The US giant has unveiled Epic Experience, a multi-year plan aimed at transforming every stage of a day’s skiing, from equipment hire and lessons to catering, technology and customer service. The move comes after a particularly difficult winter, with a fall in visitor numbers, lower profits and a decline in advance sales of the Epic Pass.

For more than a decade, Vail Resorts built much of its growth on two main pillars: the acquisition of resorts and the expansion of the Epic Pass. The US company thus managed to create a global network of destinations linked by a single ski pass, a strategy that transformed the way skiing is marketed and turned advance booking into a powerful tool for securing revenue even before snow conditions were known. Furthermore, the company had already begun to review its commercial strategy with a 20 per cent reduction in the price of the Epic Pass for Generation Z. Now, the world’s largest ski resort operator is announcing a new phase.

Under the name Epic Experience, Vail Resorts has unveiled a multi-year transformation plan that places the overall customer experience at the heart of its future growth strategy. The aim is no longer simply to sell more season tickets or add new ski areas, but to ensure that every visitor enjoys an experience that is seamless, personalised and memorable enough to make them want to return.

“The Epic Pass transformed the economics of skiing; Epic Experience now aims to transform the way we experience it.”

It is not, at least on paper, a question of abandoning the Epic Pass. The pass remains the financial and commercial backbone of the group. However, Vail Resorts recognises that having an extensive network of resorts and millions of customers who have already committed in advance is no longer enough. The next battle will be fought on the front of service, perceived quality and customer loyalty.

“For years, Vail Resorts focused on developing the Epic Pass model and expanding its network of resorts”, explained Rob Katz, the company’s chief executive. It is worth noting that under Robert Katz’s leadership, Vail Resorts grew from a regional operator to become one of the most influential groups in the global ski industry. According to the executive, that strategy enabled the group to establish its current position, but the passes and acquisitions “were not the ultimate goal”. The new ambition is to offer an experience capable of leading not only the ski industry, but also the international travel sector.

A strategic shift born out of a difficult winter

The announcement of Epic Experience does not come at just any time. It follows a particularly challenging 2025–2026 season for Vail Resorts, marked by historically unfavourable weather conditions in the western United States.

During its third financial quarter, which ended on 30 April 2026, the company recorded a 7 per cent fall in revenue from its resorts and a 9.5 per cent decline in EBITDA for this division. Visitor numbers fell by 15 per cent, although revenue from ski lifts fell by only 5 per cent, largely thanks to season tickets sold before the start of the season.

The results demonstrate, in fact, one of the key strengths of the Epic Pass model. By 14>receiving a significant portion of its revenue in advance14, Vail Resorts is able to cushion the financial impact of a season with little snow, but this protection is not absolute.

By the end of May 2026, sales of season passes for the 2026–2027 North American season were down by approximately 10 per cent compared with the previous year. The number of days sold was down by 8 per cent and advance-booking revenue by 5 per cent. The company attributes this trend to the poor snow season, particularly in Colorado, Utah and Lake Tahoe, as well as greater caution on the part of long-distance customers.

Epic Experience should therefore be seen as a response to a twofold need. On the one hand, Vail Resorts must restore visitor numbers following a difficult winter. On the other, it needs to demonstrate that its global network can deliver more than just economies of scale, competitive season passes and financial stability. The real challenge now lies in turning its size into a tangible advantage for skiers.

From volume to fidelity

For years, Vail Resorts’ growth was closely linked to the expansion of the Epic Pass. In 2021, the company reduced the price of its main season passes by 20 per cent, a landmark decision aimed at encouraging early purchases and expanding its customer base. That strategy reinforced the so-called “early commitment” model that ski resorts around the world have incorporated into their strategy: skiers pay before the season begins and the operator gains financial certainty, regardless of subsequent weather conditions.

At the same time, the group underwent a period of rapid expansion.

“In ten years, it went from operating ten stations to managing 42 destinations across four countries”

The giant went on to acquire ski resorts in the United States, Canada, Australia and Switzerland. During that period, Vail Resorts claimed to have invested more than 2,000 million dollars in facilities, technology and the experience of staff and visitors. The new strategy does not deny that phase, but rather aims to capitalise on it more effectively.

“Vail Resorts’ new battle is not about the number of resorts, but about the quality as perceived by the customer.”

Vail Resorts operates ski resorts, accommodation, ski schools, shops, hire services, catering facilities, digital platforms and holds a vast amount of data on its customers’ behaviour. Epic Experience aims to connect all these elements to support visitors before, during and after their stay. It all sounds great on paper, but what concrete actions does this string of ideas translate into on the mountain?

Rather than viewing a day’s skiing as a series of separate services, the company wants to manage it as a seamless experience: purchasing a ski pass, travel arrangements, transport, parking, equipment hire, lessons, catering, real-time information and aftercare (which is often overlooked).

This development brings the ski resort model closer to that of the major international hospitality and entertainment groups. The mountain remains the main attraction, but economic value is built around the entire customer journey.

Five pillars for transforming a day’s skiing

Epic Experience is structured around five main areas: equipment hire, lessons, customer relations, catering and human resources. Added to these are investments in ski lifts, snowmaking and opening conditions.

1. My Epic Gear: choosing your skis before you arrive

Vail Resorts aims to transform traditional equipment hire by expanding My Epic Gear.

From the 2026–2027 season, customers who book high-end demo equipment at twelve resorts will be able to pre-select their skis or snowboard online. They will also have access to boots with the BOA system and Step On bindings, without having to pay the membership fee that was previously required for the My Epic Gear service.

The roadmap provides for a phased roll-out through to the 2027–2028 season. Regular customers will be able to access a profile containing their rental history, preferences and the equipment they have used. The aim is to prepare and adjust the equipment in advance, enabling it to be collected or returned without having to go through the entire in-store fitting process again.

Services such as pick-up at the foot of the slopes and new digital features to simplify the booking process are also being looked into.

Innovation may seem secondary compared to a new cable car or an expansion of the slopes, but it addresses one of the major problems facing winter tourism: the build-up of hassles before you even start skiing. Queues, filling in the same forms over and over, choosing the right sizes, lugging equipment around and waiting in shops take up a significant amount of the customer’s time.

Vail Resorts’ proposal is to use the group’s data and scale to reduce these barriers; moreover, My Epic Gear will undoubtedly be a strategic showcase for ski brands.

The transformation of the rental sector driven by Vail Resorts also presents a new opportunity for manufacturers. My Epic Gear does more than simply make equipment available to customers.

“Epic Gear transforms the group’s stations into an international network for product demonstration, analysis and recommendation.”

Since its launch, the programme has brought together some of the leading ski brands – Atomic, Salomon, K2, Blizzard, Rossignol, Stöckli, Nordica and Völkl – alongside snowboards from Burton, Lib Tech, Salomon, Jones, Ride and CAPiTA. Brands such as Icelantic and Weston were also featured in earlier phases. The new extension announced for 2026–2027 specifically mentions Salomon, Stöckli, Burton and Rossignol, as well as BOA-equipped boots and Step On bindings.

For these companies, the primary benefit is exposure. Users do not discover the product through an advert, but rather select it, use it for a day and can book it again. This extended trial is particularly valuable in the premium ranges, where the experience on the snow is a key factor in justifying a future purchase.

The second benefit lies in the data. Vail Resorts can find out which models are booked, which ones are rebooked, how choice changes depending on snow conditions, and which equipment is best suited to each skill level. Although the company has not specified what information it shares with manufacturers, the programme potentially serves as a real-world testing ground on a scale that would be difficult for a single brand to achieve on its own.

“My Epic Gear could become a formidable showcase for manufacturers, but also a new intermediary capable of deciding what equipment skiers discover and use.”

The platform can also accelerate the adoption of new technologies. BOA and Burton Step On do not simply need to explain their benefits: they can enable thousands of customers to experience them first-hand. In a market where purchasing technical equipment can be a cause for hesitation, the opportunity to try before you buy significantly lowers the barrier to entry.

However, the model also shifts power towards Vail Resorts. The group controls the app, the recommendations, the inventory, the point of contact and a large proportion of the customer data. The brands gain visibility and access to a vast network, but run the risk of becoming mere product suppliers within an ecosystem where the commercial relationship belongs primarily to Epic.

2. Epic Ascent: private classes are part of the luxury experience

The most visible aspect of the new positioning will probably be Epic Ascent, a premium experience linked to private classes.

During the winter of 2026–2027, Vail Mountain and Beaver Creek will transform all their private lessons into a package that will include personalised attention, high-end equipment hire and a dedicated instructor. This instructor will be able to help organise restaurant bookings, transport and other aspects of the stay. The programme is set to be rolled out to more resorts during the 2027–2028 season.

The decision shows that Vail Resorts does not want to limit itself to improving technical instruction. It aims to make private lessons a gateway to a complete mountain experience.

A comparison with Deer Valley, known in the United States for its high standard of service and premium positioning, is inevitable. Rob Katz has publicly acknowledged that the company aims to exceed current market benchmarks in certain service segments.

This shift towards premiumisation does not, however, mean that Vail Resorts wishes to abandon price-sensitive customers. The group aims to combine high-end products with the relative affordability offered by the Epic Pass and its discounts. This combination presents a commercial opportunity, but it is also one of the main challenges of the model.

3. An app that aims to organise your entire stay

The My Epic app will play a central role in the transformation.

From autumn 2026, customers will be able to purchase season passes, day passes and share Epic Friend Tickets directly via the app. Apple Pay and Google Pay will also be introduced, alongside existing features such as mobile lift access, queue times, friend locator and personal statistics.

Ahead of the 2027–2028 season, Vail Resorts also plans to integrate the booking of lessons and equipment hire. At a later stage, artificial intelligence will be used to facilitate travel planning and offer personalised recommendations on parking, dining, après-ski, lessons and itineraries.

For families who enrol their children in a ski school, the app will enable them to complete the registration process online, receive photographs and real-time updates, and track their children’s technical progress via a system of skills and badges. This feature will be rolled out from four to fourteen resorts.

Digitalisation can significantly improve the experience, particularly at large ski resorts. However, its success will depend on the quality of its implementation. An app does not eliminate friction if the car park is full, queues are excessively long, information is out of date or the customer cannot find someone able to resolve a problem. Technology should complement the service, not replace it. The initiative forms part of a digitalisation process that is already transforming the relationship between ski resorts and their customers.

4. Improve catering services without raising prices by more than the rate of inflation

Cuisine is another key priority. Vail Resorts will invest in improving its best-selling dishes at fifteen of its major destinations. Showcasing American cuisine, the best-selling dishes – burgers, pizzas, chilli, chips, hot dogs, breaded chicken and macaroni and cheese – will feature higher-quality ingredients and be presented with greater care.

The company says that these improvements will not lead to price rises exceeding inflation during the coming season. It also plans to introduce processes and technological solutions to reduce queues and increase the capacity of its catering areas.

High-altitude catering is one of the areas where major North American resorts have come in for the most criticism in recent years. High prices, queues and a menu considered too standardised can detract from the overall experience of a day out, even when skiing conditions are good.

Vail Resorts seems to have realised that dining is not just a side activity. For a family, an awkward, expensive or overly long lunch break can cast a shadow over the whole experience.

The challenge will be to improve quality without making the resorts even more uniform. The group states that Vail, Beaver Creek, Breckenridge and Whistler Blackcomb will continue to develop their own offerings that reflect the identity of each resort.

The local dimension will be crucial. An integrated network can share processes and standards, but one mountain should not simply become a replica of the next.

5. Staff: an essential part of the experience

Vail Resorts also places its employees at the heart of its plan. The company claims to have invested $175 million in wages and employee benefits. Thanks to new tools for recruitment, planning and shift allocation, it claims to have improved the stability of its teams, increased the retention rate of seasonal workers and reduced the challenges associated with recruitment and accommodation.

This initiative should be considered alongside the efficiency programme launched in 2024. At that time, Vail Resorts announced an internal transformation aimed at generating annual savings of $100 million. The programme included the reorganisation of operations, the consolidation of global services, the outsourcing of certain functions and job cuts, resulting in a reduction equivalent to 14 per cent of the corporate workforce and a much smaller impact on operational roles.

In June 2026, the group raised its target to $106 million in annualised efficiencies. The combination of these two moves highlights one of the key questions surrounding Epic Experience: can a company reduce costs, centralise processes and, at the same time, offer a more human, distinctive and personalised service?

The answer will depend on how much of the savings result from streamlining administrative tasks and to what extent this affects, directly or indirectly, local autonomy and the quality of service.

Snow remains the main product

Despite the importance of dining, activities or services, Vail Resorts knows that no hospitality strategy can make up for a poor experience on the slopes.

The company says it will maintain its investment in ski lifts and adopt a more aggressive policy regarding snow production and snowmaking technology. The aim is to improve the start of the season and ensure more consistent conditions throughout the winter.

This part of the plan is particularly relevant following the 2025–2026 season. By January, cumulative visitor numbers at its North American resorts had fallen by 20 per cent. Revenue from ski schools was down by 14.9 per cent, from catering by 15.9 per cent, and from retail and hire by 6 per cent.

The data illustrate the interdependence of the model. When visitor numbers fall, it is not just ticket sales that decline: spending on classes, meals, hire, shopping and accommodation also falls.

For this reason, improving the customer experience cannot be limited to simply increasing average spend. It must also strengthen the desire to visit the resort, even in a climate of weather-related and economic uncertainty.

A genuine shift in business model or a major repositioning strategy?

Epic Experience has been presented as a new era, but it does not represent a complete break with the past.

Vail Resorts will continue to sell Epic Passes, applying dynamic pricing strategies, using data to guide demand and seeking opportunities for international growth. Nor is it giving up the benefits of economies of scale, standardisation or vertical integration.

What has changed is the central narrative. For years, the main selling point was access: more resorts, more days’ skiing and a potentially lower price per day for those who booked in advance.

From now on, Vail Resorts wants to add a second promise: a simpler, more personalised and higher-quality experience at every touchpoint.

This shift also reflects a business reality. Once a very broad subscriber base has been established, growth cannot depend indefinitely on selling more units. The company needs to increase customer loyalty, win back occasional visitors and generate more value from each stay.

Personalised rental options, premium classes, improved catering and the integrated app are not isolated initiatives. They form part of a strategy to deepen the commercial relationship with the customer.

The more services that are booked within the Epic ecosystem, the greater the user’s familiarity will be, the easier personalisation will be, and the less likely visitors will be to use external providers.