Has it not! And what we are seeing now is an exciting rush to high tech, using bar codes and scanners, magnetic stripes, integrated microchips, radio relays and laser beams. The technology is catching ticket cheats, delivering messages to skiers, accumulating mountains of database marketing data, automatically debiting customers, rewarding frequent skiers—and incidentally performing the functions of the traditional low-tech paper ticket.
How are these systems working? We focused on six new systems installed at six U.S. areas which installed new systems this past year and asked an executive at each to give a brief rundown for our readership—write a review. These systems range from a new, computer-based ticketing system installed at Red River, New Mexico, with no pretensions to access control, on through to a system that appears to be ticketing, marketing and accounting departments all rolled into one packet of electronic wizardry. Readers should also remember that five of the six systems described were previously untested in the field, and a lot of “debugging” was assumed.
There are other systems; we cannot cover them all here. We chose to give the readership a broad sampling. SAM’s editorial columns will be exploring these technologies further.
Last May, at the trade show in Orlando, Loon Mountain’s senior management team began research on the latest computerized ticket system options. Loon had used a manual system since its inception in 1966.
It became apparent at the show that access control features were the latest rage, and that Ski Data and First Tracks were in the technological forefront. However, Loon was not ready to commit, financially or even philosophically, to an access control system.
Enter Delta Information Systems. The Canadian-based ticket system manufacturer has been producing state-of-the-art, reliable ticketing systems for years, but to date had not offered an access control system.
Under development, but never tested in the field, was an access control system that was radically different from the two currently on the market. Instead of magnetic strip lift tickets and turnstiles at each lift, Delta’s system offered a hand-held scanner device that electronically read a bar code imprinted on every lift ticket. The scanner reads the bar code, debits the appropriate points and sends the information back to a host computer—all within seconds.
Loon agreed to become the research and development test site for Delta’s new system for the winter of 1992-93.
“We really believed that Delta was on to something,” said Michael Somma, Loon’s general manager. “We could purchase a multi-use, computerized ticketing system plus test a unique and potentially affordable access control system.”
During the late summer and fall of 1992, both Delta and Loon were working diligently to get the system and a program into place by the target November 17 opening date. Loon’s decision was to offer a point system to the public as just a ticket option—not a mandatory program. “LoonPoints” were to be sold, at least during the initial test phase, only as a weekday option, and skiers could purchase increments of 100, 200 and 400 points for $25, $34 and $62 respectively. Each lift was assigned a point value, ranging from 25 points for the high-speed gondola, to 10 points for a novice chairlift. Loon positioned the program as an option that was ideal for skiers who prefer to ski for just two to three hours at a time, or for those who typically only take a few runs a day. Points would be redeemable for up to three years.
Meanwhile, every lift ticket and season pass had bar codes imprinted on them from the various sales points, and early in the season, all were scanned. The technology would also potentially yield management a plethora of information beyond LoonPoint tracking and management.
“The information the system could give to us was invaluable for planning future ticket and point pricing strategies, accurate season pass skier-daycounts and lift usage,” said Tom Richardson, Loon’s treasurer.
As with any R&D project, there were bound to be some “bugs” in the system. The hand-held scanners initially took two hands for ticket checkers to operate, so modifications were made to free up one hand. Cold and variable weather conditions made the scanner slower than expected, especially from the more distant lifts. Delta worked virtually around the clock early in the season, and had their technical staff on the premises for weeks as the system was installed and tested. Delta is currently working on field scanning units that are 100 percent reliable in all environmental conditions.
Loon took great care in informing the public about the LoonPoints options, and the ski press devoted more white space to it than to any other program this winter. However, point-of-purchase signage, staff on hand to explain the system, and the whole array of advertising did not create a demand from the public. In fact, LoonPoint sales amounted to less than one percent of total ticket sales through the end of March.
Those who did use the system seemed pleased with it. Early in the season, Loon scanned all tickets, including non-point ones, and skiers were not inconvenienced in any way. The only difference the skier noticed was that the ticket checker had a small calculator-like device in his/her hand.
Later in the season, when the scanner devices were being modified, Loon used a manual point system where ticket checkers actually punched the appropriate amount of points from a grid printed on the ticket. (The grid was printed as a back-up should the scanners fail in any way.) The manual method also worked very well and did not interrupt traffic flow or create a problem for the skier.
In the meantime, Loon management has concluded it must step back and review the system carefully. While Delta’s R&D team is working on a better scanner, Loon has to answer several questions. Was the marketing correct and on target? Was the pricing and point allocation correct? Would a manual point system work just as well? And, perhaps most important, does the public really want a point system?
