ing on Google as their primary travel research platform (older Millennials and up), the AI overview feature is changing how people search. On the one hand, it is tanking direct website traffic. But agen- tic AI—AI systems that can plan, reason, and act independently to complete com- plex goals with minimal human prompt- ing—may also represent an opportunity to create more curated, personalized trav- el experiences, said Volpert. What are folks looking for in their travel research? In addition to wellness, culinary experiences and the like, they also want to find destination dupes, said Visser. That is, places that offer similar experiences as high-profile destinations with a fraction of the crowds at a fraction of the cost (think: the Julian Alps for the Dolomites, or Bodrum for St. Tropez). “That could be a great opportunity for a lesser-known resort to step into that space and say, ‘We have mountains and all mountain things. So, if you want a lit- tle more off-the-beaten-track experience, think about us,’” said Visser. VISIT OUR SUMMER OPS MOUNTAIN DEPARTMENT FOR MORE SUMMER OPS INSIGHTS.
The Prismatic Springs mountain lights art walk at Hanazono is a unique “soft experience” that draws thousands of visitors to the resort.
matic Springs attracted 100,000 visitors to Hanazono Resort over four years—a “very big draw” for a resort that doesn’t do many summertime visits to start with, said Downes. “We see it as a kind of catalyst, or a key differentiator, that brings people to the area,” he said. Partnerships can also be advan- tageous to that end. Visser points to Sydney, Australia, as a blueprint. There, museums, galleries, and cultural sites, such as the Sydney Opera House, have packaged VIP/back‑of‑house experienc- es under a shared banner. The offering helps differentiate the activities among others in the busy city, said Visser, who pointed to the rising interest in unique, VIP experiences that might cost a little more, “but it’s something that not every- one can do.” Community partnerships are inte- gral to the business model in the Alps, where mountain companies typically operate lifts and manage snow surfaces, while lodging and F&B are separately owned. “As a CEO,” said Volpert, “I con- sider myself more as an ambassador or diplomat trying to bring all these differ- ent stakeholders together and align them behind one strategy, one shared vision, and one goal.” While that has its challenges, it’s yielded some unique products as well. Among them is a sort of “summer season pass” that hotel and guest house owners can acquire for each of their available beds. “So, every time a guest is staying with your hotel, he or she can use our cable cars and our products more or less for free,” said Volpert. Of 16,000 avail-
able beds, more the 14,000 are enrolled in the pass program, which makes up almost half of OK Mountains’ total sum- mer revenue. Events are another tourism driver on which ski areas can capital- ize through strategic partnerships, said Downes. Events can put destinations on the map and create tradition and repeat visitation. “But these things cost money; somebody’s got to underwrite these things,” he added. Collaborating with the community to help support events and getting funding through government and sponsorships are keys to success.
THE NEW TRAVEL AGENTS
Another way to get on the map: social media. Social searching. Arival research shows that social media is the prevalent source for guest inspiration, research, and even booking when it comes to cer- tain cohorts. Younger Millennials and Gen Z are travel planning in TikTok and Instagram, and staying in the app through the booking process if they can (TikTok, for example, is partnered with Asia-based OTA Klook to allow for in-app travel bookings.). When asked what formats or what content type works best, the panelists agreed it’s short form videos. And KOLs (key opinion leaders) in Asia—that is, social media influencers who are seen as an expert or authority—are key book- ings drivers for Hanazono, said Downes. AI impacts. For the folks still rely-
TAKEAWAYS
The lessons from around the globe are clear: lean into passion‑led products; authentic and/or elevated F&B has game changing potential; soft infrastructure such as trails, viewpoints, catwalks, art walks and fami- ly play features deliver outsized returns; strong regional ecosystems improve indi- vidual business performance; and when it comes to travel planning, it pays to meet guests where they are at. Summer adventures aren’t just about filling a season; they’re about rethinking what travel can be. It’s about creating expe- riences that are innovative, connected to place, and meaningful for both guests and communities. If we get that right, the best trends won’t just be the ones we follow, they’ll be the ones we start.
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