In the current climate of climatic and socio-economic change, diversifying the tourism offering has become a crucial issue for mountain resorts. The Hautacam resort, nestling in the heart of the Pyrenees, is a veritable laboratory for experimentation in this area.
STEM International’s teams, working closely with the elected representatives of the Syndicat mixte du Hautacam, are carrying out ambitious, methodical work aimed at redefining the traditional economic model of this Pyrenean destination. Through a rigorous diversification strategy, they are striving to broaden and renew the Hautacam’s tourism offering, creating an attractive ecosystem that is resilient in the face of today’s challenges. In this interview, Vincent TASSART, Managing Director of STEM International, shares his enlightened vision of the challenges of diversification and presents the innovative business model he is deploying to ensure the long-term future of this pioneering resort.
Hautacam, an evolving model: from “classic” ski resort to innovation laboratory
“The diversification of Hautacam is part of an evolutionary process that began over fifteen years ago. Hautacam was originally created as a traditional ski resort. However, the unpredictable snowfall soon revealed the limits of this dependence.
Faced with these difficulties, a strategic review was carried out by the local councillors, who were well aware of the potential offered by this exceptional site. Situated close to vast customer catchment areas, notably Tarbes and Lourdes, Hautacam enjoys a spectacular panorama, a veritable balcony overlooking the Pyrenees, attracting a constant flow of visitors in all seasons as soon as the sun peeks over the horizon.
The foundation stone for this diversification was laid fifteen years ago with the installation of the first four-season toboggan. This bold investment was an immediate success, transforming the resort into a popular leisure destination, capable of offering a cost-effective alternative to skiing.
However, the elected representatives and Vincent TASSART realised that if the Hautacam business model was to be sustainable, it would have to go beyond this initial initiative. So the resort turned to an innovative approach aimed at becoming a genuine diversification laboratory.
The main idea is to offer a varied range of activities all year round, regardless of the presence or absence of snow. The concept of “resort with snow” and “resort without snow”, as defined by Vincent TASSART, is based on the idea that Hautacam must be able to adapt quickly to changing weather conditions, offering a variety of activities throughout the year. The aim is to offer a consistent and enjoyable experience, whether or not there is snow.
The “with” and “without” snow concept at Hautacam: adapting to better appeal
Vincent TASSART takes a closer look at the crucial moment of transition, which in his view depends on whether or not there is snow: “In the ‘with snow’ mode, the resort offers a wide range of winter activities, from traditional downhill skiing to more atypical leisure activities. These include traditional tobogganing, with an old-fashioned descent off the rails, snow games such as snowball fights, snowshoe hikes in powder snow, Nordic skiing with exploration of the cross-country ski trails, electric scooters adapted to the snow, and ski touring for lovers of off-piste adventures. The resort becomes a multi-purpose leisure centre where there’s something for everyone, whether you’re looking for thrills or just the pleasure of walking in the snow.
When the snow melts, Hautacam transforms itself in 48 hours to offer an equally diverse range of “snow-free” activities. Four-season tobogganing offers a circuit on rails that is accessible all year round, hiking is a great way to discover the panoramic landscapes of the Pyrenees, and electric scooters are perfect for dry, winding trails. Thrill-seekers can go mountain biking or paragliding (managed by external providers) for a breathtaking view from the sky, while families can enjoy outdoor games in leisure areas suitable for all. The main challenge lies in the transition period between ‘with snow’ and ‘without snow’, when the melting creates muddy areas”.
According to Vincent TASSART, this is the trickiest moment to manage, because visitors don’t want to walk in the mud, which makes preparing the slopes and trails more complex. The resort must therefore strive to minimise the impact of this period by ensuring a rapid transformation, while maintaining a quality experience. Vincent TASSART explains that this requires careful planning and an ability to adapt, inspired in part by models developed in Canada.
Putting people at the heart of the model
“The diversification of activities in a mountain resort like Hautacam poses major challenges in terms of versatility and human resources management. This transition requires teams to adapt quickly and roles to be flexible. When there is snow, visitors naturally prefer winter activities such as downhill skiing, traditional tobogganing or Nordic skiing. As a result, an employee assigned to servicing the slopes or operating a ski lift needs to be able to switch to other activities as soon as the snow melts, for example to operating a zip line or managing other summer attractions.
While this requirement for versatility means longer periods of employment, it also comes up against a complex reality: some professions require specific qualifications and particular career aspirations. A first-aid worker, for example, who has trained to work in his field, may not necessarily want to work as a zip-line operator. As a result, they may be reluctant to commit to such a model, highlighting a crucial issue in human resources management”.
To meet this challenge, Vincent TASSART insists on the need for in-depth reflection on the approach to the business, internal communication, and the way to explain and promote this diversification model. This involves supporting employees in their development, offering them the training they need to acquire the required skills, while clearly communicating the resort’s overall vision and taking into account feedback from all employees.
The ultimate aim is to retain key people by offering them stable and interesting positions in a constantly changing environment.
Hautacam: what economic model for diversification?
“The business model for diversifying activities in a mountain resort like Hautacam is a complex challenge that requires in-depth strategic thinking. Vincent TASSART points out that to achieve long-term viability, it is essential to rethink the economic structure of the activities on offer.
The opening of ski activities requires the mobilisation of significant resources, both in preparation and at the time. In fact, fixed costs play a major role in the structure of our ski resorts. For a destination of Hautacam’s size, sizing up the winter “ski” offer is a real issue.
It is all the more so because the altitude (1560 m) has encouraged investment in complementary activities rather than snowmaking. The Hautacam season can therefore vary from 80 days, a very good season… to 3 days…
The results of diversification vary according to the period: diversification of activities is well received by holidaymakers during the Christmas holidays, which are a family time. On the other hand, during the winter holidays, customers come primarily for the skiing, and complementary activities are less attractive than during the Christmas period.
We haven’t yet found a solution to ‘replace snow’ in February, and snow remains an important part of our business model
Economic equilibrium needs to be sought throughout the year and across the entire value chain: apart from the ski school, all activities are managed by the resort. Opening times are adapted according to the season, and the same goes for the restaurant and shop.
Outside public opening times, this all-inclusive offer means that schools, groups and seminars can be fully or partially privatised.
Vincent TASSART remains optimistic about the financial equilibrium of the Hautacam resort. “We’re still very hopeful that, if the next winter season manages to break even on its own, we’ll have no doubts about the real viability of the business model,” he says. “At the moment, the main challenge is to offset the winter deficits caused by the lack of snow, as was the case last season, with the revenue generated by summer activities.
Le Hautacam: an affordable offering, diversified to meet the changing needs of visitors
“Changes in consumer behaviour in the mountains reveal a growing trend towards rigorous management of leisure budgets, combined with high expectations in terms of quality”. According to Vincent TASSART, “visitors now count much more and consume less, often opting for shorter stays and targeted activities”. This change can be explained in part by the profile of the clientele that Hautacam attracts, who by definition are not those who choose a ski resort for their holidays. They generally have a lower purchasing power than visitors to the larger resorts, but are still looking to maximise their satisfaction.
“Despite this budget constraint, the desire to indulge remains. Visitors expect a quality experience, whatever the price they pay for an activity. Whether it’s a €3, €5 or €25 activity, the quality must be there. This heightened demand transcends price levels, and is also reflected in customers’ lower tolerance of temporary closures or activity restrictions. Closure decisions, often taken for safety reasons, are not always understood, sometimes leading to frustration among visitors”.
Expectations in terms of service have also changed: “Customers expect impeccable service and a warm welcome”. The aim is to be sufficiently attractive to convince visitors to choose their activities, despite limited budgets. Satisfaction must take precedence over price, because service is now a key differentiator. The resort must also manage growing quality expectations by ensuring rigorous control of the services provided and by training staff to meet the high standards demanded by customers.
As part of the diversification strategy adopted for this site, Hautacam relies on attractive commercial offers, marketing through all available distribution channels and positioning itself in a way that sets it apart from competing resorts nearby. Vincent TASSART stresses the importance of promoting the idea that “visitors will always find something to do, whatever the season”. This strategy is based on a solid local base, supported by socio-professionals and effective communication. On-site catering, offering moments of relaxation in a family atmosphere, completes the experience.
Hautacam is a perfect illustration of the challenge of diversification in a context of climatic and socio-economic change. Thanks to an innovative strategy and a diversified offering, it has become a veritable laboratory for mountain resorts. However, there is still a long way to go to find a balanced economic model capable of meeting visitors’ new expectations while ensuring the long-term future of the resort’s activities.
