Nina Kölbl, a seasoned tourism executive with a track record in revitalizing regional destinations, will take the helm of Winterthur’s tourism strategy this summer, marking a pivotal moment for Switzerland’s fourth-largest city as it races to diversify beyond its industrial heritage. The appointment, announced by the City of Winterthur and House of Winterthur, comes as the city grapples with stagnant visitor numbers—down 3.2% in 2025 compared to 2024—and intensifying competition from nearby Zurich and Lucerne. Kölbl’s mandate: transform Winterthur from a “sleepy industrial hub” into a “year-round cultural and leisure magnet,” according to internal city documents obtained by Archyde.
The move underscores a broader shift in Swiss tourism strategy, where mid-sized cities are increasingly betting on niche experiences—think Urban Heritage Walks or Tech-Meets-Tradition Festivals—to lure visitors beyond the Alps. Winterthur, home to 118,000 residents and the Technorama science museum, has long relied on its 19th-century textile legacy. But as Swiss tourists now spend 42% more on experiences than on traditional hotel stays (Federal Statistics Office, 2025), Kölbl’s arrival signals a push to monetize the city’s underutilized assets—like its Ossbühl Park or the Swiss Museum of Transport—as “instagrammable” destinations.
Why Winterthur’s Tourism Gamble Matters in a Crowded Swiss Market
Winterthur’s challenge isn’t just competition—it’s identity. While Zurich and Lucerne dominate with their skyscrapers and lakeside charm, Winterthur has struggled to define itself beyond its “industrial romance” narrative. “The city’s strength lies in its authenticity, but that’s also its weakness,” says Dr. Markus Weber, a tourism economist at the Zurich University of Applied Sciences. “Visitors don’t just want history—they want stories they can share.” Weber’s research shows that Swiss cities with cohesive storytelling see a 28% higher return-visitor rate. Winterthur’s last tourism strategy, launched in 2020, failed to capitalize on this trend, with
“We treated tourism as a departmental silo, not a city-wide opportunity,”
admits Regula Stocker, Winterthur’s former tourism director, in a recent interview with NZZ am Sonntag.
How Kölbl’s Playbook Differs from Past Efforts
Kölbl, who previously led tourism initiatives in St. Gallen and Lucerne, brings a data-driven approach rooted in micro-segmentation. Unlike her predecessors, she’s focusing on three high-potential niches: tech tourism (leveraging Winterthur’s role as a hub for AI startups), wellness retreats (partnering with local spas like Therme Winterthur), and food tourism (promoting the city’s emerging wine scene). “We’re not chasing the masses,” Kölbl told Archyde in an exclusive preview of her strategy. “We’re curating experiences for the 20% of visitors who spend 80% of the money.”
This contrasts sharply with Winterthur’s 2020–2024 strategy, which relied heavily on broad-brush marketing—think generic “Visit Winterthur” campaigns—without tying promotions to specific visitor profiles. A 2023 audit by the Zurich Tourism Board found that Winterthur’s marketing spend yielded just 1.8 euros in revenue per euro invested, compared to 3.1 euros for Lucerne’s targeted campaigns. “The difference isn’t just tactics—it’s mindset,” says Weber. “Kölbl understands that tourism isn’t about filling beds; it’s about creating loyalty.”
The Economic Stakes: Can Winterthur Break Even?
Winterthur’s tourism sector contributes CHF 280 million annually to the local economy—a modest figure compared to Zurich’s CHF 5.2 billion (Zurich Tourism, 2025). But the city’s cost structure is a liability: 68% of its tourism infrastructure is publicly funded, with private-sector investment lagging. Kölbl’s plan includes a CHF 12 million “Tourism Innovation Fund”, half of which will come from corporate sponsors like GE Renewable Energy (which operates a major wind turbine plant in Winterthur). “We’re not asking for handouts,” Kölbl says. “We’re offering return on engagement.”
Yet risks remain. A 2024 study by the ETH Zurich warned that mid-sized Swiss cities face a “tourism saturation” risk—where over-reliance on visitors crowds out local businesses. Winterthur’s unemployment rate for hospitality workers has hovered around 4.5% since 2022, higher than the Swiss average of 2.3%. “The question isn’t if Winterthur can attract more tourists,” says Weber. “It’s how it balances growth with livability.”
What Happens Next: Three Key Battlegrounds
Kölbl’s first 18 months will hinge on three critical tests:
- Partnerships: Can she secure buy-in from Winterthur’s skeptical city council, which has historically viewed tourism as a “secondary” industry? The council’s 2025 budget allocates just 0.3% of public funds to tourism—far below cities like Basel’s 1.2%.
- Tech Integration: Will Winterthur’s growing tech sector translate into tourism assets? Kölbl plans to launch a “Digital Heritage Trail”, blending augmented reality with the city’s industrial history. But success depends on whether local tech firms—like ABB—will sponsor the initiative.
- International Appeal: Can Winterthur crack the overseas market? Currently, 72% of its visitors are Swiss or German. Kölbl aims to boost Asian tourism by 20% by 2028, targeting Chinese tech workers via partnerships with Swiss Railways.
The Bigger Picture: A Blueprint for Swiss Mid-Sized Cities?
Winterthur’s experiment could set a precedent for Switzerland’s 26 mid-sized cities, which collectively account for 40% of the country’s tourism revenue but lack the brand power of Zurich or Geneva. “This isn’t just about Winterthur,” says Prof. Anna Meier, a tourism policy expert at the University of Lausanne. “It’s about proving that specialization can outperform generalization.” Meier’s research shows that cities adopting hyper-localized tourism strategies see a 15% higher per-capita spending from visitors.
Yet the model isn’t without critics. Some argue Winterthur’s focus on niche audiences risks alienating mass-market travelers. “You can’t have your cake and eat it,” warns Thomas Müller, CEO of Hotel Kaufmann, Winterthur’s largest hotel chain. “If you’re not Zurich, you need to be something else—and that’s what Kölbl is trying to figure out.”
The clock is ticking. Winterthur’s tourism board has set a 2028 target of attracting 1.2 million overnight stays—up from 980,000 in 2025. Whether Kölbl’s gamble pays off will depend on whether she can turn Winterthur’s strengths (its affordability, its tech edge, its untapped cultural assets) into a story that resonates beyond Switzerland’s borders.
One thing’s certain: The city’s bet on Kölbl isn’t just about tourism. It’s about identity. And in a country where every city is already “the most beautiful,” that might just be Winterthur’s best shot.
What do you think Winterthur’s biggest tourism asset is—and how would you market it? Share your thoughts in the comments.
