Slightly over a quarter of a century ago skiing, as we know it in North America, came into being. The first book of modern skiing genesis can start with the first rope tow in Canada, or with the first Alpine lift at Hanover, N.H., or with the first chairlift at Sun Valley. Whichever date is used, it is the development of uphill transportation which determines the modern era of skiing.
In the thirties skiing was a sport which belonged to the adventurous and the individualistic. It cast a certain cachet on its devotees, but these were still the depression years, and the sport was not an excessively expensive indulgence.
The post-war years saw the early stirrings of an industry. Tenth Mountain Division veterans started settling down with ski shops, ski schools, ski lodges and ski areas. Nobody made much money, but overheads were small, and satisfaction ran high.
In the meantime, a new development was taking place. Financiers, drawn to the sport by avocation, saw long-range investment opportunities also. Harvey Gibson was an early one, who saw in North Conway the potential of an Arlberg resort. Joe Ryan, similarly obsessed, started Mont Tremblant. Fred Pabst, after years of tinkering with a chain of smaller rope tow areas, saw the potential of a large resort complex, and concentrated on Big Bromley. Roland Palmedo spun off from Stowe and started Mad River. C. V. Starr poured his energies and money into Stowe.
The fifties saw a huge expansion in the number of ski areas, and this expansion is still going on. Skiing came to be recognized as an important part of the whole picture of an expanding economy, increased leisure time, increased disposable dollars. Today, long-range planners foresee still further huge demands on land for recreational use — both for winter and summer activities.
Whereas the major ski area investments of the past were made by “loner” financiers, the last ten years have seen areas launched on syndicate money, public offerings and bank and insurance company investments. Latterly, there have been many areas whose umbilical cords are tied to such government agencies as S.B.A., A.R.A. and R.E.A.
Today we may have entered into still another era with the acquisition of Sun Valley by a giant recreation land development corporation headed by Bill Janss. In addition, Janss is Director of the Aspen Skiing Corporation, and owns huge acreage at the foot of Snowmass which he will develop in conjunction with the expected development of Snowmass itself.
This quick and superficial survey of the history of the ski area industry is not done to impress. Rather, it is done to put a few things in perspective. We are all aware that the vast majority of areas are not, and do not aspire to be, in the major resort category. Nonetheless, no one who runs a ski area of any size can afford to be unaware of what is happening.
No operator or owner can afford to ignore the fact that he is a part of an industry, that he runs a business whose ultimate survival and success depend on investment, management and, with few exceptions, profit. Nobody can afford to ignore the fact that we are changing from the ski area industry to the winter resort industry—and in many cases to the year-round resort industry.
The complete resort facilities of the Aspens, Boynes, Sugarbushes, Strattons and others lead one way. The high-service, high-capacity areas springing up near, and sometimes in, centers of metropolitan population represent another dynamic course.
Where does it all lead? We feel that there are at least three inescapable and interlocking conclusions. The first is that the ski market has yet to enter its period of greatest growth. (As a corollary to this, it must be said that the boom years ahead will spell as much trouble to some areas as it will success to others.) Secondly, we feel that the man who can project cash flows, analyze systems, predict investment needs and impose cost controls is as important to a ski area as the man who can adjust a line sheave. Today’s commercial ski area operation must be run as a business!
Thirdly, we feel that the coming-of-age of this industry imposes responsibilities on its members. The managerial informalities of the past must remain things indeed of the past. The industry must look to its own collective welfare. If it is to thrive it must plan and act collectively to set and maintain sound and safe operational standards which will insure the continued growth of the sport.
The three most significant developments in the last ten years of the ski area industry are: 1) the formulation of the ASA Code for ski lifts; 2) the adoption of a uniform trail marking system; and 3) the inauguration of an insurance program by ski areas for ski areas. These three developments are the work of a very few dedicated and far-seeing ski area operators, but the benefits of their far sightedness work for all.
All over the country the ASA Code is cited. It is the basis of the safety codes of ten or more states. But stop to think what would have happened if no Code existed. Your state would have enacted legislation—probably on the basis of the local elevator code. The fact that you have a sound standard in the ASA Code is thanks to the collective action and dollars of a few—a very few—ski area operators with the vision to see its need. How many of you will remember the long, unpaid, unrecognized hours put in by a few—again, a very few—ski area operators in order to effect such a plan?
It is time for the ski area industry to wake up to the fact that this is 1964, and soon to be 1965. It is time to participate in the counsels of the whole ski world. The ski clothing and equipment manufacturers and importers are organized and effective (SIA); your instructors are organized, and are already influencing your policies (PSIA); even amateur skiing in the form of the U.S. Ski Association is strong, and is making some of your decisions for you.
Your ski area industry is represented by National Ski Area Association in the combined counsels of these and other ski organizations. The scope and direction of the ski industry growth for the next twenty years is being influenced by these combined counsels. Does your area not want to have some say?
In recent years the various regional ski area associations have grown both in numbers and in effectiveness. This is encouraging. However, there is liaison to be effected, problems to be solved and action to be taken at the national level. It was for this reason that NSAA was formed, and this in turn was the reason for this magazine. Much has been done (by a very few), but infinitely more remains to be accomplished. These are not vague generalities, but items which vitally affect your pocket book. They involve combined promotional efforts with other ski organizations to create new skiers; they involve such fields as legislation, liability and taxes. Can you imagine, for instance, the benefits to be derived from a clear-cut tax case, carried by the finest attorneys to the highest courts, which might establish once and for all a workable depreciation schedule? Or maybe you prefer to wait for the I.R.S. to pick you off one by one? This is the sort of thing that NSAA can do, is doing and will continue to do.
Is your area a member? — D.R.
