Fig. 26.1. Dolomites landscape. (Photograph courtesy of Umberto Martini.)
1Department of Economics and Management, University of Trento, Trento, Italy; 2DP Tourism and Leisure in Mountain Regions, University of Innsbruck, Innsbruck, Austria
*E-mail: federica.buffa@unitn.it
The Dolomite area, located in the eastern Italian Alps, has for over 50 years been one of the most important tourist areas in the alpine arc. Winter sports, and downhill skiing in particular, are some of the main tourist attractions. From the point of view of destination management, the Dolomite tourist areas are typical community destinations (Murphy, 1985; Kaspar, 1995; Bieger, 1996; Murphy and Murphy, 2004; Flagestad and Hope, 2001; Beritelli et al., 2016) in that they are characterized by the presence of small and medium-sized hospitality enterprises (both hotels and other) side by side with territorial marketing organizations (regional destination management organizations – DMOs) and larger, corporate, cableway companies.
In recent years, this winter tourism model (centred on downhill skiing) has had to face not only market changes (globalization, new tourist demand trends, digitalization), but also the macro trend of sustainability, brought to particular prominence by climate change, which has affected the entire Dolomite area (Bonzanigo et al., 2016).
Winter tourism in the Dolomites is at a turning point: the very practice of skiing – both as a sport and, more broadly, as a tourist product – needs to be re-evaluated. The ski sector is now mature, the boom years – a period in which skiing became a mass sport, with huge investments being made in infrastructure (lifts, slopes, programmed snow systems, etc.) and, inevitably, heavy impacts on the management of mountain territories – are over (Bausch and Unseld, 2018; Mauri and Turci, 2018).
The concept of mass skiing led to choices, which, although seen as justifiable while the sector was booming, reveal their limitations (which are also economic) when subjected to careful critical analysis. Global warming in particular is forcing the industry to reconsider its model, as snowfall decreases and retreats to ever-higher altitudes (Agrawala, 2007; Müller and Weber, 2008; Dawson and Scott, 2013; IPCC, 2015).
The Dolomite area provides a typical example of the above development model, with alpine skiing becoming a pillar of the local economy, as indicated by the fact that the region’s ski consortium (Dolomitisuperski) (www.dolomitisuperski.com/en) is the largest in the Alps.
The model of mass skiing, which enabled many of the Dolomite valleys to achieve very significant levels of economic and social development after World War II, is today being challenged by exogenous factors such as climate change, evolving tourist preferences and behaviours, and the general evolution of the global tourism market (Dwyer et al., 2009), all of which threaten to undermine its economic, environmental and social sustainability.
In this chapter we will discuss the pillars that have enabled the development of the Dolomite winter tourism offer, the limits of this model and the challenges that stakeholders in the sector are now facing. Our analysis is based on findings from fieldwork conducted in some of the Dolomites’ main tourist destinations with key players in the winter tourism sector (the directors of the destination management organizations and ski lift companies), which aimed to discover whether – and if so, how – the concept of environmental sustainability is influencing the management of winter tourism offers.
The key characteristics of the ‘mass ski model’ in the Dolomites that have determined its success can be summarized as follows:
1. The quality of the lifts: the ski resort or station is equipped with ski lifts that provide the highest appropriate hourly carrying capacity, thereby reducing queues and wait times; the old ski lifts have been replaced with more advanced, spacious cable cars that guarantee a quick and comfortable ride. The ratio between the number of skiers transported up to the slopes and the carrying capacities of the slopes themselves must be optimized in order to avoid overcrowding and its attendant risks and frustrations.
2. Ski carousels: the higher quality lift facilities then enable value to be added to the station through the creation of connections with other slopes and/or nearby areas, all accessible using a single ski pass. The skier can thus choose between a variety of itineraries, and a day’s skiing becomes a ‘journey through spaces’ rather than a ‘repetitive up–down activity’. The enlarging of a carousel can also provide a solution to the problem of overcrowded slopes.
3. Programmed snow: meteorological variability and unpredictability inevitably limit the availability of skiing as a tourist product. This problem has been solved by installing snow cannons that allow natural snow cover to be complemented by artificial, thus guaranteeing that slopes and carousels remain open. These programmed snow systems have also meant that the traditional winter tourism calendar (slopes opening at the beginning of December and closing in March) can be followed (except in exceptionally unfavourable conditions).
4. The preparation of slopes and snow grooming: the opening up of mass skiing to a growing number of tourists (not all of whom are proficient sportspeople), combined with the growing popularity of new equipment (such as carving skis) has led to the need to make the slopes easier, by widening them and eliminating any bumps and natural irregularities, a process that also increases the efficacy of the programmed snow systems. The slopes thus become level strips of compact snow, and the ski industry develops equipment designed for speed and conductivity on this type of slope, where the snow is hard and the incline moderate.
5. Innovation/novelty: tourists’ desire for novelty must constantly be satisfied: guests need to find something new each season – a new slope, a new route, a new lift, a new link, a new feature such as night skiing on floodlit slopes.
6. Accessibility: ski resorts must be easily and quickly reached – by private vehicle, in particular. Easy access allows ‘snow commuters’ – day trippers who live reasonably close to the destination – to join the resort’s guests on the slopes. The road networks are prioritized, involving the building of fast roads and parking areas near the lifts (sometimes with an entry-point system, which means that the first lift functions as the entrance to the whole carousel). ‘Information highways’ are also vital to give potential commuters instant access to information on current weather and snow conditions on the slopes – a variety of communication channels, particularly websites and apps, serve this purpose.
7. Safety, both active and passive: since mass ski tourism naturally increases the number of skiers while simultaneously lowering average experience levels, certain restrictions have to be put in place, such as the regulation of access to the slopes and surrounding areas. To this end:
• a police service is being introduced onto the slopes in an increasing number of resorts/stations; their tasks are to ensure that skiers respect regulations around time and access to lifts and, sometimes, to breathalyse them (just as is done to vehicle drivers);
• off-piste skiing is forbidden, and severely sanctioned;
• areas reserved for snowboarding are being created, and, in general, an attempt is being made to manage the problems that result from the fact that traditional skis, carving skis and snowboards all involve different movements and slowing mechanisms;
• emergency and A&E services are permanently present on the slopes, and use of helicopters is increasing;
• safety regulations are being introduced, such as obligatory helmets and personal insurance against accidents, whether self-inflicted or caused by a third party.
8. A variety of services and attractions on the slopes: very few skiers now spend all day actually skiing, the expansion of the market means that high-altitude entertainments and on-piste bars and restaurants (offering such attractions as music, children’s entertainment, a solarium) are highly valued.
9. Coherence with the calendar of the tourist season: although skiing is now a mass sport, it still has to follow the calendar of tourist activity upon which the tourist industry is based; this means that the season must begin at the end of November, to coincide with the World Cup races, and end either in March or at the beginning of April.
This framework has without question resulted in significant levels of economic growth, in terms of both companies’ turnover and increased tourist arrivals and nights during the season. Nevertheless, as the following section will show, when the question of the model’s sustainability is taken into account the situation becomes considerably more nuanced.
The type of offer developed in the Dolomites has enabled this region to become an internationally recognized model of good practice in ski tourism. That said, it is necessary to analyse whether or not this model can be adapted to the future demands and new trends of the tourism market. The main issues that need to be investigated are, in order of importance:
1. the area’s environment and climate;
2. trends in the tourism market and patterns of consumption;
3. the economic/financial sustainability of investments in infrastructure, and levels of risk;
4. analysis of the impact of the mass ski model on the local economy.
As already underlined, the Dolomites are an emblematic example of an alpine area in which these four issues represent the main challenges to be managed (Agrawala, 2007; Müller and Weber, 2008; Töglhofer et al., 2011; Soboll and Dingeldey, 2012; Dawson and Scott, 2013; Duglio and Beltramo, 2016). In light of these studies, we observed that with regard to the first of these questions, analysis quickly reveals that the environmental sustainability of the mass ski model is, in some cases, seriously compromised. The issues of primary concern are the following:
1. The constant construction/enlarging of lifts and slopes has brought huge costs and opportunities in terms of environmental destruction and the degradation of landscapes, plant species threatened with extinction, disturbance to wildlife, altered microclimates – although these impacts are not immediately monetized, they represent an environmental cost, especially when their irreversibility is taken into account. Programmed snow systems, the modification of slopes and snow grooming (see Section 26.2) all involve high-impact engineering work, including at times the alteration of the landscape.
2. The anthropization of the mountain tops, which is occurring due to the increased transport capacity of the lifts and the on-piste entertainment offer, becomes an inevitable source of various forms of pollution, above all refuse, the disposal of which often appears to be a serious problem.
3. The increasing use of private vehicles and the concentration of tourism and daytrippers (from within a small or medium distance from the resort) means that heavy traffic is one of the main problems faced by tourists. This not only causes undoubted environmental damage but also growing dissatisfaction with (and at times even intolerance of) the inconveniences faced: tourists complain about both the difficulties in getting to their destination and, once there, a lack of adequate parking facilities (and the high costs in the areas where during the winter season tracts of land are turned into huge, and hugely expensive, car parks).
Increasing temperatures will – almost certainly – lead to the rising of the (natural) snowline in the near future (Beniston et al., 2003; Agrawala, 2007; Gilaberte-Búrdalo et al., 2014). Ski stations in the Dolomites at altitudes below 1200–1400 m are already finding it difficult to guarantee the viability of their slopes during the season, and it is predicted that within the next few years this problem will extend to stations up to 1800 m. Nor can the programmed snow systems, which themselves require certain temperature and humidity levels, be relied upon; moreover, huge quantities of (drinking) water go into the creation of snow, and the current pattern of decreasing precipitation (both in summer and winter) is leading to increasing water shortages.
Until now, the above concerns have not actually impacted negatively on the most important of the stations included in our ‘model’. Trends in the tourism market, however, must also be taken into consideration (Unbehaun et al., 2008; Dawson et al., 2011; Cocolas et al., 2016). In the first place, a range of holiday choices that until very recently would have been unimaginable are available to the tourist of today. The growing costs of skiing (equipment, ski passes) and the decline that is an inevitable stage within the product’s life cycle may thus combine to slow demand. Winter tourists are also skiing less and less, and increasingly demanding the availability of other activities on the snow (Skipass Panorama Turismo, 2017). The significance of these issues is further heightened when the economic aspect of the investments necessary to underpin the mass ski model is factored in. The substantial investments in the construction and maintenance of the lifts, slopes and programmed snow changed the character of the Dolomite ski stations. They no longer reflect the original tourist district model, which is marked by the flexibility inherent in a small business model. This flexibility within the industrial sector – the subject, over the years, of well-known (Italian and international) research (Boari and Lipparini, 1999; Becattini et al., 2009; van Gils and Zwart, 2009; Villa and Taurino, 2018) – can be attributed to:
• the reduced importance of the fixed cost component; and
• the direct involvement of the business owner and his/her family, which means that personal assets (capital) are available to augment those of the business itself, with frequent resource flows from one to the other, particularly at critical periods.
These factors allow businesses to operate in favourable break-even conditions, since they mean that costs can be adjusted even when there are variable (falling) demand flows. The size of the investments in infrastructure described above fundamentally changes this situation, making the offer of a ski station like that of any other ‘big enterprises’, which needs to be able to create a high, stable demand that allows it to deal with the economic and financial challenges that inevitably arise.
There is therefore a return to the principles of Fordism, which explain the notion of big business inflexibility, allowing us to accurately interpret the new conditions of the ‘model’ stations. An escalation of growth is triggered that also involves businesses in the accommodation sector (both hotels and others), who have to ensure that there is sufficient accommodation capacity to cope with the break-even requirements of the area, considered as a whole. The need to attract high tourist numbers creates, in turn, an inescapable escalation in which the new services on offer have to be aimed at ever broader market segments, or, indeed, at new emerging markets in which the Dolomite stations have to compete not only with similar offers made by other locations in the alpine arc, but also with different types of tourist destination (the sea, the big cities, lowland/hill itineraries).
These factors, moreover, give rise to a fundamental question in relation to the nature of the economic development that occurs with the mass ski model. The tourist areas of the Dolomites have always been guided by the spirit of endogenous development, with the local population being closely involved in tourism. The capital necessary for mass skiing, and the implications of this need for management and marketing, risk distorting the endogenous development model, and opening the door to a new, capitalist, logic that ‘thinks big’. This would very probably lead to a change in how the added value generated by tourism is divided between the various local actors: the constant tendency towards growth within each sector can, in fact, lead to a change in the financial structure of the businesses that, in the medium term, can even lead to local firms moving out of the hands of local business people. The local economy would suffer serious damage, since the added value (although it would of course be created) would flow out and away, relegating local actors (who would not benefit from the proceeds of the station’s activities) to the status of subordinate tools, with no say in the management of either the territory or its offer. The deployment of substantial public funds for local development, moreover, loses its meaning within such a context, with all the consequences this may have for levels of wellbeing and quality of life.
In conclusion, the mass ski model, which, it must be remembered, has allowed many of the Dolomite resorts and valleys to enjoy very significant economic and social development ever since the post-war period, is today challenged by exogenous factors such as climate change, evolving tourist preferences and behaviours and, more generally, the transformation of the global tourism market, which threatens to undermine its sustainability:
1. Economic: rising costs driven by required investment in both technology and marketing – now absolutely vital to give destinations international visibility.
2. Environmental: due to growing anthropization, environmental stress, the modification of landscapes, problems of water scarcity and use.
3. Social: residents risk losing control of businesses and capital, although previously they were always leaders in the tourist offer. The steady distancing of the new generation from their families’ traditional activities is also an issue.
Within this framework, our research focuses on the issue of environmental sustainability, which is one of the most urgent challenges to be faced in order to ensure the survival of the model itself and, indeed, that of the communities of the Dolomite valleys, whose very existence – high in the mountains; far from the cities of the plains, the nerve centres of contemporary development – is predicated upon its continued success.
Our research focuses on the Dolomite area of Trentino (one of the three Italian regions included in the Dolomite area) and covers four key ski destinations (Val Rendena – Madonna di Campiglio, Val di Sole, Val di Fiemme, Val di Fassa). The choice of these areas was based on their historical and continuing importance for the development of the Dolomite winter offer, and, indeed, of the entire region, both in terms of demand flow and due to the size of the accommodation sector and the scale of their winter sport infrastructure. The information below gives a picture of the four destinations (ISPAT, 2016, 2017):
• In the winter season, these areas registered over seven million presences, more than 60 % of the total nights registered in Trentino.
• There are 660 hotels, with ~43,000 beds (just under half of all beds in Trentino).
• There are more than 32,000 non-hotel structures (including second homes), corresponding to ~167,000 beds.
• The ski areas are served by 143 lifts, capable of carrying a total of more than quarter of a million people an hour.
• In 2016 the lifts carried more than 56.4 million people (about 75% of all ski lift users in Trentino that year).
In the light of the importance that these Dolomite ski destinations attach to the development of their ski offer, our research investigates whether and to what extent the innovations – which these destinations have to make to remain competitive – are informed by, and address, issues of environmental sustainability. We conducted in depth personal interviews with two key groups of decision makers in the ski stations – the directors of the DMOs and representatives of the ski lift companies. We drew up a list of the sustainable business practices and behaviours engaged in by operators in the four areas, and analysed how aware of, and concerned by, environmental issues these key players are. This allowed us to ascertain the management choices made by the most influential and powerful actors involved in the definition of the areas’ winter offers.
After a discussion of the main innovations in the ski offers of the past 5 years and the most important changes that have occurred in the winter tourism market, the semi-structured questionnaire used to interview the key players focused on six main areas:
1. The satisfaction of new demand requirements for sustainable tourism offers and the existence of new forms shaped by the innovation of the offer: particular attention was paid to identifying the profile of the current Dolomite winter tourists, examining whether, and to what extent, it explains the new demand trends – greater interest in winter sports other than downhill skiing and more awareness of environmental issues and landscape conservation.
2. Climate change and the problem of snow reliability: we considered the capacity of the ski areas to guarantee snow cover on the slopes throughout the winter season, revealing the extent to which investment has been focused on programmed snow systems.
3. Water management and the problems of competing claims for water resources: two topics are investigated – water availability in the ski areas and the analysis of water supplies for the production of artificial snow.
4. Energy conservation and good environmental management practices (EMPs): we looked at the energy sources (traditional vs renewable) used to power the lifts and the snow grooming equipment, and at waste management policies.
5. Alternative mobility: given the serious traffic problems faced by the Dolomite areas, particularly during the winter season, we examined the (current and future) services available, and the availability and use of mobility cards, which allow tourists to reach the ski stations by public transport.
6. Territorial and landscape management, natural and cultural resource management, and the integration of these into the traditional tourist product (which revolved almost entirely around skiing): the choices being made around the management of natural resources and their valorization were key to our dialogue with the interviewees as we identified current challenges and opportunities for the development of the areas’ ski offers and collaboration with local stakeholders.
The main findings from the interviews (held in the spring of 2018) with the key players in the Dolomite ski areas are presented in the next section.
The ski areas’ key players demonstrate a keen interest in the acquisition and modernizing of the most advanced programmed snow systems that enable the prompt, efficient creation and maintenance of artificial snow. It seems clear that the focus of the winter stations continues to be research into innovation of the offer in order to guarantee optimal conditions for tourist experiences on the snow.
Although the issue of sustainability is recognized, and acknowledged to be important, it still seems to be considered secondary to that of developing winter holiday offers that can generate the ‘wow factor’ expected by those tourists in search of ‘Entertainment & Excitement’. Our main findings in support of this conclusion are summarized in Table 26.1 and are described below.
Table 26.1. Main research findings.
| Focus | Results |
| New demand trends | Skiing is still the main pull factor. New emerging trends concern: quality of food, guided walks, bob sledding, wellness areas in hotels, après ski, increasing of the environmental awareness |
| Climate change and snow reliability | Awareness of declining snowfalls as a result of climate change. Investments in access to and/or management of water resources |
| Water management and competing claims for water resources | Concern about immediate availability of large quantities of water and subsequent creation of water reservoirs Sustainability: water used to produce artificial snow is seen as a ‘loan’. Water reservoirs can prevent possible environmental problems |
| Good environmental management practices (EMPs) | New-generation machines that guarantee optimal performance and therefore are less polluting Waste management according to the norms Little use of alternative energy sources or hybrid snow grooming vehicles due to unfavourable conditions in the mountains |
| Alternative mobility | Numerous internal mobility services and private shuttle buses Ski-chauffeur services in some destinations, in order to obviate inefficiencies caused by the underuse of shuttle buses |
| Territorial management | Tendency to minimize the impact of the ski industry, even though everyone agrees the landscape of the Dolomites must be protected and respected Limitations accepted as an opportunity to invest in the quality of the offer |
The main reason why tourists decide to holiday in the Dolomites is still to go skiing, although visitors are spending decreasing amounts of time actually on the slopes. Other activities and sports are of interest, but to a lesser extent than skiing.
With regard to the customer base, the search for alternative activities is more evident among the Italian target market, where the youngest segment appears to be disaffected with skiing. The foreign market (particularly tourists from Poland) is, in contrast, still very focused on downhill skiing, and spends the greater part of the day on the slopes. Foreign tourists are paying greater attention to the quality and provenance of the food they consume while on holiday, and prefer to eat Italian cuisine. This trend has encouraged investment in the Dolomite areas in the refurbishment of high-altitude restaurants and refuges, where gastronomy has become an added value in relation to other destinations.
New trends are also emerging with regard to the seasons and the ski destinations. In high season, Italian tourists are in the majority and there is a great demand for après ski/off-piste entertainment and activities, especially in the ski areas, which, in recent years, have launched plans to differentiate their winter offer by introducing alternatives to complement traditional downhill skiing – guided walks, with or without snow shoes; bob sledding on purpose-built slopes; wellness areas in hotels; and après ski in the refuges and bars, both near the slopes and in the valleys.
The environmental awareness of the target markets has increased (particularly among tourists who come in the summer season). This awareness is most acute among tourists from northern Europe (Holland, Germany, Scandinavia), as demonstrated by, for example, their more frequent use of ski buses and public transport in general. Tourists from Eastern Europe are the least concerned with environmental issues.
Key players see declining snowfalls as the most obvious, and most challenging, result of climate change. Considerable investments have been made in programmed snow systems, in an attempt to adapt to, and overcome, inadequate snow cover. Access to and/or the management of water resources is the crucial factor in this regard, and the purchase of the machines and equipment required is a critical issue. The implications for water management and energy conservation lie at the centre of this issue.
The availability of water for the production of artificial snow has not to date been perceived as a problem by operators in the sector; their main concern is the immediate availability of large quantities of stored and ready-to-use water. During the ski season (December–March), the ideal climatic conditions for the production of artificial snow occur surprisingly rarely. When they do, instant action is vital. Ski areas have therefore created water reservoirs that allow them to produce snow only when this can most effectively be done. This achieves two important goals: (i) the capacity to produce snow as soon as conditions allow, and (ii) reduced energy consumption, since the snow is only being created when climatic conditions are optimal.
Our research reveals that the operators are unanimously agreed that this technique is sustainable in terms of water use and conservation. The water taken from the reservoirs in winter returns to the aquifers when the snow melts in spring. Water use is thus seen as a ‘loan’, which in no way deprives the ski area of its water resources. The creation of the reservoirs is seen as having a positive environmental impact since they capture the – occasionally excessive – precipitation, thereby preventing possible environmental problems.
There is little use of alternative energy sources in the ski areas. No station, in fact, produces its own energy, although many of them buy electricity from companies that draw upon green energy. Most of the key players are sceptical about the possibility of using alternative/renewable energy sources because conditions in the mountains are not considered to be favourable, and the use of electric or hybrid snow grooming vehicles is viewed with equal scepticism. The key players who are aware of these possibilities feel that, currently, such vehicles cannot be relied upon given the extreme winter temperatures at high altitude, which result in inadequate battery performance. The use of snow grooming vehicles also highlights the question of energy conservation. Large amounts of money have gone into the purchase and renewal of machinery and equipment because the ski areas are looking for new-generation vehicles which can guarantee optimal performance. Although the purchase of these vehicles is prompted by a search for such optimal performance, it nevertheless transpires that positive results are also gained in terms of emissions, since the new vehicles are less polluting than their predecessors.
The key players confirm that waste (whether ordinary or hazardous) management is an established practice in the ski stations and is implemented in accordance with the tight norms put in place by the local authorities. The ski areas use certified companies for the disposal of their waste.
The destinations have numerous internal mobility services. All the ski areas have policies in place to discourage the use of private vehicles; there are ski bus services to the slopes and a coordinated public transport service (tourists can purchase a mobility card). Some accommodation structures provide private shuttle buses that bring tourists from their hotel to the ski lifts. Although this service helps to discourage tourists from using their own cars, it often has limitations since, if not well managed, underuse of the service can lead to increased traffic and consequent CO2 emissions. To obviate such inefficiencies, some ski areas have introduced ski-chauffeur services (a sort of ‘on call’ taxi), which only operate when actually requested.
The landscape and environment of the Dolomites is confirmed as the most important pull factor in tourists’ choice of its ski areas. The key players thus agree that these must be respected and protected as an integral part of their ski offer. Nevertheless, some operators are reluctant to accept restrictions on the use of the territory. In fact, while on the one hand our interviewees demonstrated interest in the conservation of natural resources and in the issues linked to environmental sustainability, on the other, they tended to minimize the environmental impact of the ski season and to view environmental protection as an obstacle to the development of the winter offer (particularly with regard to the extension of the areas where skiing is permitted). The presence of ski lifts is associated with greater security and environmental protection: where they exist, it is claimed, the local area is more attentively monitored and potential hydrogeological instability can be prevented.
On the other hand, some key players view strict urban planning instruments as a development opportunity for the destination, which should be investing in the content and quality of the offer (encouraging integration and collaboration between the various territorial actors), rather than focusing exclusively on the possible expansion of slopes and lifts.
Our research reveals the significant interest evinced by key players in the Dolomite ski areas in discovering ways to innovate their winter tourist offers. They are particularly keen to be able to guarantee optimal conditions for downhill skiing and are attempting to do so by investing heavily in programmed snow systems, both for the production of snow and its management on the slopes. There is also a growing interest in the introduction of innovative offers that diversify the winter sports experience and create opportunities for après ski entertainment.
The key players are, of course, aware of the issue of environmental sustainability, but do not prioritize it in their decision making when defining and organizing their winter offers. Local government restrictions on the use of natural resources are still not generally seen as necessary conditions for the preservation of the territory. The creation of new slopes is still seen – in some areas – as the most effective way to satisfy the target markets, and the risks linked to the development of an unsustainable mass tourism model (Weaver, 2000) are still not recognized. This attitude has very possibly been influenced by the key players’ perception of winter tourists as being more interested in their skiing experience, the efficiency of the lifts, the quality of the entertainment offered, etc. than in the sustainability of their chosen holiday. Alternative mobility strategies, however, are being successfully adopted in many of the ski areas. Although driven by the need to make the ski stations more accessible (rather than by a desire to adopt any particular EMP), the ski areas have invested heavily in public transport services and the development of alternatives to the use of private vehicles.
Overall, our research has identified some signs that the ski areas are paying attention to the question of environmental sustainability, but this dimension is still peripheral when operators are designing their offers. The operators do not yet seem willing to change the mass ski model that has traditionally served them so well, and propelled the Dolomites into the international winter sports market.
From a managerial perspective, the choices of the key players can be viewed as an example of marketing myopia, which is leading them to favour mass demand in their offer development strategies and to ignore the new trends driven by a growing variety of market segments (see Fig. 26.2). Although still limited, the signs emerging seem to indicate a growing trend. There is, in fact, no doubt that the number of winter tourists who spend less – or even no – time on the slopes (slons tourists – snow lovers not skiers) is increasing, as is the awareness of the issue of environmental sustainability among the summer visitors to the Dolomites (this increased awareness is recognized by operators). It is to be hoped that these factors will cause operators to question the viability of the mass ski model, at least in the medium to long term. Inevitably, the choices made with regard to the exploitation of natural resources (land, water) and the building of infrastructure in the definition of a resort’s winter offer will impact on the landscape and environment, which are the key pull factors for the tourists who choose to holiday in the Dolomites.
Agrawala, S. (2007) Climate Change in the European Alps. OECD, Paris, France.
Bausch, T. and Unseld, C. (2018) Winter tourism in Germany is much more than skiing! Consumer motives and implications to Alpine destination marketing. Journal of Vacation Marketing 24(3), 203–217. DOI:10.1177/1356766717691806
Becattini, G., Bellandi, M. and De Propris, L. (2009) A Handbook of Industrial Districts. Edward Elgar Publishing, Cheltenham, UK.
Beniston, M., Keller, F., Koffi, B. and Goyette, S. (2003) Estimates of snow accumulation and volume in the Swiss Alps under changing climatic conditions. Theoretical and Applied Climatology 76(3–4), 125–140. DOI:10.1007/s00704-003-0016-5
Beritelli, P., Buffa, F. and Martini, U. (2016) Logics and interlocking directorships in a multi-stakeholder system. Journal of Destination Marketing and Management 5(2), 107–116. DOI:10.1016/j.jdmm.2015.11.005
Bieger, T. (1996) Management von Destinationen. Oldenbourg, Munich, Germany.
Boari, C. and Lipparini, A. (1999) Networks within industrial districts: organising knowledge creation and transfer by means of moderate hierarchies. Journal of Management and Governance 3(4), 339–360. DOI:10.1023/A:1009989028605
Bonzanigo, L., Giupponi, C. and Balbi, S. (2016) Sustainable tourism planning and climate change adaptation in the Alps: a case study of winter tourism in mountain communities in the Dolomites. Journal of Sustainable Tourism 24(4), 637–652. DOI:10.1080/09669582.2015.1122013
Cocolas, N., Walters, G. and Ruhanen, L. (2016) Behavioural adaptation to climate change among winter alpine tourists: an analysis of tourist motivations and leisure substitutability. Journal of Sustainable Tourism 24(6), 846–865. DOI:10.1080/09669582.2015.1088860
Dawson J. and Scott, D. (2013) Managing for climate change in the alpine ski sector. Tourism Management 35, 244–254. DOI:10.1016/j.tourman.2012.07.009
Dawson, J., Havitz, M. and Scott, D. (2011) Behavioural adaptation of alpine skiers to climate change: examining activity involvement and place loyalty. Journal of Travel and Tourism Marketing 28(4), 388–404. DOI:10.1080/10548408.2011.571573
Duglio, S. and Beltramo, R. (2016) Environmental management and sustainable labels in the ski industry: a critical review. Sustainability 8(9), 851/1–13. DOI:10.3390/su8090851
Dwyer, L., Edwards, D., Mistilis, N., Roman, C. and Scott, N. (2009) Destination and enterprise management for a tourism future. Tourism Management 30(1), 63–74. DOI:10.1016/j.tourman.2008.04.002
Flagestad, A. and Hope, C.A. (2001) Strategic success in winter sports destinations: a sustainable value creation perspective. Tourism Management 22(5), 445–461. DOI:10.1016/S0261-5177(01)00010-3
Gilaberte-Búrdalo, M., López-Martín, F., Pino-Otín, M.R. and López-Moreno, J.I. (2014) Impacts of climate change on ski industry. Environmental Science and Policy 44, 51–61. DOI:10.1016/j.envsci.2014.07.003
IPCC (2015) Climate Change 2014. Synthesis Report. Contribution of Working Groups I, II and III to the Fifth Assessment Report of the Intergovernmental Panel on Climate Change [Core Writing Team, Pachauri, R.K. and Meyer, L.A. (eds)]. IPCC, Geneva, Switzerland.
ISPAT – Istituto di Statistica della Provincia di Trento (2016) Annuario statistico 2016. Available at: www.statweb.provincia.tn.it/incpage.asp?p=annuari.asp&t=annstat (accessed 10 July 2018).
ISPAT – Istituto di Statistica della Provincia di Trento (2017) Annuario online. Available at: www.statweb.provincia.tn.it/annuario (accessed 10 July 2018).
Kaspar, C. (1995) Management im Tourismus. Haupt, Bern, Switzerland.
Mauri, C. and Turci, L. (2018) From ski to snow: rethinking package holidays in a winter mountain destination. Worldwide Hospitality and Tourism Themes 10(2), 201–210. DOI:10.1108/WHATT-12-2017-0076
Müller, H. and Weber, F. (2008) Climate change and tourism – scenario analysis for the Bernese Oberland in 2030. Tourism Review 63(3), 57–71. DOI:10.1108/16605370810901580
Murphy, P.E. (1985) Tourism: A Community Approach. Methuen, New York.
Murphy, P.E. and Murphy, A.E. (2004) Strategic Management for Tourism Communities: Bridging the Gaps. Channel View Publications, Bristol, UK.
Skipass Panorama Turismo (2017) Skipass Panorama Turismo. Osservatorio Italiano del Turismo Montano. Situazione congiunturale Montagna Bianca Italiana. Inverno 2017 - 2018. Previsioni e Tendenze. Modena Fiere – JFC, Modena, Italy.
Soboll, A. and Dingeldey, A. (2012) The future impact of climate change on Alpine winter tourism: a high-resolution simulation system in the German and Austrian Alps. Journal of Sustainable Tourism 20(1), 101–120. DOI:10.1080/09669582.2011.610895
Töglhofer, C., Eigner, F. and Prettenthaler, F. (2011) Impacts of snow conditions on tourism demand in Austrian ski areas. Climate Research 46(1), 1–14. DOI:10.3354/cr00939
Unbehaun, W., Pröbstl, U. and Haider, W. (2008) Trends in winter sport tourism: challenges for the future. Tourism Review 63(1), 36–47. DOI:10.1108/16605370810861035
van Gils, A. and Zwart, P.S. (2009) Alliance formation motives in SMEs: an explorative conjoint analysis study. International Small Business Journal 27(5), 5–37. DOI:10.1177/0266242608098345
Villa, A. and Taurino, T. (2018) From industrial districts to SME collaboration frames. International Journal of Production Research 56(1–2), 974–982. DOI:10.1080/00207543.2017.1401244
Weaver, D.B. (2000) A broad context model of destination development scenarios. Tourism Management 21(3), 217–222. DOI:10.1016/S0261-5177(99)00054-0
