Case: Fishing for sustainability: a case about recreational fishing, tourism, and sustainable entrepreneurship

Photo by Eelco Böhtlingk on Unsplash

Ulrika Persson-Fischier, Göran Lindström, Magnus Larsson, and Patrik Rönnbäck

Sustainability is a growing priority for businesses due to regulations, public pressure, or personal commitment. But what does it mean to be a sustainable entrepreneur? This case explores the challenges of building a sustainable business, balancing strong sustainability—where environmental and social concerns take precedence—and weak sustainability, where financial interests come first in conflicts.

About the Article

This article will dive deeper into what it means to be a sustainable entrepreneur. 

Tourism, one of the largest global industries, has both positive and negative impacts. It creates jobs and boosts economies but also leads to environmental damage, cultural disruption, and social inequalities. Addressing these issues requires technology, regulation, and creative solutions—but some problems may be unsolvable.

Wicked problems, like those in sustainable tourism, have no clear solutions. Entrepreneurs must navigate ethical dilemmas and resource constraints.  

Here we present the case story of Fish Your Dream, a company founded in 2006, illustrating the complexities of sustainable entrepreneurship and the tough decisions its founder, Per Jobs, has faced.

The case can be used in different ways in teaching entrepreneurship, and especially sustainable entrepreneurship, which will be further elaborated at the end of the article.

Basic Facts about Recreational Fishing

Recreational fishing is fishing for leisure rather than for income or subsistence. While not essential for survival, it is a multibillion-dollar industry, and the fish caught can still be significant for consumption.

Angling, or sport fishing, is the most common form of recreational fishing and a key part of fishing tourism. It spans diverse environments, from Arctic lakes to urban canals and remote rainforests.

Recreational fishing varies worldwide, with wealthier countries seeing higher participation. Even in regions reliant on subsistence or commercial fishing, recreational fisheries can enhance economic value and support sustainable management.

The Case Story

Part 1: Background

Fish Your Dream (FYD) has been in the recreational fishing business since 2006, founded by musician and avid angler Per Jobs.

Starting on Gotland, Sweden, FYD has expanded to three locations, including two in northern Sweden. Now a well-established name in the industry, the company navigates common business challenges while integrating sustainability—ecological, social, and economic—into its core strategy and culture.

Per Jobs grew up in rural Dalarna, Sweden, where outdoor activities were a way of life. Introduced to fishing at age three by his father and grandfather, his passion grew into a deep concern for sustainability, especially the state of the Baltic Sea.

Frequent fishing trips to Gotland strengthened his connection to the area. His expertise led him to join Sweden’s national reference group for recreational fishing, making him a recognized figure in the community.

Music was another passion for Per, leading to degrees in instrumental performance and composition. In 2001, he became maestro at a Visby theatre and worked for a music production company for nearly five years. When the company was acquired, he lost creative freedom, making his job less fulfilling.

During paternity leave in 2006, he reflected on his future and first considered starting a fishing tourism business on Gotland. The idea quickly took hold, and he began exploring ways to make it a reality.

When elaborating the business idea, Per saw a lot of advantages in choosing Gotland as a destination for a sports fishing company:

  • Gotland has 800 km of coastline.
  • Sea fishing is free in Sweden—no need for fishing permits.
  • The waters could sustain a higher pressure from fishing.
  • The main recreational fishing season is before and after the tourist peak season, meaning cheaper accommodation options.

 

Per aimed to offer high-quality, customized fishing trips for small groups, inspired by similar services he had seen abroad. In 2006, he left his job to start Fish Your Dream AB, keeping a part-time role with his former employer for the first year as a financial backup.

From the start, sustainability was a priority. He implemented catch-and-release fishing to protect fish populations and ensure long-term business viability. He also recognized the need for industry-wide cooperation to preserve natural resources.

Per built his business model on successful North American concepts, targeting the international high-end market. He knew that travelers were willing to pay premium prices for personalized services and expert guidance, especially abroad. He estimated this niche market to consist of a few thousand individuals worldwide, ready to invest heavily in top-tier fishing experiences.

A key step was creating a high-quality website as the foundation of his marketing strategy. Instead of costly brochures, he focused on an elegant, informative site that conveyed professionalism and sustainability. With help from industry contacts, he launched an impressive website, relying on word of mouth to attract clients while projecting the image of a well-established business.

With a professional website in place, Per’s next challenge was finding customers. By researching fishing magazines, he identified travel agents selling similar trips and reached out to offer his services. Some showed interest, all charged a standard 20% commission, and they provided valuable insights into customer preferences and pricing.

On Gotland, Per partnered with accommodation and transport providers to streamline package deals. To launch internationally, he invited agents for a free trial in 2007. Their positive experiences led to recommendations, bringing the first international guests in 2008 from Russia, Poland, Finland, and France.

Initially, sustainability wasn’t a marketing focus, though it was embedded in operations. Over time, it became a key selling point, shaping FYD’s brand and offers.

As FYD grew, Per could no longer guide all groups himself and had to hire seasonal guides. While this ensured quality, retaining them was a challenge, requiring annual recruitment and training.

An early expansion attempt targeted cruise ship passengers in Visby with 1-day fishing trips. However, poor marketing failed to highlight the physical demands, and the largely unfit passengers struggled. It also became clear that these customers were less interested in sustainability and unwilling to pay for eco-friendly experiences, unlike FYD’s core clientele.

To improve profitability, Per analyzed cash flow and found that much of the revenue went to external suppliers. In 2011, he opened his own hostel in Visby to capture a larger share of earnings. While successful, this move increased financial risk, which became evident during the pandemic.

Around 2010, it was obvious to Per that the expansion on Gotland could not continue at the same rate for much longer. The problem of being able to offer only seasonal employment to fishing guides accelerated, and the attractive fishing spots on Gotland became progressively crowded. Fishing magazine articles and word of mouth that spread the attractive locations, and especially Finns and Swedes (who knew that coastal sports fishing was free to everybody) occupied these spots.

This development materialized into an important limitation of business growth. Therefore, Per started to look for alternative sites and other locations where he could establish his company. At this time, he had also become a close friend with one of his early customers from Switzerland. The two had been talking more about the business expansion problem for the company, and it became evident to Per that his friend was interested in investing in FYD.

While searching for a new location, Per connected with the owners of a small fishing resort in Tjuonajokk, deep in roadless Sámi land, 30 km from the nearest road, with no electricity or mobile reception. The resort had been run by the same couple for 32 years, and they were familiar with Per’s work through media and industry connections.

Expanding to Tjuonajokk presented both opportunities and challenges. The stunning natural surroundings and excellent fishing conditions were major advantages, but the site required extensive renovations. Its remote location meant customers, supplies, and construction materials had to be flown in by helicopter, raising logistical and sustainability concerns—now a key aspect of FYD’s brand.

After negotiations, a relative of Per financed half of the required investment, making the acquisition possible. Despite the challenges, Per saw great potential in Tjuonajokk, believing its unique setting outweighed the difficulties.

However, there were some ‘inherited’ issues that had to be dealt with:

  • The venue and the buildings were generally in bad shape.
  • Most guests were self-catering, meaning that only a few used the restaurant or cleaning and linen services.
  • All sales were made through a few agents; the site did not have any direct sales.
  • The relations with the neighbouring Sámi population were strained.

Since taking over, Per has continuously invested in Tjuonajokk, transforming it into a high-service resort with renovated cottages, a new restaurant and bar, a fishing shop, and a range of guided tours, including fishing and other activities. The resort operates both summer and winter seasons, attracting international guests who pay premium prices for travel and accommodation, with most packages including meals.

Per has worked to build strong relationships with the nearby Sámi village, leading to regular dialogue and improved cooperation. As a result, Tjuonajokk is now profitable, and the company employs year-round fishing guides.

Per initially aimed to involve the Sámi people as fishing guides and suppliers of restaurant and shop materials. However, it became clear that Sámi people could not commit to fixed work schedules due to their responsibilities with reindeer herding. Despite this, FYD continues to source many supplies from the Sámi, including meat and other ingredients for the restaurant, and Sámi handicrafts are sold in the souvenir shop.

Basic facts about the Sámi people:

The Sámi is an Indigenous population, occupying a vast area in the north of Norway, Sweden, Finland, and Russia called Sápmi. Historically, they are associated with a nomadic reindeer-herding lifestyle, a culture in which shamanism, jojk-singing, and bone handi-craft are important parts, as well as their own language. Most Sámi today live modern lives in urban centres, but some maintain a more traditional lifestyle. In Sweden, Sámi organized in economic associations called ‘samebyar’ have exclusive rights to reindeer herding and sometimes also exclusive fishing and hunting rights in attractive areas. Conflicts revolving around land and hunting and fishing rights with other non-Sámi locals are common. Quite a few Sámi are involved in touristic activities, and some claim that this forms an inappropriate appropriation of Sámi culture, while others maintain that this forms a way to maintain a living heritage.

A few years after acquiring Tjuonajokk, FYD was approached by the owners of a resort in Ammarnäs, a small village in northern Sweden. The resort, a hotel/hostel with a restaurant, had been run by a local family for 16 years, and they were looking to sell. FYD’s strong reputation, particularly its focus on sustainability, made Per an attractive buyer. The owners valued FYD’s community involvement and the positive relationships Per had built with locals, which influenced their decision to reach out.

Ammarnäs, with its small population of about 100, is known for its scenic beauty and its location along the Kungsleden trail, attracting returning visitors each year. Although Per had some reservations about whether Ammarnäs fit FYD’s brand, he began negotiations in 2013. FYD eventually purchased the resort on a 50/50 basis with a business partner from Gotland, mainly for its prime fishing waters on the Vindel River.

Following the acquisition, Per focused on improving profitability. Unlike the former owners, who had managed the hostel year-round, FYD had to hire staff or contractors for various tasks. Ammarnäs catered to a different market than Tjuonajokk, being more accessible and offering a lower price range. While most guests were recreational fishers, Ammarnäs also attracted a broader range of visitors. However, the departure of the business partner controlling the fishing rights a few years after the acquisition was a setback, forcing FYD to negotiate with new fishing rights owners. Additionally, changing to a one-season operation created tension with some local residents.

In the fall of 2020, Per reorganized the company structure, creating a hierarchical model with a personal holding company owning shares in FYD, which in turn owned shares in the operating companies. Per bought out the 50% co-owner of Ammarnäs, who was nearing retirement and wanted to reduce their workload, and also bought out his relative from Tjuonajokk despite the challenges posed by the Covid-19 pandemic.

A key part of this restructuring involved bringing in three minority owners: a Swedish venture capitalist, a Swiss banker, and the head guide, all contributing capital and expertise to the company.

In recent years, it has become clear that FYD’s venues could cater to more than just recreational fishers. However, the core brand will remain focused on sports fishing. To address other potential markets, FYD introduced a new brand, Björk Experience, to promote non-fishing activities under a separate company name.

Aside from structural changes, FYD is actively searching for new venues to expand. The search has been ongoing for a couple of years, but no venue has yet met the company’s criteria. Key requirements include the potential for profitability, control over attractive fishing waters, accommodation options (or access to them), and good public transport access. The strategy is to expand within Sweden over the next few years.

Current challenges include:

  • Establishing the new company structure with the new owners.
  • Finding new venues for future expansion that align with FYD’s criteria.

FYD is committed to continuously improving sustainability across its locations. In recent years, the company has implemented various initiatives. For example, in Tjuonajokk, solar panels have been installed, and the diesel generator is only used for major kitchen appliances. The sewage system has been upgraded, and more local, organic produce is being used in menus. Transportation is another focus, especially in remote locations like Tjuonajokk, where guests must fly by helicopter in the summer and use snow scooters in the winter. To reduce CO2 emissions, FYD now only flies the helicopter when it is fully booked.

Another challenge is the ongoing debate surrounding catch-and-release fishing. While this practice helps reduce pressure on fish stocks and is better for natural resource management than catch-and-kill methods, concerns about animal ethics, particularly the stress it places on fish, remain. Limiting the number of fish guests can catch could affect the fishing experience.

During the 2018 heatwave in Sweden, FYD had to stop all fishing activities due to high water temperatures and low oxygen levels, which would have stressed the fish too much. This led to trip cancellations and the introduction of alternative activities.

Per identifies the following key sustainability challenges for the company:

  • Reducing fossil fuel and CO2 emissions from travel, both to and from Sweden, as well as local transport like helicopters and snow scooters.
  • Moving to a less meat-heavy menu without alienating customers.
  • Increasing cooperation with and benefits for local communities.
  • Securing appropriate fishing regulations and control over waters to protect fish populations as pressure on them increases.
  • Addressing the ethical concerns surrounding recreational fishing.

In January 2020, a new situation arose following a verdict from the Swedish High Court, which ruled in favor of the Girjas Sámi village in a long-standing 11-year dispute over the rights to fish and hunt on their land. This ruling had implications for FYD, as Tjuonajokk is located within Girjas’ territory, and fishing rights are vital for FYD’s operations there.

Thanks to Per’s efforts to build strong relationships with the local Sámi community, FYD was well-positioned during negotiations with the Girjas Sámi village. A deal was eventually reached with them.

Looking ahead, Per and his companies aim to further develop all three locations by enhancing customer value and sustainability efforts. At the same time, he is working on restructuring the company, forming new partnerships, and expanding both the business and the non-fishing side of operations.

Using the Case in Teaching Entrepreneurship

The case clearly illustrates the principles of effectuation in action, demonstrating how the effectuation principles of “bird in hand,” “affordable loss,” and “co-creation” play out in practice. When Per started his company, he was unaware of these principles, yet his approach aligned closely with them.

Effectuation theory contrasts with causation models of entrepreneurship, which analyze new ventures through the lens of traditional investment strategies. These models assume that a new business can be treated like any investment project in an industrial setting, relying on forecasting and planning methods to predict success before the venture begins. In these models, the focus is on calculating the profitability of an investment, typically framed in terms of return on investment at some future point.

In contrast, effectuation focuses on the present, asking questions like “Who are we?”, “What do we know?”, and “Whom do we know?”. This approach emphasizes starting with the resources available at the time the venture is conceived, rather than relying on predictions about the future.

A thought-provoking theoretical discussion arising from this case might involve contrasting the foundational principles of effectuation with causation models. It could explore why, even today, we still see new editions of entrepreneurship textbooks that are based on the causation assumption.

Additionally, this case touches on sustainable entrepreneurship, both weak and strong, which is central to FYD’s approach. It could serve as an introduction to a discussion about the nature of sustainable entrepreneurship and how it differs from traditional models. Many “new” entrepreneurship models focused on sustainability fail because they treat sustainability as an afterthought, merely a “cherry on top” rather than an integral part of the entrepreneurial process. Others fail because they prioritize ideological sustainability at the expense of the business side of the company.

Finally, the case provides an opportunity to explore key aspects of sustainable development, such as how entrepreneurs can contribute to creating a better world. Concepts like ‘strong sustainability’ versus ‘weak sustainability’, ‘wicked problems’, ‘co-creation’, and ‘lean development’ are all relevant here. The case also raises questions about the balance between the positive impacts of a company like FYD and its potential negative effects on society and the environment. These impacts may lead to discussions about the fundamental nature of the company’s existence.

Additionally, the case highlights the implicit, unexamined drive for ‘growth’. Once established, Per continually seeks opportunities to expand, both economically and geographically. This unquestioned pursuit of growth presents an interesting opportunity for critical reflection. The case invites questions such as: ‘Why do businesses have to grow?’, ‘What is the rationale behind economic growth?’, ‘How do we reconcile the tension between economic growth and sustainable development?’, and ‘Are economic growth and sustainability opposite ends of a spectrum, or can they coexist?’

Case Activites

We suggest three sequenced activities. The aim is for the students to be able to imagine and strategically plan a sustainable future for FYD from economic, social, and environmental perspectives. The starting activity is a discussion of what has actually happened in the company. The second is a role play to start imagining what might be happening today, and the third is a workshop to imagine and strategically plan a sustainable future.

Based on

REFRAMING THE CASE METHOD IN ENTREPRENEURSHIP EDUCATION,

Karin Wigger, Lise Aaboen, Dag Haneberg, Siri Jakobsen, and Thomas Lauvås –

9781800881150

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via Open Access. This work is licensed under the Creative Commons

Attribution-NonCommercial-No Derivatives 4.0 License

https://creativecommons.org/licenses/by-nc-nd/4.0/

Chapter 14: Fishing for sustainability: a case about recreational fishing, tourism, and sustainable entrepreneurship

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