CANADIAN HELI-SKI INDUSTRY 1 of 44

Industry Research and Analysis:

Canadian Heli-ski Industry

Prepared by: Ted Morton

OAD 7200 Outdoor Adventure Industry

Instructor: Jeff Jackson

December, 1st, 2010

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TABLE OF CONTENTS

Overview

Chapter 1: Industry Barriers – Pg. 5-10 Chapter 5: Demographic Profile– Pg. 24-26 History and development Target Market Trade Organizations Participation Rates Certifying Bodies Psychographics Laws and Regulations Barriers To start up Chapter 6: Staffing Profile– Pg. 27-29 Demographics Chapter 2: Geographic Scope– Pg. 12-15 Training Level and Source of Training Size of industry Pay International, National, Reigonal Health of Average Life Span of Staff Industry Personality Profile International Map of Operating Areas Canada Map/Regional Map of Operators Chapter 7: Environmental Consideration– Pg. 30-32 Significant Environmental Issues Chapter 3: Competition Profile– Pg. 16-19 Land Management Conflicts Market Structure Environmental Impact and Mitigation Strategies Major Players Significant Contributions to the Environment Factors for Success Strategy Canvas Chapter 8: SWOT Analysis– Pg. 33-37 Business Life Cycle Strengths Seasonal Issues Weaknesses Capital Investment Opportunities

Threats Chapter 4: Marketing– Pg. 20-23

Product offering Distribution Conclusion – Pg. 38 Promotional Strategies Conclusion References– Pg. 39-44

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OVERVIEW

The following is a comprehensive analysis of the Heli-skiing industry. The heli-skiing industry is within the outdoor adventure sector. Data was taken and created from industry inside sources; this is not a report for consumers. Extensive in its nature the report is comprehensive, but does not provide as much knowledge or information readers may desire. Visiting the source of the reference will yield more specific information that may pertain to that section. This analysis bias is written from an outdoor professional in training, creating a tone that can be interpreted as biased. The report uses statistics, guidelines, legislation, marketing pieces and interviews from industry leaders.

Information was gathered from all operators, with specific emphasis being put on industry leaders. Leaders were determined by the author based on participation rates, employment levels, and amount of operating locations.

Ultimately, the heli-skiing industry is a role model for other outdoor adventure sectored industries looking to establish a true professional business community; in which, relationships promote standards and progression of sport and experience.

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Chapter 1: Industry Barriers

History and development Trade Organizations Certifying Bodies Laws and Regulations Barriers To start up

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INDUSTRY BARRIERS

Heli-Skiing Timeline Year Development 1899 First mountain guides arrive in Canada 1938 Canadian Ski Instructors Alliance was founded1 1945 End of World War II 1950 Hans Gmoser, immigrates to Edmonton, Alberta, Canada2 1953 Hans Gmoser, moves to Banff Alberta, Canada Peter Schaerer moves to Canada from Bern to Canada an began working for the National Research 1957 Council as the Head of Avalanche Research Centre3 1959 Hans Gmoser, founds Canadian Mountain Holidays 1963 Association of Canadian Mountain Guides is founded with help from Gmoser4 1965 Heli-skiing was born. Hans Gmoser and pilot Jim Davies take the first commercial trip. 1968 Canada West Ski Areas Association (CWSAA) is created5 1978 British Columbia Helicopter and Snowcat Skiing Operators Association is created6 1991 8 People die while heli-skiing in the Bugaboo Range with CMH (Canadian Mountain Holidays 1995 Helicopter Association of Canada is founded and patented7 Kristene Louise Oddo Ocha vs. Canadian Mountain Holidays Inc.; Jocelyn Lang and Dean Walton – 1996 Precedent setting case8 String of incidents among commercial helicopter operations promotes probe by insurance 1990s companies 1998 Commercial Recreation on Crown Land Policy9 2001 Helicopter Association of Canada creates: Heli-Skiing Guidelines published 2004 Canadian Avalanche Centre is founded by the Canadian Avalanche Association 2009 Adventure Tourism Policy is published by the British Columbian Government10 *******Chart created and information compiled by Ted Morton*******

HISTORY

The Canadian Heli-skiing industry was born from two parents; its mother was the resort industry established by the Canadian Pacific Railway, its father, was the ski instructing, mountain guiding Swiss immigrants. A combination of those two industries led to the birth of Canada’s exuberant winter industry: heli-skiing. In 1899, the first Swiss Mountain guide’s came to Canada to work for the Canadian Pacific Railway. The Swiss brought with them the European model of climbing, along with the Swiss past time of skiing; skiing at the CN and CPR resorts became a past time that North Americans and Europeans devoured. With the Swiss immigrates acting as mountain guides and ski guides, both certified under the Swiss governing body, it created a need for establishing a ski association to better represent Canada’s varying terrain; as well as changes in the Canadian style skiing. This led to the creation of the Canadian Ski Instructors Alliance (1938), unifying them as a group and allowing for rapid progression. Rapid growth within the ski industry and the resort industry fuelled the still roaring fire, to ski more terrain, going faster, further and higher.

1945 marked the end of WW2, bringing home Canadian troops, equipment and skilled men. The result was a desire for recreational activities, excitement and babies! The end of the war also meant opportunity for people all around the world by means of immigration. Hans Gmoser capitalized on this opportunity and immigrated to Canada in 1950 looking for an opportunity to start a career as a mountain guide and in 1953 he decided to move to Banff, Alberta, the mountaineering capital of Canada. It is here where is passion was able to turn into a career that would create a catalyst for those looking to ski faster, further and higher. As Gmoser was creating the foundation for Heli-skiing, he was exploring the terrain of the Bugaboo Mountain range; learning about avalanches and the risks that lay in the backcountry. In the same area another Swiss immigrant unknown to Gmoser, would influence the standards of the industry that was going to be created. This immigrant was Peter Schaerer, he immigrated to Canada to research and explore Canada’s avalanches and ultimately become the Head of Avalanche Research Centre.

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In 1959 Hans Gmoser founded Canadian Mountain Holidays, recognizing the opportunity for growth within the resort and skiing industry. The resort was created with the notion of surplus gear, time, young children and an increasing understanding of avalanche safety. The goal was simple, use the surplus helicopters and trained pilots to fly the new wealthy families into the backcountry for the best backcountry skiing. The only problem was how to bring the people to the backcountry safely, while creating an enjoyable experience. He also wanted to create a governing body that would help with training and managing the progression of mountaineering in the Rockies, especially the newly adopted Canadian Style that included many variations from the original European model. Together with his colleagues they developed the Association of Canadian Mountain Guides in 1963 to create guidelines for Canadian mountaineering, as well, to create a formidable instructing platform to certify guides capable of mountain travel.

Due to the solid foundation of the pre-existing resort and ski industries, the Heli-skiing industry took its first commercial flight in 1965, piloted by Jim Davies, and under the management of Canadian Mountain Holidays. Heli-skiing was officially born. Thus, the industry starting developing rapidly, creating and joining governing bodies, that would ultimately, create industry standards. One of these associations was the Canada West Ski Areas Association. This group advocated for resorts in the BC region, and helped develop ski programs as well as marketing initiatives to improve the vitality of the industry. A fundamental change in the industry that really gave operators a voice was the British Columbia Helicopter and Snowcat Skiing Operators Association. This organization was the back bone of organizations and help advocate for regulations, environmental stewardship and access to terrain for all operators.

Intrinsically, Heli-skiing was growing rapidly through the development stage, due to the population and their desire for the exotic experiences Heli-skiing offered. It was also packaged with exclusivity because of the cost and time it took. This meant that the wealthy clients from around the world were aiding in the growth and success of operators. Heli-skiing was also trying to define themselves as a different type of activity; high risks, mixed with hard transportation standards and soft skiing standards meant there was a lot of grey areas within the risk management systems.

This changed on March 12th, 1991 eight people are killed in an avalanche while skiing with Canadian Mountain Holidays – the industry leader – in the Bugaboo Mountain Range. The results of this incident were a precedent setting case held in 1996 – Ocha v. CMH. This case opened discussion around the competency of guides, CMH avalanche forecasting and industry standards regarding avalanche forecasting. The results from the case had an effect not only in the Heli-skiing industry but in the Outdoor industry as a whole. The results were in favour of the defendant – CMH. It set best practices for avalanche forecasting, guide training and guide standards, and improved the avalanche forecasting industry by comparing it to the practices used at CMH. This case prompted guides to be trained uniformly throughout, which led to certification programs from third parties such as the CSIA and ACMG and the Canadian Avalanche Association to be adopted to specifically reflect the needs of the Heli-ski Industry.

With the encouragement from the Ocha v. CMH reinforced the call for governing bodies and trade organizations. While the case was still under decision the Helicopter Association of Canada was formed due to a large increase in claims, and a high incident rate among commercial helicopter operations; this provided another trade organization that the Heli-ski industry could depend on for advice on best practices and competency training.

During the 1990s the industry was growing rapidly, there were new operators trying to find their place in the market, and a place to operate. Clients were interested in mastering this, pushing the limits of what operators were providing. This provoked the industry to find untracked terrain by expanding their boundaries or opening additional resorts. The rapid shift into the growth/expansion stage of the business cycle prompted concerns from the government about the viability of their operations long term effects on the land. So in 1998 the government of Canada introduced the Commercial Recreation on Crown Land Policy. The policy outlined regulations and appropriate measures to ensure sustainable acts and growth were achievable. It also discussed issues regarding land access/tenure and the fees attached to operating on Crown land.

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Following the string of helicopter incidents, the Helicopter Association of Canada developed an industry specific guideline that improved practices and streamlined the industries insurance procedures. The Heli-Ski Guidelines were published by the HAC in 2001.

Operators are growing, expanding into multi-location enterprises. They offer ski instruction, rentals, lodges, all-inclusive meals etc. To keep up with the growth of the industry guidelines need to be updated and procedures to limit the exploitation of land for commercial use. Last year an updated Adventure Tourism Policy was published by the BC government to better define Adventure Tourism operators, define procedures for applications and gaining access onto Crown land. The document is essentially the handbook for operators; it allows them clear guidelines and direction to help mature their industry and expand it into a large scale industry.

Heli-skiing is a great model for industries as it shows a true progression of planning and execution. The industry was built on solid foundation and able to plan its future around the desire of clients and operators. It is unfortunate that as the population ages Heli-skiing user days will decline. The wealthy baby boomers that flocked to become expert skiers while having a true mountain experience are ultimately, retired. The new generation of skiers fundamentally lack the funding. Survival will mean adaptation, trimming the weak, to allow the agile companies to remain. The question left is; who will get the terrain?

TRADE ORGANIZATIONS

Trade Organization Regional or What they do Usage – 1=few operators National , 3 = All operators are members Canadian Western Ski Area Representative for heli-ski operators from BC Regional 2 Association (CWSAA): and AB. Advocate for access etc. Helicat Canada National organization that acts as an National association for operators. Establishes 3 guidelines and best practices Hello BC Provides group marketing initiatives and Regional conferences. Mainly there for marketing 2 purposes. *******Chart created and information compiled by Ted Morton*******

CERTIFYING BODIES

The majority of certifying bodies for Heli-ski operators in Canada are National organizations however, they only effect Heli-skiing, and although the industry is a national industry it mainly operates in one region. They are situated out of the western provinces, Alberta and British Columbia; being that this is geologically the only feasible location that Heli-skiing could operate. Therefore, these ‘regional certifying bodies’ are essentially ‘national’ certifying bodies as their scope is directed to operators in Canada.

Another interesting unearthing in the industry is that many certifying bodies from other industries correlate with the Heli- skiing industry. For example, the ski school industry has certifying bodies such as the CSIA which has effect on guide requirements for Heli-ski guides. Likewise certifying bodies such as the Canadian Avalanche Association is a national certification that all commercial guides require, making its requirements effectual upon heli-ski operators. There are also certifying bodies that are not represented in this list as they are garnered in some cases as law or common sense. Examples are: Food Safe certified cooks/Smart Serve Bartenders, Driver Licensing etc.

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Below is a list of certifying bodies that regulate activities within the Heli-skiing Industry:

Certifying Body Type: Regional, Effectiveness What they do How they develop Alternatives National or and Credibility International Develop industry through guide A hard peer standard is Accepted Canadian competency, improving Canadian Ski Provide training for ski that all guides are wide as a standard mean level of skill Instructors Alliance instructors and program some level of CSIA to showcase ability among guides – ability (CSIA)11 development – focus on instructor. Guides and rank quality of to have guides graded NATIONAL ski instructing could have no training skiing and as per skill level – gives = liability for operator instruction guides the training to critique clients Provide training for Develop industry by Internationally, mechanized The Canadian Ski Guide providing a backcountry recognized. Offers Association of (helicopter/cat) ski guides. Association. Viable as definition of standard of training programs Canadian Mountain Set standards for risk an alternative, but care. Define a for operators. Guides (ACMG)12 tolerance. – Certify guides overall a soft standard. competent guide’s Many reference to NATIONAL as rock guides/mountain ACMG is received as a technical skill. Hard ACMG standard in guide better program peer standard court cases

Provide guide training, Forefront of avalanche No alternative. Government Canadian Avalanche industry standards in research. Hard Peer Operators will not open organized, Association forecasting, logistics and standard of operation in if they do not have precedent setting (CAA)13 risk management the backcountry training or systems Association NATIONAL adopted from the CAA Certify Pilots to operate Government aircraft in commercial Develop industry by organized, dictates Transportation settings – set guidelines providing legislation to other Board of Canada – for approval of types of and consequence for associations and Aviation aircraft to be flown in failure to meet No alternatives groups i.e. Department14 commercial settings. Also guidelines. Establish Helicopter NATIONAL outline necessary true standards that association of equipment and legislation must be acquired. Canada for aircraft Not an industry trend ACMG is a more Canadian Ski Guide Provide training for setter, adopted comprehensive Association15 mechanized ski guides in ACMG curriculum from other certification. REGIONAL Alberta and BC training programs Regional body. *******information was compiled by Ted Morton viewing companies’ profiles and offerings. *******

LAWS AND REGULATIONS

Canada’s Heli-ski industry has many laws and regulations due to its relationship with other well established industries such as hospitality, transportation and safety. Therefore, many laws were not written specifically for this industry; however, due to the close nature in operating procedures, Heli-ski operators are required to fulfill their lawful requirements. Other than the few pieces of legislation regarding transportation and hospitality there are few hard standards. The remaining regulations are best practice guidelines.

Business Operators:

Ministry of Tourism, British Columbia (Tourism Task Force) in partnership with the Government of Canada (Western Economic Diversification of Canada – published: Best Practices Guide for Resort Development in British Columbia

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A hard standard created for the improvement of resort sustainability. Applicable to Heli-skiing because all operations are resort based. Impacting organizations directly. http://www.tca.gov.bc.ca/resort_development/docs/bp_final.pdf

Human Resources

Standard Human Resource laws apply. Work Safe BC and Occupation Health and Safety Standards for the region provide a Due Diligence Checklist. The checklist covers a spectrum of issues that when adopted for the Heli-skiing industry creates some unique standards and issues. For instance: Workers need to be provided with training to work safely in their designated environments, Receive health and safety training (e.g. responsibilities, hazards, engineering controls, written Safe work procedures, use of PPE) among some items. The interpretation of these acts and regulations can become a barrier for operators or improve the industry. It is dependant on the operator’s interpretation and execution.

http://www.labour.gov.bc.ca/eao/factsheets/due_diligence.pdf

Facilities:

BC Land Act: Legislation on facility construction, access to land, permits etc.

http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/00_96245_01

Transportation Laws and regulations:

Canadian Aviation Regulations: Regulations for pilots, operators, maintenance, operating equipment insurance etc. Impacting indirectly. http://www.tc.gc.ca/eng/civilaviation/regserv/cars/part7-standards-724h-413.htm

Canadian Transportation Act Laws for transporting people, fines outlined laws for equipment. Impacting organizations indirectly http://www.tc.gc.ca/eng/acts-regulations/acts-1985ct-18.htm

Heli-skiing Guideline Guideline for helicopter pilots flying with Heli-skiing operators. Useful for operators to ensure proper procedures for departure and training are met. Impacting organizations directly. http://www.h-a-c.ca/heliskiing.pdf

Industry Specific:

Stewardship of Mountain Ecosystems; Best Practices for Sustainability Guideline for sustainability. Created in 2003, mostly reiterated through Guide for Resort Development. Discusses social sustainability, economic sustainability and waste management, along with other topics. http://www.h-a-c.ca/heliskiing.pdf

BARRIERS TO START UP

How can other companies be a barrier? The Heli-skiing industry has very few organizations for the size of the industry. Roughly 17 independent operators make up the industry. This creates huge competition between the companies on pricing, accommodation, instruction and time. If a new company were trying to emerge they would have to reinvent the stereotypical model and offer something that is innovative as so many companies are doing the same thing with slight variations. As a new player, innovation or the lowest prices would be the only way to succeed. Therefore, other companies a barrier as their simply isn’t any room for another company doing the same thing. People would rather go to the original Heli-ski organization that does all the same rather than the new company. Unless they had some sort of proposition that enticed the consumer.

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How is Land Management a Barrier? Gaining access to land in Heli-skiing is a time consuming process. Sustainability tests must be performed, hazards identified, permits and tenure must be attained etc. The costs involved are enormous for a new company. The majority of existing resorts are located near town centres and airports. Meaning a new operator would have to invest in additional transportation costs to bring their clients to their resorts, also increasing the clients amount of time they need to participate in the program. Social and economic stakeholders also play a part in adding unwanted barriers to managing land. Access, sustainability and time are the major land management barriers for Heli-ski operators.

How is Geography a barrier? Why is there no Heli-skiing in Ontario? Using a helicopter to gain access to new terrain is what Heli-skiing is all about. There is no need for heli-skiing in Ontario because the geography does not warrant it. On the other hand, there is only one region in Canada that does. The Rockies and West Coast. The limited amount of geographical space that is needed to participate in this activity in itself a barrier that restricts companies from not only starting but expanding as well. If the weather is not conductive to flying, the helicopter is not able to take off; therefore where the mountain range is situated greatly affects the type of snow, visibility conditions etc. For instance North facing mountains create more unstable snow then western facing mountains due to the amount of sunlight they receive. All these factors play a role in creating barriers for operators.

How is Infrastructure a Barrier? Building huts on Crown land, landing platforms, and roads are required for evacuations and accommodations. These would be barriers in any company, once construction of this infrastructure moves to the backcountry it can add additional time constraints as well as costs.

CONCLUSION OF INDUSTRY BARRIERS From the beginning Heli-skiing was an industry plagued with barriers, but as with anything, the reward for overcoming those barriers is great. All Heli-ski business have a business behind them. They are run as businesses that offer unique experiences in exchange for client’s time and money. Success of the Heli-ski industry can be attributed to the amount of barriers that the industry has employed, they create opportunity for the well suited operations to strive and allow the lower classed operators to fail. Creating a precise, agile, and fundamentally secure industry, that is capable of withstanding lawsuits, to accidents to demographic changes. The Heli-ski industries success lies within their barriers, as they provide somewhat of a “training camp” for new operations that wish to try and make it as a new organization. Then there is the outdoor adventure challenge: insurance. In the end, numerous barriers create tight competition which benefits the industry as it creates progression, as demographics change the popularity it will add more barriers. In order to avoid stagnation the industry will need a paradigm shift to customizable, experience oriented trips.

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Chapter 2: Geographic Scope

Size of industry International, National, Reigonal Health of Industry International Map of Operating Areas Canada Map/Regional Map of Operators

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Geographic Scope

SIZE OF INDUSTRY Heli-skiing is a tangent of the alpine skiing industry; it incorporates the participants, types of travelers; although their age demographic and income varies slightly. Comparing the size of the alpine skiing industry to that of the heli-skiing industry is a fair examination and gives an idea to the comparative size of this industry. The below facts are taken from a 2001 survey directed by Helicat Canada, in which all operations disclosed information to Helicat in hopes of determining the socio-economic impact of their industry. Although dated, this publication is a true representation of the industries operators, rather than ‘interpreting’ findings from related surveys.

“The importance of the heli/snowcat industry can be compared to the lift-serviced alpine ski resort industry in BC. While alpine ski resorts accounted for an estimated direct revenue of $281 million 1999/2000, the fiscal 2001 operational expenditure by the heli/snowcat operators was over $91 million, or 32.8% of the downhill figure. The alpine ski resorts registered 5.6 million skier days to the 42 BC operators in 1999/2000 while the heli/snowcat operators estimate approximately 95,000 skier days. As a comparison, the heli/snowcat visits equates to about 2% of the alpine skier days.16” (HelicatCanada,2001,p.ii)

As for participants, a 2006 Travel and Motivation study found that there were 567 211 people went ‘extreme skiing’ extreme skiing is defined as: Backcountry skiing, overnight touring, ski jouring, cross country skiing and heli-skiing. Out of the 567 211 extreme skiers, 210 107 people went heli-skiing., that’s roughly 37% of all ‘extreme’ skiers.17

In addition, there are 17 operators in Canada that have a website and an Email address.

INTERNATIONAL, NATIONAL, REGONAL HEALTH OF INDUSTRY The chart below dictates the health of the industry based on the number of operators in that area. Represented are International (Europe, USA, New Zealand), National (Canada) and Regional (Western Provinces) geographic locations of operators. International pertains to all operators outside of Canada. National geographic is Canada vs. International, within Canada is regional section that is the western provinces. These provinces are then split into geographical regions that better depict the health of each region. Health of Industry - Based on Number of Operators

International Golden Revelstoke/Selkirks CANADA Blue River/Valemount Coastal BC Northern BC

Figure 1..0 - Created by Ted Morton

This chart is defining the health of geographic locations by the number of operators currently there. It is not a true representation of health for this reason. For instance, the Blue River/Valemount ski area is likely the most financially health region.18 This is largely due to the fact the first company CMH was created here and have since been expanding to consume more companies. Therefore, if you compare their annual earnings compared to another company such as Klondike Heli- skiing out of the northern region, one will notice that Klondike’s number are significantly lower, due the size of their organization. Intrinsically, the size of an operator’s organization can be an indicator of the areas vitality and its ability to sustain Heli-ski operators. If there are many operators in one region that can also be advantages by each company offering different services to clientele. Ultimately, the deciding factor for an operator’s success is whether or not the region

MORTON; 040-636-343 CANADIAN HELI-SKI INDUSTRY 13 of 44 provides the appropriate geographic location to yield high numbers of clients, revenue, skier days and operators. The overall health of the Canadian Heli-skiing industry is sustainable, yet nearing plateau.

The last thought is a fundamental difference between Canada and International operators. There are many contributing geographic constraints that can affect a heli-ski operation; Canada is actually fortunate that there geography and terrain are ideal. If you compare a below average Heli-ski region in Canada – Northern BC – paired with an operator from there – Klondike Heliskiing – versus a company from New Zealand – Alpine Helisking ltd19. – one will notice that the difference in the amount of clients per year – each is near 495 – does not determine their health. Alpine Heli-skiing ltd. Is restricted due to their season, therefore they are healthier because their revenue is higher for their length of their season. Whereas, Klondikes season is longer and clients are spread out amongst the season. Klondike has the opportunity to hold more clients, but their geographic location limits their clients due to the travel time it takes to get there, as well as the amount of flyable days they have.20 Operators need to find a balance between what their locations offer, and what they can provide.

INTERNATIONAL MAP figure1.1 – created by Ted Morton

Apparent from this map is that, Heli-skiing does not happen in third world countries. Heli-skiing takes place where affluent baby-boomers can access the terrain within their specified time. Continue to demographics for a more in-depth look on how demographics affect this industry.

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CANADA MAP OF COMMERCIAL OPERATORS, REGION This map displays the operating regions within Canada. Operators are also mapped out

21The map above showcases all the regions to ski. The reason why the Golden and Blue River are the most profitable is due to the amount of days that are clear due to being on the tail end of the Rockies. This results in more flying days, meaning more success. Red Dots, indicate the location of an operator. The highlighted areas are the different regions. Dark blue=Northern BC, Light blue=Coastal BC, Green=Blue River, Yellow =Selkirk’s, Pink=Golden. The top 5 operators are, CMH, Mike Wiegle, Purcell, RK, and Whistler Blackcomb.

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Chapter3: Competition Profile

Market Structure Major Players Factors For Success Profitability Strategy Canvas Business Life Cycle Seasonal Issues Capital Investment

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Competition Profile

MARKET STRUCTURE

The heli-skiing market structure is an oligopoly. In Canada, there is one specific region that heli-skiing takes place; the Rockies in British Columbia. Within this region there are sub regions as dictated in the previous chapter. These sub-regions create a sub-market structure as well; monopolistic competition.

The map on the previous page displays that there are 11 locations owned by one operator – CMH. CMH is also the most profitable. CMH along with, Mike Wiegele, Whistler Heli-skiing and RK Heli-skiing are the most profitable operators along with the most user days. They are also the major contributing bodies to Helicat Canada’s guideline publications.

MAJOR PLAYERS

Canadian Mountain Holidays – Located in the Blue River/Valemount Region

Mike Wiegele Heli-skiing – Located in the Blue River/Valemount Region

Whistler Heli-Skiing – Located in the Coastal BC Region

RK Heli-skiing – Located in the Golden Region

FACTORS FOR SUCCESS

OPERATOR FACTORS FOR SUCCESS First-in company; the original and founder of heli, skiing. CANADIAN Innovative offerings MOUNTAIN HOLIDAYS Own the most amount of SKIABLE terrain Owned by Intrawest now Considered the Second, Heli-skiing company. MIKE WIEGELE HELI- Location is great, and is renowned for their instruction and lodging. SKIING Partnership with Warren Miller – Free advertising and known as where the pros go. Location in Whistler Village – Whistle Village is the most popular destination resort town in the WHISTLER HELI- skiing world. SKIING Day trips – More people, higher prices Owned by Intrawest Location – Panorama Mountain Resort, same idea as Whistler, but better terrain. Panorama is RK HELI-SKIING also close to Calgary and Edmonton which offers great connection for international flights. Boutique, day trip styled trips.

PROFITABILITY

OPERATOR FACTORS FOR SUCCESS PROFITABILITY First-in company; the original and founder of heli, Owned by Intrawest ULC with parent company skiing. Fortress Investments CANADIAN Innovative offerings Private Company. MOUNTAIN Own the most amount of SKIABLE terrain Last disclosure or Profit 2006 = 72,600 HOLIDAYS Sales = 1,601,81022 No specific mention of CMH numbers directly Considered the Second, Heli-skiing company. Privately traded company MIKE WIEGELE Location is great, and is renowned for their Sales = 700,000* HELI-SKIING instruction and lodging. *Based on comparison of participation rates Partnership with Warren Miller – Free advertising and average package price.

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and known as where the pros go. Location in Whistler Village – Whistle Village is the Owned by Intrawest ULC with parent company most popular destination resort town in the skiing Fortress Investments WHISTLER HELI- world. Private Company. SKIING Day trips – More people, higher prices Last disclosure or Profit 2006 = 72,600 Sales = 1,601,81023 Location – Panorama Mountain Resort, same idea as Privately traded company Whistler, but better terrain. Panorama is also close to Operated under Panorama Mountain Resort RK HELI-SKIING Calgary and Edmonton which offers great connection Sales = 700,000* for international flights. *Based on comparison of participation rates Boutique, day trip styled trips. and average package price *******information was compiled by Ted Morton viewing companies’ profiles and offerings. *******

STRATEGY CANVAS

Factors of Competition 12

10 Ranking Scale 8 1= poor, does not 6 offer 10 = Industry 4 trend setter 2

0

CMH MW WHISTLER RK GREAT CANADIAN HELI-SKI

Created by Ted Morton the above was created by interpreting operators market offerings, through means of their websites and promotional items.

Price – the compete on price as do all Terrain – Companies Quality of Safety - Trip Leaders are: ACMG, CAA markets in the world, for the most compete for access snow – 10 = operations II, level II CSIA, WFR Trained. parts all trips of the same factors are to land, companies lots of snow, Personal Protective Equipment is provided similar. The ranking is designated to with more acreage good quality, to guests and guides. Avalanche kit the price vs. The amenities received. can have more runs = low High price with lots of amenities = 10, less down time. avalanche High price with no amenities = 5. risk

Access – within 5 hours drive of Unlimited Vertical Group size – the Amenities – full accommodation, 3 International Airport for skiing. larger the group the meals, rental gear, hot tub, pool, higher the rank shuttle service etc. = 10 MORTON; 040-636-343 CANADIAN HELI-SKI INDUSTRY 18 of 44

BUSINESS LIFE CYCLE

The industry as a whole is in the growth stage. Canadian Mountain Holidays is the only operator who has surpassed the growth stage and made it to expansion. They have been taken over by a larger company and purchased additional locations and even some smaller companies.

Other than CMH there are a few players who could expand but would need to outsource business managers and marketing. These player include Mike Wiegele and Purcell Helicopters. The remaining operators are in the growth stage, as their profits go towards their earnings, they have specific management and operation staff, and run year round. They have also secured tenure and planned their product life cycle accordingly; RK Heliskiing, NE Heli-skiing, Klondike and TLH Heli skiing are all examples of companies in the growth stage.

Heli-ski operators move quickly through inception and development, due to the amount of capital needed to start an operation. The capital helps put pressure on operators to develop systems, establish direction and move through the development stage by putting less strain on equipment and staffing.

SEASONAL ISSUES

In the summer season, medium to large operators (Great Canadian to CMH) run heli-hiking or resort based activities. Only medium to large operators run these programs due to the costs involved. Companies that do not have the prestige or an accessible location would have a hard time filling their summer, therefore they remain closed in the off season. If a company does have its own fleet of helicopters, much of the time they are contracted out to forestry companies or other companies in the area.

CAPITAL INVESTMENT

Capital Investment ranges from $500,000 to unlimited. There are many options to starting a heli-ski operator. Depending on what parts you contract out, entry can be gained for as little as 500,000 dollars. Most operators contract their helicopter services, such as Purcell Heli-skiing, and some operators even contract out trip leaders. It depends how much ownership one person wants within the business. Ultimately, the industry is extremely expensive to operate in, especially when compared to other industry in the outdoor adventure sector. It is the equivalent to opening a ski resort and an airline at the same time!

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Chapter 4:Marketing

Product Offering Pricing, packaging, promotion Distribution Promotional Strategies Conclusion

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Marketing

PRODUCT OFFERING:

Product Offering: The top 5 companies and in essence all Heli-ski operators are selling an experience. The experience is always a guided trip into backcountry ski areas that are leased by the company from the province. In exchange for their time, people will get an opportunity to ski relatively untracked slopes (for the time period they are there). A glimpse into mountain life culture is offered, albeit a very posh glimpse. Guests, come for the unique experience that is Helicopters, lodges, resorts, cuisine, guides and ultimately, skiing; whether it is instructed skiing or not does not matter. Heli-ski operators sell a ski vacation much like those offered at any resort, the difference being the way they access the terrain. As fuel costs rise, the alternative to accessing the terrain will become harder; a decision of some companies has been to offer ski touring packages that either start from a base camp via helicopter. Or they start from the main lodge.

Packaging: Prices – all per Company Product Promotion Notes person All trips come with: 3 meals, snacks $2175.00 for 5 days Word of mouth, Social Most diversity in and non-alch. Beverages. to Media, Website. This is a trips. Accommodation in a lodge. (upgrades $174500.00 for 7 full on corporation, they Easy to customize. available) day private have a full time marketing Breadth makes it Use of rental equipment, skis and Everything in director. They even easy to find boards. between, 3 day produce films. something for you. PPE, avalanche equipment trips, 5 days, 10 One of their biggest Lowest priced Training for avalanche equipment days. Guided, guide promotional tactics is that option and highest. Canadian Guide to photograph and video. your own etc. they were the first Snowboards! Mountain ACMG certified guides. Competitive pricing company, set the Holidays Will take beginners! standards, and are 24 (CMH) Offer courses for avalanche/ski Canada’s/the worlds, touring/ski instruction largest Heli-skiing *Every trip has some sort of guaranteed Organization. Market to vertical meters of skiing – even Europeans and throughout all operators internationally. *Some trips have ski instruction available Intrawest company *Trips in the Blue River region generally promoted through offer connections to Calgary Airport material Tough to beat. All trips come with: 3 meals, snacks $2,289 for three Same region as CMH; Really good at what and non-alch. Beverages. days promotion is similar. they do. Tend to Accommodation in a lodge. (upgrades to Wiegele offers more not take as many available) Up to$274,982 for a programs for advanced risks as CMH in the Use of rental equipment, skis and 7 day private tour. skiers. Lots of promotion ways of promotions boards. pieces in films. MW is and new programs. PPE, avalanche equipment Offer snowcat partnered with Warner Not nearly as many Mike Training for avalanche equipment packages as well. Miller Films, giving great locations as CMH. Wiegele Guide to photograph and video. Different prices per coverage to the time of season. demographic of big Helicopter Will take beginners! Peak Season, Mid mountain skiers. Skiing25 *Every trip has some sort of guaranteed vertical meters of skiing – even Season, Shoulder throughout all operators Season. *Some trips have ski instruction available

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Prices – all per Company Product Promotion Notes person All trips come with: lunch, return $815 for classic Different business model Great idea for ground transportation from Whistler experience = 3 runs altogether. Whistler HS capturing a Village, Guide to only does day trips. Their different crowd. PPE, avalanche equipment $1,150 for Ultimate promotion strategy is Their unique value Training for avalanche equipment Experience = 6 runs based on the alpine skiers proposition is that Guide to photograph and video. $7,985 of Whistler Mountain. you don’t need to NO BEGINNERS Therefore, they promote invest in a large *Trips are based on amount of runs largely in slope slide amount of time or except private packages. restaurants, and at the money for the Whistler high altitude runs on experience of Heli- Heli- Whistler and Blackcomb. skiing. It also takes skiing26 They also promote away the cost through print and media a barrier for many lot to the participants that Vancouver/Seattle area in would like to hopes of grabbing the local participate but area skier. cannot afford to. Intrawest company promoted through material

All trips come with: lunch, guide, use of $710 = 3 run Partnered with Panorama Small operation, rental equipment – NO BOOTS package ski village, they offer a busy, but almost at PPE, avalanche equipment $500 = STUDENT 3 guarantee of skiing every market equilibrium. Training for avalanche equipment package run day. Don’t own any Contract the use of RK Heli- NO BEGINNERS to helicopters. They promote helicopters which $7633 = 1 day heavily to students in lowers skiing27 *Trips are based on amount of runs except private packages – which are package based on Calgary as well as the maintenance fees. based on 1.5 hours of flying time. 1.5 hrs of flying and people in Calgary. Similar No beginners and Day Trips only 4 guests to Whistler, they rely on no rental of skiis. day traffic from Panorama. Also, food is not high quality. All trips come with: 3 meals, snacks $3485 = two day Lodge based resort, focus show a lot of down and non-alch. Beverages. package. on promotions to America, time due to Accommodation in a lodge. (upgrades Three day, four day, Calgary. weather available) five day packages There search results are Use of rental equipment, skis and also offered paid for on Google, so they No beginners, boards. appear number one as a prices expensive Great PPE, avalanche equipment $11265 = 6 day sponsored ad. Good idea when compared to Canadian Training for avalanche equipment package considering close relation other more popular Heli- Guide to photograph and video. in name to Canadian operators 28 skiing Will take beginners! $124500 = private 6 Mountain Holidays. *Every trip has some sort of guaranteed day package Promotion is limited on vertical meters of skiing – even coastal BC. They promote throughout all operators internationally as well *Some trips have ski instruction available through ski magazines and online articles Big company but reviews *******Chart created and information compiled by Ted Morton******* Operates are separated by their ability to cater prices, with experience. All 5 of these models are viable. Essentially they are all offering the same basic amenities. This has obviously evolved over years of competition. The industry is making its way over to ski-school development, promoting ski instruction and mountain training has become a large part of industry development.

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DISTRIBUTION The internet has changed everything in the tourism world. A 2006 Travel and Motivations Study found that 87.9% of extreme skiers are booking their ski vacation online. Only 40.1% of extreme skiers are book their trips through a travel agent. This change has allowed operators to take control of where and when people can purchase the product. Trade shows are a great place to gain knowledge of the area but only 10.4% of extreme skier’s book trips at these events.29 Other than booking online, most operations offer discounts for the amount of times you ski with them. Canadian Mountain Holidays offers its clients the ability to track how many vertical meters they have skied in total throughout all of their trips. If the client had a great week they are inclined to think that it will be the same next year, so a large portion of booking is done on premise while the client is on trip or wrapping up. Customers receive promotional pieces from different sources, tourism trade associations, trade associations and eventually purchase through operator. Essentially all sales are done in house, rather than third party travel agency types.

PROMOTIONAL STRATEGIES Heli-skiing as an outdoor activity is experienced generally by the wealthy, +25 crowd of middle management and executive travelling type. Therefore, promotion is seldom done on TV, Radio or newspapers. There is an emphasis on promoting with business magazines, ski magazines and other related print. Promotion is difficult for operators as clients need to invest significant amounts of time for the experience. Given the type of client that operators attract this can present a problem. It is combated by promotion of resort amenities, vicinity to international airports/major cities, corporate or group rates and the promotion of possible team building. Promotion is also done through social media websites building on the mountain lifestyle experience that heli-skiing operators provide. The promotion done through social media is targeted at younger, resort oriented skiers that are skiing with families. They promote using this method in hopes of instilling in them that what they offer is the quintessential mountain lifestyle and ski experience. This in turns prompts their families into directing their vacations at centres like Whistler, or Panorama where their other promotion items are set up. Why promote in resort villages? Again your clients are already there for the experience, why not take it to the next level by skiing off piste or actually having those first tracks down a decent. The promotion in villages is partnered with the whole ski experience of resort based skiing. In conclusion, the industry should move towards strategies that involve more online media and social media. They need to start the transition from promotion to baby boomers to baby busters/children of the baby boomers. Viral media is one avenue, while promoting ‘green’ and sustainability will also garner results for the changing demographics. Ultimately, social media, search engines, viral media and the eco view will be paramount in ensuring future growth.30

CONCLUSION Marketing systems for heli-ski operators are completed by marketing departments, with trained personnel to ensure that their consistent, and attract the desired demographic. Social media is a new avenue that most are participating in. Corporations, film crews and executives are where the promotion pieces end up. Promotion in print are generally in the form of posters, magazine adds or trade shows. Prices vary from company to company and package to package but are in the range of $500-$27400. Fundamentally, promotion strategies are to invite guests to be a part of the mountain lifestyle and experience skiing in the back country. Organizations will need to pursue more promotion strategies via social media and multimedia as youtube viral marketing campaigns and video shorts are captivating the current target market.

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Chapter 5:Demographic Profile

Target Market Participation Rates Psychographics

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DEMOGRAPHIC PROFILE TARGET MARKET A tangent of the alpine skiing community, heli-skiings target market shows similarities to the alpine demographic, but is more tailored to participant’s willingness to travel for the activity. The chart below shows the likelihood of extreme skiers(heli-skiers), alpine skiers and regular tourists, to travel to take part in an activity.

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94.3% of extreme skiers have travelled in the past two years. Out of the 567,211 extreme skiers, 210,107 of them are heli- skiers. This starts to define the industries target market, as we know they are well travelled and willing to travel.

The next chart displays significant psychographics of the typical heli-skier. Including age range, income, and marital status.

The typical heli-skier is: Between 25-34 yrs old Married No children A graduate of post- secondary school Average household income of $94,788. This profile on top of the previous study on travelling we can start to see the characteristics of the heli- ski market emerge. The baby boomer generation had founded heli-skiing, but it is now the generation X and the echo generation respectively, that are controlling the demand for heli- skiing. 32

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The generation X (born from 1966-1974) were the early test pilots of the sports; as the echo generation (born 1975-1995) focused on skill mastery through the 1980s and 1990s.33 As a result, they still feel the need to increase their ability and as they grow tiresome of resort riding, they find heli-skiing the next frontier. On the table it is shown that 14.4% of extreme skiers have a household income less than $40,000. Yet they still can afford the minimum $800 heli-ski trip. This speaks volumes about their desire for skill mastery. Knowing this the heli-ski industry should be putting more focus on the development of instruction courses, rather than experience oriented program. With that being said, A majority of skiers are still within the +45 category. A prediction is a paradigm shift among operators to offer luxury ski-touring courses which provide back country travel techniques with lodge accommodations at day’s end. Programs like this have started to appear with operators such as CMH and Mike Wiegele. Extreme skiers are also 32% more likely to go on a self-guided same day tour while on an overnight trip.34 In the end, the industry has very little market segmentation other than age, as participants are very similar and show little difference. Previously mentioned on page 15 is that 40.1% of heli-skiers are likely to book online; amplifying the need to produce promotional pieces that match these characteristics. However, an interesting statistic from TAMS reveals that 63% of extreme skiers still subscribe to a daily, local, newspaper.35

PARTICIPATION RATES A 2006 TAMS study prescribed that there were 210, 107 Heli-skiers. In 2000 Helicat Canada said that there was a mere 28,000 heli-skiers. This means that in the 6 years that passed there has been a 750% increase since 2000. This shift can be largely influence by the increase of skiers at alpine resorts taking day trips to heli-ski. The Canada West Ski Areas Association reports a -6.8% loss of participants from heli-ski resorts to alpine resorts in 2008.36 Nonetheless, participation rates are still on the rise, due to the decrease in technology and the participant’s desire for adventure travel.

Heli-ski operators are slowly recognizing that the ability to provide skiing every day, regardless of weather, is an important factor. This means providing lifts or snowcats to deliver skiers to the top. As well, to create the alpine resort feel, many operators should consider adding on to their real estate creating mini villages to captivate the participants during their multiple hours of down time(can’t heli-ski past 5 o’clock).

PYSCHOGRAPHICS The typical client based on the above information can be summarized as the following. o Male or female o Age- 25-34, with the secondary median 45+ o Annual income = +$90,000 per year based on household income – both parties o Travel extensively within the calendar year. Taking trips with activities in mind. o Considered technologically savvy – will book trips online and are familiar with new media. o Experience and skill development oriented o Alpine skiers o Intermediate to advanced level skiers o Married, with no kids o Post-secondary school graduate

Heli-skiing in Canada only happens in the Rockies, as a result the demographics are regional in the terms of heli-skiing, the information displayed below is only for Heli-skiing in Canada, and however, it uses information from both American and Canadian Heli-skiers.

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Chapter 6:Staffing Profile

Demographics Training Level and Source of Training Pay Average Life-span of Staff Personality Profile

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STAFFING PROFILE

DEMOGRAPHICS

TYPE OF DESCRIPTION OF WHY THEY MARITAL ANNUAL AGE SEX ORIGIN EDUCATION EMPLOYEE ARE LOOKING FOR STATUS INCOME - $ 45+ Male Anywhere Business oriented, looking for Married +100,000 University Management project. Second Career Masters Guides – (trip 25- Male/ Anywhere Guides for long time, devoted, Single +45,000 College or leaders) 35 Female lifestyle choice, well travelled -100,000 University 30+ Male Locally - Professional/commercial Married +55,000 College or Air crew North background, career -100,000 University America 25- Female Locally - Career, new job opportunity , Married +30,000 High school Office staff 45 Operator not travelled or College Town 18+ Female Locally - Local opportunity for Single +12,000 High school Operator employment, need job. -40,000 Lodge staff Town Work/travel oriented, want to ski **Chart created and information compiled by Ted Morton by analysis and interpretation of company profiles**

TRAINING LEVEL AND SOURCE OF TRAINING

TRAINING LEVEL AND SOURCE OF TRAINING SOUCE OF TRAINING Industry Specific; Training 5 and Certifications 4 TRAINING LEVEL 3 1 = common sense In-house Training 2 3= college diploma little to no exp. 1 5 = Formal training 0 program. Non-Industry Specific, min.4 years exp. Related Training (Transferable skills; Degrees to Knowledge, Skills and DEPARTMENT Abilities)

Figure 1.3 created and compiled by Ted Morton

The above chart displays the amount of training and the type each department of a typical Heli-ski operator receives. Management positions are held by people who have university background, generally in business or Hospitality or have extensive experience in the industry. Demand for staff is greater than supply. Guides’ training comes from specific job oriented training programs such as the ACMG Mechanized Ski Guide Program, the CAA Level II operations program and the CSIA level II or III instructors program. They may also have formal academic training in a post-secondary institution. Intrinsically, training is also provided on the job, in the way of operational best practices, risk management systems/tolerance levels. All guides are CGSC or ACMG. Rarely are guides contracted, usually employees. Demand for staff is greater than supply.

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Air Crew are trained and licensed by a different industry organization, after which they then adopt those principals to the Heli-ski industry. Operation to Operation their in-house training may look different depending on whether or not their air crew are contracted or employees. Office staff come from diverse backgrounds and is usually local to the operators area. Their roles are dictated by company needs and require transferable skills to perform tasks. They are generally over trained but inexperience, or using this position as a segway to a guiding job. Lodge Staff are usually high school students from the neighbouring towns or post-secondary graduates on a working holiday. Generally they have no experience, are disposal. Training is based on experience and is in the form a job shadow or overview.

PAY

Operations and Lodge staff can receive compensation relative to experience and standards. They also receive free skiing when trips are not fully booked. Free access to gear is also included

Guides wages are determined by the certification value, amount of experience and seniority. Tail guiding can start at a daily rate of 60-80$, trip leaders and lead guides have been known to be paid 250$ per day, or even higher. It also depends on whether or not the guide is contracted or an employee.37

AVERAGE LIFE-SPAN of STAFF

Average Life Span of Staff in Years The Chart to the right shows the average life span of staff in respect to their departments. Guides in the Heli- ski industry do not follow a typical use them up, burn 3 Management them out model. Guides are the heart of the business, 10 and for the most part loyal to a company; due to the 20 Guides fact the time invested in training to become a Heli-ski Air Crew guide creates a dedicated employee, who has made the 5 Office Staff decision to do this as a career. Different model than Lodge Staff that of a raft guide in Ontario; no barrier to start-up for 10 a guide, come and go as pleased. This results to a good retention rate, and thus more qualified guides.

5-years = 5 seasons of employment. Or 5 years Figure 1.4Created by Ted Morton altogether depending on employment terms.

After guiding for 10+ years guides, generally evolve to take over management positions. The air crews turn around rate is roughly 5 years, as they use the experience here to further their career or are a retired pilot who does this as a post- retirement job.

PERSONALITY PROFILE

The personality of a typical guide is as follows:

Male Outdoor professional Age – 25-50 Caucasian Single or Married Of North American or European origin Well Travelled Annual income between 30,000 to 100,000 per Educated – Post secondary year

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Chapter 7:Environmental Considerations

Environmental Issues Land Management Conflicts Industry Environmental Impact and Mitigation Strategies Average Life-span of Staff Contributions to Environment

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ENVIRONMENTAL CONSIDERATIONS ENVIRONMENTAL ISSUES38,39,40 Upstream Activities Direct Activities Down Stream Activities

Fuelling Helicopters Flying Helicopters – Burning of Storing fuel and other chemicals fuels, helicopter noise Building Resort and Infrastructure Skiing on snow and travelling in Waste Management to the Resort Backcountry Forest Harvesting and Trail Exploration and Frequency of runs Impact to wildlife Construction **Chart created and information compiled by Ted Morton by analysis and interpretation of company profiles**

The above environmental issues were extrapolated from previously published documents that pertain to the heli-ski industry. The industry and it’s operators have out done their due diligence in identifying their issues and examining the root causes. Some of these publications include: The Stewardship for Mountain Ecosystems; Best Practices for Sustainability published by Helicat Canada. This guide thoroughly outlines the above activities and the issues surrounding them. It focuses particular on upstream activities and downstream activities of areas for improvement. Other publications that address the above environmental issues are: Wildlife Guidelines for Backcountry Tourism/Commercial Recreation in British Columbia, and Wildlife Guidelines for Backcountry Tourism/Commercial Recreation in British Columbia published by the Ministry of Environment. These guidelines focus more on the precision and accuracy of grading the effects on ecosystems and wildlife, but also prove as a valuable reference. Stakeholders include researchers, native groups that use the areas as hunting grounds and townships. Regardless if it is a social or environmental stakeholder, stakeholders view the economic value of a heli-ski operator to out-way the impact of their operation. Providing that they advocate for the community, through support of local businesses. In many cases the operators work with townships or native people to provide common ground, creating a relationship that is favorable.41 The main issue that arises throughout all pieces is determining what affect the operators are having on species at risk; both wildlife and vegetation. Mainly the Woodland Caribou; Mountain Huckleberry and other Phanerophytes. Ultimately, the impact of adventure in heli-skiing has not limited user days of yet; operators are starting summer programs which will place human contact into areas that natively, would have never seen human impact.

LAND MANAGEMENT CONFLICTS Land management conflicts in heli-skiing arise from stakeholders. After all if it was up to the operators we would ski every possible range! These stakeholders range from governments, to first nations people. Every stakeholder has different opinions of how the land should be managed and it is the duty of the operator to be creative in managing these conflicts. Below are a list of stakeholder driven directives that operators have determined to be the largest factors as land management barriers:42 Climate Analysis - used to determine the sustainability of a ski resort – too little snow or too much wind can cause early degradation to slopes. Unsustainable Existing Environmental Considerations – What is currently happening there – could be large population of species at risk etc. Development Regulations – permits, soil testing, access to tenure, development jurisdictions etc. Adjacent Land use – what the land around the resort is used for, how will the resorts impact the local economy or adjacent land users – farmers don’t want water runoff from parking lots etc. All these land management issues are upstream activities of the resort actually being developed. In order to procure the land to ski on, tenure, essentially a permit for the land must be obtained. There are strict guidelines for obtaining tenure, and it is a lengthy process requiring prevention, mitigation and control tactics that address these conflicts in depth. For more information view: All Season Resort Guidelines; Chapter II: Mountain Resorts by the BC Tourism.

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INDUSTRY ENVIRONMENTAL IMPACT AND MITIGATION STRATEGIES43 Below is a strategy in place by Helicat Canada, that all operators under their membership must follow it displays the type of mitigation and control that operators are using: The work is called – Stewardship of Mountain Ecosystems, published by Helicat Canada.

� Develop and commit to flight routes that do not these should include the date; species and number; overlap with areas where animals are location (using UTM co-ordinates); regularly observed. Ensure that these routes are used in and as much detail about animal behavior as is possible. regular and predictable patterns � To further minimize overlaps with wintering wildlife, (location, speed, timing, etc). use information from previous day’s � In management plans and operational policies, identify Observations to plan the subsequent days travel routes. specific flight vectors (speed, Ensure detailed records are kept elevation, distance, rate of climb/descent, etc) that will as to when and where these decisions are made, and if be used to minimize disturbance of possible, animal responses animals when they are known (or suspected to be) in observed as a result. specific habitats. Avoid any � Ensure that wildlife do not have access to any human situations where animals may be surprised by the sudden foods or garbage. appearance of aircraft. � Do not use helicopters or fixed-wing aircraft for � Develop a formal system for recording wildlife wildlife viewing. observations on a daily basis. At minimum,

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SIGNIFICANT CONTRIBUTIONS TO THE ENVIRONMENT Realistically, heli-ski operators offer no significant contribution to the environment. They exploit crown land for revenue, which they put into the economy. They operate heavy machinery in pristine natural environments, while burning massive amounts of fuel. There are no real access funds or volunteer groups who walk around the ranges picking up wrappers left behind by heli-skiers. Some argue that they offer land protection, yet this protection is ultimately for their own benefit. What Heli-ski operators do have to contribute to the environment is education and the ability to act as stewards. Their shear operating size allows them to grant access for researchers to remote areas, report on wildlife numbers, glacial melt and other signs of natural degradation. Their contribution to the environment is to take people to these pristine locations; allowing them to enjoy them, while educating them on what they can do in their day to day to lives to help live sustainable. It is the ‘practice, what you preach’ method. Although few operators have adopted this model, it appears as the next direction for operators.

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Chapter 8:SWOT Analysis

Strengths Weaknesses Opportunities Threats

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SWOT ANALYSIS The heli-ski industry doe many things well, as any successful industry, the ability to do more things well, than poorly will lead to growth and success. Fortunately, for the heli-ski industry they are doing all matters of industry well. Therefore, this section will focus on the top three, and worst three, which will identify opportunities and threats for the future of the industry.

STRENGTHS 1. The outdoor adventure sector is a relatively small and as such it is hard for industries within this sector to define them and create/control best practices for success. Heli-skiing has done a terrific job at accomplishing progressive industry standards along with enforcement. The industry has established numerous governing bodies, which is a compilation of businesses who advocate for the progression of best practices. Helicat Canada is well established as the industry ‘police’ every operation is a member of this operation and they work collectively to create guidelines, policies and statistics that help mature operators into businesses. Realistically, the heli-skiing industry is a true industry, they are a community of independent operators, who recognize the need for competitive relationships, which increase the profitability of all operators, based on their ability to adopt and create progressive practices. Ultimately, creating standards and implementing them is what the industry does very well. It is done through certification, practice and studying parallel industries such as the resort industry and transportation industry.

2. In all industries the need to have profitable businesses will ensure the overall success of the community as a whole. The heli-ski industry is no different. Generally speaking all operators are moderately profitable; they can do this because they have clearly defined their target market. This external factor can be difficult for many industries yet heli-ski operator after operator are targeting the same general client with slight variances. For example, the clients of Canadian Mountain Holidays and Klondike Heli-skiing will be essentially the same client. The psychographics discussed in the marketing section are all present, yet one client may prefer a slightly different option than the other. Clearly defined demographics in this oligopoly have allowed competition below the major players to fill in the “menu” with “side dishes” that the “menu combo deals” don’t offer; thus, creating a monopolistic, sub-market structure within the smaller operators. Ultimately, the ability for the industry to provide a sustainable market for operators is fundamental for the progression of industry standards, profit growth and access. While barriers exist for start up, there has only been one closed operator in the last five years and one new operator in the same time period.

3. The ability to understand the hazards and their influence on insurance rates is the last of the major strengths. Court cases have proven a beneficial experience for heli-ski operators as much precedence and standards have come out of them. In the Ocha vs. CMH case, precedence regarding avalanche forecasting and guide training were set. The ability to understand the need for formidable risk management systems with an emphasis on hazard ID and control have allowed operators to reap the benefit from others interactions with the court. It would be possible for these other operators to learn if the court cases had gone the other way, because insurance rates would drive the smaller companies away. Insurance in the heli-ski industry is surrounded in requirements for operators; many of these are done naturally as a result of the guidelines and protocol in place. Such as standardized training from associations like CSIA and ACMG. In the end, their ability to grasp the hazards and perceived risk helps operators to define their risk tolerance, lowering insurance rates and court cases due to prevention, control and mitigation strategies that are derived from their guidelines.

WEAKNESSES

1. Defining the industries demographics and target marketing are an internal strength. However, a weakness in the industry is actually its demographics. This external weakness is detrimental to the all operators. Heli-skiers are slowly becoming deceased, and growing out of it. There simply is not enough new skiers to maintain current levels for all operators to remain profitable. Heli-skiings demographic has remained the same since its inception. As generation X’s kids mature, they are unlikely to take up skiing due to social and economic pressures, and desires.

2. External factors are the weakness of the heli-ski industry; the price of operation is partially external and partially internal. One thing is for sure the rising cost of fuel is a major weakness for the industry. The industries reliance on MORTON; 040-636-343 CANADIAN HELI-SKI INDUSTRY 34 of 44

high octane fuel is a considerable weakness. It raises operating costs through the need for technologically advanced equipment; this causes an increase in the consumer price which leads to a shortage of clients. Fuel and the purchase of tenure are the two rising weaknesses for the industry, and as fuel prices rise, so do environmental concerns which negatively impact tenure and access. Being so dependent on the above mentioned items is what causes it to be one of the top 3 weaknesses in the industry.

3. The last of the weaknesses is again an external weakness. On the theme of tenure and access, a weakness is the cost of tenure. Region to region the price of land fluctuates, information on prices is unavailable as, it is usually determined by the crown along with a lengthy survey of the land. What is known is that as environmental concerns rise globally and nationally, the need to conserve those lands that are ecologically vulnerable becomes paramount. These lands are the heli-skiing areas in the summer time. Although, the impacts on the land itself are not high in the winter, the devastation caused by expansion of the resorts is turning the business into a year round operation. A result is that it townships and governments what compensation for the effects that the operation will have on the land; requiring them to pay large fees acts not only as compensation but also a barrier to discourage expansion and new operations. An example of this is the Jumbo Glacier Resort; they have had to petition, speak and survey since 1991.45 Land access is probably one of the largest weaknesses for operators as the supply for it is highly limited, yet the demand is massive creating a shortage.

OPPORTUNITIES Few opportunities exist for new players in the market, however, there are opportunities for current operators looking to expand or grow their operation.

The first opportunity that many operators have being to do is offer summer heli-hiking, or exploration. This is a favourable option as the socio-economic implications mean employment, income and diversity to the generally dead areas of some heli-ski operators. It also creates an opportunity for the operator to have more stability in their program and hopefully more revenue to help offset winter operating costs.

Secondly, as most operations currently have their tenures established, expansion within those tracts of lands would be a reasonable opportunity. The ability to provide a tram or gondola to one particular ridge would be beneficial in lowering operational costs, need for more land, fuel and give the added value of guaranteeing skiing everyday of the clients trip. It could also be used as a summer feature.

Lastly, the development incorporation of a village and a ski school. This is an extreme opportunity, a large undertaking that would yield favourable results. The European model of skiing is very different from the North American model in that we are focused on real estate and villages, while Europeans are mainly focused on the activity, skiing. The current 25-35 yr old and 45+ skill mastery, self-finding oriented crowd currently heli-skiing will leave behind a generation of cheap adventure/experience seeking participants. An opportunity to capture this would be through more luxurious and experience oriented offerings. Introduce cheaper real-estate and open up a system of heli-assisted ski-touring routes. Or a serious of lift access slopes that get clients deeper into the back country with a heli-lift out. Although this idea is 10-20 years out, the transformation has started. Many operators are relying heavily on snowcats to take people to remote cabins where they snowcat/ski tour to the bowls or peaks of their choice. Snowcats are cheaper than helicopters but still costly, imagine eliminating the need for them through gondola/trams it would streamline the process and take high over head costs out. Heli-ski operators are slowly removing the amount of flying time from their programs its only a matter of time before the emphasis is put on alternative methods. People will still want to ski higher, faster, deeper, but the delivery method will change. The opportunity to expose more terrain at reduced operating costs would mean more access to different targets and less market segmentation. Some will argue that this thought does detract from Heli-skiings roots.

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THREATS

The largest threat to the outdoor adventure sector is the socio-economic barrier of holiday time. This external factor impacts the sector and the industries inside it as they are constantly fitting for clients time. Therefore, a large threat to the heli-skiing market is trip time. Heli-skiing requires a lot of time to get clients from their place of origin to the base, then to the run; it is inherent in the activity but is a barrier for many participants who cannot devote a significant amount of time. It requires unique value propositions that entice the clients, such as all inclusive meals, accommodation and rental gear, but in the end, it is a hard sell for middle class people from North America to come ski in the Rockies, yet Europeans are more inclined too because of their social understanding of recreational/leisure time. It does allow a more niche market to be targeted, but would create a more sustainable market if it were able to accommodate those who do not want a week or 5 day trip. Models like Whistler and RK have figured this out and thus accommodate 1 or 2 day trips. However, they do not offer 5-7day trips like CMH or MW.

The activity has a timeline, in many cases it is not feasible to adjust for this timeline, making this one of the largest threats. Society has shaped the North American and European concept of holiday time, and it would take a large shift in society to change this threat to the Heli-ski industry. The threat also becomes inflated as there is large growth within outdoor adventure related activities that will determine the opportunity cost of heli-skiing.

Environmentalism is the second threat to Heli-skiing. A look at other activities specifically off-road motorized activity, one will notice a societal shift in the way the environment is viewed and what impacts people are willing to allow.46 Recent closures in off-road riding centres can be contributed to the damage left from riding the same terrain repeatedly. As operators are pushed to open more runs, have zero down days and faster flight times, this means skiing more. Bringing people to remote areas disturbs the land regardless if it is dormant in the winter or not; it disturbs wildlife and speeds up the process of snow degradation by manmade avalanches. Environmental groups are taking notice, their popularity show is on the rise, and competition for eco-tourism or ‘sustainable’ tourism in Canada is the new, here to stay trend. This puts large pressure on operators to invest in technology that mitigates their output and ecological footprint, increasing operating costs.

Tourism BC defines success for green tourism as being: • prepared for, and readily adapting to change • addressing needs and aspirations of present and future generations • Promoting and encouraging ethical behavior • recognizing the connectivity of the entire planet • promoting long-term health and well-being of visitors, suppliers, Employees, host communities, and the natural and built environment • promoting long-term socio-cultural and economic viability of the tourism System • seen as a leader in Canada, across North America and in the rest of the World in the way in which it has tackled sustainability in a successful, Collaborative and unified way. 47

These ideas can be adopted to heli-skiing but threaten the industry as they will increase operating costs, and change the way that the activity is performed; the helicopter is ultimately, a negative, inappropriate method of green tourism travel within the backcountry and it is exploiting the land for private businesses gain.

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Lastly, the alpine skiing, resort industry is of concern to the heli-skiing industry. They promote a threat because they are direct and indirect competition. They are direct competition because in some situations they operate where a heli- skiing operator is located. Indirect, because often the target markets over lap and clients are then forced to decide what to do though although the activities vary. Specifically the resort/village of the alpine skiing resort industry is of a threat. They are a threat because the vast amounts of real-estate options that are offered to the consumers. Offering diverse price points for accommodations means that more people are able to stay in the area to participate. As such their spending goes up. Ski resorts do not make their money from the skiing; it is the real estate that funds the skiing. Whereas, in heli-skiing, it’s the skiing that makes the money, and the resort that is needed to house the participants or else they would not participate. Therefore, as large ski resorts expand their backcountry sections, it poses a threat to the heli-ski industry by being more accessible to all participants. The resort industry also captivates the consumer by providing amenities that they can participate in while not skiing. Usually, this is in the form of dining, nightlife; extending as far as skateboarding, zip lining and hockey. Heli-Ski operators do not provide this type of downtime activity; thus, when consumers book they want the most for their money which translates into incentives. Some operators have begun to offer other activities, such as; cross country skiing, dog sledding etc. Ultimately, the ski resort industry threatens the heli-ski industry because of its real-estate offerings, accommodation price variance and multiple activities offering to participants. This is a factor once again to the opportunity cost of skiing which has proven threatens the heli-ski industry.

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CONCLUSION

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CONCLUSION

Heli-skiing is a North American phenomenon, created by Swiss immigrants, and adopted as a staple of Canadian ski culture through the benefits of our geography; a quintessential mountain experience that operators continue to improve. The industry truly would not be what it is if it was not for the implementation of industry best practices and standards. Operating procedures give operations direction and aid in progression through inception and development, stages which most organizations struggle to make it past. The Outdoor Adventure sector has many industries which are on the brink of failure due to insurance and the liability that increases those rates. Heli-skiings ability to withstand claims of negligence, and mitigate their insurance rate s through standards and guidelines is definitely a contributory factor. Unfortunately, heli- skiings environmental problems will not disappear, costing them more and detracting from the original helicopter skiing experience. In order to grow in the future, sustainable tourism by operators will need to be developed and implemented. The industry has the community and support to do so, but it will come down to the consumer and other stakeholders to determine the viability and success of the industry in the future.

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