Strategy roadmap – SkiStar’s six long-term strategies, 2020–2025
SkiStar is to:
1. Further develop its core business of alpine skiing.
SkiStar’s core business is alpine skiing, with the guest’s overall skiing experience in focus. Our long-term goal is to run profitable and strategic operations in alpine skiing, ski schools, ski rental and accommodation within SkiStar’s organisation at our various destinations. SkiStar will strive to ensure that all agents at our alpine destinations maintain high levels of quality and service to strengthen the destinations’ brands ationally and internationally, and to offer our guests an improved experience.
2. Create more sources of income based on the core business and customer database.
SkiStar will strive to develop activities which supplement our existing range of services and add value for our guests, as well as for SkiStar. Examples of such activities are sales of related sports products via skistarshop.com and in physical stores.
3. Develop a sustainable property business.
The Property Development & Exploitation segment is to develop a sustainable property business that creates new, modern and attractive accommodation units, as well as to generate profit through sales, through logistical projects and active property development. Timeshare sales of accommodation units at our destinations will be developed through the SkiStar Vacation Club.
4. Meet customers where customers want to be.
Marketing and sales strategies
The primary purpose of the company’s marketing and sales strategies is to increase the number, and maximise the percentage of, alpine skiers at SkiStar’s destinations. The SkiStar brand and SkiStar’s destinations are to be clarified and enhanced both nationally and internationally via coordinated marketing, strategic communication and adaptation to different target groups. Through implementation of data analytics; a data-driven approach based on SkiStar’s customer database, SkiStar can develop its CRM work whereby each individual customer receives more individually adapted communications and offers. This approach will enable higher sales conversions in each customer dialogue. Coordination of sales through a single website and a single telephone number will enable further increased cross-sales and an enhanced level of service, as well as improved efficiency and optimisation of the range of accommodation options at each of our destinations. A higher percentage of advance sales secures a greater portion of earnings at an early stage, even before the start of the season, which entails less risk and a more balanced cash flow. An increased share of online sales cuts selling expenses and expands our customer register for marketing activities. Attracting more visitors to our website provides an opportunity to generate add-on sales. Customers purchasing a ski trip to a SkiStar destination are customers of SkiStar and guests at their chosen destination.
5. Use the brand and existing assets to generate future business.
SkiStar’s business development function is to develop complementary activities and concepts that add value for both guests and SkiStar and increase profit through higher revenue or lower costs. Examples of such activities are product and concept development adapted to snow-free activities.
6. Operate cost-effectively – the right resources in the right place.
To be able to create added value for guests, the company’s resources need to be invested where they make a difference. Consequently, SkiStar aims to always be effective in terms of how the company works and how products and services are purchased. SkiStar aims to ensure that it has a corporate culture centred on learning, high standards of performance, consideration for others, a guest-centred approach and pride in what we do. The service we provide to our guests will be a constant priority. The underlying strategy to achieve this is to have professional selection processes when recruiting, training, coordinated/ centralised customer service and support for greater efficiency, development of new digital services and system support to manage customer support at the destinations.
Well-managed products and services result in a high percentage of returning guests. These in turn represent our best marketing tools. By providing a well-developed infrastructure, our guests should be able to find everything they need within walking distance. Accommodation and skiing areas should be linked to provide a wide range of accommodation close to the lifts. A ski-in ski-out concept enables our guests to be less reliant on their cars as a means of transport during their stay. Investing in and developing the Group’s snowmaking systems is a top priority. These systems have been modernised and continually expanded to ensure we offer good skiing conditions, regardless of the amount of natural snow. Our destinations have individual profiles and should as a result, as a combined offering, attract large customer groups. SkiStar will work to ensure that there is a wide range of affordable options of transport for each destination, primarily through agreements with external providers, and secondarily by offe ring our own transport solutions.
Cross-learning and benchmarking
SkiStar’s employees have extensive experience and knowledge of how to operate alpine ski resorts. Meetings between colleagues at our various destinations ensure a continual process of cross-learning and collaboration is strengthened between destinations and central functions. Comparing activities and operating models at our various resorts enables us to create optimal conditions for greater operational and cost efficiency as well as to strengthen the relationship with our guests, thus establishing a foundation for increased growth and profitability.
SkiStar’s sustainability strategy is built on the company’s vision. Through dedicated resources, SkiStar will safeguard the unique alpine environment in which the company operates by considering all sustainability aspects in the business, with the aim of creating memorable mountain experiences. SkiStar will offer its guests active holidays that improve their health and wellbeing, with positive knock-on effects for society. Resources will be expanded to strengthen sustainability aspects of the organisation, while uniform sustainability strategies will be integrated as part of the company’s other operations, such as green financing, sustainable land and property development and more.