Mountain High Targets Ethnic Markets For Future Growth



Mountain High, just outside of Los Angeles, CA, captured the youth market in the late 1990s with its sprawling terrain parks and fun, urban attitude. Weekly promotions and regular night operations made it the place to be for young adults ages 12 to 34. Today the resort is opening its doors to ethnic markets and welcoming new guests to a sport that has been predominately white. Most US resorts hover around 15% to 20% ethnic participation, but Mountain High's client base is 48% ethnic, consisting mostly of Asian (24%) and Hispanic (11%) participants. For the past several years, resort managers have actively cultivated this expanding market and seen notable success. Ethnically targeted promotions, an engaging online community, and a diverse employee base are some of the many reasons Mountain High remains Southern California's most popular winter resort.

Developing a strong ethnic attraction may be as simple for some resorts as it is difficult for others depending on their location. But, with ethnic numbers on the rise, these guests are sure to play a part in every mountain's business over the next several years. Forecasters are calling for minorities to be the majority in the year 2025. The Hispanic segment is the country's largest minority group, growing faster than any other in the United States. And, with their growth comes an increase in purchasing power. Between 1996 and 2001, the median income of Hispanic households rose 20% while the median for all US households increased just 6%. Many U.S. companies catering to minorities have seen staggering results. H&R Block, in a major Hispanic project, hired 4,100 bilingual tax preparers in 2002 and aired amusing Spanish-language commercials. This initiative helped Hispanic traffic grow by double digits.

Before beginning their campaigns, resorts must first realize that the ethnic population is split into two groups: native-born citizens who have lived exclusively in the U.S. and immigrants. These two groups are usually very different in their consumer behavior. For example, those who speak English fluently tend to be familiar with mainstream American culture and have buying habits similar to non-Hispanics who have spent most of their lives in the US. Meanwhile, the immigrant population often has shopping habits that reflect its national heritage. They are more likely to shop and use media that reflects their language. Business should be aware which group they want to target and plan their marketing accordingly. Second-generation minorities have been deeply affected by American culture and are very different in their consumer behavior from their foreign-born relatives, who have significantly less contact and interest in mainstream U.S. culture. Second-generation minorities have become much more acculturated and want to replace, or have already replaced their native identity with a mainstream American identity. By third generation, these youths often identify more with American cultures and values than those of their heritage.

Various ethnicities are also extremely family-oriented, so marketing strategies with family values themes have strong appeal to them. For example, when Ford advertises its Ford Focus to Hispanics, it emphasizes the small car's attributes as a family vehicle. But, the carmaker pitches it to other groups as a fun-to-drive vehicle for the young.

Mountain High begins its ethnic courting by complimenting Los Angeles' diverse market with a mixed employee base. This transfers all the way to their Human Resource Department where even employees are greeted by someone of their nationality. Guests of different creeds and cultures feel comfortable at the Wrightwood resort because they identify with the employees and the other users.

Says John McColly, Director of Marketing, "Our staff represents our clientele. And it is not something you can fake. You've got to look the look and talk the talk, literally."

Mountain High is also very promotionally oriented. It has created partnerships with local radio and television stations which extends its reach but spends very little on actual ad buys. People participate in areas where they feel comfortable so the resort creates opportunities through ethnic stations for guests of like nationalities to participate together. Getting them started in a comfortable setting translates to return visits says one resort manager.                                

Mountain High also sees a wide range of ethnicities because of its young clientele and their overwhelming participation in snowboarding. Snowboarding has no color barriers. Unlike skiing, there is no deep-seeded heritage or cultural propensity, so the same factors drive all participants, no matter what their nationality. Online chat rooms have no ethnic barriers either. Under the banner of a common language, users are defined by their actions, not by the color of their skin, so Mountain High's forum at www.mthigh.com has become a cyber melting pot for every nationality. The Wrightwood resort also promotes ethnic participation through related images in its media and collateral. Browsing through the mountain's brochure and website will reveal shots of Hispanics, Asians, African Americans, and more.

As the face of the nation changes, so should winter resorts. What worked yesterday will not work tomorrow in a world that is growing ever more complex. Companies such as Honda, Pepsi and Mountain High have already started down that path. Resorts that expect to be around in 2025 should surely follow.

For more information, please contact John McColly, Director of Marketing, at (760) 316-7830.                            





Mountain High Targets Ethnic Markets For Future Growth