The appointment of Mark Dorsey was announced last spring. Dorsey has designed and begun to implement an aggressive long-range marketing scheme for the instructors’ association, a plan that not only offers ways to handle a potential 3.5 million new skiers, but sets a fresh tone and direction for ski teaching in this country.
As PSIA institutes member surveys and market research, explores customized fast-track learning stations and teaching methods, Dorsey becomes the organization’s point man and liaison with the rest of the industry.
SAM: Why, after more than 30 years as an organization, has PSIA decided to hire a marketing director?
Dorsey: Several reasons. First, the ski industry as a whole is focusing more attention on marketing as a way to attract and satisfy customers. In the past, “marketing” was defined as “advertising.” Now the industry focus is shifting to product development and delivery, in addition to advertising. Ski schools and instructors are a key component in the delivery system and have tremendous influence on returning customers in an increasingly competitive marketplace.
PSIA traditionally has been a member-service association with a responsibility to educate and certify instructors. Because of labor shortages, turnover and increased demand for quality lessons, we found it necessary to address both our internal issues and the needs of the industry. It is an evolutionary step for PSIA to broaden its view to include the marketing of ski teaching — something no one’s ever really done. It is also the strong desire of PSIA to work in concert with the rest of the industry to increase the public’s enjoyment of the sport.
SAM: Does that mean your job is to sell more ski lessons?
Dorsey: Indirectly, yes. My job, in part, is to promote skiing and the increased enjoyment of the sport that’s found by improving skill through taking lessons. The promotion and sale of lessons remains the responsibility of ski areas and ski schools. I will be looking for opportunities to promcte skiing and ski teaching on a broader, more generic level. I also will be looking for ways to put more sizzle into the lesson aspect of skiing.
SAM: Historically, PSIA has done little in the way of marketing ski instruction. Why is that?
Dorsey: I don’t know that previously it was as critical an issue as it is now. In an increasingly competitive recreation (not just skiing) marketplace, there will be increased pressure to bring more people with limited vacation dollars into the sport. As the cost of skiing increases, it’s likely that these people will see lessons as an unnecessary expense. The industry needs to convince them otherwise.
Ski instruction faces two issues that relate to the current marketing thrust: the shrinking work force and increased reliance on the ski school as part of the overall resort product mix. PSIA alone cannot, and should not, address workforce issues. PSIA does not make an area’s hiring and training decisions — nor should we. PSIA must work with the industry to recruit, train and retain qualified ski instructors. High turnover penalizes everybody — most of all the consumer.
SAM: Is the average skier well served by PSIA?
Dorsey: If you mean ski school customers, the answer is yes. But to date PSIA hasn’t worked to serve the rest of the skiing public directly, except to help increase the education and training of its members.
Ski areas are the ones to win or lose on the strength of their own ski school. PSIA strives to enhance the level of professionalism among its members and, therefore, the ski schools to which they belong. PSIA must look for ways to promote the sport to the public and I will be doing just that as my position develops.
SAM: What are your short-term goals?
Dorsey: First, develop strong communication tools and messages for media and sales development. Second, develop more consistent member information pieces. Third, explore opportunities for promotion and development within the industry and with ski areas, which have appeal to the general public.
SAM: Long-term?
Dorsey: We need to find ways to increase revenue for the organization, of course. We need to introduce prospective members from outside the industry and attract them to ski teaching. We need to increase public awareness about the value of taking a lesson from a PSIA instructor and improving the image of PSIA member schools.
SAM: In light of the NSAA/SIA merger and the ambitious promotional plans, are we looking at a possible duplication of marketing efforts?
Dorsey: I don’t see much overlap at all. PSIA has a specific mission to professionalize the ski instructor. Communicating that to our members and executing that mission is more than a full-time effort. Part of my job is to work with our divisions to help give the rank and file member a tangible benefit to being a member of this organization.
We overlap with the rest of the industry in that we have a mutual interest in satisfied customers. I hope to add not only to the pleasure of our customer, but to the ski instructor’s satisfaction in teaching.
SAM: How do you think PSIA can best serve the industry as a whole?
Dorsey: By remembering what skiing and ski instruction are. By training ski instructors to contribute to the fun of skiing and by not losing sight of why, as an instructor, you got involved in the first place. Speaking for myself, I started teaching because I loved to ski and wanted to help others learn to enjoy the sport. If we as an industry, and PSIA as an organization, can keep skiing exciting for instructors, we can keep it exciting for the public.
SAM: There is a feeling shared by some area operators that PSIA members in their own ski schools operate in their own best interest rather than in the best interest of the resort. Is there any truth to that?
Dorsey: I’m not sure what you mean by that. Having a professional, well-trained staff should be in the best interest of the resort — if the school is well managed. And by that I mean that the ski school manager, or director — whatever she or he’s called — has a broad view of the goals, objectives and overall business philosophy of the resort. The ski school is one player on a larger team, implying that as a team member, the ski school needs to work in concert with other players. Management philosophy and execution are primarily the responsibility of the local ski area administration.
But the ski instructor is slightly different from employees in other departments in that, for the most part, he’s invested a lot of time and money in his own training. Instructors do this even in cases where the area provides little or no training. If anything, I’m beginning to see high turnover in experienced instructors, particularly part-timers. As I’ve said, I hope I can work with the industry to find ways to reduce this turnover.
SAM: Is teaching “safety” a function of the ski school? Is ski school an arm of “Risk Management”?
Dorsey: The first thing I learned as a ski instructor was to promote “Safety, Fun and Learning” in a lesson — and in that order. That’s always been PSIA’s thrust. Ski school’s involvement in the larger issue of risk management most often relates to educating customers about the rules of the road, instilling common sense, and sharing a sense of etiquette. Beyond that, I’m not sure. It’s impossible for the ski school to do everything in this area.
SAM: Should you be sitting on the SIA/NSSA (now USIA) marketing committee?
Dorsey: I believe any opportunity for different industry organizations to cooperate and plan mutual programs is beneficial. I would welcome the opportunity to sit down with NSAA/SIA if appropriate.
