Jenny Olsson - Øresund Bridge

Infrastructure is rarely discussed in the context of brand growth. Yet for Jenny Olsson, Marketing Director at the Øresund Bridge, the fundamentals of marketing remain strikingly familiar. In this conversation, she explains how a unique, cross-border connection between Denmark and Sweden is driven not just by traffic, but by brand, behaviour, and the ability to inspire people to travel more.

A Different Product, the Same Marketing Fundamentals

At first glance, marketing a bridge may seem worlds apart from marketing consumer goods. Unlike traditional products, the Øresund Bridge is a fixed piece of infrastructure, connecting two countries through both a bridge and a tunnel, and serving as a critical artery for regional mobility. But according to Jenny, the core principles of marketing still apply.

“Of course, the Øresund Bridge is something different from selling a pure retail product,” she explains. “But we also want to create more journeys, more customers, and work with our existing customers. That’s where you find a lot of the fundamentals of marketing.”

Like many brands, the organisation operates a full-funnel approach, with a strong focus on driving awareness and conversion for its key consumer offering, ØresundGO. This subscription-based product provides significant discounts on crossings and is central to the commercial growth strategy. The challenge, however, is not just selling the product, but ensuring that the right audiences know it exists.

“Of course, the Øresund Bridge is something different from selling a pure retail product. But we also want to create more journeys, more customers, and work with our existing customers. That’s where you find a lot of the fundamentals of marketing.”

From Demand Capture to Demand Creation

One of the most important growth levers lies beyond simple demand capture. While many consumers already travel across the bridge, the real opportunity is in increasing frequency. This requires a shift from transactional communication to inspiration. “We saw clearly that more inspiration is needed,” Jenny says. “People know the top three things to do on the other side, but not much beyond that.”

To address this, marketing efforts focus on expanding consumers’ horizons, showing them new reasons to cross the bridge, and ultimately encouraging additional trips. This is supported by a broader ecosystem of partnerships, offering discounts and experiences on both sides of the border. By enriching the perceived value of travel, the brand moves from being a facilitator of journeys to an enabler of experiences.

Balancing Traffic and Brand Metrics

Measuring growth in this context requires a dual approach. On one hand, there are clear behavioural metrics, such as the number of passages, frequency of travel, and geographic distribution of users. On the other hand, brand health plays a crucial role. “We measure both awareness and traffic,” Jenny explains. “Traffic is a very clear metric, but we also measure the brand itself to understand attitudes and how many people know our products.”

This balance became particularly important during the rebranding of the subscription product from “BroPass” to ØresundGO. The previous name lacked clear associations with the region and created confusion in the market. The new name was designed to be simpler, more distinctive, and directly linked to the Øresund identity.

However, as with any rebranding, awareness initially dropped. Rebuilding that recognition has since become a key focus, highlighting the direct relationship between brand clarity and commercial performance.

“Traffic is a very clear metric, but we also measure the brand itself to understand attitudes and how many people know our products.”

Standing Out in a Sea of Similar Choices

While the Øresund Bridge may have limited direct competition in terms of physical routes, it competes in a broader landscape of consumer choices. Travellers can choose alternative transport options, different destinations, or even decide not to travel at all.

In this context, distinctiveness becomes critical. Jenny points out that when stripped of logos, many transport and tourism communications look remarkably similar. This insight led to the introduction of a brand mascot, Gustav. “It’s a way for us to create a universe where we clearly stand out,” she explains. “So people can quickly recognise that it’s us.”

Gustav, a bird acting as a guide and inspirer, helps the brand cut through the noise and improve recall. The result is not just more memorable communication, but also measurable improvements in marketing effectiveness.

“Our mascot Gustav is a way for us to create a universe where we clearly stand out, so people can quickly recognise that it’s us.”

Growth Shaped by Forces Beyond Marketing

Despite strong marketing efforts, growth is heavily influenced by external factors. Economic conditions, currency fluctuations, the weather, and broader travel trends all play a significant role in shaping demand.

For example, exchange rate shifts have impacted travel flows between Sweden and Denmark, making it more expensive for Swedes to visit Copenhagen while simultaneously attracting more Danish visitors to Sweden. As a result, traffic patterns have shifted over time. “There’s a strong natural desire for Swedes to travel to Copenhagen,” Jenny notes. “But it’s been held back somewhat by the exchange rate.”

Looking ahead, infrastructure developments such as the Fehmarn Belt tunnel are expected to further influence traffic, particularly from Germany. The organisation sees it as an opportunity. “Everything that makes it easier for people to move between countries is positive,” she says.

“There’s a strong natural desire for Swedes to travel to Copenhagen, but it’s been held back somewhat by the exchange rate.”

The Evolving Role of Marketing

Jenny also reflects on how the role of marketing itself has evolved. Where marketers were once primarily responsible for communication, they are now deeply involved in broader business strategy. “Today, discussions are much more about what business we want to build, which markets and products we focus on, and how we communicate,” she explains. “It’s much more cross-functional and strategic than before.”

This shift is supported by a wide range of data sources, from brand tracking and campaign measurement to behavioural analytics and user data. These insights help guide decisions across both marketing and product development, ensuring alignment with customer needs.

“Today, discussions are much more about what business we want to build, which markets and products we focus on, and how we communicate.”

A Digital-First Approach to Reaching Travellers

In terms of execution, the media strategy is overwhelmingly digital. From social media and search to display and streaming TV, the majority of marketing investments are focused on channels that allow for precise targeting and geographic control.

“It’s almost entirely digital,” Jenny explains. “Even out-of-home is often digital screens.” This reflects both the need for efficiency and the importance of reaching audiences within specific regions, depending on travel patterns and seasonal behaviour.

Ultimately, the Øresund Bridge demonstrates that even the most unconventional “product” can be approached through a modern brand growth lens. By combining clear measurement, strong brand building, and a focus on behavioural change, the organisation continues to drive growth in a complex and evolving environment. At its core, the challenge is not just to connect two countries, but to give people more reasons to cross between them.