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This paper aims to explore the important role boundaries play in back-office framing of environmental engagement. This is of particular interest because it is not clear how organizations in an industry without standardized environmental reporting navigate their boundaries behind the scenes and why they engage with the environment the way they do. This element of their environmental identity offers important insights into the emergence of sustainability reporting.

Guided by Miles and Ringham (2019) the authors conduct an ethnography of the Montana ski industry. The ethnography includes extensive on-site observations at nine Montana ski areas and interviews with 16 ski area executives, two regulators and a land development executive.

The authors find three key boundaries – accountability structure, degree of regulatory burden and impact measurement approach – that shape the back-office economic and environmental framing of ski executives (Goffman, 1959, 1974). From these back-office frames the authors identify four front-office cultural performances – community ecosystem, quantitative ownership, approval seeking and advocacy platform – that represent the environmental engagement strategies at these resorts.

Understanding the relationships between boundaries and environmental engagement is an important step in developing appropriate industry-wide environmental accountability and sustainability expectations. The study’s findings extend to other industries that are both highly dependent on the environment and are in the early stages of developing environmental reporting standards.

Ski resorts operate in an industry that is impacted by changes in the natural environment. The authors chronicle the process by which boundaries lead to framing which leads to environmental engagement in this weather-dependent industry. The authors explain the process of environmental identity building, the result of which both precedes environmental reporting and puts such reporting into context. In this sense, the authors show how boundaries are set and maintained in the ski resort industry, and how fundamental these boundaries are to the development of individual companies' environmental engagement strategies.

The purpose of this paper is three‐fold: first, to propose a model for measuring service quality in a skiing resort; second, to investigate the contribution of place attachment on the prediction of customers' loyalty, and third, to examine the influence of service quality on the development of place attachment.

A total of 264 (n=264) recreational skiers participated in the study, and filled the two‐dimensional place attachment questionnaire and a service quality questionnaire, which was based on Brady and Cronin's three‐dimensional service quality model (physical environment quality, interaction quality, outcome quality).

The results of the study indicate that skiers' loyalty was significantly predicted by both the place attachment dimensions (place identity and place dependence). Furthermore, place attachment was significantly predicted by the interaction and physical environment service quality dimensions.

The research was limited because it was based on one skiing resort. Testing it on many would give a more accurate result. Expansion of the theoretical model in other tourist destinations would also provide a more accurate result.

Strategies to develop customer loyalty and for the development of place attachment are discussed. A model of measuring service quality in skiing resorts is presented.

The paper proposes a model for measuring service quality in skiing resorts. It also introduces the construct of place attachment and its value for predicting customer loyalty.

The purpose of this paper is to describe the growth of the early ski market and the marketing strategies that the Union Pacific Railroad took in promoting Sun Valley ski resort, one of the most popular early destination ski resorts in the USA.

The paper uses primary and secondary source material, including ski periodicals, national magazines and the manuscript collection of W. Averell Harriman, the Chairman of the Union Pacific Railroad during the creation of Sun Valley.

This paper finds that Sun Valley pioneered the western ski vacation by conducting careful market research into not only the snow and weather conditions of western mountains, but also into the habits and economic potential of skiers and winter tourists.

Scholarly work on skiing has primarily looked at the sport from the social and cultural perspective of skiers. Work on entrepreneurial objectives of ski resort designers has largely focused on the period after the Second World War. This is among the first works to analyze entrepreneurial activities and marketing strategies in the ski industry before the Second World War. As a result, the paper challenges the idea that big business only began to shape the ski industry during the Cold War. Instead, this paper shows that large corporations like the Union Pacific Railroad were influential in growing the ski market by building resorts that illustrated the importance of market segmentation to the success of ski areas. In this way, the paper challenges the popular idea that Sun Valley was merely a media sensation and shows that it was a carefully designed business that exhibited a nuanced approach to changes in the ski market.

Customer-centric measures such as customer satisfaction and repurchase intent are important indicators of performance. The purpose of this paper is to examine what is the strength and significance of the path coefficients in a customer satisfaction model consisting of various customer-centric measures for different types of ski resort customer (i.e. day, weekend and ski holiday visitors as well as season pass holders) in a ski resort in Canada.

The results were analyzed using the partial least squares structural equation modeling approach for the four different types ski resort visitors.

There appeared to differences in the strength and significance in the customer satisfaction model relationships for the four types of ski resort visitors indicating that the a priori managerial classification of the ski resort visitors is warranted.

The research pinpoints differences in the strength and significance in the relationships between customer-centric measures for four different types ski resort visitors, i.e. day, weekend and ski holiday visitors as well as season pass holders, which have significant managerial implications for the marketing practice of the ski resort.

This paper aims to examine the impact of global warming and climate change on skiing by assessing the costs that ski resorts would have to bear to address the lack of snow. In this way, new development models can be hypothesized for the regional economy in the Aosta Valley, territory located in the West Alps, whose economy is largely based on winter tourism.

Starting with a literature review regarding global warming and its effects on the Alps, a methodology of analysis has been implemented to assess the relative weaknesses of ski resorts. Additional costs in adaptation strategies have been considered in the light of a major choice ski resorts must face: investing or not. For this analysis, four scenarios of global warming have been taken into consideration.

The lack of snow due to a rise in temperatures will have a big impact on regional ski resorts and will seriously threaten the economy of small lateral valleys. In this scenario, it is important to think about reorganizing the regional ski supply by focusing on stations with better economic results and those strategically well located. In this way, we can safeguard winter tourism in the region and preserve skiing by concentrating costs only in those resorts that are also able to bear new cost adaptation strategies.

The value of this paper is its estimation of the future impact of a rise in the average temperature in regional ski resorts. This impact is assessed in relation to concerns about the reduction of the skiing area and the new costs that ski companies will need to bear. The paper also proposes a new model for the reorganization of the ski supply in the Aosta Valley.

Different, alternative or complementary strategies have been advanced for the rejuvenation of the ski tourism product, thus favoring its economic and environmental sustainability. This paper aims to provide new suggestions by looking at the determinants of ski lift ticket prices in the Dolomites.

The paper uses a hedonic price model approach, which allows the identification of the relative importance of different attributes on the determination of a product price.

The model shows that a higher level of investment in modern lifts and snowmaking equipment undertaken by the resort pays off in terms of customers’ perceived value-for-money relationship. The same is not true for investments in the enlargement of the skiable surface or the introduction of night skiing options and illuminated slopes. The authors found evidence that non-participatory activities, such as different winter sports and on-slope entertainment, can improve the customer’s perception of resorts’ quality. Finally, reputation plays an important role in determining the customers’ perception of good value-for-money destinations and deals.

With respect to previous works, the research expands the range of attributes possibly impacting ski lift ticket prices. Identifying crucial elements consumers would be willing to pay for allows managers to re-think and adjust their products and prices accordingly, improving the economic sustainability of the ski tourism product.

The case was developed from two 2-h interviews with the Chief Operating Officer of A-Basin, Alan Henceroth; there is no CEO of A-Basin. The second interview was recorded on a Zoom call to provide accuracy of quotations and information. A variety of secondary sources were used in terms of better understanding the current state of the ski industry, as well as its history.

Arapahoe Basin (A-Basin) is a historic, moderately sized, ski area with proximity to metropolitan Denver, Colorado. For over 20 years A-Basin partnered with Vail, allowing skiers to use the Vail Epic Pass, for which A-Basin received some revenue from Vail for each skier visit. The Epic Pass allowed pass holders unlimited days of skiing at A-Basin. More and more skiers were buying the Epic Pass, thus increasing the customer traffic to A-Basin. However, the skier experience was compromised due inadequate parking, long lift lines and crowded restaurants. The renewal of the contract with Vail was coming due, and A-Basin had to consider whether to renew the contract with Vail. The case is framed primarily as a strategic marketing case. The authors use Porter’s five forces model to assess the external environment of A-Basin, and the authors use the resource-based view and the VRIO tool to assess A-Basin’s internal strengths. Both frameworks provide useful analysis in terms of deciding whether to continue A-Basin’s arrangement with Vail or end the contract and pursue a different strategy. In 2019, after consultation with the Canadian parent company Dream, A-Basin made the decision to disassociate itself from the Epic Pass and Vail to restore a quality ski experience for A-Basin’s customers. No other partner had ever left its relationship with Vail. An epilogue details some of A-Basin’s actions, as well as the outcomes for the ski area. Generally A-Basin’s decision produced positive results and solidified its competitive position among competitors. Other ski areas have since adopted a similar strategy as A-Basin. A-Basin’s success is reflected in a pending offer from Alterra, Inc., to purchase the ski area.

The A-Basin case can be used in both undergraduate and graduate strategic (or marketing) management courses. It is probably best considered during the middle of an academic term, as the case requires students to apply many of the theoretical concepts of strategy. One of the best books to enable students to use Porter’s five forces is Understanding Michael Porter by Joan Magretta (Boston: Harvard Business Review Press, 2012). Magretta was a colleague of Porter for many years and was an Editor of the Harvard Business Review. For a discussion of the VRIN/VRIO concept, see Chapter 4 of Essentials of Strategic Management by Gamble, Peteraf and Thompson (New York: McGraw-Hill Education, 2019).

Unlike industrial innovations, service innovations cannot be protected by patents or designs. Thus, the implementation of innovation networks is often crucial to generate a sustainable competitive advantage. The focus in this paper is the main forms of inter-organizational networks that have led to service innovations. More precisely, the purpose of this paper is to examine the relationship between the characteristics of inter-organizational networks and the type of service innovations developed.

A typology of service innovations and a network analysis framework allowed us to examine the innovations implemented by two major French ski areas: Portes du Soleil and Paradiski. In total, the authors analyse the structure of 12 innovation networks.

The results show that, depending on the type of innovation implemented, networks differ in terms of type of partners involved and geographical scope. However, regardless of the innovation developed, it seems necessary to have a central actor to orchestrate the various partners and to use an economic regulation mode.

This paper gives advice to managers involved in touristic innovations management about the network they may build. For example, ski resorts that want to develop new offers must be open to external partners (companies that do not belong to the tourism industry and/or are not geographically localized in the resort).

The research documents characteristics of services innovation networks, a type of industry little studied as innovation researchers focused mainly on manufacturing firms.

The paper seeks to determine the relative importance of motivational forces in the decision to go skiing, their influence on the “needs” of skiers and subsequently their role in the choice of resorts. The skiing population studied is that of Grenoble in the French Alps. The analysis indicated that motivations are reflected in certain skier “needs” and have a spatial expression in the choice of resorts. The results illustrate the potential usefulness of studying recreationists' motives as an antecedent to a better understanding of what sorts of experience recreationists look for and where.

The purpose of this paper is to discuss the external and internal factors that support or challenge a possible transformation of Arctic Sweden into a major ski destination under a changing climate.

The paper questions future availability of the physical and the human factors that foster ski tourism development in Arctic Sweden and suggests a comparative case study in relation to the already existing large resort-based ski destinations in Arctic Finland.

Preliminary documentary analysis shows that the governmental and the industrial discourses over the past decade have acknowledged a competitive edge for Sweden and its northernmost regions in particular and may even propose a structural shift for ski tourism in the near future agenda. The visualisations based on natural snow projections presented in this paper confirm this comparative advantage but other technical and socioeconomic development factors are further discussed, in relation to Arctic Finland.

Future research agenda is suggested to cover, first, assessment of natural and technical snow reliability of existing and all potential ski areas in Sweden and within its competitive set extending to all the Nordics and the Alps, then, incorporation of adaptive capacities of the suppliers but especially the likely substitution tendencies of the consumers, and finally, evaluation of the overall situation in terms of the regional development needs.

It is apparent that land use conflicts will arise in case of large ski resort-based destination development in Arctic Sweden, especially around the environmentally protected areas, which are not only already important attractions for nature-based tourism but also traditional livelihoods for the Sami.

This is the first paper to discuss a potential regional and structural shift of ski tourism in Sweden.