“Quality before growth – otherwise you lose what people actually came for”
Interview with Kåre Dyvekær, CEO of Sommerland Sjælland A/S
There is something quietly revealing about the way Kåre Dyvekær talks about his amusement park. Not as a spectacle business, but as a place shaped by decisions, trade-offs and a long-term view. In this conversation, he reflects on growing up in the park, bold entrepreneurial choices – and why sometimes doing less, but better, is the real strategy.
European Business: You quite literally grew up in Sommerland Sjælland. How did that shape your path into the business?
Kåre Dyvekær: It was always there, but maybe not in a romantic way. When something is part of your everyday life, it becomes normal. Still, looking back, it gave me a very natural understanding of how the park works. I started young, initially just helping, then taking more responsibility. At some point, I thought I would leave – but the business kept pulling me back in.
European Business: You even planned to sell the park at one stage. What changed?
Kåre Dyvekær: Yes, that was the plan. I prepared a full concept for potential buyers – and while doing that, I realised how many ideas I actually had. It sort of grew on me. So instead of selling, I went to the bank and said: if I do this myself, will you support me? They believed in it. My wife and I took the risk, bought the park in 2007 and started developing it on our own terms.
European Business: What were the key strategic decisions after taking over?
Kåre Dyvekær: For quite some time, we were just operating and improving things step by step. The real shift came when we defined a strategy. We asked ourselves: what are we actually good at? And instead of changing everything, we decided to strengthen our core – quality. Not only in rides, but in everything: service, food, cleanliness, staff training. Growth is nice, but it should never come at the expense of quality.
European Business: You also introduced digital interaction in the park. What was the idea behind that?
Kåre Dyvekær: It started very simply. I saw people bringing their phones everywhere – even to the beach. So I thought: why not use that in the park? We began with small features, like controlling water cannons via smartphone. Today, we have around 30 interactive points. But it’s important: it’s an addition, not a requirement. You should still enjoy the park without a phone. The technology just adds another layer if you want it.
European Business: How do you respond to changing customer expectations?
Kåre Dyvekær: One example is food. We tried improving quality ourselves, but guests still weren’t satisfied. So we changed the model completely. We created a street food area with external specialists – each focusing on one cuisine. That changed both quality and perception. Sometimes the solution is not to optimise further, but to rethink the concept.
European Business: What defines Sommerland Sjælland today?
Kåre Dyvekær: Space and atmosphere. We have around 20 hectares, so it never feels crowded. It’s not just rides – it’s also nature, open areas, a relaxed pace. Families can spend a full day here, sometimes longer if they stay overnight in our accommodation units. That combination is very important to us.
European Business: And looking ahead – what are your ambitions?
Kåre Dyvekær: We don’t want to grow just for the sake of it. The existing park should evolve carefully. At the same time, we are working on a much larger project called Nordic Land – with an indoor water park, leisure facilities and around 600 houses. It’s a completely different scale, and we are currently looking for partners. But even there, the same principle applies: it has to feel right, not just big.
European Business: If you had to sum up your approach in one sentence?
Kåre Dyvekær: Probably this: “It’s the small decisions, repeated consistently, that build a good experience.”