including the integration of a seated harness and haul system that anybody can—and everybody will—use. “If I have somebody who needs that harness, every single student will use that same harness,” explains Crumbaker. These efforts have paid off. Hale had a nearly 80 percent return rate for 2023, and while there isn’t a direct correlation between accessibility and the strong return rate, says Crumbaker, “I believe it helps that we can accommodate our customers’ needs.” Dunton agrees that accessibility and inclusion play a role in return business. For example, he says, during a recent outdoor program featuring low ele- ments, one participant was using a walker. “We were still able to include that person where they felt that their contribution was just as valued as everybody else’s. At the end of the day, the CEO called that out specifically,” he says, adding that the group has already verbally committed to return.
and create a welcoming environment beyond accommodating physical mobility differences. For example, says Hines, “We don’t do rescues anymore, we do assists.” As such, “The goal is [for participants] to feel good about how far they’ve gotten. We want their last im- pression to be, ‘I want to try that again.’”
Professional development days are offered biweekly during the off season, and staff are given a survey that allows them to choose the topics that are cov- ered. This level of engagement creates a higher level of staff retention, in turn creating more opportunities for repeat business, as groups will often request to be paired with the same facilitators when they return. Hines offers his staff myriad benefits— including generous health insurance and 401(k) plans—to attract quality team members that want to stay on board and make a career in the industry. “We invest in really great people, train the heck out of them, and they share in the rewards of a park that is doing well and that people love,” says Hines. Above all, providing a high-quality expe- rience is paramount to these operators’ business strategies. If customers have a great time and feel safe and valued, they will want to come back. The other tactics—park design, product mix, and incentives—just make it that much easier to get them there.
HAPPY STAFF, HAPPY CUSTOMERS
All operators agreed that the best way to provide high-quality service worthy of repeat business is to hire and train high-quality staff. For Pingle, this begins with ingraining a passion for customer service in the ZipZone team. “It’s a really fun job, but you should get the most fun from the guests,” she says. Staff are therefore encouraged to feed off of the energy of happy customers. Those positive group dynamics are frequently reflected in guest reviews and repeat bookings. At Hale, which relies heavily on a pool of experienced contract staff, Crumbaker ensures that her team is taken care of.
There are other ways to be inclusive
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