Ski areas are increasingly discovering important uses for computers to conduct business. While almost all large resorts use computers extensively, small ski areas have approached the computer age in a variety of ways. Some leave computers to outside accountants, relying on tried and true typewriters and hand computations to satisfy other business needs. Other small areas have acquired numerous computers along with sophisticated software and interconnecting computer stations with complex networking systems. Most small areas seek a middle ground.
At the SilverCreek Ski Area in Colorado, we took a strong but conservative approach to computer applications. As a first step, we determined that our needs included word processing, budgeting, accounting, mailing lists, payroll, guest surveys, signage and lift and ski school ticket sales.
To fulfill those needs, we purchased a new computer for the administrative assistant, repaired an old machine for the receptionists, inherited another machine from our parent company for the marketing director, pressed the general manager’s own computers into daily service and purchased a six-station computerized ticketing system. In a short time period, computers had become so important that, in the current tight-budget year, the owners hardly blinked at spending $2,000 for an additional machine for administration.
We opted for easy-to-use software programs whose data can be saved, if necessary, in the format of other, more popular but more complicated software. For example, budget data was developed in the Professional Plan format and translated into Lotus 1-2-3 format to match the owner’s needs. This selection of easy-to-learn software began to pay off almost immediately as year-to-year and seasonal personnel changes found us training two or more employees each year in the use of these programs. Trainer and trainee time was held to a minimum.
The employee manual and the area’s policy manual, in part based on documents previously used at other ski areas and saved on computer disks, can be updated periodically. As expected, budgets were more easily prepared and modified than would have been possible with columnar pads and hand calculations. In-house accounting is simple and accurate. In-house payroll saves much of the high cost of outside payroll data processing. Improved sales efficiency, accurate sales reports and labor savings are byproducts of computerized ticketing. A simple graphics program allows for the printing of banners, fliers and signs. Marketing has improved mailing lists and simplified list maintenance and has a demographic profile of guests. Marketing personnel have become familiar with the capabilities of desktop publishing in order to work more knowledgeably with layout professionals. Though not perfect, SilverCreek’s use of computers is a proven success.
As easy as all this sounds, there are many pitfalls to small area use of computers:
- Too little training. Employees shouldn’t be expected to learn computer and software operation without being trained. Self-training costs real dollars. Working hours can be spent trying to decipher manuals that are often incomprehensible. Tech reps can assist in training at a buck a minute plus long distance charges.
- Skimping on hardware expenditures. Early vintage computers are inexpensive and still accomplish important tasks, but they are slow, have little memory and can’t use much of today’s software. Fast 386 PCs with all the bells, whistles and capability can be purchased for under $2,000.
- Dedicated use. Allowing a computer to be used for one function alone or for exclusive use by one individual deprives the company of its use for other important work.
- Restricted use. Employees should be encouraged to become computer users. One doesn’t have to be an administrator to use computers effectively. Ski patrollers or lift supervisors can generate useful work on a computer.
- Overspending on software. It’s tempting to buy the newest, most sophisticated software. But does it make sense to shell out big bucks and retrain employees in order to have the ultimate software programs when the ones you’re using do the job and do it well? Is it wise to purchase desktop publishing software when there is a professional in town who can produce your advertising materials and flyers probably at less cost? Is it necessary to have customized software for a small resort when off-the-shelf programs can do the job? Look upon software upgrading in this way: “If a mousetrap does its job, a stronger spring won’t improve its performance.”
- Expansion of work. The ease of spreadsheet analysis can lead to the study of an infinite number of budget variables and the simplicity of word processing can lead to unnecessary repeated rewrites. It should be remembered that the objective of computer use is improved efficiency, not an increased output of paper.
Each small area or resort has some unique and specific needs that computers might satisfy. Each area should evaluate its needs, financial resources, personnel and potential savings to determine what computers and software it should be using.
