BY PETER OLIVER
Snowbird recognized the opportunity for summer business long ago, and has wisely added activities based on its customer mix. FLIPPING THE ‘BIRD INTO SUMMER
Credit: Otto Solberg
Somewhere toward the latter part of the 20th century, ski resorts began deciding they didn’t want to be just winter resorts anymore. Before that, they had generally been satisfied with operating for the three to six months of the year when there was snow on the ground. But come spring, the lifts would shut down, the doors would close, and ski resorts would basically go into dormancy, save for some infrastructure upgrades and maintenance, until November. A few resorts might’ve kept a lift or two open for scenic rides or try and pro - mote hiking, but any real smorgas- bord of summer activities? Nope. Then wiser heads among resort exec - utives realized that non-skiing months could be revenue-generators, too. They sought to reimagine their properties as “four-season resorts,” awakening ex - isting infrastructure—e.g., lodging and food and beverage—from ghost-town slumber to active, money-making vitali - ty. They began adding summer-specific activities such as mountain biking, al - pine slides, disc golf, zip lines, challenge courses, etc.
Credit: RCI Adventure Products
Not only did the expansion of summer business make sense from a revenue perspective, there was an HR benefit, too. Key resort employees, once forced to seek other employment when the ski season ended, could now be retained year-round (a seasonal flip of an issue many adventure park managers face when operations shut down or curtail at summer’s end). It all made great sense.
Illustration of Snowbird’s expanded ropes course. The original course is the dark green; additions are light green and brown. Among the resorts in the vanguard of the move into summer business was Snowbird, Utah, which now operates nearly two dozen activities, including a
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