Our biggest challenge right now is growing the sport – or rather, the activity – through new participants. We need to increase the number of people who say: “I am a skier” or “I am a snowboarder.”

So the main competitors are not other ski resorts, but rather video games or trips to Europe?

We recently conducted a study on the barriers to skiing. As an industry, we are competing against anything that leads people to do something else. That is why we have to convince everyone that our offering is better than other leisure activities.

The “Mega-Pass” Model

We hear a lot about ski subscription models, keyword “mega-pass.” How is this changing the economic viability of the ski industry?

Interestingly, in Europe, I was often asked about the cost of ski tickets in the US and how our model aims to get as many people as possible into pass products. In recent years, we have seen an increasing number of visits via season passes or multi-resort passes. Last year, however, for the first time in a long while, we saw a decline in these passes.

From an economic perspective, it’s about when the money comes in. The “Ikon Pass,” for example, just raised its prices. Often, the best opportunity for the lowest price has already passed before the actual season even ends. However, we also have to consider the occasional skier who doesn’t want to buy a pass. If we don’t provide them with easy access, they might stop coming altogether.

Are there lessons from this model that traditional European resorts should consider?

The dynamics in Europe are different; ski tickets are much cheaper there. But I think multi-resort passes foster guest loyalty, ensuring they return year after year instead of having to decide anew every time. The mega-pass model was also created to buffer the volatility of each season, especially regarding climate change. It creates revenue predictability.

Ski Schools and Youth Development

The last NSAA Convention discussed a decline in ski school participation of nearly ten percent. What is driving this development and what is being done about it?

That concerns us. Our ski instructors are very good at teaching people how to ski, but also at teaching safety, etiquette, and how to use the lifts. We need to invest more in ski schools and see them not just as a source of revenue, but as an investment in the future of the sport.

Many resorts tell us that they are already at their capacity limits on weekends – all instructors are fully booked. Another factor could be COVID, as people learned to teach themselves things, for example via YouTube. But that is not a good way to learn how to ski.

Are ski schools also a factor for customer loyalty?

Absolutely. A ski instructor is an ambassador for the resort. In our study, one of the main reasons why families did not return to skiing was that the child did not have a good experience. A good first experience for a child on skis is the most important step in the loyalty process.

Future Generations and Sustainability

In Europe, there are discussions about the profile of guests as the baby boomer generation is slowly bowing out. What is the NSAA’s strategy to appeal to younger and more diverse target groups?

The new generation of consumers has different expectations. It is no longer just about the skiing itself. They look at the entire “customer journey”: How easy is it to buy tickets, find equipment, choose a hotel, and what is the parking situation like? We need to strengthen the social connection to the sport. Gen Z thinks differently, and we must adapt quickly so as not to lose this generation.

On the topic of sustainability: In Europe, the focus is on technical snowmaking and energy savings. What does it look like in the USA?

Our themes are similar. We are investing heavily in efficient snowmaking. Many people don’t know that over 85% of the water we use for snow flows back into the watershed. As the time windows for snowmaking become shorter due to climate change, efficiency is crucial.

Finally, a question about safety: What are the biggest challenges here and now?

In Europe, it is culturally ingrained to close the safety bar immediately. In the USA, we have a “don’t tell me what to do” culture that we want to change. A lift is a transportation system, and we want everyone to get from point A to point B safely.