Originally Posted by SkiMangoJazz
I have to wonder why HT is so involved here, and why he spends so much time replying in such detail, with so many quotes, to gonzo's posts. It seemed like an adolescent pissing match at first, but there is just TOO much time being put into this for just that. And HT if you're just looking for information from us to help you in your business plan ideas - why do you engage gonzo so much? It's almost as if you're looking to create something in here to get others to expose information that they wouldn't otherwise.
My big question is what your motivation is. In the beginning you started by looking at ways to capitalize on HSS and their ideas - but I'm getting awfully suspicious of your motivation. Gonzo's motivation is obvious - he has too much time on his hands and loves to get into pissing matches over these types of things (and as nasty as he is, it's honest anyway.)
What's really behind all the time YOU are putting into this thread?
My motivation, as I have alluded to, is to see if there is any opportunity for my company in terms of skier retention. That opportunity could come in many forms: consulting, a new start-up, deal-making and other possibilities I haven't thought of yet.
Not to bore readers with the details, my work has concentrated on looking at markets (usually technology markets) for opportunities. What is glaring, to me, about the ski industry is that it has the classic characteristics of a market ready for a shift. What makes me think that?
- Recent technologies that open the market to new participants (shaped skis) but is being underserved (skier numbers are declining)
- Low repeat customer percentages (if it's really 17%, that's pathetic. And an opportunity.)
- Rivalry between barriers to entry schools of thought (PMTS vs. PSIA).
- Misaligned profit centers in terms of long-term growth and profitability (ski school as a profit center? sorry, but that money should be passed through to the instructors and resort profits centered elsewhere)
- High fixed costs vs. variable costs in a climate of declining or flat skier days (adding revenue from skiing days falls straight to the bottom line)
- Inability to leverage new skier days and repeat visits to top-line revenues
- Emerging "technologies" that will complement the shaped skis and create a boon to skier visits (that one is a secret! but it's not really a technology--it's right in front of you all! but pardon my secrecy; hey, I like to make money, too!)
- Growing substitute markets (snowboarding) that paint a picture of what growth is capable
Enough? Anything else? Ask away?!