An Investigation into customers′ perception on a
French Ski Resorts advertisement campaign

von: Robert Schiele

CONTENT

1. Introduction 4

2. Literature Review 4

3. Method 6

4. Results 8

Descriptive Statistics: 8

5. Discussion 18

6. Conclusion 20

7. Limitations of Study 20

REFERENCE LIST 21

Appendix A - Questionnaires
Appendix B - Coding Sheet

1. Introduction

Prior to World War I, skiing had already established itself as a leisure activity and as an integral part of winter sports tourism (www.kokotele.com). In Scandinavia and the central European alpine states, skiing evolved as an industry around 1890. The first exhibition of winter sports equipment was held in Muerzzuschlag in Austria in 1894, two German and 14 Austrian manufacturers put their products on display (www.land.heim.at). Also around this time the first international skiing, cross-country and ski jumping championships took place. The winter sport industry in particular the skiing industry obtained a tremendous boost through the first winter Olympics, held in Chamonix in 1924 (www.olympic.org/uk). With growing prosperity of European countries in the late fifties, the skiing industry developed into an important part of the leisure and tourism sector. These days whole regions are dependent on ski tourism and it provides many jobs for people in mountainous areas (www.skimuseum.net). These days Europeans go for vacation rather than recreation, and skiing is as much a social as a sporting activity (Lennon, 1997).

2. Literature Review

The recent emergence of snowboarding has contributed to the ski tourism industry, attracting many youngsters to ski resorts (Marzella, 2001). Snowboarding as a sport was invented through surfers in the 1960`s who fixed bindings on to modified surfboards. As the yuppie age ended and the “Generation X’ers” began to get into skateboarding, BMX bikes, bungee jumping, and roller blading., snowboarding took off (Reichenfeld & Bruechert, 1995). By the late 1980`s, rapid growth in the sport had been tipped into motion by a number of important catalysts. Effective technical innovations and the formation of a world professional tour (backed by enthusiastic media) were the main factors in widening the sports commercial market and creating what is now an established and vibrant industry. However, many ski resorts still treat snowboarding as a secondary market, although it must be added, that by 1996 97% of all ski resorts “welcomed” snowboarders (Marzella, 2001). Through the increased popularity of snowboarding over the last 10 years, it is inevitable that some resorts would develop a strong attraction for boarders (Lennon, 1997). Roger Hauser, the director of Massanutten Ski School, said that there were many reasons for resorts to target snowboarders. He added, that since the resort had introduced a funpark for snowboarders, five years ago, business had picked up by 15%. Major resorts, like Val Thorens, Les Trois Valees and Val d’Isere, have invested in large T. V. and newspaper advertisement campaigns to attract as many snow sport tourists (Skiers & Snowboarders) as possible. On the other hand smaller resorts find it increasingly difficult to compete with the major ones, as tourists expect extended leisure activities, such as retail facilities and nightlife (Small, 1999). These smaller resorts tend to struggle for new customers. They have tried to woo skiers offering low-price season passes, frequent-skier discounts and non-skiing activities, from spa treatments to snowshoeing (Markels, 2001). Cateora & Ghauri (2001) identify the need for smaller ski resorts to internationalise their marketing approach, and therefore also their advertising. Another problem is that marketing efforts, especially advertising, now must target two audiences, snowboarders and skiers, in order to attract more customers (Marzella, 2001). Papadopoulos (2001) puts it as marketing decision-making activities, however original and exciting must be compatible with the organisations own resource, constraints and objectives. This is of particular importance when developing international communication strategies. Significant variations exist between countries and cultures as to the most appropriate methods of promoting goods and services.

Smaller winter sport resorts must identify their strengths, if they truly want to fulfil the potential that awaits them. The resorts need to recognise that marketers should not define the business they are in as skiing/snowboarding, they need to see themselves as marketers of the mountain experience not only in the winter season but also in spring, summer, and autumn (Marzella, 2001). Successful winter travel sellers share a common trait: They sell the destination, not skiing (Gebhart, 2002). According to Gebhart (2002) the key is an expanding set of activities. Mountain resorts are developing winter activity menus as broad as anything their competitors in Florida, Hawaii or the cruise industry can offer. Marzella (2001) states that if ski resorts would refine the business they are in and form strategic alliances or vertically integrate with companies that could deliver the total mountain experience, they would utilize natural resources differently, promote their product more broadly, and develop in a different and most appealing manner. Bruhn (2001) notes that the best way of reaching an international audience economically is by creating a multi-lingual website. A further step that generally proves to be of ever increasing importance for a resort is the implementation of either an international alpine ski race, international snowboard event or cross-country race that receives media coverage in many countries (www.hyperski.com). Gebhart (2002) states that one of the best ways to sell a ski resort is to sell the nonski activities to nonskiers who are part of almost every skiing family (Gebhart, 2002). Many traditional ski resorts, like St. Moritz, Chamonix and Davos, are known to mainly target middle- and upper class families and prosperous individuals. Ischgl, St. Anton and Whistler Mountain on the other hand target a younger population that is looking for extensive nightlife and fun events (www.skiresort.co.uk). The winter destination market today is almost all couples and families (Gebhart, 2002) though for ski operators, kids are the future. If you grab people’s interest while there young, the thinking goes, they will remain skiers-and paying customers-for life (Gebhart, 2002). In literature there are many studies on the advertising strategies of ski resorts but unfortunately very few on differences in perception between skiers and snowboarders, and nationalities. Most studies do not consider how cultural values impact perception (Weiermair, 2000). Overall, France is blessed with the perfect setting for ski resorts, in arguably the best part of the alps (Lisella, 2002). However, this does not mean the resorts’ advertising efforts are of the same standard. This project aims to readdress this gap in the literature, in relation to (Marzella 2001), (Gebhart 2002), and (Papadopoulos, 2001) by examining people from different nationalities and different winter sport backgrounds on how they perceive the advertising campaigns of Chatel, a “smaller” ski resort in the French Alps.

3. Method

3.1 Rationale for Triangulation & Research Design

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