questions about sustainable development. What if the political power shifts? What will
happen to the vision that should be realized in 2035?
Centric to the study is the DMO´s idea about the Food Evolution Center (FEC), which
according to our interpretation will be a space where actors gather, and where knowledge
creation and transfer will take place. This arena for collaboration among the industry clusters
will be created in order to grow expertise in areas, which are driven by trends providing
possibilities to develop food related offerings in the area. The Food Evolution Center is
devised by the municipality and ideally includes different municipalities joining for co-
creation, but should be driven by the business sector. Being a centric part of the project
Helsingborg- Sweden’s food city, the Food Evolution Center enables businesses to connect in a
way that facilitates the knowledge creation and transfer of knowledge, as well as stimulates
educational opportunities for actors, who are planned to be involved in research processes.
The aforementioned “businesses” are local food related entrepreneurs and businesses, who
are particularly involved in the production and distribution processes. “Actors” then are
educational institutions typically responsible for the research in the field, such as Lund
University. With accordance to the pre-study, the role of visitors is also important, because
they can be involved in co-creation process. Hearing their opinions allows integrated
stakeholders to participate in improved practices and offer food experiences by meeting or
exceeding their demands.
As stated in the theory, the macro-environment holds in processes that happens outside the
microenvironmental boundaries, but which has an influence to the microenvironment in
different extents (Hall and Williams 2008). For instance, global trends affect local trends and
therefore can make Food Evolution Center to become a workplace for other industries and
other cultures. International competition, together with international visitors and actors in
the tourism industry, tend to contribute to food businesses serving the incoming guests, as
well as stimulate local activities on generating of food packages to introduce Swedish culture
to visitors.

15. 14
Knowledge transfer, knowledge creation and collaboration in the
innovation system
According to Tsai and Ghoshal (1998) as well as Kotler and Armstrong (1997 both cited in
Hall and Williams, 2008), a single organization´s excellence does not guarantee success in
tourism business, since the tourism experience is a sum of several smaller experiences from
transport to sleeping, dining and leisure activities. The pre-study data, as well as the interview
data, seems to reflect on this theoretical notion of the importance of collaboration, by
emphasizing the importance of actor´s needs and resources that facilitates excellency, as well
as addressing the importance of bundling products for consumers for whom the
organizational boundaries are non-existing. Further, our findings suggest that DMO´s
objective seems to be bundling food experiences and food-related products into unique
offerings that will be distributed to consumers in intelligent ways. The idea seems intelligent
when reflected into the theoretical framework.
To understand the network for Helsingborg - Sweden’s food city and its special features, we
created Figure 2 reflected below. It involves a map of stakeholders, covered in the pre-study
and described by Rikard Nilsson during the interview.
Figure 2. The mapping of network between stakeholders of the brand Helsingborg- Sweden’s
food city (Researchers´ own illustration 2015)
With accordance to the map, the network connects a number of stakeholders, forming the
micro-environment, and actors representing the macro-environment, who influence
processes occurring in the micro-environment. All together, the microenvironment operates
with a desire to increase exchanges and knowledge around food related issues through for
example; providing and sustaining appropriate conditions for stimulation of innovation

16. 15
activities, meet and exchange ideas, increase customer’s satisfaction and financial
performances of businesses. Actors are connected in the Food Evolution network and Food
Evolution Center, allowing the network to successfully function.
“Food craftsmanship in Helsingborg region has always been characterized by creativity,
curiosity, dedication and knowledge” (Rikard Nilsson in the pre-study)
The pre-study assigns several examples of excellence in business in the regional boundaries of
Helsingborg. These include products such as Viken Tomatoes and Bjäre Potatoes; trademarks
such as Ramlösa and Zoégas, and local producers Licorice Factory and Spirit of Hven, as well
as food experiences such as “Turan” across the Öresund, or snack at “Flickorna Lundgren” and
“Rut på Skäret”. According to our interpretation from the text, this refers to a suggestion of
some kind of best-practice learning. The DMO suggestion seems to be that the actors of the
food sector in Helsingborg´s region should aim to achieve success by growing a holistic brand
that builds on the regional ingredients in terms of sourcing and know-how. However, what
remains somewhat unclear is a plan of how this excellency is going to be utilized in the project.
Are the success stories meant to be used only in branding objectives, or are they raised in order
to inspire other entrepreneurs to learn from the best practice? When looking at the statements
in the light of innovativeness, the theory suggests two alternative ways; Imitation, which is
found a low-road strategy in innovation (Hall and Williams 2008), or unique combinations
and reflective learning from other's excellence, which can lead to disruptive innovation (Hall
and Williams 2008). The question remains, how can the entrepreneurs gain the skill of
reflective business practice that leads to unique products?
“The incentive of the project is to show that the region is a place with many of the leading
food and beverage producers, food artisans and restaurateurs.” (Rikard Nilsson in the
pre-study)
When drawing conclusions of the data holistically and reflecting them to the theory of
Gherardi and Strati (2012 cited in Hoarau, Wigger and Bystrowska 2014), we came to an
outcome that the project interprets knowledge creation with all possible ways that the
scholars identify. The municipal authority is characterized as a centric knowledge actor
who creates and transfers knowledge, seeing knowledge residing in the heads of
individuals, and seeing it as transferable commodity. The aforementioned conclusions are
made since the DMO emphasizes the regional resources, and manifests the excellency of
Helsingborg´s food products, and this refers to the inherent knowledge of the place as
transferable commodity. The aim seems to be convincing the stakeholders about the matter,
and motivating them to adapt according the notions of DMO´s marketing message.
Interestingly, media (SVT Nyheter 2015) questions the excellency tied in Helsingborg, which
refers to a threat that the vision is not necessarily shared among all the stakeholders.
“..the great strength of the idea behind the project Food City Helsingborg is not in the
parts separately, but occurs when you add them together. That is when we can create
something unique, find new contacts and create cross-fertilization“(Rikard Nilsson in the
pre-study).
The DMO seems also viewed as a facilitator enabling innovative processes. The creation of
knowledge is seen residing in practice, which comes evident in the notion of “unconferencing”
in context of Food Evolution Center activities, which Nilsson brings up during the interview.

17. 16
The DMO argues that once the actors are brought together and allowed to construct the issues
rising from their operational reality, they will produce new knowledge from their joint
activities, which then are taken “home” to their business practices. Further, as mentioned
earlier, DMO points out that the region holds in knowledge creators, individual businesses
who are pioneers in creating new thinking through their mental processes. The actors are
drawn from the Project Manager’s own network, but the goal is to involve larger sampling of
actors. Critical question from our standpoint is, how this can be executed.
Theory suggests that the network can function as a channel or as a community (Newell et al.
2009 cited in Hoarau, Wigger and Bystrowska 2014). According to our interpretation, the
network of the project is set to work as a channel at this point. We came to this conclusion
since the network is artificially built rather than organically born, and since at this point, the
most important incentive seems to be convincing the stakeholders of the idea of branding a
place with food as its attractor. However, this does not take away the option that the network
will become as a community, which starts endogenously create knowledge and learn from its
own activities. We generated an understanding that this is the goal, but as mentioned in the
theory, the network to work as a community requires robust relationships (Newell et al. 2009
cited in Hoarau, Wigger and Bystrowska 2014), which cannot be determined beforehand. The
actors’ activities will determine the nature of collaboration, and it will be a matter of time to
see the development of the network in the sense of a “learning organization” (Hall and
Williams 2008).
The diversity of the stakeholders in regional innovation system
“The feasibility study will be carried out by a city-wide perspective of participation.”
(Rikard Nilsson in the pre-study)
In order to gain an understanding of what kind of diversity is evident in the network we made
an illustration based on the data (Figure 3).

18. 17
Figure 3. Diversity of stakeholders in project Helsingborg- Sweden’s Food city (Researcher's
own illustration 2015)
Stakeholders in the project and the Food Evolution center are all either direct or indirect
operators within food and drink sector. As cited earlier, the recommendations in the pre-study
emphasizes that “the power behind the project Helsingborg - Sweden’s food city, is not within
the different parts in itself but will happen when the different parts are joined together.” That is
where DMO believes something unique can be created, new contact areas can be found and
opportunities for cross-fertilization could be created. To gain involvement from a city-wide
perspective was also one of the goals of the pre-study in order to get commitment and
participation.
From the description of the current status, it is stated that food related companies and
working places in Helsingborg are broad and diverse. The study claims that ten percent of the
employees are working in jobs that are somehow related to production, processing, cooking
or selling of food. It is the completeness and diverseness of the region that are great strengths
when in comparison to other cities which have had the incentive to raise awareness as a “food
city” in Sweden during previous years. In this context it is mentioned that there is no clear
aspirant of the position and open for Helsingborg to position itself in.
The stakeholder Association of restaurants (Krögarföreningen) is a formation of businesses
such as restaurants, cafées and bakeries, with majority located in the center of Helsingborg.
The established network of Krögarföreningen is called “Helsingborgskrögarna - Gör gott”, and
it is created together with the city association. Our interpretation is, that the goal of this
particular network is to develop the members businesses in terms of increasing collaboration,
arranging events and activities. We did not find information from the data we have gathered
regarding if entrepreneurs from outside the city center have similar networks or are included

19. 18
in this network. From a diversity perspective, it is of interest to include also stakeholders from
other parts of the city in the project Helsingborg - Sweden’s food city.
In the pre-study DMO points out local celebrity chefs, Tina Nordström and Rikard Nilsson,
whom for us can be classified as knowledge brokers (Hall and Williams 2008) in the network.
Collaboration among tourism actors in micro level with family Helsingborg is also suggested,
and complemented with proposition of macro-level support in Scanian and national level
contexts. However, the text does not give further details of what kind of relation will be
proposed. Leader project is also an identified knowledge actor, which can be utilized in order
to receive support, research and managerial advice for networking incentives and innovation
support systems.
As mentioned in the beginning of the chapter, DMO´s idea is to create a Food Evolution Center,
a common place for all operators within food to meet, in order to develop the network and the
collaboration, and to gain new innovations and business possibilities. This is also the space
where the connection of research, innovation and education together with operational
businesses in the food sector will take place. Our interpretation of the data in pre-study and
interview is, that it is implicitly to have diverse operators in the network in order to get the
dynamic needed for success. As Rikard Nilsson says in the interview;
“Concerning stakeholders all are important here, to show the width. (This is) good for all
municipalities, e.g. work opportunities, people moving into the municipality, destination
more focused on food and drink.”
and concerning Food Evolution Center Rikard makes the following statement;
“From start the thought of Food Evolution has been to gather different operators, for
success.”
In the interview, we asked whether diversity is considered important in the project and got
the answer that this is the ambition. Although, we do recognize that the question has been
somewhat leading, in the light of both sources we will assume that the aspect is viewed
important. We were curious of the possibilities of investigating if the diversity aspect could
have some room to develop, and therefore asked how the choice of whom to include as
stakeholder was made. For our question, we got the answer that it is from the Project
Manager’s network. After considering the businesses mentioned in the data, we interpret that
there is a possibility that more relevant groups could be included as actors in the innovation
system.
The pre-study suggests that the town planning administration could give the food
entrepreneurs an access to attractive public space with a reasonable fee, in order to facilitate
a feasible establishment of a street-food movement. Street Food promotion is justified as a
good way to allow access to job markets for groups e.g. young and people born in other
countries, which are typically having difficulties entering it. We think this suggestion of
including also these groups into the project would bring more of the needed diversity and
participation for the network. However, according a academic advisory we had from a
researcher specialised in food (Aslan 2015), the inclusiveness of Street-Food Movement
remains somewhat controversial. The Street Food discourse includes trendy “Americanized”
fast food products, such as Mexican Street Food and Hamburgers, and is given critique in

20. 19
excluding institutions such as Swedish Gatuköks and grills, which have in earlier times been
the “Street Food of Sweden”. According to theorists, this all reflects to wider appreciation
hierarchy of cultures, which translates to acceptance and price expectations of food products.
(Aslan 2015)
We can read from the pre-study that concerning food in public sector, people, companies and
organizations should act outside their comfort zone and learn from each other. Through these
contacts and meetings, new and unplanned positive things can emerge. We interpret that this
formulation suggests meetings between diverse actors and encourages and emphasizes the
sectoral diversity as crucial for new ideas and innovations to take place. However, the pre-
study does not provide answers on how to facilitate the “stepping outside of comfort zone”. To
us this is something essential, especially when considering that considerable part of food
related businesses are small and medium sized, and are working with small margins, which
may affect the level of motivation on investing to activities of high-risk perceptions.
One concern that we draw from the data is the asymmetry of the actors in the network. While
the DMO continuously emphasizes a “all-involving” bottom up approach, it is relevant to ask
what kind of boundaries or boundarylessness the network has? We wonder if the actors
would be mapped in a geographical map of Helsingborg, would the map have actors
concentrated in a specific geographical area, or would the actors be scattered or equally
distributed so that the balance remains in North-South, East-West and urban-rural axles?

21. 20
Conclusions and Limitations
The concept of Regional Innovation System has been introduced, defined and put into work in
the analytical part of the paper. The increasing competition about markets has dramatically
changed the environment for companies, resulting a continuously changing ground.
Therefore, the need for updated knowledge is increasing. A shortened goods and services
lifecycle stimulates firms to streamline their operations and establish collaborations for
knowledge generation to facilitate competitive advantages. Diverse by their nature, tourism
firms has to find a way to overcome their individual management styles, see above their
operational realities and encourage the knowledge creation and knowledge transfer in
collaboration.
As a result, the notion of Regional Innovation System has attained much attention. It involves
parameters, such as Region, Innovation and System, which are connected between each other
and considers a destination a geographical location, involved in the innovation processes and
facilitating business linkages with other enterprises. In this light, issues of diversity,
networking and innovativeness have become significant. For instance, a diverse workforce is
capable of building a more productive environment that benefits both individuals and the
organization (Kandola and Fullerton, 1994), and facilitates creativity and innovative thinking
in organizational level (Harvard Business Essentials, 2003: 84-5; Gatrell and Swan, 2008). But
diversity exists not only within single organizations; diverse companies have to “replace their
place-based way of thinking with a focus on connectivity, performance and flow” in order to
learn from their macroenvironment (Doel and Hubbard 2002, cited in Hall and Williams,
2008). The interaction between events and people in the innovation process determines,
whether collaboration will continue or not. Issues such as a role of communication,
characteristics of individuals and teamwork in both successful and unsuccessful practices,
combined with the nature of relationships between involved parties, are able to define the
capacity of the innovation system (Berglund, 2007).
Our project departed with the aim to generate a holistic understanding of the Regional
Innovation System built for Helsingborg´s vision to differentiate itself as a Sweden’s food city.
We wanted to form an understanding of the processes planned in the innovation system by
addressing significant categories such as knowledge creation and knowledge transfer,
diversity and collaboration. Therefore, we established three research questions, which were
designed to meet the research aim. First, we wanted to know how the knowledge transfer and
knowledge creation occurs in the innovation system (RQ1). Second, we intended to
investigate what kind of diversity of stakeholders is seen in the innovation system (RQ2). And
third, we wanted to recognize, how the collaboration between the actors looks like (RQ3).
In order to reflect the research outcomes in a structured way, we decided to visualize them in
the constructed Figure 4 (see below). We found out that Food Evolution Center (FEC) is set to
work as a tool to contribute to the brand Helsingborg Sweden’s food city. In the Food
Evolution Center, knowledge (RQ1) and collaboration (RQ3) is created through the diverse
stakeholders (RQ2). Such stakeholders have all different interests in food, and they co-create
the processes of knowledge creation and knowledge transfer in the bottom up direction. All
together, stakeholders build up a network as a channel, because their collaboration is
artificially constructed. However, the knowledge is set to be created and shared together, and
that refers to the DMO´s vision to allow the transformation of the network to grow as a

22. 21
community. Associations of restaurants is a central actor, because it represents a key cluster
working in Food Evolution. Together with the administration, the clusters are responsible for
facilitation of collaboration among the stakeholders and provision of various activities and
events. According to Project Manager Rikard Nilsson, development of smaller clusters from
FEC (illustrated inside FEC), and establishment of bigger external partners e.g. linked to
events (illustrated down left) are important, because they tend to stimulate the learning
environment, central for cultivating new ideas and innovation solutions. This demonstrates
the macroenvironmental understanding and openness of the network.
Figure 4. Mapping of innovation system of the project Helsingborg- Sweden’s food city and
key areas of interest; knowledge creation and transfer, diversity of stakeholders and
collaboration. (Researcher’s own illustration 2015)
We truly believe that we have deepen and detailed the understanding of the Regional
Innovation System by mapping the stakeholders indicated in the data. We hope we have also
managed to raise some important questions regarding this particular project. Therefore, the
outcomes of our paper contribute in forming a broader understanding of the project, and are
hopefully stimulating for further research in the area. We feel there is a need to investigate
the further efforts of the municipal authorities of Helsingborg towards developing the brand.
Moreover, it is crucial to hear the stakeholders’ perspectives, whether they are included in the
project, what kind of collaboration networks they are already enrolled in, how the knowledge
creation and knowledge transfer happens in practice, as well as whether they experience
challenges of diversity in the innovation processes. While the project matures, relationships
will become a central part of the network, which we hope will be the interest of the academic
research as well. Even though RIS has been studied with great interest, the research field
remains incomplete in understanding of power structures of the systems. (Lundvall et al.

23. 22
2002 : 226 cited in Hall and Williams 2008) As the literature shows, both hard including
communication, financial institutions and transportation solutions, and soft such as
knowledge, intellectual capital, trustful and wellbeing labor, mentoring systems and quality of
life aspects of infrastructure, are needed to build successful Regional Innovation System. If
these incentives are achieved, the region may find that it has in its hands a “construction of
immobile assets” (Amin and Thrift 1995; Brenner 1998; Asheim 2002; Cooke 2001, 2002 all
cited in Hall and Williams 2008), which are important tools in gaining long-term competitive
edge for a region.
Limitations
The outcomes of the paper include typical limitations when looking at innovation, since
innovations are typically tied in unique time, processes and context (Pettigrew 1990 cited in
Abelsen 2014). This is why we emphasize the “triangle of context, content and process”
(Pettigrew 1990; 1997 cited in Abelsen 2014) that is specific to the project. Therefore, the
findings cannot be transferred into another place, but serves rather as developing
understanding for this specific project. However, we do think that the study can serve as an
inspiration for others interested in the topic, as well as a point of departure for future
investigations in the area.
Unfortunately, the paper does not form a full understanding of the project and innovation
system according various stakeholders views, because of our choice of the data and because
the project Helsingborg - Sweden’s food city is a continuing process and much information
remains hidden in complexity. We believe that many interesting details, features and nuances
of the network exists out of the frame of our study. Due to time limitations, we chose not to
study or visit the model for Food Evolution, Media Evolution in Malmö. However, we think it
would have been interesting to explore this center in more detail to further deepen our
understanding of the planned Food Evolution Center.
The empirical data was written in Swedish, and it was translated by one the authors
conducting the study. Therefore, we cannot guarantee that all the information is captured to
the full or interpreted correctly; there might occur issues in language interpretations
concerning the translation of the data. Also, the interview was made in Swedish, since both
the interviewee and the interviewer were native Swedish speakers. In order to understand
the outcomes of the interview, our Swedish-speaking team member had to make a translation
from the recorder, and this might lead to misinterpretations. Overall, it is not only the issue of
language that is involved in the study; Qualitative research has also an overall issue of
subjectivity. We think this is particularly evident in the interpretation when making content
analysis. When one looks for hidden agendas and meanings, there is a risk of misinterpreting.

24. 23
Consultancy recommendations
From having the privilege of immersing ourselves in the project Helsingborg Sweden´s food
city, we gain understanding of a multidimensional and dynamic regional innovation system in
the start of its development. As noted in the data, the Food Evolution Center is a centric part
of this network, aiming to be the accelerator and incubator of new ideas, and the place for
businesses, municipalities, organisations and people in all levels and diverse areas to meet
and develop food related issues.
The goal of putting Helsingborg on the map as Sweden’s food city, and in the future playing in
the same league as Tuscany and Provence, is ambitious but nevertheless feasible in our
opinion. Helsingborg with the region of North West Scania has a strong tradition of food and
many established national and international food brands with bigger and smaller food
producers grown in the area. Therefore, we join the pre-study with the argument, that the
empty position of Sweden’s food city and food region could be well suited for Helsingborg and
the region around it.
Even though many of the needed prerequisites of becoming a food city and food region are
established in the work of the city of Helsingborg, we see both possibilities and risks that
should be given further attention in order to gain success with the innovation system. Due to
the limited data, we are aware of a possibility that some of the recommendations we bring up
might already be handled in projects and forums we are unaware of.
First, we would like to emphasize the importance of the recognition, that the more different
types of businesses and individuals are involved in the project and destination branding, the
more dynamic processes will take place. Since it is the flow of diverse stakeholders
interactions that forms the identity of a place, in this case the identity of Helsingborg as
Sweden’s food city, all stakeholders needs to get involved in shaping the brand to gain a
common understanding of the initiative. In this context, we would suggest the Destination
Management Organization (DMO) of Helsingborg to look into a holistic and detailed mapping
of the involved stakeholders. We are aware of that the project has just started, but we would
like to note that theory suggests it critical to put resources into this area from the start.
From analyzing the data, we formed an understanding that Food Evolution is the network, and
Food Evolution Center is the place, where the involved stakeholders will meet and interact.
Food Evolution and Food Evolution Center are for all with interest in food and are driven by
the members which are around 6500 today, and cover all kind of food related companies in
Scania, from large established business- to-business actors to new startups. Since the
innovation system is set to be focused and driven by its members, which is a great aim in our
eyes, we find it crucial to really get all kind of food related businesses on board. We see a
threat that the network may become a utility only for more privileged and well-established
businesses and stakeholders involved in the project, and not so much for the smaller and the
less powerful ones. This may lead into concentration of actors in specific areas. We therefore
suggest mapping all members of the Food Evolution network on a geographical map, in order to
get a holistic view of the members’ location in Helsingborg and its surroundings. We wonder, if
there are possibilities to further strengthen and encourage people and businesses from
diverse areas with diverse characters to join the Food Evolution network? For us, one such
place, which potential may remain unutilized, is the South part of Helsingborg. The
Association of restaurants (Krögarföreningen), together with the administration of

25. 24
Helsingborg, is a strong stakeholder in the project, and from the analyzed data, we draw a
conclusion that most of their members are restaurants, bakeries and cafés situated in the city
centre of Helsingborg. We believe that there is an opportunity to involve also similar
businesses from other parts of the town. Another concrete idea in this context is to invite a
person involved in e.g. less represented parts of Helsingborg into the Board of Directors of the
project. Since the goal is also to develop the region of North West Scania as a food region, and
involve municipalities in nearby Helsingborg through “Family Helsingborg”, it is also of
interest to map members located in the more rural areas. The goal of the geographical mapping
of the members should be to identify possible areas in the region where further work could be
done to strengthen diverse actor´s involvement in the project.
We learned through our data that there are ongoing projects concerning the facilitation and
encouragement of Street Food and Pop up restaurants in Helsingborg. As the pre-study
mentions, these business areas often involve young people and people born outside Sweden,
which are groups that might have a tougher situation entering the labor market, we would
like to emphasize the importance of these projects in making the initiative inclusive and
socially relevant. We suggest the DMO to investigate whether Street Food and Pop up
restaurants could be areas of interest to be handled also within the Food Evolution network and
Food Evolution Center in order to bring up new innovations and ideas in this context. This could
be done for example with a context of a “Demo Day”, where anyone could come and pitch their
business ideas about Street Food to gain feedback from panel of experts. Further, we want to
share our knowledge about Street Food movement from academic point of view; During our
research we learned that the inclusiveness of Street-Food movement remains somewhat
controversial, since the Street Food discourse includes trendy “Americanized” fast food
products, such as Mexican Street Food and Hamburgers and is given critique in excluding
institutions such as Swedish Gatuköks and grills which have in earlier times been the “Street
Food of Sweden”. So, our suggestion for the DMO is to actively look for ways to celebrate the
inclusion of all, even the “not-so-trendy” Street Food providers.
In order to reach the aim of branding Helsingborg as Sweden’s food city and developing the
region as a competitive global actor concerning food, we would recommend to regularly make
analysis of threats and opportunities that rises from the macro environment. Perhaps this is
already planned in the project, but since we did not find data concerning macroenvironmental
analysis, we decided to add it into our recommendations. To continue with destination
branding; in the analyzed data we did not find much information about experiences of
tourists, who are considered stakeholders of the project. In order to gain a reputation as a
food destination, it is crucial to also view the destination from the stakeholders’ perspective,
including the travelers themselves. Since the tourism experience of the destination consists of
all parts of the visit, it must be a goal of the DMO to focus on designing valuable food
experiences for tourists concerning all parts of a tourist visit, not only through restaurant
experiences, but also through accommodation, transportation, exhibitions and excursions.
Food consumption happens nearly everywhere, so it makes sense to holistically look on the
whole journey of the tourist, and all the food related experiences in it. This is something that
modern day companies such as AirBnB does; the company refuses to settle only to
understand its own core business, but continually develops by looking into all the parts of the
AirBnB guest journey (Botsman 2014). The products of Helsingborg could be introduced
different ways in tourism sector. For example, new FMCG (fast moving consumer goods)
product tasting could be done in the breakfast room of a hotel. We see this kind of
collaboration adding value for all the actors involved; for example a coffee producer would

26. 25
gain from the barter by having a “free” platform to showcase, test or gain feedback about new
products, the hotel would gain from having a chance to introduce novelties to their guests and
the hotel guests would get a chance to taste something exclusive, new and local from the
region.
Further, we recommend the DMO to make investigations about visitor´s experience in terms of
ethnographic or other consumer research, and look into how the identity of being a food city and
a food region will be part of the tourist’s experience during all stages of a visit; pre-visit, the
actual stay, and post-visit. Also, consumers involvement in the co-creation could be addressed
and utilized in service design, in order to increase the emotional ties between the traveler and
the destination. Connected to the matter, we would like to bring up the importance of
communication, and encourage the DMO to continue working with communication and
marketing of brand Helsingborg and its nearby region as food destination. We assigned a threat
of sceptical stakeholders e.g. media questioning the feasibility of the aim of becoming an
international food destination, and marketing can help to build up and communicate food
within the place identity. It is important to value the shared identity of a place among all the
stakeholders. Therefore the communication could be established in reciprocity with the locals
and visitors, and the DMO could encourage people of Helsingborg to share their stories of the
food in the region in order to get the whole community creating the brand.
We use a modified version of the illustration “Dynamic interpretation of brands” (Pasquinelli
2011), Figure 5 below, to visualize the important parts of forming a place identity like
Helsingborg - Sweden’s food city where the regional innovation system, Food Evolution
network is a part. In order for DMO of Helsingborg to successfully reach the aim of positioning
Helsingborg and its region as a food destination, Food Evolution network and Food Evolution
Center are great tools to develop for food innovations to happen. But still; it must be
remembered that it is in the eyes of the stakeholders; visitors, residents and investors, where
the destination’s identity is seen and judged. To conclude, DMO is recommended to put all
these stakeholders’ glasses on, in order to investigate if their expectations of a food destination
are fulfilled. A related recommendation in this context is concerning the geographical place
where the planned Food Evolution Center should be built. Since we interpret it not yet
decided, we would like to emphasize the importance of building up this center in a place easy
to reach and pop by for all related stakeholders. They should all be able to visit and use the
center in an uncomplicated way. Preferably the center should be placed within short walking
distance from Knutpunkten for people to travel with public means such as train and buses.
Therefore, we recommend the DMO to further investigate if the new H+ area, planned to be built
up by the south harbour in Helsingborg, could be of interest for the Food Evolution Center.

27. 26
Figure 5. Dynamic interpretation of brands (Pasquinelli 2011), modified by researchers
(2015)
Regarding samples of excellence from the region e.g. Viken tomatoes, Licorice Factory and
Zoégas, they are mentioned in the pre-study as best practice learning brands, but it is unclear
for us how this excellency will be utilized in the project. Will it be used as imitation, leading to
low-road innovations, or as unique combinations and reflecting learning from other’s
excellence that could lead to disruptive innovations? In order for Food Evolution Center to
become the accelerator it is meant to be, we suggest the DMO to make a plan to coach the
entrepreneurs in gaining the skills of the reflective business practice needed to grow beyond
imitation and instead increase the chances of more disruptive innovations to emerge.
We would also like to pay attention to the issue of the political sphere where regional
innovation systems functions, and its threat in terms of short election periods. Since the
project is part of the 100-days program - an action list produced by the Helsingborg city
council - it might be a risk that the vision will die in case of political power shift. To decrease
the risk we encourage DMO to establish an infrastructure to carry the initiative even if the
political power shift. It might be organized this way already, since we interpret the regional
innovation system should develop to work as a community; nevertheless, we want to
emphasize the importance of taking on account the risks that short election periods bring to
the region.
Finally, we want to present three ideas for further food products and joint development.
These ideas we got during the work of this report and maybe they could be inspirational for
the project. As mentioned before; some of these ideas might have already been planned for
but due to missing the information in our data, we anyhow want to bring these ideas up. Our
first idea is about co-creation of value within food together with inhabitants of Helsingborg.
We suggest the DMO to investigate whether the Restaurant Day project could be feasible in
Helsingborg. Restaurant Day was founded in Helsinki year 2011, and the idea of the event is to
have a carnival where anyone can put up a restaurant for a day and meet people in urban

28. 27
context (see more from restaurantday.org.sv or restaurantday.org.en). In Helsinki, Restaurant
Day has rapidly become well-known and popular event. The day has become also an event
where neighborhood communities build bridges between people with foreign cultures.
During the latest Restaurant Day in Helsinki (in November 2015), one of the most popular
eateries were ones where asylums cooked food from their home countries. We think that a
city like Helsingborg would also benefit from projects like the Restaurant Day, where people
from different backgrounds can meet in informal and positive way. In our eyes, meetings
around food is excellent way of bringing diverse people together.
Our second idea is to organize an expert board about food in Helsingborg. We all expertize in
food one way or another. What makes us different is our perspectives on food. Community of
Helsingborg constructs from consumers, FMCG producers, restaurateurs, professional chefs,
foodies and food specialized scientists, and we do think this knowledge should be brought to a
synergy to develop the food scheme of the city. Expert board, selected from society members
could meet regularly in round table meetings to share thoughts, issues and ideas about food in
Helsingborg. Once built with respect to diversity, we believe the board could benefit
entrepreneurs in hearing consumer needs (also non-customers of entrepreneurs), creating
holistic understanding of problems, opportunities and needs of stakeholders. The exchange of
best practises could bring useful insights to micro-scale businesses who are typically lack of
the access to data that is needed to develop businesses practises. Also, bringing community
members could act as a great way of connecting people from different geographical areas. We
recognize many of these parts are actually covered in the plans of the Food Evolution Center,
but anyhow we would like to share our thought with you since maybe it could bring in a new
angle into the project.
The third idea touches the planned Food Evolution Center, which acts as a place for co-
creation of knowledge. Here we see potential of tasting rooms for product development. This
idea is inspired by Vini Portugal tasting room, located in downtown Lisbon. The tasting room,
where both domestic and international visitors can taste wines and evaluate the products.
The center serves as an interesting spot for wine producers all over Portugal to showcase
their wines and especially gain insights about customer perceptions of their products, for
further development. More information and the survey that is filled by guests who attend
tastings can be found from http://www.viniportugal.pt/OgivalRooms. We believe this concept
could be used not only in wines, but also with other products such as coffee, licorice, chocolate
etc. Also concerning this idea we are aware of the plans of a showroom in the Food Evolution
Center, a room where visitors can experience food products, but since we do not have details
about this room our idea might bring up something new to it.
We would like to end our study with saying that we look forward to follow the development of
Helsingborg - Sweden’s food city and the Food Evolution Center in the upcoming years, and we
would like to express our best wishes for success of this innovative food project.

29. 28
References
Abelsen, B. et al. 2014. Organizational innovation: re-organizing destination marketing
organizations. In: Alsos, G.A, Eide, D., Madsen, E.L., ed. 2014. Handbook of Research on
Innovation in Tourism Industries. Cheltenham: Edward Elgar Publishing Limited. Ch. 12.
Alsos, G.A., Eide, D. and Madsen, E.L., 2014. Handbook of Research on Innovation in Tourism
Industries. [e-book] Cheltenham: Edward Elgar Publishing. Available through: Lund University
Library website <http://ub.lu.se.ludwig.lub.lu.se> [Accessed 13 December 2015].
Aslan, D.U., 2015. Unofficial interview according to researcher´s interpretations of how the
food entrepreneurs of Helsingborg Söder views the city development and the organization
behind it. [academic advice] (Personal Communication, 13th of December 2015).
Berglund, H., 2007. Risk Conception And Risk Management In Corporate Innovation: Lessons
From Two Swedish Cases. International Journal of Innovation Management, 11:4, 497-513.
Botsman, R., 2014. Idea Watch. Harvard Business Review, [e-journal] September 2014, 23-25.
Available through: Lund University Library website http://www.lub.lu.se/en/ [Accessed 12
Jan 2016].
Gatrell, C. and Swan, E., 2008. Gender and Diversity in Management : A Concise Introduction. [e-
book]. Available through: Lund University Library website <http://ub.lu.se.ludwig.lub.lu.se>
[Accessed 15 December 2015].
Hall, C.M. and Williams, A.M., 2008. Tourism and Innovation. Abingdon: Routledge.
Hall, C.M., 2015. Visiting lecture, SMMR32: Value Creation and Innovation in Tourism. Lund
University, unpublished.
Harvard Business Essentials, 2003. Managing Creativity and Innovation. Cambridge, Mass.:
Harvard Business School Press.
Helsingborg, 2015. Förstudien för Sveriges Matstad är klar. [Online] Available at:
http://www.helsingborg.se/foretagare/startsida/nyhetskatalog/forstudien-for-sveriges-
matstad-ar-klar/ [Accessed 15 December 2015].
Hoarau, H., Wigger, K.A., and Bystrowska, M. 2014. Innovation and climate change: the role of
network relations and the attitudes of tourism actors on Svalbard. In: G. A. Alsos & D. Eide & E.
L. Madsen (Red.), Handbook on Innovation in Tourism. Cheltenham, UK: Edward Elgar, 303-
324.
Kandola, R., Fullerton, J., 1994. Managing the Mosaic: Diversity in Action. London: IPD.
Kolb, B., 2011. Tourism marketing for Cities and Towns. Using branding and events to attract
tourists. Abingdon: Routledge.

30. 29
McEvily, B., Perrone, V., & Zaheer, A. 2003. Trust as an organizing principle. Organization
Science, 14(1): 91-103.
Oxford University Press, 2016. Oxford advanced learner's dictionary. [Online] Available at:
http://www.oxforddictionaries.com/definition/learner/region [Accessed 10 January 2016].
Pasquinelly, C., 2011. Place branding and cooperation: Can a network of places be a brand? In:
A. Pike, ed. 2011. Brands and Branding Geographies. Cheltenham: Edward Elgar Publishing
Limited. Ch.14.
Prebensen, N., Chen, J. S.,Uyzal, M.,2014. Creating Experience Value in Tourism. [e-book].
Available through: Lund University Library website <http://ub.lu.se.ludwig.lub.lu.se>
[Accessed 13 December 2015].
Rowley, T. J., Behrens, D., Krackhardt, D., 2000. Redundant governance structures: An analysis
of structural and relational embeddedness in the steel and semiconductor industries.
Strategic Management Journal, 21:3. pp. 369-386.
Silverman, D., 2013. Doing Qualitative Research. 4th ed. London: Sage Publications Ltd. pp. 43-
45.
Smith, S.L.J., 2010. Practical Tourism Research. UK: Cambridge University Press. pp. 200-205.
SVT Nyheter, 2015. Regional nyheter, så ska Helsingborg bli Sveriges matstad. [archived tv
programme]November 2015. Available at:
http://www.svt.se/nyheter/regionalt/helsingborg/sa-ska-helsingborg-bli-sveriges-matstad.
[Accessed 10th December 2015]
Tortoriello, M., Krackhardt, D., 2010. Activating cross-boundary knowledge: the role of
simmelian ties in the generation of innovations. Academy of Management Journal, 53:1. pp.
167-181.
Turner, D.W., 2010. Qualitative Interview Design: A Practical Guide for Novice Investigators.
The Qualitative Report, [journal article] 56. Available through: Lund University Library
website <http://ub.lu.se.ludwig.lub.lu.se> [Accessed 1 December 2015].

31. 30
Appendix

32. Helsingborg – Sveriges matstad
Förstudie november 2015 – Rikard Nilsson
Helsingborg - Sweden's food city
Feasibility study November 2015 - Rikard Nilsson

33. 1. Sammanfattning och förslag/rekommendation 4
SUMMARY AND PROPOSAL / RECOMMENDATION
2. Uppdraget 5
ASSIGNMENT
3. Vision och mål 6
VISION AND OBJECTIVES
4. Nulägebeskrivning 6
4.1Kartläggning och förutsättningar
4.2Konkurrenter 7
CURRENT STATUS DESCRIPTION
4.1 Mapping and conditions
4.2 Competitors
5.Gap-analys 8
GAP-ANALYSIS
6. Handlingsplan och ansvarsfördelning 8
ACTION PLAN AND RESPONSIBILITIES
6.1 Mat och näringslivsutveckling 9
6.1.1. Krögarnätverket 9
6.1.2 Lotsverksamhet
6.1.3 Food Evolution 10
6.1 Food and business development
6.1.1 Krögarnätverket
6.1.2.Pilot Operations
6.1.3 Food Evolution
6.2. Mat och destinationsutveckling 11
6.2.1 Produkt- och tjänsteutvecklingsprocess 11
6.2.2 Kompetensutveckling - Tourism Academy 12
6.2.3 Evenemangsstöd
6.2 Food and destination development
6.2.1 Product and service development
6.2.2 Skills - Tourism Academy
6.2.3 Events Support

34. 6.3. Mat i det offentliga rummet
Food in the public space 13
6.4. Forskning, innovation och utbildning
Research, innovation and education 14
6.5 Mat i skola, omsorg och annan offentlig verksamhet
Food in schools, care and other public services 15
6.6. Regionalt samarbete 16
6.6.1 Fördelar i upphandlingar inom olika områden 17
6.6.2 Ambassadörer/Marknadsföring
6.6 Regional cooperation
6.6.1 Advantages of procurement in various areas 17
6.6.2 Ambassadors / Marketing
6.7. Samarbete med branschorganisationer 17
Cooperation with industry organisations
6.8 Kommunikation och marknadsföring 18
6.8.1 Målgrupper 18
6.8.2 Varumärket Helsingborg 19
6.8.3 Varumärket Familjen Helsingborg
6.8 Communication and Marketing 18
6.8.1 Target groups
6.8.2 The brand Helsingborg
6.8.3 The brand family Helsingborg
7 Projektförslag Food Evolution/Food Evolution Center 21
7 PROPOSALS FOOD EVOLUTION / FOOD EVOLUTION CENTER 21
7.1: Livsmedelsklustret - Food Evolution: 21
7.1.1 Kompetensutveckling inom Food Evolution 23
7.1.2 Affärsutveckling inom Food Evolution 23
7.1.3 Food Evolution och Sveriges Matstad
7.1: Food Cluster - Food Evolution: 21
7.1.1 Competence in Food Evolution 23
7.1.2 Business Development in Food Evolution 23
7.1.3 Food Evolution and Swedish food city 24
7.2 Food Evolution Center 24
7.2.1 Showroom - fysiskt och digitalt 25
7.2.2 Kompetens- och produktutveckling 25
7.2.3 Värdskap 26
7.2.4 Öppet för alla - resurs för branschen
7.2 Food Center Evolution 24
7.2.1 Showroom - physically and digitally 25

35. 7.2.2 Competence and product development 25
7.2.3 Host 26
7.2.4 Open for all - resource for industry 27
8. Metod i förstudien 27
Method of feasibility study
9. Bakgrund 28
BACKGROUND
10. Tidplan och finansiering 29
TIMETABLE AND FINANCING
10.1 Tidplan 29
Timetable
10.2 Finansiering 29
Finacing

36. 1.Sammanfattning och förslag/rekommendation
Summary and suggestion / recommendation
Under arbetet med förstudien har många spännande möjligheter identifierats. Entusiasmen är stor i
alla de grupper som på olika sätt deltagit och bidragit till arbetet. Konkurrentanalysen visar också att
det i dagsläget inte finns någon annan svensk kommun eller region som konsekvent positionerat sig
med ett helhetsgrepp kring hela matsektorn.
During the work on the feasibility study have many exciting opportunities identified. Enthusiasm is
high in all the groups that have taken part and contributed to the work. Competitor analysis also
shows that in the present situation there is no other Swedish municipality or region that consistently
positioned itself with a complete picture of matsektorn.
I Skåne är mattraditonen stark, och i Helsingborg med omnejd finns nationellt och internationellt
kända produkter som Vikentomater och Bjärepotatis; varumärken som Ramlösa och Zoégas; unika
lokala producenter som Lakritsfabriken och Spirit of Hven; rikskända mat- och dryckesupplevelser
som den berömda Turan över Öresund eller fika hos Flickorna Lundgren och Rut på Skäret, samt
kända matprofiler som Tina Nordström och Rikard Nilsson.
In Scania's strong tradition, and in Helsingborg vicinity are nationally and internationally renowned
products Viken Tomatoes and Bjäre Potatoes; trademarks Frameless and Zoégas; unique local
producers Licorice Factory and Spirit of Hven; nationally known food and beverage experiences which
the famous Turan across the Sound or snack at Lundgren and Ruth on the insert, and known
measurement profiles as Tina Nordström and Rikard Nilsson
Helsingborgs kulinariska varumärke är en viktig tillgång för stadens näringslivsutveckling och
attraktionskraft. Projektet Sveriges matstad ska lyfta fram den kulinariska ingrediensen i varumärket
Helsingborg. En ingrediens som redan finns, men som alldeles för få känner till och som har stor
potential att utvecklas. Helsingborgare och besökare ska uppleva Helsingborg som en plats där man
kan leva det goda livet, med god mat och dryck. Vi ska ta positionen som Sveriges matstad och visa att
regionen är en plats med många av Sveriges ledande mat- och dryckesproducenter, mathantverkare
och krögare. Flera av dem i absolut världsklass. En lång tradition av mathantverk och företagsamhet,
tillsammans med en kultur och natur som ligger nära kontinenten, har skapat förutsättningar för ett
rikt utbud av lokala matproducenter. Mathantverket i Helsingborgsregionen har alltid präglats av
kreativitet, nyfikenhet, engagemang och stor kunskap.
Helsingborgs culinary brand is an important asset for the city's business development and attraction.
The project Swedish food city will highlight the culinary ingredient in the brand Helsingborg. An
ingredient that is already available, but too few are aware of and that has great potential to develop.
Helsingborg residents and visitors to experience Helsingborg as a place where one can live the good
life, with good food and drink. We will take the position as Sweden food city and show that the region
is a place with many of the leading food and beverage producers, food artisans and restaurateurs.
Several of them are absolutely world class. A long tradition of artisan food and entrepreneurship,
along with a culture and nature close to the continent, has created conditions for a rich selection of
local food producers. Mathantverket in Helsingborg region has always been characterized by
creativity, curiosity, dedication and knowledge
Råvaror trivs särskilt bra i den näringsrika mylla som vi har i Skåne. Precis som de många lokala
småskaliga producenterna, mathantverkarna och framgångsrika krögarna. Helsingborg ska fortsätta
att utveckla sin långa tradition av god smak och kulinarisk passion.

37. Man kan också konstatera att arbetet med att skapa reseanledningar kring mat- och
dryckesupplevelser kräver samverkan mellan flera aktörer inom branschen, både nationellt och
internationellt. För att en destination ska bli attraktiv på internationell nivå krävs att man finns i ett
större sammanhang och inte hindras av kommungränser eller administrativa begränsningar då
kunden inte ser eller berörs av dessa. Vår rekommendation att utvecklingen av mat- och
dryckesupplevelser görs i samarbete med Familjen Helsingborg, Tourism in Skåne samt VisitSweden.
En möjlighet som identifierats under förstudien är att ansöka om ett så kallat Leaderprojekt för att
finansiera delar av arbetet.
Commodities thrive especially well in the nutrient rich soil that we have in Sweden. Just like the many
local small-scale producers, artisan food and were successful restaurateurs. Helsingborg will continue
to develop its long tradition of good taste and culinary passion.
One can also observe that the work to create travel reasons surrounding the food and beverage
experiences requires cooperation between several players in the industry, both nationally and
internationally. To a destination to be attractive at international level requires that you are in a larger
context and not obstructed by municipal boundaries or administrative limits when the customer does
not see or affected by them. Our recommendation that the development of food and beverage
experiences made in collaboration with the family Helsingborg, Tourism in Skåne and Visit Sweden
One possibility identified during the feasibility study is to apply for a so-called Leader projects to
finance part of the work
Rekommendationen blir därför att ansöka om ett Leaderprojekt. Inom ramen för detta projekt kan
arbetet med Food Evolution och Food Evolution Center drivas vidare. När det gäller de övriga delar
som ingått inom förstudiens ram, blir rekommendationen att det arbete som påbörjats drivs vidare
inom respektive berörd förvaltning. Med detta sagt: den stora styrkan i tanken bakom projektet
Matstaden Helsingborg ligger inte i de olika delarna för sig, utan uppstår när man fogar samman dem.
Det är då vi kan skapa något unikt, hitta nya kontaktytor och skapa korsbefruktning.
Konkreta åtgärder som föreslås vad gäller näringslivsutveckling är till exempel kompetensutveckling,
affärsutveckling och eventsamordning.
It is therefore recommended to apply for a Leader project. Within the framework of this project, the
work of Food and Food Evolution Evolution Center continue. As for the other elements included in the
feasibility study frame, is the recommendation that the work begun is continued within each relevant
Management. With that said, the great strength of the idea behind the project Food City Helsingborg is
not in the parts separately, but occurs when you add them together. That's when we can create
something unique, find new contacts and create cross-fertilization.
Concrete measures proposed in terms of business development, for example, skills development,
business development and event coordination.
2.Uppdraget
The Mission
Ta fram en plan för att etablera Helsingborg som Sveriges främsta matstad, från innovation och
produktion till förädling och konsumtion.
Projektet består av tre etapper: Förstudie, kartläggning, analys och planering. Beslut om etablering,
genomförande och drift, fattas mot bakgrund av resultatet av förstudien.

38. · Förstudien ska presentera ett förslag på hur Helsingborgs stad ska stärka det kulinariska
varumärket.
· Förstudien ska kunna fungera som beslutsunderlag om att gå vidare med projektering och
etablering.
· Förstudien ska ge svar på projektmål, projektdirektiv, definitioner, förslag på alternativ för
genomförande, riskanalys, projektorganisation, aktivitetsplan, tidplan och budget för etablering och
drift.
· Förstudien ska presentera ett förslag om projektets målbild, hur arbetet bidrar till att nå visionen
Helsingborg 2035, önskade effekter och nytta för Helsingborg och regionen.
· Förstudien ska genomföras med ett stadsövergripande perspektiv för delaktighet och engagemang.
· Förstudien behöver omfatta study visits i syfte att dra nytta av erfarenheter från liknande eller
motsvarande verksamheter och satsningar på andra håll i Norden eller Europa.
Develop a plan to establish Helsingborg, Sweden's top food city, from innovation and production to
processing and consumption.
The project consists of three phases: Feasibility study, mapping, analysis and planning. Decisions on
the establishment, implementation and operation, taken in the light of the results of the feasibility
study.
• The feasibility study will present a proposal on how the City of Helsingborg will strengthen the
culinary trademark.
• The feasibility study will serve as basis for decision whether to go ahead with the planning and
establishment.
• The feasibility study will provide answers to project goals, project directives, definitions, suggestions
on options for implementation, risk analysis, project, activity plan, schedule and budget for the
establishment and operation.
• The feasibility study will present a proposal for the project's vision, how the work contributes to
achieving the vision Helsingborg in 2035, desired effects and benefits for Helsingborg and the region.
• The feasibility study will be carried out by a city-wide perspective of participation and commitment.
• The feasibility study needs to include study visits in order to benefit from the experience of similar
or equivalent activities and initiatives elsewhere in Scandinavia or Europe.
3. Vision och mål
Vision and goals
Att göra Helsingborg med omnejd till en region som förknippas med god och bra mat för att locka fler
turister och nya invånare samt skapa nya företag, produkter, exportmöjligheter och arbetstillfällen i
alla delar av livsmedelskedjan.
Visionen är att Helsingborg och regionen ska få ett nationellt och internationellt erkänt kulinariskt
rykte som bidrar till att fler väljer att besöka och bosätta sig i staden.
Making Helsingborg vicinity of a religion that is associated with good and good food to attract more
tourists and new residents and create new businesses, products, export opportunities and jobs in all
parts of the food chain.

39. The vision is to Helsingborg and the region to gain a national and internationally recognized culinary
reputation that contributes to more people choosing to visit and settle in the city.
Helsingborg ska vara en kreativ mötesplats för innovativa företag och människor inom produktion,
förädling och konsumtion. Helsingborg ska vara ett destinationsvarumärke där god mat och
ansvarsfull, passionerad produktion är ett tydligt inslag. Som kulinariskt resmål ska staden och
regionen på sikt kunna mäta sig med regioner som Provence, Toscana och Baskien.
Helsingborg will be a creative meeting place for innovative companies and people in the production,
processing and consumption. Helsingborg will be a destination brand where good food and
responsible, passionate production is a clear element. As a culinary destination will be the city and the
region in the long term be able to compete with regions such as Provence, Tuscany and the Basque
Country
Allt detta finns i de åtta mål som projekt Matstaden föreslår: All this in the eight goals that the project
Food City proposes
· Ökad vi kundnöjdhet och effektivitet hos företagen inom Mat- och upplevelsebranschen.
· Ökad samverkan i näringslivet för att skapa fler evenemang, marknadsföring,
kompetensutbildning och aktiviteter.
· En del av evenemangsfondens medel vigs åt att värva fler mat- och dryckesrelaterade
evenemang och/eller utveckla mat- och dryckeserbjudanden vid befintliga event.
· I Produkt- och tjänsteutvecklingsprocesser samt Tourism Academy
(kompetensutvecklingsprogram för besöksnäringen) skapas nya produkter och tjänster inom
besöksnäringen för turister.
· Skapa och möjliggöra fler matinslag i det offentliga rummet.
· Etablera Helsingborg som Sveriges Matstad i Helsingborg och Sverige, samt internationellt på
längre sikt.
· Kartlägga och möjliggöra långsiktig arbetskraftsförsörjning inom mat & dryckesbranschen.
· Bilda föreningen Food Evolution och skapa vi norra Europas ledande matcentrum.
Increased customer satisfaction, we and efficiency of businesses in the food and experience the
industry.
• Increased collaboration in business to create more events, marketing, skills training and activities.
• Some of the events the Fund's resources is devoted to acquiring more food and drink related events
and / or develop food and beverage offerings at existing events.
• The product and service development as well as the Tourism Academy (training programs for the
hospitality industry) created new products and services in the hospitality industry for tourists.