ChrisC
Well-known member
I assume Vail and/or Alterra would love it as a feeder destination and the go-to place for anyone living north of Denver/away from I-70. (see A-Basin).
Assume Vail might not bid because it could not keep A-Basin as part of its Keystone and Breckenridge acquisition. The DoJ reviewed and A-Basin's purchase by Alterra (but those are now the ancient times of 2024).
The Colorado attorney general and the Department of Justice’s Antitrust Division in 1996 sued in U.S. District Court in Denver seeking to block Vail Resorts’ acquisition of Arapahoe Basin. Vail Resorts in 1996 announced a $310 million deal to buy Breckenridge, Keystone and Arapahoe Basin ski areas from Ralston Resorts, Inc. The civil lawsuit forced Vail Resorts to sell Arapahoe Basin to a Canadian real estate firm that became Dream Unlimited.
The suit filed by the federal government in 1996 argued that Vail Resorts’ acquisition of Arapahoe Basin would have “lessened competition substantially in the Front Range skier market.” In 1996, Ralston’s three Summit County ski areas accounted for 26% of visits from Front Range skiers, and Vail Resorts’ Vail and Beaver Creek ski areas in Eagle County accounted for about 12% of Front Range skier traffic.
Vail Resorts selling Arapahoe Basin “will prevent Front Range skiers from paying higher lift ticket prices,” reads a January 1997 statement from the Department of Justice.
Bridger Basin, MT, is one of the more successful models of local ownership/co-op/non-profit:
Bridger Bowl Ski Area is a unique nonprofit community ski area that has been operating since 195512. As a nonprofit organization, Bridger Bowl does not have traditional owners or shareholders. Instead, it is governed by a board of directors and managed by a dedicated team of professionals713.The current General Manager of Bridger Bowl is Hiram Towle, who assumed the role in 2022915. Towle has 20 years of experience in the ski industry and previously served as the GM of Mt. Ashland, another nonprofit ski area in Oregon.Key aspects of Bridger Bowl's management structure include:
- Nonprofit Status: All revenue generated is reinvested into the mountain to improve facilities, maintain affordable lift tickets, and support local programs13.
- Board of Directors: The ski area relies on a well-informed and involved membership base to guide its historical development and future direction7.
- Mission-Driven: Bridger Bowl's mission is to remain a locally focused recreation area that balances quality, affordability, and sustainability to best serve the community13.
- Community Involvement: The ski area is deeply connected to the local population of Gallatin County, including Montana State University10.
This nonprofit model allows Bridger Bowl to focus on providing affordable skiing and maintaining a genuine community-driven experience, rather than prioritizing profits for shareholders213.
Or Bogus Basin, ID:Bogus Basin has operated as a nonprofit organization since its inception, but it formally became a 501(c)(3) nonprofit organization in 2005. Here are the key details:
- Nonprofit from the start: Bogus Basin has been operating as a nonprofit entity since it opened in 19421.
- Formal 501(c)(3) status: The ski area formalized its status as a 501(c)(3) nonprofit organization in 20051.
- Unique structure: Bogus Basin is one of the largest nonprofit ski areas in the country, with 2,600 skiable acres and more than 500,000 skier visits annually1.
- Community focus: As a nonprofit, Bogus Basin's mission is to provide accessible, affordable, and fun year-round mountain recreation and education to the Treasure Valley community2.
- Reinvestment model: All revenue generated by Bogus Basin is reinvested into the mountain to improve facilities, maintain affordable lift tickets, and support local programs12.
This nonprofit structure allows Bogus Basin to prioritize community interests and accessibility over profits, ensuring that the ski area remains a valuable resource for the local population.
