Thesis (M.A.)--University of Wisconsin, Madison, 1994. / Typescript. Title from cover. Title from title screen (viewed Sept. 5, 2007). Includes bibliographical references (leaves 211-220). Online version of the print original.

In 2003, the Centre for Operations Excellence at the University of British Columbia's Sauder School of Business worked on a project for a company in the resort industry. The project was an initial attempt to develop and implement a pricing management practice for the ski lift ticket business of that company. Our main deliverable was the development of an Excel-based tool with a user-friendly interface that could help the company in their budgeting of the ski lift ticket business. After completing the project, we did some further investigation relative to pricing management techniques that could be applied to this sort of business, namely a congestible service industry. In this thesis we argue that a revenue management system could bring substantial benefits if implemented in this industry. We also identify the requirements and main features of a revenue management system applied to congestible service industries. Although revenue management is a very popular system in fields such as the airline, hotel and car rental industry, none of them can be classified as congestible industries. The ski lift ticket industry and similar industries possess one characteristic that differentiates them from the ones previously mentioned, there is no fixed capacity. This is the reason why we considered important to study the application of revenue management in congestible service industries. / Business, Sauder School of / Graduate

This study critically examined how three Canadian ski resorts markets to the Nexus Generation (population cohort aged 18 to 35 years) by evaluating the marketing practices of three leading ski resorts owned by a major resort development company located in Canada. The research objectives were to critically review the resorts' marketing methods for profiling and targeting the Nexus Generation, and evaluate the effectiveness of these methods based on established theory in generational marketing. The study followed a case study approach and a qualitative research methodology. Marketing Directors from the three ski resorts were recruited into the study and interviewed using semi-structured interview methods. Interviews were conducted on-site at the respective resorts in order to provide a more natural environment for the participants and to facilitate field observations and collection of marketing plans and materials. Data analysis focused on the resorts' profiles and amenities, their target consumer groups, and their marketing approaches, including any use of generational marketing methods, and any targeting of Nexus. The results indicate that the ski resorts' application of generational marketing as a marketing strategy and their perceptions of Nexus as a market segment correlated well with theories of generational marketing and the Nexus generation. The Nexus generation was not identified as a specific target market, however, it overlapped many of the target groups outlined by the ski resorts. Although not marketed to directly, Nexus was identified as an important group and in particular their vitality and youth were valued as a desirable quality to have associated with the resort. Generational marketing was used by each of the resorts to varying degrees, however, further steps could be taken in this area such as determining major world and life experiences that have affected the attitudes of skiing consumers, including their perceptions of critical ski resort amenities and services, and their attitudes towards money and consumerism more generally. The analysis contributed to the literature by providing a concrete case study that critically evaluated generational marketing approaches at three Canadian ski resorts, and points the way for further use of generational marketing methods in the ski industry. / Education, Faculty of / Kinesiology, School of / Graduate

Whistler Blackcomb Resort experiences the highest skier visits of any resort in North America and consequently demand at the ski school is high. Due to various factors, the daily number of lesson participants is highly variable and the best number of instructors to staff each day is correspondingly difficult to estimate. The consequences of scheduling incorrectly could lead to either overstaffing or understaffing. Overstaffing results in unnecessary costs; understaffing results in lost sales and customer dissatisfaction. A scheduling tool that can assist the Ski School in staffing decisions, therefore, is developed to minimize excess costs. Daily demand predictions are made using a forecasting model and a staffing policy is applied to it to obtain a recommended staffing level. The demand forecasting model is a regression model that takes into account pre-bookings, day of the week, holidays, and yesterday's demand. The staffing rules are determined through a Newsvendor-type model derived from a marginal cost analysis of the trade-off between overstaffing and understaffing applied to the daily demand forecasts. The project is intended to formalize a systematic approach to staffing for certain lesson types (pods) one day in advance. It will assist the Whistler Blackcomb Ski and Snowboard School, as a decision support tool, in the development of daily instructor schedules that rninimize any unnecessary costs.

Whistler Blackcomb Resort experiences the highest skier visits of any resort in North America and consequently demand at the ski school is high. Due to various factors, the daily number of lesson participants is highly variable and the best number of instructors to staff each day is correspondingly difficult to estimate. The consequences of scheduling incorrectly could lead to either overstaffing or understaffing. Overstaffing results in unnecessary costs; understaffing results in lost sales and customer dissatisfaction. A scheduling tool that can assist the Ski School in staffing decisions, therefore, is developed to minimize excess costs. Daily demand predictions are made using a forecasting model and a staffing policy is applied to it to obtain a recommended staffing level. The demand forecasting model is a regression model that takes into account pre-bookings, day of the week, holidays, and yesterday's demand. The staffing rules are determined through a Newsvendor-type model derived from a marginal cost analysis of the trade-off between overstaffing and understaffing applied to the daily demand forecasts. The project is intended to formalize a systematic approach to staffing for certain lesson types (pods) one day in advance. It will assist the Whistler Blackcomb Ski and Snowboard School, as a decision support tool, in the development of daily instructor schedules that rninimize any unnecessary costs. / Business, Sauder School of / Graduate

The aim of this thesis is two-fold. My primary, theoretical aim is to present an alternative way for geographers to approach the study of tourist resort development. For over twenty years, resorts have been understood through the framework of evolutionary models, the most widely-used being Richard Butler's 1981 Tourist Area Life Cycle. I argue that the time is ripe for a more sophisticated approach which i) identifies the multiplicity of actors involved in the destination-making process and elucidates the interactions between them; and ii) situates the resort within a dynamic, capitalist economy, increasingly dominated by large corporations. I suggest that one way we can do this is to take particular moments in a resort's trajectory and examine the responses made by key players in the production of the resort. My starting point for my investigation into Whistler Resort, British Columbia is the merger in 1996 of its two ski mountains, Whistler and Blackcomb, under the ownership of Intrawest Corporation. A recent wave of consolidation in the North American ski industry has seen increasing numbers of once-independent ski areas coming under the control of four large corporations, Intrawest being one. My second aim with this thesis, therefore, is to shed light on the process of ski resort development in light of the recent industry reorganisation. In particular, I use my case-study of Whistler to interrogate the corporatisation thesis of historian Hal Rothrnan. Rothman's account of resort development in the twentieth-century American West leads him to view large corporations as extractive forces which pay scant respect to local communities and cultures, treating them instead as marketable commodities. The experience of Whistler, however, suggests a much greater degree of mterdependence and co-operation between the ski corporation and local stakeholders in the resort - a situation that arises because of its unique administrative, political and economic context.

The aim of this thesis is two-fold. My primary, theoretical aim is to present an alternative way for geographers to approach the study of tourist resort development. For over twenty years, resorts have been understood through the framework of evolutionary models, the most widely-used being Richard Butler's 1981 Tourist Area Life Cycle. I argue that the time is ripe for a more sophisticated approach which i) identifies the multiplicity of actors involved in the destination-making process and elucidates the interactions between them; and ii) situates the resort within a dynamic, capitalist economy, increasingly dominated by large corporations. I suggest that one way we can do this is to take particular moments in a resort's trajectory and examine the responses made by key players in the production of the resort. My starting point for my investigation into Whistler Resort, British Columbia is the merger in 1996 of its two ski mountains, Whistler and Blackcomb, under the ownership of Intrawest Corporation. A recent wave of consolidation in the North American ski industry has seen increasing numbers of once-independent ski areas coming under the control of four large corporations, Intrawest being one. My second aim with this thesis, therefore, is to shed light on the process of ski resort development in light of the recent industry reorganisation. In particular, I use my case-study of Whistler to interrogate the corporatisation thesis of historian Hal Rothrnan. Rothman's account of resort development in the twentieth-century American West leads him to view large corporations as extractive forces which pay scant respect to local communities and cultures, treating them instead as marketable commodities. The experience of Whistler, however, suggests a much greater degree of mterdependence and co-operation between the ski corporation and local stakeholders in the resort - a situation that arises because of its unique administrative, political and economic context. / Arts, Faculty of / Geography, Department of / Graduate

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