F Vail
- Thread starter raisingarizona
- Start date
MarzNC
Well-known member
- Joined
- Jul 18, 2020
Crystal was bought by Alterra and also has some issues related to lack of parking and the increased population of the local market. But they can be more flexible about solutions because of the way operations are managed at individual resorts. The Alterra business model provides more local control for decision making.
As for Boyne, they have done a good job handling resorts in different regions with approaches that seem to take into account regional differences. What happens in New England, Michigan, Brighton in UT and at Big Sky in MT are based on the relevant markets and habits.
Powdr also allows more local decision making. Snowbird, Killington, Copper, Bachelor feel more like independents than resorts owned by the same company in terms of the vibe.
MarzNC
Well-known member
- Joined
- Jul 18, 2020
About Alterra's management philosophy. An interview with CEO Rusty Gregory in 2018 after he was in the job for a couple of months.
July 2018
skitheworld.com
" . . .
SAM: What does Alterra not want to borrow from the Vail Resorts’ strategy?
RG: It’s less about borrowing than it is about the opportunity to not do the same thing in business with a business approach they are experts at.
We believe that a decentralized approach to managing the organization—and making capital decisions and operational decisions—is the right way to stay connected to the local personalities of the resort and the local opportunities. We want to enhance our local communities. We want to create a one-and-only approach to each of the mountains. That’s challenging, because it’s hard to create a systematic approach across a large platform when you are trying to create a bespoke outcome. But I think that fits the marketplace today and the space available to us, and we are very committed to that.
. . ."
July 2018
Alterra: Big, Bold and Idiosyncratic
We believe that a decentralized approach to managing the organization—and making capital decisions and operational decisions—is the right way to stay connected to the local personalities of the resort and the local opportunities.
skitheworld.com
SAM: What does Alterra not want to borrow from the Vail Resorts’ strategy?
RG: It’s less about borrowing than it is about the opportunity to not do the same thing in business with a business approach they are experts at.
We believe that a decentralized approach to managing the organization—and making capital decisions and operational decisions—is the right way to stay connected to the local personalities of the resort and the local opportunities. We want to enhance our local communities. We want to create a one-and-only approach to each of the mountains. That’s challenging, because it’s hard to create a systematic approach across a large platform when you are trying to create a bespoke outcome. But I think that fits the marketplace today and the space available to us, and we are very committed to that.
. . ."
Does any of this make any sense?
This one is a bit baffling.
Although overall visitation was negatively impacted by the poor conditions, particularly among our local guests, our season pass sales results significantly mitigated the impact of the challenging start to the season on lift revenue and highlighted the stability created by our advance commitment strategy.
Sounds as if they could be rationalizing the lower overall visitations numbers on the poor conditions of their local guests.
Better get their local guests in better shape.
Good luck with that.
Vail Resorts Reports Certain Ski Season Metrics for the Season-to-Date Period Ended January 2, 2022 | Vail Resorts, Inc.
The Investor Relations website contains information about Vail Resorts, Inc.'s business for stockholders, potential investors, and financial analysts.
investors.vailresorts.com
This one is a bit baffling.
Although overall visitation was negatively impacted by the poor conditions, particularly among our local guests, our season pass sales results significantly mitigated the impact of the challenging start to the season on lift revenue and highlighted the stability created by our advance commitment strategy.
Sounds as if they could be rationalizing the lower overall visitations numbers on the poor conditions of their local guests.
Better get their local guests in better shape.
Good luck with that.
Last edited:
Harvey
Administrator
- Joined
- Jul 15, 2020
FIFY
Don’t go putting yer words in my mouth Harv. You own those, just say it.
Last edited:
x10003q
Well-known member
- Joined
- Jul 21, 2020
Vail - working hard on its 2 Mt Washington Valley ski areas.
Wildcat Mtn - 2100vert ft, 225 total acres, 18% open
www.skiwildcat.com
Attitash - 1750 vert ft, 311 total acres, 36% open
www.skiwildcat.com
Wildcat Mtn - 2100vert ft, 225 total acres, 18% open
Lift & Terrain Status | Wildcat Mountain Resort
www.skiwildcat.com
Lift & Terrain Status | Wildcat Mountain Resort
www.skiwildcat.com
jasonwx
Well-known member
- Joined
- Jul 22, 2020
What a novel ideaAbout Alterra's management philosophy. An interview with CEO Rusty Gregory in 2018 after he was in the job for a couple of months.
July 2018
" . . .Alterra: Big, Bold and Idiosyncratic
We believe that a decentralized approach to managing the organization—and making capital decisions and operational decisions—is the right way to stay connected to the local personalities of the resort and the local opportunities.
SAM: What does Alterra not want to borrow from the Vail Resorts’ strategy?
RG: It’s less about borrowing than it is about the opportunity to not do the same thing in business with a business approach they are experts at.
We believe that a decentralized approach to managing the organization—and making capital decisions and operational decisions—is the right way to stay connected to the local personalities of the resort and the local opportunities. We want to enhance our local communities. We want to create a one-and-only approach to each of the mountains. That’s challenging, because it’s hard to create a systematic approach across a large platform when you are trying to create a bespoke outcome. But I think that fits the marketplace today and the space available to us, and we are very committed to that.
. . ."
Someone in charge of a ski company who actually has ski area management experience.
