A SUPPLEMENT TO SAM MAGAZINE INSIDE: GLOBAL TRENDS, SURVEY DATA SAMINFO.COM/SUMMER-OPS SUMMER OPERATIONS
SUMMER OPERATIONS
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@sammagazine
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Programs & Events to be Added in the Next Two Years
25
25%
20
15
16%
10
11%
8% 8% 8% 8%
5
0
4 THE STATE OF SUMMER OPERATIONS
10 SUMMER OPS AROUND THE GLOBE
A SAM survey of North American ski area operators offers insights on summer ops activities and programming, profitabiity, and growth goals. By Sarah Borodaeff
Ski area operators from Europe, Australia, and Japan share observations about the activities and trends shaping their non-winter business. By Katie Brinton
ON THE COVER
18 VENDOR PARTNERS
Clockwise from top: Nordwandsteig, a 100-meter walkway at OK Bergbahnen, Germany; Thredbo’s mountain coaster, Australia’s first; the Mountain Lights installation at Niseko Hanazono, Japan; hikers explore Ordino Arcalís, Andorra; and Thredbo’s lift-served mountain biking.
Explore offerings and info from summer operations suppliers.
PUBLISHER’S MEMO
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A WORLDWIDE CONVERSATION “Resorts will need to adapt to the changing expectations of travelers who are increasingly seeking unique experiences, environmental responsibility, and seamless, personalized service. Balancing these demands with the need to protect fragile mountain ecosystems and support local communities will be key to the long-term viability of mountain resorts.” Sound familiar? It’s from our colleague Joan Viladomat Cortabitarte at Ordino Arcalís in Andorra, and it sums up why we explored trends in summer operations not only in North America but also globally in this supplement. Resorts worldwide are facing the same challenges and opportunities. Start by comparing your summer operations to the results of our North American summer operations survey (p. 4). Next, check out the unique summer business pursuits of our global counterparts and their forecasts for the next 5 to 10 years (p.10). Learning from one another is key for driving progress and growth. From Summer Ops Camp (returning in 2025) to our extensive archives, SAM has been a leader in the summer ops conversation. We will continue to help bring your voices together to push our industry forward.
SUMMERTIME IS NOT SLUMBERTIME Resorts look to weddings, mountain biking, and more to bolster summer operations, a small but growing piece of the revenue pie. COASTING ALONG The mountain coaster market is expanding, and new tech is improving safety and throughput. FROM TEE TO GREEN How to improve your golf course without breaking the bank. DEFINING SUMMER SUCCESS Profit is only one piece of the puzzle. ADVENTURE PLAYGROUNDS Playgrounds can help accommodate everyone in the family without straining staff or the checkbook.
>> READ THESE ONLINE: WWW.SAMINFO.COM/ SUMMER-OPS
Olivia Rowan, Publisher olivia@saminfo.com
THE STATE OF SUMMER OPERATIONS
Analysis of a fall survey on summer operations at North American ski areas offers insights on activities and programming, profitability, and growth goals.
BY SARAH BORODAEFF
tions have myriad benefits, too: roughly 92% of respondents agreed or strong- ly agreed that summer offerings attract new user groups; more than 95% agreed or strongly agreed that summer business improves hiring and staff retention.
lation has not spent much time on a lift and many may not have been to the top of a mountain,” said Humber. “A ride on a lift to the top of the mountain is often the simplest and most obvious experience a ski area can offer.” Mountain biking. Cross-country mountain biking and lift-served moun- tain biking, 55% and 52%, respectively, followed by disc golf (39%) round out the top five offerings. Mountain biking, in both its forms, is another activity that uti- lizes winter infrastructure, either with lift or trail systems. These can both be capital- and operational expense-intensive activi- ties to launch and operate. Those that do it well, in the right mar- ketplace, are finding lift-served mountain biking to be a huge boon to their summer business. “Lift-served mountain biking has been growing at 30-40% per year,” shared a Northeast respondent. Others report that it is not the draw they initially thought it could be. “Lift-served mountain biking is, at best, a break-even, particular- ly when capital costs are considered,” said a Rocky Mountain respondent. A notable share of mountain resorts have installed adventure activities, such as zip lines (34%), alpine coasters (29%), and ropes courses (21%), as well as climbing walls (24%) and playgrounds (23%) for their younger guests. “The “LIFT-SERVED MOUNTAIN BIKING HAS BEEN GROWING AT 30-40% PER YEAR.”
Summer in the mountains has evolved from “off-season” to “on” as North American mountain re- sorts have added summer activities to create year-round operations and diversify revenue sources. Many are utilizing existing winter infrastruc- ture to do so: 68% offer scenic chair- lift rides and about 52% have lift- served mountain biking, according to a summer operations survey of North American ski area operators conduct- ed by SAM in fall 2024. More ski areas plan to use their lifts for summer in the next two years, with 18% of respondents planning to add lift-served mountain biking and 10% adding scenic rides. And summer opera-
“LIFT-SERVED MOUNTAIN BIKING IS, AT BEST, BREAK-EVEN.”
Many ski areas are capitalizing on new participation trends and an increased desire to get outdoors. Others have had more challenges in creating a green-season draw. SAM asked the mountain resort community to share data and anecdotal observations about their summer opera- tions experience. Sixty-two resorts in the U.S. and Canada offered their insights into what’s happening in summer and where we’re going next. Here, we share data, analysis, and individual responses from the results of the online survey, with additional insights from Claire Humber, principal at resort planning firm SE Group. Any ambiguities or errors are our own. ACTIVITIES What activities do winter resorts offer in summer? Hiking (76%) and scenic lift rides (68%) were the most common among our sample. “If only a small percentage of the overall population participate in snow- sports, it follows that much of the popu-
Respondent Regions
6%
6%
32%
8%
10%
11%
16%
11%
Southeast Western Canada Eastern Canada Southwest
Northeast Rockies Midwest Pacific Northwest
existing summer tubing—not as much fun as winter tubing—may lead us to retire this attraction.” More than 38% of ski areas plan to remove an activity or activities from their mix over the next two years. Eight per- cent of respondents plan to remove lift- served mountain biking in the next two years, while roughly 3% plan to remove disc golf, ropes courses, and/or bungee trampolines. Glamping, summer camp programs, and alpine slides were among other offerings ski areas plan to remove. Otherwise, more than 60% said they were not planning to remove anything. Conversely, 86% of respondents plan to add activities to their summer opera- tion in the next two years. Despite the challenges mentioned by some operators, lift-served mountain biking also has huge growth potential: 18% of respondents said they planned to add it or expand their current offering. Playgrounds were the second most common planned addition (16%), which suggests a desire to reach all age groups. Another 14% plan to add disc golf, and 13% are adding an alpine coaster. Two of the top four planned addi- tions (disc golf and playgrounds) are typically not pay-to-play activities, or are at least not typically profitable on their own, while the other two (lift-served mountain biking and alpine coasters) require huge capital investment, but have the potential for huge return. In respect to activities that do not make a profit (e.g., break even or oper- ate at a loss), one Western Canada resort said, “These provide alternate options and create a sense of animation that help with the overall value of the experience.” Operators are also continuing to identify that this summer market has different goals when it comes to the ease and physicality of their experiences. “We’ve found there is a market for these adventure-lite activities among folks who have hung up their skis but still enjoy being on a lift, parents with young children getting them accustomed to rid- ing a lift before they begin skiing/riding in winter, folks who would never consid- er skiing, and folks looking for easy-ac- cess summer activities,” said one Rocky Mountain respondent. A key in creating an effective activ-
Top 10 Currently Offered Activities
Respondents were asked to check all that apply.
76%
Hiking
Scenic Lift Rides
68%
Cross-Country Mountain Biking Lift-Served Mountain Biking
55%
52%
Disc Golf
39%
Zip Lines
34%
29%
Alpine Coaster
24%
Climbing Wall
Playground
23%
21%
Ropes Course
20
0 10
50
60
70
80
30
40
In Percent
Activities To Be Removed Over the Next Two Years
Respondents were asked to check all that apply.
Nothing
61%
21%
Other
Trampoline/ Bungee
3%
3%
Ropes Course
3%
Disc Golf
Lift-Served Mountain Biking
8%
60 70
0
10
30
50
40
20
In Percent
mountain coaster is the biggest driver of paid summer visits,” said a Rocky Moun- tain ski area. Activities not included as an option on the survey but written in as “other” include go karts, gem mining, ice skating, a spa, ATV tours, and scenic highways.
Churning the activity mix. Some ski areas have found that certain offer- ings don’t work for them. For example, a Northeast operator said, “We retired our aerial ropes course in 2020, as visitation had dropped and expenses to operate had increased. The material cost to replace
THE STATE OF
SUMMER OPS
of respondents offer corporate gather- ings or business meetings and 50% host themed festivals. Skills classes, such as yoga or pottery, are offered by about 15% of respondents. Weddings. Events and program- ming can be beneficial to overall summer operations, but also have the potential to be disruptive. When hosting events on-property, staffing, logistics, and safety are all considerations. Public events are often easier to integrate with your daily activities than private events, said Hum- ber. It is important to ask if existing daily operations will complement or hinder the event, she said, particularly when it comes to hosting private events such as weddings. “Weddings tend to involve a lot of time and stress but not a lot of money, particularly if the timing causes delays for our other events or for the opening of our rental shop for seasonal rentals,” shared a Northeast operator. Said a Southwest operator, “Current summer offerings are limited to wed- dings and business meetings, which operate at a healthy profit margin. How- ever, there is limited capacity for these types of events. There are only so many available weekends for weddings, and we can only do 1-2 per day.” “If profit potential rules the future, we should do events, festivals, weddings, and run one lift for sightseeing and downhill mountain biking,” said a third
Top 10 Activities To Be Added Over the Next Two Years
Respondents were asked to check all that apply.
Lift-Served Mountain Biking Playground
18%
16%
14%
Disc Golf
13%
Alpine Coaster
11%
Climbing Wall
11%
Camping
Cross-Country Mountain Biking
11%
10%
Scenic Lift Rides
10%
Canopy Walk
8%
Summer Tubing
0
5
10
15
20
In Percent
ity mix will be identifying ways to accommodate that desire for low-bar- rier-to-entry offerings. “One example,” said Humber, “would be to create a hik- ing experience for all abilities. Not just ‘head uphill until you get to the top,’ but smaller loops that offer a great nature- based experience without a lot of phys- ical exertion. “The complexion of activities, pro-
grams, and events you offer has to respond to market depth and demand,” she continued. “You have to do your homework to identify the needs and wants of your summer audience.” PROGRAMS & EVENTS Seventy-three percent of respondents offer weddings, and 57% offer a race series or race event. Fifty-two percent
Programs & Events To Be Added In the Next Two Years
Programs & Events Currently Offered
Respondents were asked to check all that apply.
Respondents were asked to check all that apply.
80 70 60 50 40 30 20 10 0
25
25%
73%
20
57%
15
52% 50%
16%
42% 40%
10
11%
8% 8% 8% 8%
5
15%
0
Rocky Mountain region respondent. Event additions. Operators are looking to capture that success with plans to add more events to their sum- mer lineups. Of the 25% of ski areas plan- ning to add themed festivals, only 4% also said they already offer them. This suggests that within the next two years, roughly 71% of total respondents plan to offer these types of events. Similarly, 16% of respondents plan to add weddings to their roster of summer services, despite the operational chal- lenges. Four percent of the respondents that plan to add weddings also said they already offer them. So, if all of the respon- dents that plan to add weddings do, more than 85% of respondents will host nup- tials within the next two years. Additionally, operators wrote in as “other” that they plan to add events such as immersive light experiences and drive-in movies. These night events have the potential to drive lodging and food and beverage revenue. A respondent from a rural Midwest ski area shared that an immersive art experience, which was partially hosted at the ski area, drew people by the thou- sands to the region in 2024. This operator was able to shift a winter chalet into an ice cream and coffee shop to capture rev- enue from visitors to the art installation. Another respondent from a North- east ski area noted that among their most profitable summer offerings are
“Specialty events that bundle scenic lift rides and food & beverage, utilizing our mid-mountain lodge.” WHO IS COMING IN SUMMER? Drive-to visitors are the most import- ant market to respondents of this survey. Several respondents made a distinction between “drive-to” and “drive-by,” the lat- ter meaning passersby that may not have
ence who may not participate in snow- sports but do participate in non-winter activities. Locals also represent a signif- icant opportunity for repeat summer visitation. A weekly bike race series, for example, like the “ski bum” race leagues of winter, or a weekly concert series can become part of locals’ weekly routine during the summer season, drawing them to your resort again and again.
“IF PROFIT POTENTIAL RULES THE FUTURE, WE SHOULD DO EVENTS, FESTIVALS, WEDDINGS, AND RUN ONE LIFT FOR SIGHT- SEEING AND DOWNHILL MOUNTAIN BIKING.”
previously planned to stop.
Destination visitors , meaning overnight guests, ranked third, very closely behind local visitors. When tar- geting destination visitors, it’s important to examine the regional market to deter- mine the right mix of offerings. Does your ski area need the lodging, F&B, activities, and programming mix to fill entire days, or are you a piece of a larger regional puz- zle driving visitation to the area? “Understand the guest is looking for instant gratification. They are no longer interested in spending all day at the resort; too many other Instagram moments for them to fit in during their visit,” said one Rocky Mountain resort “Destination markets are often ‘activ- ity rich,’” said Humber, “which can be an opportunity and a challenge: an oppor- tunity to become part of the richer expe-
Operators looking to capture drive visitors need to create a unique value proposition that draws guests in from the area. Unlike in winter, when ski areas offer one of the only viable and often the most visible activity in a region, in sum- mer, a ski area is not the only game in town. Reaching your target market may require a different marketing strategy. “You want to get on the ‘top 10 things to do in...’ lists that show up in media and/ or come up in web searches, and/or be a place that tour operators put on their itineraries,” Humber advised. The local market ranked second, which may be indicative of the respon- dent sample being “community adjacent.” In summer, resorts have an opportunity to capture members of their local audi-
Target Market Ranked 1-5, 5 being “Most Important,” 1 being “Least Important”
Target Audience Ranked 1-5, 5 being “Most Important,” 1 being “Least Important”
5
5
4.7
4.3
4
4
3.9
3.7
3.6
3.5
3.4
3
3
2.3
2
2
1
1
0
0
THE STATE OF
SUMMER OPS
rience (i.e., your offerings add to other regional attractions to create a compel- ling reason to visit), and a challenge, as you have a lot of competition.” Target audience. Unsurprisingly, families overwhelmingly ranked as the top target audience for summer business. Couples and businesses/groups followed in second and third, respectively. Sever- al respondents optimistically wrote in “anyone” as their target audience. In respect to “anyone,” yes, the sum- mer audience is far bigger and more diverse than the winter audience, but that makes it even more important to choose your targets wisely and not waste resourc- es on installing the wrong activities and programming, or marketing to people who aren’t interested in what you offer. For example, one Western Canada ski area said its distance from a major metropolitan area hindered the success of its ropes course, leading to the realiza- tion that “it was not the right offering for a limited summer business model.” MEASURES OF SUCCESS On average, summer business accounts for a fraction of year-round revenue. Thir- ty-nine percent of respondents said that summer operations made up less than 10% of year-round revenue, while about
35% said it made up between 10-20% of year-round revenue. According to NSAA’s 2022-2023 Economic Analysis of U.S. Ski Areas (the most recent available at press time), summer revenue made up an average of 11.9% of total revenue for those that offered it. This is a small decrease from 2021-22, which reported 12.3% of total revenue. SAM ’s survey asked respondents to choose a range of percentage of total revenue rather than a specific number, in part to make it easier for respondents to answer. While the Economic Analysis number appears to track lower than that of our survey results, they both tell a sim- ilar story about summer’s contribution to overall revenue. Profitability. While not a major contributor on average to the overall bottom line at most ski areas, summer operations are profitable, for the most part. “Each of our summer offerings turn a profit under normal circumstances. We have seen great growth in our sum- mer businesses this past summer,” said a respondent from a Northeast ski area. Fifty-eight percent of respondents said that less than 10% of their summer offerings operate at a loss and 53% stat- ed that more than 40% of their summer offerings were profitable.
Percentage of Total Year-Round Revenue
2%
11%
13%
39%
35%
30-40% More than 40%
Less than 10% 10-20% 20-30%
However, the profitability calcula- tion has many variables, according to respondents. One from a Southwest ski area said, “Summer operations do make a profit, if only factoring in the labor costs associated with the summer activities. If we include year-round staff and annual maintenance, insurance, and property taxes, we’d lose money every summer.”
Values Statements
Respondents evaluated these statements as they related to their summer business.
Strongly Disagree
Not Applicable
Strongly Agree
Statement
Agree
Disagree
Summer Business Improves Hiring and Staff Retention Summer Business Attracts New User Groups Summer Business Supports Our Local Community Profitability is the First Measure of Success in Summer Business Summer Offerings are Important to our Winter Guests
45%
5%
0%
0%
50%
52%
5%
2%
1%
40%
44%
3%
2%
4%
47%
45%
32%
7%
1%
15%
55%
39%
0%
1%
5%
A Rocky Mountain respondent said, “Summer as a standalone is not prof- itable. It does provide an offset to the losses that a resort experiences during non-winter operations.” Often, operators look at break-even or loss activities as supporting other revenue sources, which may not be cal- culated into summer profitability. “The break-even activities build broader sup- port for other summer and winter pro- grams,” said one Northeast mountain. “We organize theme days and spe- cial events for our guests. We use them as a value-added service, keeping fami- lies coming back year after year,” said a Southeastern resort. While profit is a standard KPI (key performance indicator), when asked to evaluate several statements in relation to their summer business, only 60% of respondents agreed or strongly agreed that “profitability is the first measure of success in summer business.” The remaining 39% disagreed or strongly disagreed with that statement. Alternative metrics. Responses to the value statements offer clues into alter- native metrics resorts may be using to cal- culate the ROI on summer operations. For example, the impact of summer business on hiring and staff retention achieved the greatest consensus among respondents, with 95% agreeing or strongly agreeing that summer business improves hiring and staff retention. Given how labor-intensive the moun- tain resort industry is, an improved abil- ity to hire and retain staff has obvious impacts for winter operations, such as reduced onboarding and training hours and fewer departmental staffing gaps. That this was the most agreed upon state- ment regarding summer business speaks to the 365-day nature of modern moun- tain resort operations, but also to the fact that summer operations are still largely considered in relation to how they can support or offset winter business. As one respondent from a Northeast resort noted, “The operating window for summer operations is profitable, howev- er, when you layer in the shoulder sea- sons, summer becomes a break even. It supports the needed year-round cash flow and creates summer and year-round employment opportunities.”
Just behind hiring and retention, 92% of respondents agreed or strongly agreed that summer business attracts new user groups (while only 60% agreed or strongly agreed that summer offerings are important to winter guests). More than 90 percent of respondents
more and more important for areas that operate in more volatile climates,” observed a Northeast operator. “Summer-focused activities will blend further into the shoulder seasons, potentially even add onto the winter experience, [and] ultimately continue the
“OUR PLAN IS TO BRING SUMMER OPERATIONS REVENUES TO ABOUT HALF THAT OF WINTER REVENUE IN THE NEXT 10 YEARS. THIS WILL REQUIRE SUBSTANTIAL GROWTH IN OUR SUMMER PRODUCT OFFERING.”
agreed or strongly agreed that summer business supports the local community. Those community benefits can be real- ized in a variety of ways: employment opportunities; activities or programming geared toward locals; an activity mix that complements offerings in the broader community, etc. While alternative success metrics are important performance indicators, finan- cial goals are necessary for the growth of summer business. “Setting and monitor- ing financial goals is just sound business,” said Humber, “even if profitability metrics reflect other considerations.” As operators review their summer activity mix, they must weigh the cost/ profit of an individual activity against its value in the bigger picture. For example, does the cost of operating this activity exceed the benefit of the food and bev- erage purchases it supports? Does the space this summer offering takes up limit the potential for other growth? Growth goals. Looking ahead, respondents said they aim to grow sum- mer revenue. “Our plan is to bring summer operations revenues to about half that of winter revenue in the next 10 years. This will require substantial growth in our summer product offering,” said one Northeast respondent. “We will double summer business as a way of diversification,” said a respon- dent from a Midwest ski area. CLIMATE CHANGE IMPACTS With shorter winters and increasingly higher temperatures in summer, opera- tors should think long-term and poten- tially prioritize year-round business. The opportunity is there to become an estab- lished summertime attraction. “[Summer business] will become
trend of a 12-month focus,” said another in Western Canada. “Summer-centricity is very import- ant to us and has been for over 30 years. Climate change and cyclical winter snowfall highlights the need to diversify operations into more year-round/sum- mer activities,” said a third operator in the Pacific Northwest. Historically, mountains were a sum- mer escape. City dwellers left the oppres- sive heat to enjoy cooler temperatures up in the mountains. This trend dwindled slightly with the advent of air condition- ing. However, the post-Covid desire to be outside has the potential to push people toward cooler recreation locations such as lakes, the beach, and of course, the mountains. “As summers get hotter, we should see more people wanting to rec- reate at elevation, where we are typical- ly 15 degrees cooler than the valley,” said one Rocky Mountain region respondent. WHERE DO WE GO NOW? There is a huge opportunity to capitalize on the non-winter months, but there is also more competition in the market- place in summer. A “build it and they will come” mentality no longer works. “Our region draws five times the [summer] visitation as winter, yet we do about 20% of our business in the sum- mer. With additional attractions, there is more opportunity to balance our sea- sons,” said a Northeast operator. To take adavantage of the opportuni- ty, ski area operators must be at least as thoughtful and strategic in their approach to summer operations as they are to win- ter operations to build and create memora- ble, profitable, and on-brand experiences that are specific to their unique location, community and culture.
SUMMER OPS
AROUND THE GLOBE
BY KATIE BRINTON, SENIOR EDITOR, SAM
1.
The Ordino Arcalís Mirador Solar de Tristaina, part scenic overlook, part sundial, is one of the most visited summer attractions in all of Andorra.
Ski area operators from Europe, Australia, and Japan share insights about the activities and trends shaping their non-winter business.
T here is opportunity in summer ops, accord- ing to ski area operators in Australia, Europe, and Japan, who have also identified a press- ing need to grow their non-winter business as they experience variable snowfall and short- ening winter seasons due to climate change. The good news? The mountains are the perfect cool playground for folks looking to
escape summer heat. Their dramatic beauty is appealing year-round. Ski areas’ existing lift infrastructure and food and beverage facilities can easily pull double duty, and four-season offerings mean year-round employment opportunities, bolstering staff retention. Operators from outside North America shared insights with SAM about their most 30,000-35,000 visitors annually between the end of June and early September, says Joan Viladomat Cortabitarte, chairman of SAETDE / SECNOA, the operating compa- ny of Ordino Arcalís. The 2021 installation of a sundi- al-cum-scenic overlook called the Mira- dor Solar de Tristaina extended the season from early June to early Novem- ber and boosted summer visitation to between 70,000-85,000. The resort does
innovative and effective summer activities and experiences, as well as their forecasts for the future of summer operations. We could only fit a handful of their responses here. Once you are done reading about the opera- tions featured in these pages, learn more from resorts in Norway, Montenegro, and beyond at saminfo.com/summer-ops. more than 200,000 skier visits in the win- ter. “This mix results in approximately 25 percent of the revenues coming from the summer season,” says Viladomat. In summer, the resort offers hiking, road cycling, mountain biking, restau- rants, and guided experiences such as a full-moon hike, but the sundial view- point is the centerpiece of the operation. A circular 4-foot-wide suspended walk- way at the peak of Peyreguils offers visi-
EUROPE
1. ORDINO ARCALÍS, ANDORRA Ordino Arcalís, in Andorra, a principality in the Pyrenees Mountains between Spain and France, has been working on a strate- gic plan to become a year-round operation since 2018. That development plan start- ed with the addition of a gondola with panoramic cabins, six of which have glass floors. The installation attracted around
WAIT! THERE’S MORE... Hear from additional global operators at saminfo.com/summer-ops.
tors a 360-degree view over the Tristaina lakes and Ordino Valley. A nearly 90-foot- long central beam with a 42.55-degree incline marks the time on the view- point’s circumference. “The Mirador Solar de Tristaina has been one of the most visited attrac- tions in the country during summer sea- son,” says Viladomat. The attraction is accessed via the two-stage gondola (the first stage stops at a restaurant) and a chairlift. This summer, it will become the starting point for several hiking trails. Summer is a critical area of oppor- tunity, says Viladomat. While advanced snowmaking systems will help to “offset increasingly erratic snowfalls,” he says all investments must have a year-round focus. Multi-functional facilities such as all-season gondolas, high-end accommo- dation, and dining options will attract visitors during the shoulder season and reduce reliance on a single-season model, he says, adding, “Resorts will need to adapt to the changing expectations of travelers who are increasingly seeking unique experiences, environmental responsibility, and seamless, personal- ized service. Balancing these demands with the need to protect fragile moun- tain ecosystems and support local com- munities will be key to the long-term viability of mountain resorts.”
non-winter business, offers activities like an alpine coaster, a ropes course, a play area, and one of the longest wooden mar- ble runs in the world. Kanzelwand, with non-winter business accounting for 31 percent of its total revenue, is similarly family-oriented with a water adventure trail with waterplay stations, a play- ground, and a nature exhibit. The high alpine Nebelhorn has been the focus of reinvestment recently. “The reconstruction of the summit restaurant at Nebelhorn that was combined with the implementation of the Nordwand- steig (a 100 m steel walkway at the peak) has been extremely successful,” says Volpert. Nebelhorn also offers a via fer- rata, child-friendly nature walks, para- gliding, and meeting facilities. Summer demand was high enough at the ski area that OK Bergbahnen recently doubled its uphill capacity with the installation of a new dual-cable gondola, says Volpert. “We expect the summer visitation to increase steadily by 0.3-1.0 percent due to climate change because people escape from the nearby hot cities to our cool mountains,” he says. He anticipates a fur- Several of OK Bergbahnen’s seven ski areas focus on families in summer, with activities for kids like this snowcat playground.
2.
ther boost in growth from planned new attractions, including a treetop walk, adventure golf, additional downhill bik- ing trails, a zip line, and mountain carts. Additionally, a unique partnership with local hotels and guest houses that pay a fee to OK Bergbahnen in order to offer guests unlimited use of the resort’s cable cars in summer “has not only increased overnight stays at our desti- nation, it has also increased the total number of visits at our mountain, thus generating more turnover at our restau- rants, especially on days with challeng- ing weather because guests use their free ticket for accessing a restaurant on the mountain even when it’s rainy.” 3. VAL CENIS, FRANCE Val Cenis, in the Haute Maurienne Valley of France, between Grenoble and Turin, Italy, has 125 km (about 78 miles) of ski trails across five villages: Le Haut, Lans- levillard, Plans de Champs, Lanslebourg and Termingnon. Summer activities cur- rently represent a minimal portion of its total revenue, says sales and marketing manager Christophe Marlière, who sees
2. OK BERGBAHNEN, GERMANY / AUSTRIA
Oberstdorf Kleinwalsertal (OK) Berg- bahnen, on the border of Germany and Austria, consists of seven ski areas with a shared lift ticket. While OK Berg- bahnen derives 35 percent of its total revenue from non-winter business, the percentage across ski areas varies, with Nebelhorn ski area at the top end, earn- ing 59 percent of its total revenue from non-winter business, and Walmending- er Horn-Heuberg-Ifen on the other end, with 16 percent of its annual revenue coming from non-winter business. All of the ski areas offer restaurants and hiking in the summer, and then each has additional summer activities accord- ing to its unique character, environmen- tal restrictions, and other factors, says OK Bergbahnen chairman Henrik Volpert. For example, Söllereck, which earns 53 percent of its total revenue from
3.
Val Cenis offers well- ness activities as part of its summer program, including yoga classes at the top of the Vieux Moulin gondola.
4.
Left: Sierra Nevada Ski Resort, within Spain’s Sierra Nevada National Park, offers stargazing at the Borreguiles mid-mountain station.
this as an indicator of the potential for further developing the resort’s summer offerings. Currently, in summer, Val Cenis offers several family-friendly activities focused on leisure and wellbeing at the top of its Vieux Moulin gondola. These include yoga and fitness classes, as well as experiences like guided alpaca trek- king. The activities, says Marlière, are designed to allow “visitors to reconnect with nature in beautiful landscapes.” This summer, the resort also added kayak and pedal-boat rentals on nearby Lac du Mont Cenis, advertised as “cool activities” to do in the summer heat; the high-alpine lake’s water temperature does not exceed 15 degrees Celsius (approxi- mately 60 degrees Fahrenheit). Val Cenis also began renting electric scooters from the top of the Vieux Moulin gondola “for an adventurous descent,” says Marlière. “These new activities meet the expecta- tions of visitors looking for fun and mem- orable mountain experiences,” he says. “Demand for unique and immer- sive experiences should increase,” he says, adding that the resort expects to keep expanding its summer operations. Among the considerations are a “focus on eco-friendly activities,” as well as “a wider range of options for families and adventure-seekers to improve the guest experience and make activities more accessible,” says Marlière. 4. SIERRA NEVADA SKI RESORT, SPAIN Sierra Nevada Ski Resort, within the Sier- ra Nevada National Park near Granada, Spain, is the most southerly ski resort in Europe. It has 24 lifts that serve roughly 70 miles of ski trails. The percentage of total revenue derived from non-winter business at the resort is “very low,” says Jesús Ibañez Peña, CEO of the resort’s ownership group Cetursa Sierra Nevada. “All the income from the summer season corresponds to a single day of a weekend in the winter season.” The resort offers scenic gondola and chairlift rides that also provide access to hiking trails and unique geologi- cal formations like the Los Posiciones area, overlooking a glacial valley and the highest peaks in the Sierra Nevada range. Mirlo Blanco, an activity park at the base of the resort, provides fami-
Below: The giant Yoo- Hoo Swing is a popular paid attraction at NSD’s Hakuba Iwatake in the Japanese Alps.
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ly-friendly attractions like summer tub- ing, skateboarding, trampolines, electric go-karts, a children’s zip line, and a mountain coaster. There are additional activities at the Borreguiles mid-moun- tain station, which is also the site for events like stargazing nights. To that end, “investments in ski lifts have been very important for the improvement of the customer experi- ence,” says Ibañez, who notes that the company has to work “[with]in the dynamics of environmental, social, gov- ernance, and business sustainability.” In the next few years, he says, the company will invest in renovating the Mirlo Blan- co activity area. “We understand that the business must continue to evolve towards a stable
activity over time, fighting against sea- sonality,” he says. As part of that effort, Ibañez plans to grow summer business with more activities in the next five to 10 years, while maintaining a culture of respect for the mountain. While winter remains the key season for the resort, “the summer is very attractive for moun- tain tourism,” he says, noting the impres- sive views and unique experiences that can be offered in summer.
JAPAN
5. NIPPON SKI RESORTS DEVELOPMENT, JAPAN
Nippon Ski Resorts Development (NSD) owns and operates eight ski resorts in Japan, primarily in the Northern Japanese
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says Kambayashi. “[It] makes the experi- ence very unique, so guests come visit our resort for that reason.” Another draw: Mountain Lights, a large-scale, immersive light installation by the internationally-acclaimed British artist Bruce Munro. “This is a one-of-a- kind night/evening experience, so guests visit our resort for the sake of this activity,” he says. The installation, now in its third year of operation, runs 1.3 km (about 0.8 miles) up the summer-dormant ski trails of Hanazono and includes various light creations inspired by the topography, geology, and mythology of the region. Guests are encouraged to experience the lights from above with a gondola ride and then on foot, walking down the trail through the ticketed exhibition. Kambayashi says the mountain’s summer operation “is expected to grow gradually and steadily.” Among the fac- tors expected to contribute is a new hotel, which opened in December and adds another 234 beds in addition to the resort’s existing hotel. Additionally, “Hok- kaido actually has a much larger tourism market in summer than in winter,” he says. “Niseko needs to tap into this exist- ing market to grow by creating more sum- mer content, reasons for them to choose and stay in Niseko in summertime.”
Alps, including four resorts in the Hakuba Valley, famous for its bottomless powder. About 30 percent of the company’s total revenue is derived from non-winter busi- ness, says CEO Shuhei Suzuki. Year-round business operations have helped to mitigate the risks of seasonal fluctuation, says Suzuki, and all-season sales are a component of NSD’s growth strategy. “Green season” visitation has outpaced winter visitation at some of NSD’s mountain resorts. For example, in FY 2024, Hakuba Iwatake Mountain Resort saw 228,000 green season visits to 147,000 winter season visits. Demand for green season activities increased during the Covid-19 pandemic, and NSD has continued to cultivate that demand. At its four resorts with large cableways (e.g., gondolas and chairlifts), Suzuki says NSD is aiming to attract more than 100,000 visitors per resort by invest- ing in new “content.” At its four resorts without large cableways, NSD is develop- ing summer business through base area activities such as glamping and netted adventure parks, with the aim of attract- ing tens of thousands of visitors per resort. The strategy is paying off, with resorts that do not operate cableways achieving record high green season visi- tation in FY 2024. A shift away from gar- dens to mountaintop terraces at resorts with cableways has also resulted in a sig- nificant increase in green season visitors. For example, the opening of the SORA Terrace observation deck at Ryuoo Ski Park boosted summer visitation more than tenfold in a four-year period. Mountain Lights is a large-scale, immersive art installation that draws visitors to Niseko Hanazono in the green season.
Suzuki believes there is still more opportunity for growth. “The tempera- ture in urban areas of Japan is likely to continue to get hotter, and since summer vacations in Japan are long, we believe we can promote further trips to the mountains,” he says. “Also, although the number of inbound visitors (i.e., foreign tourists) to our facilities in the summer is still low, there is a great opportunity to add destinations such as Hakuba, where travelers can see spectacular natural scenery, from major tourist areas such as Kyoto, Tokyo, and Osaka, and we believe there is still room for growth.” 6. NISEKO HANAZONO, JAPAN Niseko Hanazono Resort is one of four interconnected resorts on Mt. Nise- ko Annupuri on Japan’s northernmost island, Hokkaido. In the winter, the resort offers primarily beginner and intermediate terrain as well as a host of snow-play activities such as tubing and snow rafting. In the summer, Hanazono has a mix of onsite and offsite sightseeing and adventure activities and experienc- es, with about 10 percent of the resort’s total revenue deriving from non-winter business, according to director and GM Norio Kambayashi. Among the onsite summer activities are a pay-to-play challenge course and a free canopy walk, as well as scenic gon- dola rides, golf cart tours, and donut boat excursions on the Hanazono Beach pond. In March 2023, the resort also launched a new zip line attraction, the Hanazono Zipflight. At 1,700 meters (approximate- ly 5,575 feet), it is the longest zip line in Japan. That superlative attracts visitors,
AUSTRALIA
7. MT BULLER, AUSTRALIA A new via ferrata led to a bump in sum- mer business at Australia’s Mt Buller. The alpine resort, three hours outside of Melbourne, has roughly 750 skiable acres served by 19 lifts and a village with 7,000 on-mountain beds. “Non-winter trade represents a very small amount of total revenue,” says summer activations man- ager Florian Tabelander, “however, we are trying to increase this share year-on-year.” As part of the effort to grow its sum- mer business, Mt Buller, which also offers XC and gravity-fed mountain biking, hik- ing, and events, opened Australia’s first alpine via ferrata in February 2024. “With via ferrata-style climbing being very pop- ular in other parts of the world, we saw increased interstate travel to Mt Buller in our inaugural season,” says Tabelander. The via ferrata, constructed by Austra- lian mountaineer James Webb, launched
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Left: Mt Buller opened Australia’s first alpine via ferrata in 2024, which led to a boost in summer business.
Below: Lift-served mountain biking is a steadily growing segment of Thredbo’s summer business.
with a single introductory route “suit- able for novices and school groups,” says Tabelander. A second route geared toward more advanced climbers was scheduled to open near the end of December 2024. Looking ahead, Tabelander says he is confident that summer operations will continue to increase in significance, “not only for financial reasons, but also to retain key staff year-round and sustain local communities in often remote areas. “For the most part, summer opera- tions among Australian ski resorts play a small role in the overall picture,” he continues. As Australia’s population increases and visitors seek alternative experiences to the beach and cities, “domestic resorts have an opportunity to step up and offer a cool escape during hot summers. Tapping into those mar- kets will require product innovation or, in other words, creating year-round experiences with low entry barriers for the whole family—something that we at Buller Ski Lifts are working towards.” 8. THREDBO, AUSTRALIA Thredbo, a ski resort in New South Wales with 1,200 skiable acres and some of Australia’s longest ski runs, has a robust summer operation. The resort offers mountain biking, scenic gondo- la and chairlift rides, hiking, fly fishing, an Olympic-sized swimming pool with waterslide, a sports hall and leisure center,
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guided 4WD tours, a golf course, tennis, a skate park, abseiling, bungee trampo- lines, and a wide range of summer events. Non-winter business currently accounts for 20 percent of total revenue, says gen- eral manager Stuart Diver. New to the operation as of June 2024 is a mile-long Wiegand mountain coast- er that will serve as a year-round attrac- tion. The resort says it’s the first alpine coaster in the Southern Hemisphere. It is open to participants as young as 3 years old (riding with an adult), and riders can reach speeds of up to 25 mph. “It has been hugely popular and has increased visita- tion in quieter periods,” says Diver. Mountain biking has also been a
strong segment of Thredbo’s summer business, with steady growth over the last 10 years, he says. The offering is a key component of the resort’s summer strat- egy, and “[w]e are continuing to invest in new trails, and now run four chairlifts specifically for MTB access,” says Diver. He expects that investment will pay off. “I think that summer business will continue to grow based on our contin- ued investment in current activities and in new attractions. We are looking at a zip line installation for summer 2026 and will continue to look at new ways to attract summer guests. It’s all about experiences that guests can’t get any- where else.”
Adventure Partners Attractions is a leader in via ferrata and aerial walkway design and installation, pioneering the via ferrata tradition in America’s most prestigious alpine resorts. Luxury destina- tions have embraced via ferratas to engage their growing demographic of adventurous travelers. Cli- ents include Jackson Hole, Mammoth, Taos, Alyeska, Arapahoe Basin, Royal Gorge Bridge & Park, Aman- giri Resort, Castle Hot Springs Resort, and Mohonk Mountain House. All installations meet applicable ASTM 2959, CEN 16869, and FSM 7330 standards and are stamped by a professional engineer. Web: adventurepartners.com | Contact: Jeremy Draper, 801-518-8077, jdraper@adventurepartners.com.
Star Lifts Summer World - Star Lifts USA continues to expand its line of leisure products, which now includes equipment to enhance summer operations, with products for all ages. Fly through the air on the Sky Dive, jump from land to sea on the NauticJet, or take in the view from the top of the Tower. This new line of summer leisure products exhibits the same level of quality and service resorts have come to expect from Star Lifts USA. Web: www.starlifts.com | Contacts: Conor Rowan, conor@starlifts.com; Larry Hays, lhaysamusgroup@ aol.com.
MND is an industrial group specializing in ropeway mobility, snowmaking systems, mountain safety, and leisure infrastructure. Based in the French Alps, MND has 300 employees and relies on seven interna- tional distribution subsidiaries and 28 distributors to develop its activities worldwide. The group has been established in the U.S. for 10 years and has offices in Eagle, Colo., and Laconia, N.H. In the U.S., MND has supplied proven and sustainable solutions for avalanche risk prevention, snowmaking systems, ski lifts, and ski area safety equipment. Web: www.mnd.com/en | Contact: Dennis Kinsella, dennis.kinsella@mnd.com. Safehold Special Risk is a ski industry specialist with in-depth knowledge and unique insight to enhance your operations. Its industry professionals are closely tied to your region, so you have access to their experience and expertise when and where you need it. Safehold provides industry-specific casualty and property insurance products and risk management services, including: commercial gener- al liability, excess liability, property, inland marine, machinery breakdown, crime, commercial auto, dig- ital risk, and workers’ compensation. Web: www.safehold.com | Contact: Robert Andrews, robert.andrews@safehold.com. Deasonbuilt Inc. has become the standard in trans- porting mountain bikes uphill. With 45 bike carrier systems at 35 resorts across the U.S., Canada, Nor- way, and New Zealand, Deasonbuilt has sold more bike carriers for ski lifts and gondolas than any other manufacturer. Resorts choose these bike car- riers because the system is incredibly user-friendly and durable. The carriers are the quickest and eas- iest to load/unload, simple to attach, and stackable at season’s end, eliminating the need for a large storage space. Deasonbuilt constructed its first bike carrier in 2003, and continues to innovate and create the best product available. Order your free demo and experience how the best-performing bike carrier can work for you. Web: www.deasonbuilt.com | Contacts: Kelly Deason, kelly@deasonbuilt.com; Jennifer Heitz, admin@dea- sonbuilt.com. SE Group has been the industry leader in the plan- ning and design of mountain resorts since 1958. Over the years, our team has grown to include landscape architects, community planners, environ- mental analysts, and economic advisors that are pioneering how communities across the country think about recreation, tourism, and outdoor spac- es. Whether it’s a multi-season mountain resort or a schoolyard playground, our clients trust us to lead them from first spark of inspiration to final phase of implementation. Web: www.segroup.com | Contact: Claire Humber, chumber@segroup.com.
At Wiegand Sports USA, we don’t just build Mountain Coasters—we are building business success. With over 300 installations around the globe, our coast- ers are proven revenue drivers and crowd favorites. Designed with innovation and safety in mind, we’re the only provider meeting the latest applicable DIN, ISO, ASTM, CSA, and CA-OSHA standards. Trust Wie- gand Sports USA to deliver thrills your guests will love and profits your business will celebrate. Web: www.wiegandsportsusa.com | Contact: Jessica Wedel, j.wedel@wiegandsportsusa.com.
Leitner-Poma of America offers a complete line of cable transport systems, including surface lifts, chairlifts, gondolas, MiniMetro urban transport, trams, inclined elevators, industrial trams, and more. Our experience and flexibility allow us to design, engineer, manufacture, and maintain trans- portation systems that are precisely adapted to the changing needs of customers, including electrical and mechanical upgrades, technical support, gear- box inspections and repairs, and installation for systems throughout North America. Leitner-Poma has installed aerial and surface systems all over the world and we’ve established our position as a market leader. Our company’s worldwide network has installed more than 10,000 transportation sys- tems in 61 countries. These systems safely transport 8,000,000 passengers each hour. Web: www.leitner-poma.com | Contacts: Erick Chaparro, Erick.Chaparro@leitner-poma.com; Jon Walters, Jon.Walters@leitner-poma.com. CLIMB Works Design is your partner in summer oper- ations, offering adventure design, building, instal- lation, operations, and financing. As adventure operators ourselves (CLIMB Works) for over 15-years, our expert team is ready to bring to life anything you can dream, ensuring a successful product from start to finish. With top-ranked adventures across the nation, including the largest tree-based canopy walk in the U.S. (Anakeesta), and the first ever cable- to-rail zip line (Lumberjack Feud Adventure Park), we’re constantly pioneering the future of adventure experiences your guests will never forget. Web: www.climbworksdesign.com | Contact: Nick Thompson, nick@climbworks.com.
We are the world’s leading supplier of the longest, steepest, and most successful commercial zip lines, with over 34 ZipRider® / ZipTour® installations worldwide. We were chosen to build the evacuation system for ULA and NASA! We produce the “ZipRes- cue” lift evacuation device. Visit ZipWhipper.com to learn about our new automated climbing wall attrac- tion with free-fall swing, now operating at Snowbird Resort, Utah. Web: www.zipwhipper.com | Contact: Eric Cylvick, ericc@ziprider.com.
As the master licensee of Switchback technology, Ziptrek Technologies is working with an expand- ing network of licensed partners to bring the game-changing Switchback ride system to loca- tions around the globe. The Switchback zip ride system uses a powered trolley that can transition seamlessly between cable and rail at speed, allow- ing for flexible designs, exceptional safety, and higher throughputs. For use in rural or urban set- tings, Switchback technology provides solutions for adventure recreation, amusement, and tour rides. Web: www.switchbacktech.com | Contact: Jeff Tate, jtate@ziptrektechnologies.com.
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