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Vail

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The main strength of Vail Resorts Inc. is the stress they put upon ambiance and creating an effective package. Vail Resorts have a reputation for quality service, all-season excellence, and trademark in providing a unique upscale experience to many executives and celebrities. CEO, Adam Aron, seemed to take Vail Resorts Inc. and run with it! Aron is definitely the strongest asset for Vail, having graduated from Harvard (in three years) and then a Harvard M.B.A. Before coming to Vail, Aron had experience in hotels, airlines and cruise lines, and knew coming to VR would be a challenge. It takes a special person to be up to the challenge of a growing business and industry and someone that will last throughout the growing pains. Aron has done just that. With Aron's arrival, the ski industry was moving away from the smaller scale resorts run by families and onto larger mergers and acquisitions of other resorts, even ones that would provide package deals for all season. Other than just a "ski industry," Vail Resorts, which include Vail, Beaver Creek, Breckenridge and Keystone, (all in Colorado) and Heavenly in California, VR also owns 18 hotels, 6 golf courses and more than 100 restaurants and shops. Breckenridge and Keystone were acquired by Vail Resort Ins. in 1996, which resolved much of the competition threats. Another of the greatest "resort" strengths is the fact that most of the Vail resorts are located within 45 minutes of each other which provides the opportunity for the organization to cater to many different type clientele with different themed rooms, restaurants and resort facilities.
One of the opportunities facing Aron and Vail Resorts is that the vacation/recreation industry has changed. Aron has been quoted as saying "If you run a destination resort company like Vail, you're actually programming a whole town." Aron wants Vail Resorts to be considered as a "cruise on land" with a total vacation experience complete with souvenirs. This vision has been realized being that lift-ticket revenue now consists of only 30 percent; where as before Aron was CEO, lift-tickets comprised 55 percent of total revenue. In order for Vail Resorts Inc. to remain competitive, it is important to set themselves apart by continuing to invest in off-slope and off-season amenities like real estate, retail and entertainment spots and summer activities. With the aging "boomer" population, I view this as an opportunity to target this market for luxury rentals or second homes for the ambience, views of the slopes and nature.
Since being named CEO, Aron has been going non-stop. Vail Resorts Inc. has a solid base to build on for the future, and Aron has keeps thinking long-term and beyond the day-to-day running of the business aspects. Aron is all about growth and continues to develop the resort market, by finding more customers and what they want; developing the product; real estate condos and continues to seek out competition and eliminates a threat.
In addition to little competition, Vail Resort's biggest threat is the weather. The threat of global warming will likely make ski season shorter and shorter. Although this is a threat to begin with, because obviously skiers want snow, Vail Resorts has positioning itself in the market as a year-round recreation resort. Executives at Vail Resorts must realize the possibility of erratic weather and the fact that snow-making equipment will become even more of a necessity. Environmentalists are also a threat to Vail Resorts and ski resorts in general. Many of these environmentalists, which previously have caused damage to resorts, will be pleased to know Vail Resorts Inc. has implemented an industry wide program informing them (and skiers) what the company is doing to become more eco-friendly. (Hartman/Zalaznick, 2003)

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