David Price had never been to a winter resort when he arrived at Beaver Creek, Colo., for his first interview for the position vice president of marketing. He had a lot of marketing experience in the West Indies and the Bahamas— “My name is not unknown in the travel industry,’ he says modestly—and three interviews later, Price got the job.
“Every visitor destination in the world is subject to the impact of climate, politics, labor and economic problems,” says Price. “Nothing is straight forward in the travel business. It is susceptible to incredible peaks and troughs that are simply beyond control.
“Sure there are weather problems at a winter resort. There are storms in the Caribbean, too. When a hurricane strikes, people leave in droves. What’s the difference between that and no snow?”
In fact, Price maintains that ski resorts may have an advantage over tropical islands. A place like Beaver Creek can be so complete with activities, events and indoor ambiance that it can hold visitors even when there is no snow.
Apparently this was one of the selling points in the Beaver Creek management’s decision to hire Price. “You need to understand the context of the business we’re in,” says Roger Lessman, Vail Associates VP in charge of Beaver Creek. “What we’re doing at Beaver Creek is creating a year-round, four-season resort. Skiing is one aspect and certainly an important one, but there are many other facets planned, including year-round recreation, hotels, meeting and convention rooms and a complete community. David Price’s expertise in the Caribbean should help us to get into areas that previously haven’t been explored or fully utilized by resorts that cater primarily to skiing.” Despite what he perceives as a similarity in marketing, Price admits that his first ski season at Beaver Creek has been a learning experience. Learning about the ski industry, certainly, and learning to ski as well. Growing up in Cheshire, England, he played rugby, soccer (and was close to being on a 3rd Division Team), cricket and lacrosse. In the Caribbean he added tennis and sailing and brings good coordination to skiing. After a few class lessons and some independent tries, he entered a Nastar race on his eighth time out. “I fell on my second run,” admits Price. “In fact I frequently fall, but I love skiing and I think I’m pressing myself. I’m determined to be a good skier.”
What Price lacks in knowledge of skiing, he makes up in knowledge of travel marketing. He spent 17 years in the West Indies, mostly on Montserrat and Antigua, promoting an inter-island airline, now called LIAT, and all the islands it served in the eastern Caribbean. The market was worldwide, dominated by the U.S., Canada and the United Kingdom. As Price moved up the ladder to managing director, the airline’s business expanded from 5,000 passengers a year to 500,000 passengers a year.
“Living in the islands was a delightful life,” concedes Price. “I was accepted as a West Indian and had a sense of belonging there. But I had reached every goal I could as managing director of the airlines—I was coasting. The West Indians call it, ‘spinnin’ top in mud.’ “
When an offer came to be executive director of the Nassau Paradise Island Promotion Board representing 32 hotels in the Bahamas with a $2.5 million budget, Price took it. He spent two-and-a-half years in Miami directing that operation when a head hunter sought him out for the Beaver Creek position.
Marketers in the ski industry may be curious or even skeptical about such matchmaking—the tropics with snow country—but no one doubts that there may be lessons to learn about selling skiing as they’ve been selling beaches.
“I have some ideas about marketing that will probably be received better today than they would a few years ago,” says Price. “What I bring from the Bahamas is experience in aggressive approaches, use of methods that are flexible and a concern with price and market share.
“If the ski market is to grow and expand it will have to adapt to change in the marketplace. I think the markets will change the ways in which the product is marketed—in price sensitivity, cost comparisons and value for dollars.”
Without revealing his plans for Beaver Creek, Price sees a need to segment markets. He says a series of carefully planned messages will be used to reach all market segments—including day skiers, who are an important source or revenue as well as good will.
Every plan or approach mentioned by Price comes with a tag about people. He’s a people-oriented man by his own admission. He enjoys people management and expresses satisfaction in achieving agreements between 11 governments and 14 different unions in negotiations with LIAT.
In skiing, says Price, we are dealing with people and helping them to get enjoyment and pleasure from the sport.
“People probably play the most important role in the success of a destination resort,” he says. “Here at Beaver Creek we are blessed with a wonderfully friendly staff who are conscious of the importance of a good attitude. They are dedicated to the sport and the environment and the success of Beaver Creek. I’ve never experienced anything like that in my life. If all the travel businesses had these kind of employees there would be more roaring successes.”
