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Kicking Horse Mountain Resort
British Columbia
Commercial Planning Study (CPS™)
November 2007
Prepared for
Conducted by
Table of Contents
Executive Summary.........................................................................................1
Strategic Recommendations .........................................................................13
1. Introduction ............................................................................................21
2. Methodology ...........................................................................................23
3. KHMR Strengths, Weaknesses, Opportunities and Threats Analysis ......27
4. Stakeholder and Community Feedback ...................................................31
4.1. Kicking Horse Mountain Resort ...............................................31
4.2. Existing Business Owners and Operators at KHMR .................32
4.3. Town of Golden .......................................................................38
5. Golden Area History and Culture.............................................................43
5.1. History of Golden.....................................................................43
5.2. The Great Outdoors .................................................................44
5.3. Arts and Culture .......................................................................46
5.4. Conclusions for KHMR .............................................................48
6. Economic and Demographic Trends Influencing KHMR..........................51
6.1. Economic Forecast ...................................................................51
6.2. Demographics ..........................................................................54
6.3. Global Tourism.........................................................................56
7. Commercial Vision and Goals ..................................................................59
7.1. Commercial Goals ....................................................................59
7.2. Commercial Vision ...................................................................60
7.3. Resort Personality Concept Map..............................................68
8. Target Market Analysis ...........................................................................69
8.1. Primary Draw Area: Kicking Horse Mountain Resort ...............69
8.1.1. Seasonal “Cold Bed” Residents.....................................69
8.1.2. Overnight “Warm Bed” Visitors....................................72
8.1.3. Employees.....................................................................74
8.2. Secondary Draw Area: Golden Area .........................................76
8.2.1. Golden and Surrounding Area Permanent Residents ...76
8.2.2. KHMR Visitors Staying Overnight Off-Mountain ..........78
8.3. Regional Draw Area: Day Visitors ............................................80
8.3.1. Destination Day Visitors ...............................................80
8.3.2. Trans-Canada Passersby................................................82
9. Competitive Commercial Market.............................................................85
9.1. Kicking Horse Mountain Resort ...............................................85
9.2. Golden......................................................................................88
9.3. Regional Mountain Resorts/Towns/Developments ..................88
9.3.1. Fernie............................................................................88
9.3.2. Panorama Mountain Village..........................................90
9.3.3. Banff..............................................................................92
9.3.4. Canmore .......................................................................93
9.3.5. Revelstoke Mountain Resort.........................................94
9.3.6. Resort Communities Average Rents and Sale
Performance..................................................................95
9.3.7. Strategic Conclusions for KHMR...................................95
10. Commercial Economic Study (CES™).......................................................97
11. Preliminary Commercial and Public Space Program ..............................103
11.1. Planning the Village ...............................................................103
11.2. Planning the Commercial Uses...............................................103
11.3. Preliminary Anchor Uses and Experiences.............................106
11.4. Preliminary Sizes and Back-of-House Functions ....................108
11.5. Placemaking Strategies ..........................................................109
12. Mixed-Use Commercial Design Guidelines ............................................111
12.1. Top 10 Strategies for Planning the Commercial Village From a
Physical Perspective ...............................................................111
12.2. Flow and Integration..............................................................114
12.3. What Should Be Developed in Public Spaces.........................115
13. Assumptions and Limitations ................................................................119
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
1
EXECUTIVE SUMMARY
Objective
There is a strong desire to develop a fully integrated, mixed-use,
destination mountain village at Kicking Horse Mountain Resort
(KHMR). The objective is for this village to be the social and
experiential heart of KHMR, creating quality of life for homeowners
and generating additional visitation and commercial spending at the
resort. The village should define the personality and essence of
KHMR. In light of these objectives, Live Work Learn Play LLP (LWLP)
analyzed the existing commercial market conditions at KHMR and the
surrounding region in order to develop an overall strategy for the
planning and execution of a village that will fulfill this potential.
Methodology
The Commercial Planning Study (CPS™) is a demand-based
analysis of the target market customers’ propensities to spend time
and money on commercial goods and services. It outlines
opportunities and strategies to maximize commercial visitor traffic
and spending at the development.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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Stakeholder and Community Feedback (Section 4)
KHMR stakeholders expressed a genuine desire to develop the
commercial village as a critical differentiator that will diversify the
mountain’s experience up to 12 months a year. KHMR wants to be
more than just a great ski hill.
Feedback was also obtained through a focus group with existing
commercial operators at KHMR, as well as through meetings and
interviews with stakeholders in the Town of Golden. Several salient
themes emerged from the discussions.
While all acknowledge the continued potential of KHMR, these
external stakeholders expressed a sense of frustration at the apparent
stagnation of development and maintained that the resort has failed
to exceed initial development expectations. They also expressed that
the lack of formal communication channels leaves them out of the
loop and at an information deficit much of the time.
Existing KHMR business owners are finding it increasingly difficult
to continue supporting and funding operating businesses in a
commercial environment that is underdeveloped and feel that KHMR
should be doing more to drive traffic to the mountain, especially in
the summertime, by organizing more events and maximizing public
awareness of existing assets.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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All those interviewed expressed that KHMR should also be
working more collaboratively with the Town of Golden as local
residents are both a natural visitor market and unofficial
spokespersons for the resort.
Golden History and Culture (Section 5)
Golden traces its history back to the building of the
transcontinental railroad through the Canadian Rockies and the
Selkirk Mountains. The railway brought forestry and mining to the
region, and opened up the pristine mountain wilderness for
exploration by those who craved adventure and the outdoors.
Exploring the ample summer and winter activity options afforded by
natural beauty of the area continues to be one of the most significant
attractions for visitors and locals alike.
The region boasts a rich cultural history and the Town of Golden
organizes and hosts a vast array of cultural activities, events and
festivities throughout the year, all heavily supported by local
residents. Fully 7% of the entire regional community are paid
members of its arts council.
As KHMR needs to provide a more diversified offering beyond
simple outdoor recreation and adventure, the resort should capitalize
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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on the existing artistic and cultural capital in Golden to expand the
range of activities at the resort and connect to the local community.
Economic and Demographic Trends Influencing KHMR (Section 6)
Visitation to the Rocky Mountains has fluctuated since the late
1990’s. Modest growth is anticipated due to future population
increases in Alberta and Calgary; however this may be offset by
potential declines in U.S. visitation due to pending border crossing
requirements as well as strengthened Canadian and weakened U.S.
dollars.
Higher incomes in combination with an aging population have led
to a substantial rise in the demand for vacation properties and
secondary housing, which bodes well for mountain destinations like
KHMR.
Labour force shortages will likely intensify over the next two
decades, at a time when the maturing travel market will be seeking
more services and higher quality tourism products. In order to remain
competitive, KHMR should focus on strategies to attract and retain a
quality employment base, including affordable housing opportunities
and local services.
Furthermore, as the baby boomer population ages, skiing and
snowboarding will be outpaced in popularity by less strenuous
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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pastimes, such as hiking, bird watching, golf, etc., which will, to some
extent, shift visitor growth in the long term to the summer months.
Commercial Vision and Goals (Section 7)
The KHMR commercial village will be a destination, mixed-use,
mountain village that will feel timeless, authentic and organically
grown, driving the essence of the KHMR story and helping foster a
true sense of community. Its personality and offerings will be heavily
based on food and beverage; entertainment; and a variety of
recreational activities. The village will personify a healthy living
environment that is both fun and adventurous, and one in which
mountain learning and one-stop staying become its primary aspects.
Key anchors include restaurants and pubs with outdoor terraces,
hotels, and a spa and wellness experience.
The concept of learning will be embedded into every commercial
and public space experience at KHMR. Trademark institutions like an
Alpine Wellness School, Mountain Learning Institute or even a
University of British Columbia satellite campus, as well as other
educational avenues, will serve as key drivers in characterizing,
defining, and differentiating KHMR over time.
The commercial village will create a place where visitors and
locals alike will feel at once on vacation and at home, and long to
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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return year after year. It will provide a rustic, inviting, mountain
village experience that offers a touch of sophistication without an
ounce of pretension. It will be more refined but less expensive than
Banff, have more variety and culture than Panorama Mountain Village,
and have better action and more convenience than Fernie Alpine
Resort.
MAJOR ISSUE: Lack of Critical Mass of Consistent Spending/Visitation, Due to:
Extreme Seasonality (Winter/Skier dependency)
“Week-ality (Monday through Friday)
This is a destination village with a lack of critical mass
In order for KHMR to achieve its fullest potential and for the village to become truly vibrant, viable and able to attract great commercial operators to open their businesses there, it must drive critical mass beyond just skier days.
It must appeal to a broad spectrum of end-users by providing them with a variety of reasons and opportunities to come to KHMR at different times of the year.
Short Term Focus: Drive the Locals
• Must get Golden residents to use and embrace the village as their own
• Consider commissioning an entire strategic paper on how to drive and attract Golden residents to spend time at the resort throughout the year, now and in the future
Long Term Focus: Create a Stand-Alone Village
• As with all successful destination mountain villages. KHMR will have to shift the focus away from skiing and make the mixed-use village stand on its own merits as a destination
• Target only “Best of the best” commercial concepts, operators and experiences
• Create drivers (eg: Mountain Learning Institute, Yoga and Meditation Centre, Alpine Wellness School, Weekend-Long Festivals, Wedding Destination etc.) that will induce people to come visit and stay overnight at the resort at any time of year, regardless of whether or not they ski
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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Target Market Identification (Section 8)
The target achievable customers™ were identified within the
following geographic draw areas and segmented based on their
propensity to spend time and money on commercial goods and
services at KHMR. Each of these segments has distinct occupancy and
seasonality patterns (detailed in Appendix 4).
The target achievable customers™ consist of the following
segments:
Primary Draw Area: KHMR
o Seasonal Residents: “Cold Bed Residents”
Occupants of the existing “cold bed” residential units
at KHMR who do not participate in the rental pool.
o Overnight Visitors: “Warm Bed Guests”
Occupants of the "warm bed" residential units who
participate in the visitor rental pool.
o Employees
All employees directly working for KHMR itself, as
well as all 3rd party employees employed by the
hotels, commercial operators and construction
companies operating at the resort.
Attracting the local permanent population and resort employees is critical to the economic viability of the resort in the early stages of development and beyond. Increasing their visitation will increase spending during the week and the off-season.
Appendix 4 provides a detailed breakdown of KHMR customer segments and their current visitation patterns as applied in the Commercial Economic Study (CES™).
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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Secondary Draw Area: Golden Area
o Golden and Surrounding Area Permanent Residents
Permanent residents from the Town of Golden and
the surrounding rural area known as Area A of the
Columbia Shuswap Regional District.
o KHMR Visitors Staying Overnight Off-Mountain
Visitors to KHMR staying overnight in regional
accommodations outside KHMR.
Regional Draw Area: Day Visitors
o Annual Destination Day Visitors
Visitors who make an active decision to visit KHMR.
This group includes day skiers.
o Annual Trans-Canada Passersby
People driving through Golden on the Trans-Canada
Highway during the KHMR operating season
(excluding those people driving in trucks).
Competitive Commercial Market (Section 9)
KHMR has the opportunity to be the only integrated, mixed-use
on-mountain resort village within driving distance of Calgary. Neither
Over 1.9 Million vehicles pass through Golden annually, primarily during the spring, summer, and fall. KHMR needs to develop drivers and create reasons for people to travel the 13 km up to the village.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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Banff nor Canmore are adjacent to a mountain, and neither Fernie nor
Panorama offer a complete village experience.
Commercial Economic Study (CES™) (Section 10)
The long-term viability of the commercial village at KHMR 10-12
months a year is contingent on significant visitation and usage from
Calgary residents and other regional travelers during non-skier days,
throughout the summertime as well as the spring and fall. The CES™
reinforces the importance of attracting permanent residents from the
Town of Golden, (represented in the secondary draw area,) in the
early stages of development, as shown in Table 1.
Table 1
This study supports the following development initiatives to be
considered for the site’s commercial development:
How Much Commercial Space Should be Developed
The CES™ estimates that KHMR can support approximately
61,971 total commercial square feet at full build out of residential
% of Total Commercial Spending/Total Spending Target Market 2007 2011 2016
Primary Draw Area: KHMR 60% $2,052,229 75% $4,710,659 87% $22,528,989 Secondary Draw Area: Golden Area
36% $1,227,248 22% $1,393,499 11% $2,920,976
Regional Draw Area: Day Visitors
4% $133,885 3% $208,561 2% $471,253
Total 100% $3,413,362 100% $6,312,719 100% $25,921,218
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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and hotel development. Given that there is currently 23,805
square feet of existing commercial, the market will have the
potential to support up to 38,166 more commercial square feet.
This recommendation is based on projections of residential real-
estate absorption, employee growth and increased visitation to
KHMR over the next 10 years.
Commercial Phasing
There is more existing commercial space at KHMR than the
market can currently support. However, the CES™ recommends
building, once development conditions prevail, the stand-alone
“Surveyor’s Bar and Lounge” anchor après-ski/nightlife/evening
entertainment concept in order to energize the village by providing a
destination for Golden residents and KHMR employees.
Subsequently, given the surplus of commercial space relative
to the current economy, the CES™ recommends beginning
phasing in additional commercial space in 2011, allowing existing
commercial operations the opportunity to improve and stabilize
economically.
Preliminary Commercial and Public Space Program (Section 11)
The village at KHMR will offer visitors something other than
conventional shopping. The commercial mix will feature a high
See Appendix 5 for the full CES™.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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proportion of experiential food and beverage and evening
entertainment concepts, as well as large-scale resort anchors such as
hotels and a golf course. KHMR will also develop a series of events,
festivities and rituals that will engage visitors of all ages and all
interests.
Beyond the outdoor restaurants and fun entertainment, the village
will offer recreational, cultural, and educational commercial
experiences. There will be amenities catering to children and families,
and an array of interactive learning-oriented businesses, activities and
institutions connected to health, nature, and the arts.
In these early stages of development, the village must prioritize
“incubator” commercial concepts and activities – such as farmers’
markets and summer BBQ’s – and work to transform the physical
space at the bottom of the mountain into a village base through the
creation of animated patios and terraces where people can eat, drink
and interact.
• Section 11.3 outlines a preliminary list of anchor uses and experiences.
• Section 11.4 outlines the preliminary sizes and operational strategies that
relate to the commercial uses.
• Section 11.5 outlines placemaking strategies that can be utilized to help
bring the commercial vision for KHMR to fruition.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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General Commercial Mixed-Use Design Guidelines (Section 12)
This section outlines the following commercial mixed-use guidelines:
• Top 10 strategies for planning the commercial areas from a
physical perspective;
• Flow and integration of the commercial neighbourhoods;
• The design and program of the public spaces.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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STRATEGIC RECOMMENDATIONS
1. Short and Medium Term Initiatives for KHMR Over the Next 2 Years
a) Before adding new commercial space, KHMR should begin
by improving the existing village and creating a foundation
for a healthy commercial village environment. Specifically,
it is recommended that KHMR focus immediately on:
i) Increasing the critical mass of visitors to and
spending at the commercial village by:
Expanding the range of activities, events,
festivities, and rituals offered at the base of
the mountain, especially during the summer
season;
Targeting the local residents of the Town of
Golden as well as KHMR employees by
creating a place that caters specifically to
them, and by providing a shuttle service
between KHMR and Golden to facilitate
access and decrease dependence on personal
vehicles;
Establishing formalized relationships with
regional tour groups to drive summer traffic;
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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Around holidays such as Christmas, Easter,
Canada Day, Thanksgiving, Halloween etc.,
and during the off-season, organizing resort
rituals and special events that will help instil
a sense of community in all end-users;
Creating a village base plaza that offers a
true “sense of arrival” for visitors.
ii) Maximizing the use of the public space at the base
of the mountain (until new commercial space can be
supported), creating a fully integrated, mixed-use
“nucleus of energy” and centre of commercial
attractions and activity, by:
Increasing the amount and variety of outdoor
seating in the Gondola Plaza;
Creating patios and terraces along the
commercial base with seating;
Building a terrace outside the Day Lodge
where people can order appetizers and
drinks;
Installing heat lamps, umbrellas and
atmospheric glow lighting (concept of
“nightscaping”), as well as building fire pits,
to improve, expand and extend daily usage
of the outdoor space.
Appendix 7 Provides a detailed outline of action items and their respective timelines for implementation, as well as conceptual imagery of some of the suggested physical changes.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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iii) Maximizing asset utilization by using existing
commercial space for additional functions. For
example:
Using the Day Lodge as a multi-use space to
host everything from concerts to exhibitions
to children’s activities;
Hosting public cooking classes at the
mountain base, using local produce, during
summer farmers’ markets;
Using the Eagle’s Eye Restaurant as the
setting for a destination cooking school
during the off-season;
iv) Purchasing an existing, genuine surveyor’s cabin and
transferring it to the mountain base to open the
“Surveyor’s Bar and Lounge” as soon as
development conditions allow, and coordinated
with the overall improvement of the plaza.
This will create a new nightlife/entertainment
concept anchor to the existing mini village and
inject life into it by attracting employees and
Golden residents.
v) Creating an independent and financially sustainable
Kicking Horse Mountain Association to ensure that:
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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The interests of all resort stakeholders are
always represented;
Formal avenues for communication with
stakeholders exist;
There is a centralized body responsible for
the planning and organization of events,
activities and general resort animation;
There is a centralized body responsible for
the maintenance, repair and care of public
spaces.
b) While continuing to work towards attaining separate
Resort Municipality status, cultivate a better overall
relationship and communication plan with the Town of
Golden to help attract a critical mass of locals to the
mountain on a more regular basis and increase visitation
and spending in low periods during the week and off-
season, specifically:
i) Consider offering “free ski”/reduced fare days, or
other benefits to increase weekday traffic;
ii) Expand targeted family programs (e.g.: father/son,
mother/daughter day or night);
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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iii) Build and strengthen relationships with existing
Golden organizations such as Kicking Horse Culture,
the Art Gallery of Golden, the Art Spot Galley, the
Golden & District Museum, Golden Area Initiatives,
the Golden & District Chamber of Commerce, the
B.C. Visitor Information Centre and the Town of
Golden;
iv) Continue attempts to leverage the existing cultural
capital in Golden to add diversity and flavour to the
mountain experience as well as to build stronger
ties to the local Golden community. Some strategic
opportunities for KHMR include:
Becoming a regular venue for hosting
community events;
Attracting local professionals (artists,
photographers, musicians etc.) to run
workshops or teach classes at KHMR;
Developing free bus transportation to
encourage people to travel regularly between
the resort and Golden.
c) Explore corporate sponsorship and branding opportunities
for KHMR infrastructure, for example:
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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i) Consider selling the naming rights to the gondola
and organizing events around the sponsor’s brand
or product, like the Volkswagen “Cabriolet” in
Tremblant;
ii) Pursue an outdoor sports and recreation company
(e.g. Mountain Equipment Co-op, Merrill etc.) to
finance building and branding a climbing wall or
bouldering park in the village.
d) Obtain “British Columbia Culinary Tourism Society”
accreditation for the Eagle’s Eye Restaurant in order to
increase its profile as a dining destination and gain access
to provincial marketing channels.
2. Long-Term Initiatives for KHMR
a) Drive year-round critical mass and consumer spending;
b) Based on the Commercial Economic Study (CES™), it is
estimated that the market will be able to support a total of
61,971 commercial square feet by the year 2016. Given
that there is an existing 23,805 square feet, it is suggested
to develop up to 38,166 additional commercial square feet
in the KHMR village, which represents approximately 25
new commercial businesses.
See Appendix 1 for information on the BC Culinary Tourism Society.
Appendix 5 contains the detailed CESTM.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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c) Develop financing incentives and programs for prospective
businesses owners in order to attract quality operators to
future commercial village development;
d) Focus on strategies to attract and retain a quality
employment base, including affordable housing
opportunities and local services;
e) Evolve the Grizzly Bear Refuge into a true world-class,
destination educational institution and experience, with
full interactive amenities including a year-round learning
centre with educational videos, and cultivate relationships
with school groups.
f) Through the Targeted Leasing and Casting (TLC™) process,
target quality commercial operators – “great people with
great business concepts” – who have the financial
wherewithal, passion, and vision to succeed, and, who,
along with their employees, will reinforce the commercial
vision and become ambassadors of KHMR.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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1. INTRODUCTION
This Commercial Planning Study (CPS™) identifies and segments the
current and future potential customer market for the commercial mixed-
use mountain village at Kicking Horse Mountain Resort. The primary
goals of the CPS™ are to:
1. Draft a preliminary vision of a mixed-use commercial
village that reinforces the overall vision and goals of KHMR;
2. Establish who the target achievable customers™ are who
have the propensity to spend time and money on
commercial goods and services;
3. Provide the development with strategies to increase
visitation and commercial spending in order to improve the
commercial viability of businesses and the quality of
commercial operators;
4. Evaluate the market potential for the commercial
development over time, to ascertain how many commercial
square feet should be developed, and its associated
phasing plan;
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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5. Evaluate the competitive marketplace in order to
determine the most effective strategic positioning of the
village after highlighting the project’s key strengths,
weaknesses, opportunities and threats;
6. Recommend a preliminary program of critical commercial
and public space anchors, drivers and experiences;
7. Highlight lessons learned from studying select commercial
mountain resort precedents, outlining some of the key
challenges and positive outcomes and successes resulting
from their commercial developments.
The Commercial Precedents Study is included as an addendum to this CPS™.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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2. METHODOLOGY
The Commercial Planning Study (CPS™) is a demand-based analysis
that is used in planning and developing a mixed-use commercial
neighbourhood. Its primary purposes are to:
1. Establish a commercial vision that will drive commercial
demand and community quality of life;
2. Establish the approximate quantity of commercial space to
develop;
3. Estimate the timing of the opening of commercial
businesses to the public (the commercial phasing plan);
4. Estimate the developer/operator potential for viability,
which is derived from the Commercial Economic Study
(CES™);
5. Outline the development’s strengths, weaknesses,
opportunities and threats, and
6. Outline some macro commercial strategies to plan for
success and mitigate against risk.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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It is suggested that the commercial planning study, including the
CES™ findings, be revisited throughout the development of the site
to ensure that the plans and information remain congruent with then
current market conditions.
This study assesses the current and future commercial market
potential based on the sociology and demography of the people living,
working, learning and/or visiting the determined market area near the
site. This information is then analyzed in context with current market
conditions, while balancing the growth of the target market.
This methodology differs from a traditional supply-based approach
which analyzes the feasibility and potential for a commercial
development based foremost on the overall local commercial supply of
goods and services in relation to the current and future residential
market demand.
Briefly, the CPS™ assesses the potential for commercial development
by researching four types of information:
1. Local and surrounding market conditions which are
analyzed and studied, after which a geographic draw area
is selected to identify the target customer segments which
represent the market of commercial spenders.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
25
2. Feedback from the community and community
organizations which is obtained through research methods
such as interviews, Target Market Observation Exercises
(TMOE™), questionnaires, focus groups, and detailed
discussions. This feedback is used to assess the historical
context of the area as well as the immediate demands and
future desires of the customers in the marketplace.
3. Demographic information and other key data are
researched and analyzed. Some of the main determinants
of whether certain people identified in the target market of
commercial customers are, in fact, achievable customers™
may include age, socio-economic status, culture as well as
what identifiable groups these target customers belong to
(residents, students, retirees, young families, singles, day
or destination tourist visitors, etc.).
4. Experiencing, understanding and analyzing what has
worked elsewhere coupled with future trends, as well as
what has not worked elsewhere. This information and
analysis is obtained from other developments studied or
developed by Live Work Learn Play LLP, or the developer.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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In summary, this CPS™ estimates the commercial market potential
and serves to answer four fundamental questions:
1. How much commercial space should be developed and
opened at any given point in a defined economy that has
started to stabilize;
2. How to create the greatest likelihood of economic viability
for the developer and commercial operator;
3. How to maximize the commercial tenant mix and social
experiences of the target customers (residents and visitors)
in creating a sense of “Place”; and
4. How to plan a commercial development that will be
vibrant, economically sustainable, and timeless.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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3. KHMR STRENGTHS, WEAKNESSES,
OPPORTUNITIES AND THREATS ANALYSIS
Given the variety of mountain resort options in the regional areas
west of Calgary, it will be important for KHMR to distinguish itself by
developing an integrated mountain resort experience with a range of
activity options that will attract all of the identified target achievable
customer™ segments.
The following qualitative assessment is intended to guide decision-
making that will assist KHMR in becoming:
The center of life and activity for all employees, seasonal
residents, and visitors to KHMR;
A regular and familiar destination for people living and
working in and around the Town of Golden;
A prime regional visitor destination that will grow into a
national and international destination over time;
A place where all end-users feel a true sense of community.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
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Strengths • Access to strong financial backing for
infrastructure improvements provided
economic returns are clear
• Long-term commitment and vision of Ballast
Nedam
• Closest ski-in/ski-out destination to the
Calgary market
• Improved Trans-Canada will reduce drive
time and improve comfort and safety of the
drive from Calgary
• The continued growth and economic
development of Calgary (see Appendix 6 for
an article on the retail development boom in
Calgary)
• The world’s largest enclosed Grizzly Bear
Refuge
• Existing brand of KHMR
• Proximity to 5 National Parks
• Quality of the ski mountain and snow
conditions
• Relatively low base altitude with temperate
weather and a lot of sunshine
• Located at the confluence of two rivers
Weaknesses • Lack of existing critical mass of seasonal
residents, overnight visitors and overall
visitors
• Lack of weekday traffic
• Limited activities or events to draw visitors
during the summer season
• Poor signage from the Trans-Canada
• Absence of formalized governance and
channels of communication in the form of a
Mountain Resort Association and Merchant’s
Association
• Absence of an employee housing strategy
• Located relatively far from great commercial
operators in Vancouver, Calgary and
Edmonton, making it difficult to attract
demand to open and operate businesses
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Opportunities • To be the only truly on-mountain ski village
in the region
• Expanding the operating season by offering
diverse summer and winter programs
• Building upon existing “affluent purist” market
success by softening the KHMR overall mountain
experience and image to attract a wider target
market and persuade “affluent purists” to travel
with family more often
• Attracting locals residents from Golden, KHMR
employees, and some of the many visitors passing
through Golden on the Trans-Canada Highway
• Attracting new Calgarians and providing them
with a sense of belonging and community
• Investing intelligently in a learning-oriented
activity base that will serve as a strong
differentiator
• Capitalizing on the existing cultural capital in
Golden in order to enhance the KHMR experience
• Aligning the seasonal strategies of the resort and
its commercial operators
• Choosing the correct mix of commercial concepts
that will survive and flourish given the resort’s
seasonality and personality
• Improving commercial quality and variety
• Designing smaller commercial retail units to
increase the density of the commercial experience
and reinforcing it through the layout of the plaza
Threats • Developing new commercial space before
optimizing the existing commercial
assets and experience as well as
achieving a critical mass of visitors and
spenders
• Offering inferior commercial experiences
as a result of not insisting on top quality
commercial operators
• The existing perception of the ski
mountain as being for experts only and
not being women, family and child-
friendly
• The existing lack of connectivity between
KHMR and the Town of Golden
• The development of Revelstoke, its
recent poaching of KHMR employees, and
its capture of the regional public
relations buzz
• Labour force shortages that will likely
intensify over the next two decades, at a
time when the maturing travel market
will be seeking more services and a
higher quality tourism product
• The ability of all resort variables to work
in conjunction with each other and
perform together (operations/residential/
hotels/commercial etc.)
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4. STAKEHOLDER AND COMMUNITY FEEDBACK
This section summarizes feedback obtained from separate discussions
held with Kicking Horse Mountain Resort stakeholders; existing business
owners at KHMR; and people who represent commercial businesses and
organizations in the Town of Golden.
4.1. Kicking Horse Mountain Resort
While already internationally recognized as a premium skiers’ mountain,
all KHMR stakeholders feel the mountain is ready to move beyond its initial
accolades and infrastructure advancements, and want to push forth with the
full development of the resort. All have expressed a genuine desire to have
the village built.
The future KHMR Village is considered a pivotal element of the year-
round destination experience that KHMR seeks to provide visitors. It will be
an essential driver of real estate sales and property values and critical to
building and diversifying the mountain’s visitor base for the long term,
giving KHMR the feel of a real place with a palpable personality throughout
its operating season.
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All KHMR stakeholders believe that the strength of the community they
create will determine how often owners use their property and how often
visitors return. They want KHMR to be much more than just a great ski hill.
4.2. Existing Business Owners and Operators at KHMR
4.2.1. Introduction
The feedback in this section was acquired during a focus group
discussion with existing KHMR business owners and operators held by
LWLP on September 17, 2007, during the KHMR Re-Envisioning Week.
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List of Attendees
1 Trevor Carr Palliser Lodge 2 Ralph McCulley Sushi Kuma/Horse Thief Café 3 Patrick De Caigny Selkirk Sports 4 Ken Chilibeck Vagabond Lodge 5 Lori Chilibeck Vagabond Lodge 6 Trina Wolfenden Flying w/ Trail Rides 7 Warren Wolfenden Flying w/ Trail Rides 8 Melissa Callaghan Copper Horse Lodge/Cork’s 9 Rick Bulich Copper Horse Lodge/Cork’s 10 Stacey Trudeau Copper Horse Lodge/Cork’s 11 Paul Trudeau Copper Horse Lodge/Cork’s 12 John Lush Lush Mountain Accommodations 13 Sarah Kennedy Ultimate Resorts and Hotels 14 Ellen Matthews Palliser Lodge/Tepic Management
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4.2.2. General Sentiments About Operating at KHMR
All of the operators who were party to the discussions expressed
great initial excitement at buying into the dream of being a part of
KHMR, but many expressed having felt a general lack of support or
acknowledgment from the resort ever since. They believed the resort
would develop more quickly and that their businesses would share in its
success, but an issue of trust now persists for many due to the failure of
the resort to exceed initial development expectations.
They acknowledged that their relationship with KHMR had improved
since the arrival of Steve Paccagnan and they have appreciated the
regular stakeholder meetings that are now held to keep them better
informed. Ultimately, though, they need more commercial spenders year-
round to make their businesses profitable.
These commercial stakeholders still feel the resort has great
potential, but they are finding it increasingly difficult to continue
supporting and funding operating businesses in a commercial
environment that is underdeveloped.
4.2.3. Perceived Issues
• Marketing
Many operators feel that the quality of the mountain and
its assets are not properly communicated to the public, and
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that KHMR does not have a nearly significant enough
presence in the Calgary market. In particular, many believe
KHMR needs to begin building relationships with, and
attracting, tour groups (especially in the summer) to
increase regular visitor traffic. There is also a strong desire
to see the mountain fully capitalize on the potential
drawing power of the Grizzly Bear Refuge by making it
better known and ensuring the facilities maximize the
experience for visitors.
• Signage (concept of “Wayfinding”)
The operators expressed having received consistent
feedback from customers on the subject of signage, as
many people had found it more difficult than expected to
find their way to the mountain from the highway. As well,
they expressed the need to erect a site map in the Gondola
Plaza to help people orient themselves upon arrival.
Visitors often have no way of knowing that there are
lodges with a restaurant and bar open nearby, especially if
they happen to come while the mountain is closed.
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• Seasonality
Operators were sold on the concept of a four-season
resort, but the mountain is only currently open for a
portion of the prime tour season from May to September,
and there is not nearly enough summer traffic. They feel
the resort should be doing more in terms of holding events
and festivities to draw people to the mountain during the
summertime, because events that have been held, such as
the Street Fest in May and the August and Labour Day
Farmers’ Markets, have yielded healthy visitation and
positive feedback from attendees. The short summer
season also makes it very difficult for many of them to hire
staff, and as the seasonal operating schedule has changed
regularly in the past, it has been confusing at times to
visitors and merchants alike.
• Golden
Operators feel that KHMR needs to work cooperatively
with the Town of Golden as the two are perceived
collectively as one place by many visitors. Furthermore, the
Town of Golden is a natural visitor market for KHMR.
Locals do come up to the mountain from time to time, but
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they need to be better catered to. The success of the
Sunday Brunch in attracting local residents is evidence of
the real potential of getting locals to come to KHMR more
regularly given the right programming, but most activities
at KHMR are too expensive for them.
• Going Forward
As the development pushes forward, all focus group
participants expressed a need for KHMR to communicate a
clear future vision of the mountain to the public and all
stakeholders. This would go a long way both towards
eliminating much of the uncertainty that has developed in
recent years and towards recapturing some of the initial
excitement about the project that has since waned. There
is a sense of urgency for change as many of the commercial
businesses are reported marginally profitable or losing
money and some operators reported that they cannot
afford to keep on investing additional funds into their
businesses.
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4.3. Town of Golden
The feedback in this section is based on meetings and discussions
held on September 19, 2007 with stakeholders who represent
commercial businesses and organizations in the Town of Golden.
List of People Interviewed
1 Ruth Kowalski Golden & District Chamber of Commerce & Visitor Info Centre
2 Andrew Commons Kicking Horse Interiors 3 Caleb Moss Bacchus Books 4 Debbie Chabot Patsi Cola Candy Company 5 Jackie Jackson Jackson Hardware
6 Rob Miller Golden Area Initiatives – Community Economic Development Services
7 Lynn Romano B.C. Visitor Centre, Golden
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4.3.1. General Identity
Golden has never been a resort town and its residents take pride
in being an authentic place with a diverse group of real people from
varied backgrounds working real jobs. According to Caleb Moss,
owner of Bacchus Books, there is a reason that there is no Starbucks
around as there is very little that is branded about the area. It is an
organic and authentic community with a real history, and that is a
large part of its charm to residents and visitors alike.
4.3.2. Perception of KHMR
Local residents have mixed responses when they are asked about
their feelings towards KHMR. Some are eternally positive about the
economic growth, development and prosperity they believe that the
resort will bring to the region as they see it as a huge opportunity for
the Town of Golden to modernize. Others, however, are less
optimistic. They feel that the experience with KHMR has been
peppered with broken promises given that development appears to
have stalled at the resort, (which was supposed to be up and running
in 10 years) and that anticipated economic benefits have not yet
materialized as expected.
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4.3.3. Perceived Issues
• KHMR’s Actions Reflect Upon and Impact Golden
To the outside visitor, Golden and KHMR are one and the
same, and, as a result, representations made by KHMR
directly impact the town itself. Some of the examples cited
include people arriving expecting a “resort” and not
finding one, or coming to see the Grizzly Bear Refuge only
to find it closed. Visitors have been disappointed or angry,
and the local merchants often end up taking the heat from
unhappy tourists.
• Lack of Communication
Stakeholders also expressed their sentiment that a lack of
communication and general secretiveness permeates
KHMR’s relationship with the town. On a macro level,
general development plans and the overall direction of the
resort is up in the air, while on a micro level it has been a
consistent challenge, even for the Visitor Centres, to give
visitors real-time information about KHMR, as the resort
often does not adequately communicate its opening dates
and availability of activities. Many merchants in Golden
also have great difficulty providing tourists with accurate
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information about KHMR when regularly asked.
• Employee Housing
Many residents feel that the issue of staff housing for
KHMR employees should be addressed by the Town of
Golden in partnership with KHMR, but to date it has never
been properly raised or planned. It is perceived that the
influx of people has driven up property values and put a
strain on existing infrastructure, making it more difficult to
find affordable housing.
Furthermore, business and wages in town have not
been increasing in line with rents and the general cost of
living, which has placed a financial burden on a number of
existing residents, especially those in the industrial sectors
who no longer enjoy the purchasing power to which they
were accustomed.
• KHMR Visitor Mix
Many residents feel that KHMR does not have the terrain or
amenities to meet the needs of families and children.
Furthermore, they argue that large groups of men coming in
for the weekends (which is the demographic KHMR currently
attracts) is not particularly good for a small town.
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Appendix 2 contains the Golden Community Profile and Business Development Guide.
5. GOLDEN AREA HISTORY AND CULTURE
5.1. History of Golden
Golden was first settled in 1882 as a base for the survey party of
Major A.B. Rogers, who had been commissioned to find a pass through
the Selkirk Mountains for the transcontinental railway. With the
discovery of Roger’s Pass, construction on the final parts of the CP Rail
line began and brought Golden to life. The town has evolved and
diversified over the years, but has never truly left its
working class roots as forestry and rail continue to be the
two largest employers in the town.
The railroad brought a diversity of workers to the area
from as far away as Italy and India, giving birth to the oldest Sikh
community in British Columbia. It also spawned early tourism in the form
of wealthy Europeans who flocked to the Rockies in search of
unconquered peaks to climb. CP Rail brought experienced
mountaineering guides from Switzerland and built “Edelweiss Village” in
Golden to house them and their families in familiar “Swiss chalet” style
dwellings. Many of these maintained historical homes still remain on the
outskirts of Golden, and the spirit of outdoor adventure and exploration
that they represent still lives on.
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5.2. The Great Outdoors
The area around KHMR and Golden is a mecca for those who crave
adventure and the outdoors. Annual events are held to highlight and
celebrate many of the recreational activities in their own unique fashion.
During the summertime, the area boasts some of the best whitewater
rafting in North America on the Kicking Horse River, as well as hiking,
backpacking, mountain biking, kayaking, horse-back riding, and fishing.
The Bugaboos and Spillmacheen Crags are popular for rock climbing.
There is also prime wildlife viewing in the Columbia Wetlands, (the
largest wetland of its kind in British Columbia) comprised of 16 habitats
and home to 216 species. The Golden Golf Club, with a Golf Digest 4-star
rating and ranked “Best Value” in British Columbia according to Scoregolf
TV the Magazine, plays host to 36,000 rounds of 18 hole golf every
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summer. Additionally, several world distance records have been set at
Mount 7, which is one of the top sites in the world for paragliding, and
which plays host to the annual Psychosis Downhill Mountain Bike Race,
the longest single track race of its kind in the world.
Winter activities abound in Kicking Horse Canyon and Yoho National
Park with dog sledding, snowmobiling, ice fishing, ice climbing, and even
an annual snowshoe race to the top of KHMR. Golden provides access to
a vast network of easy to challenging cross-country ski trails at the
Golden Golf Course, the Dawn Mountain Nordic Trail system at the base
of KHMR, and in the Blaeberry and Columbia Valleys. There are 214
members of the Golden Nordic Ski Club.
However, downhill skiing in all its forms (heli, cat, or lift), is what
defines the winter season more than any other activity. Local residents
opened the Whitetooth Ski Area in 1986, which was acquired in 1997 by
Ballast Nedam, giving birth to KHMR. Rudi Gertsch has been offering heli-
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skiing in the upper and lower bowls of the mountain since 1974, and the
overall area now boasts over 2000 square miles of heli-skiing terrain,
making it one of the world’s premiere backcountry skiing destinations.
5.3. Arts and Culture
Golden has many cultural opportunities to explore. The Golden
District Arts Council, which operates under the name “Kicking Horse
Culture” (KHC), helps coordinate and organize
a variety of cultural activities that have
significantly expanded in scope and popularity
in recent years. 610 individuals and families
last year became members of KHC. This
represents 7% of the entire regional
community.
In May 2006, KHC signed a Service Delivery Agreement with both
levels of local government. The agreement recognizes the significant
growth of the arts council’s programming activities and annually provides
$60,000 from the Town of Golden and Rural Golden combined to ensure
the stability and growth of KHC.1
KHC’s annual programming line-up, branded under the “Kicks”
banner, consists of musical, artistic and cultural events and festivities
1 www.assemblybcartscouncils.ca/news/KickingHorseCulture.asp
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that are held throughout the year. These events have met or surpassed
all benchmark programming goals2 and have grown increasingly popular
with the local community. Last year alone the “Kicks” lineup included:
Live Kicks
• 15 concerts/performances from October-April ranging from Cuban music, to the Symphony of the Kootenays, ballet, and Punjab-Celtic fusion music and dancers
• 4 performances were staged in local schools • Averaged 150 attendees per show, peaking at 240
Eye Kicks
• 10-12 monthly visual arts exhibits per year at the Art Gallery of Golden
• “Adventures and Settlers” Golden Anniversary Exhibition project, featuring profiles and portraits of Golden’s ‘founding’ or formative families
Gift Kicks • Christmas Faire in November featuring more than 50 artists, crafters and artisans
Film Kicks • Best of the Banff Mountain Film Festival, held in December
Ice Kicks
• 2 opening and closing weekend concerts, January & February • Golden Anniversary “MasqueParade” activities, which featured a
snow and fire pageant Down By The Bridge and parade to the Civic Centre for a night of all ages social dancing 500+ attendance
• 2 months of workshop activity where 250+ people came through the Snow King’s Work Shop to build lanterns, puppets and masques
Summer Kicks • 5 free Down By The Bridge Concerts • Average attendance of 400+ locals and tourists
In addition, KHC also partnered with a number of other organizations,
among them the Golden Community Players, which stages 2-3 theatre
productions per year, the Métis Association, with whom they helped
organize four fiddle and dance workshops, and the Columbia Basin Trust,
with whom they helped organize a workshop on “Climate Change”.
2 Kicking Horse Culture: Operational and Program Review, July 2006
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The community also supports many other cultural pursuits outside
the ambit of KHC, including the popular Wednesday Farmers’ Market
during the summer months; the Golden Rodeo; the Annual Spilli Chilli
Cookoff; and the Pick-N-Stick
Scrapbooking retail business,
which sells materials for and
teaches the art of scrapbooking.
There are 97 fully paid
members of their scrapbooking
club, which provides access to
free classes, advice and drop-in anytime of year.
Furthermore, the town has applied to the provincial government’s
B.C. Spirit Squares program, which provides funding for communities to
build or improve an outdoor public meeting place in the town that
reflects its unique character, heritage, and cultural diversity. The town is
hoping to build a Spirit Square near the Pedestrian Bridge in 2008.
5.4. Conclusions for KHMR
In order to attract a broader target market of destination visitors and
local residents, KHMR needs to provide a more diversified offering
beyond the area’s existing outdoor recreation and adventure. KHMR
should capitalize on the existing artistic and cultural capital in Golden by
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building, leveraging and strengthening its relationships with existing
Golden organizations such as Kicking Horse Culture, the Art Gallery of
Golden, the Art Spot Galley, the Golden & District Museum, Golden Area
Initiatives, the Golden & District Chamber of Commerce & Visitor Info
Centre and the Town of Golden itself.
KHMR has made certain overtures in the past to this end, but has
found the Arts Council somewhat resistant to organize events that will
benefit the resort in an economic way, which they view as outside their
mandate. Nevertheless, KHMR must continue to pursue opportunities,
find solutions to this impasse and work towards improving this
relationship on a going-forward basis.
Incorporating cultural experiences with connections to Golden into
the KHMR experience will add colour and flavour to the resort itself year-
round, as well as help the mountain better integrate with, and build
stronger ties to, the local Golden community.
Some of the strategic opportunities for KHMR include:
• Becoming a regular venue for hosting community events;
• Getting local professionals (artists, photographers,
musicians etc.) to run workshops or teach classes at KHMR;
• Developing free bus transportation to encourage people to
travel regularly between the resort and Golden.
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6. ECONOMIC AND DEMOGRAPHIC TRENDS INFLUENCING KHMR3
6.1. Economic Forecast
In the medium term, at least, the economies of Canada and Alberta
are expected to remain strong, which will generally translate into high
levels of consumer spending and an increased propensity for travel by
Canadians. This may be tempered slightly by the high cost of fuel and
transportation. While this may have a positive influence for many
Canadian travel destinations, a strong economy presents both
competitive challenges and opportunities for KHMR.
6.1.1. Higher Disposable Incomes
• Calgary and Alberta as a whole have significantly higher
household spending and related growth, relative to the
Canadian average, as indicated in Table 24.
3 Much of the research in this section was obtained from the Town of Banff Commercial Capacity Study 4 Statistics Canada
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Total Household Spending
2005 Growth 2003-2005
Calgary $85,553 20.3%
Alberta $75,346 11.1%
Canada $66,857 8.6% Table 2
• Higher disposable incomes typically translate into an increased
demand for longer trips.
• In that about 60% of visitors to both KHMR and to the Rocky
Mountain Tourist Destination Region5 (TDR) are made by
Albertans6, KHMR and other area resorts may experience greater
pressure to keep their largest market from traveling elsewhere.
6.1.2. Higher Incomes in Combination with an Aging Population
• This has led to a substantial rise in the demand for vacation
properties, which bodes well for KHMR, as the growth that has
occurred in competing resort communities can attest to.
• 9% of Canadian households are planning to purchase (4%) or
considering a purchase (5%) of a vacation home in the next 3 years.7
5 The Rocky Mountain TDR includes Banff and Jasper National Parks and Kananaskis County 6 Based on the most recent 2004 Alberta Economic Development Tourism in Canadian Rockies data 7 Demographics, Economic Realty and Market Opportunity for Resort Housing, 2007,Clayton Research
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• Canmore (AB), Creston (BC), Fernie (BC), and Whitefish
(Montana) have all been successful in attracting real estate
investment by Southern Alberta residents.
6.1.3. The Strength of the Canadian Dollar and U.S. Visitation
• When combined with impending international border crossing
requirements, the strong dollar has already, and will likely
continue to, result in fewer American tourist visits to southern
Alberta in the future.
• While in numerical terms, U.S. visitors represent just over 10%
of all visitors to the Canadian Rockies, they account for over
25% of tourist spending. U.S. visitors represent roughly 9% of
visitors to KHMR.
• The number of U.S. and international visitors to the Rocky
Mountain TDR has decreased significantly compared to pre
“9/11” numbers.
• While visits by international tourists appear to be rebounding,
U.S. visitation is still well below historic levels, having dropped
32% (from 600,000 to 410,000) between 1998 and 20048.
These trends match tourism data for Canada as a whole. The
8 Based on the most recent 2004 Alberta Economic Development Tourism in Canadian Rockies data
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outlook is relatively strong for the overseas market, but less
certain for the U.S. market. Consequently, KHMR and other
local resort communities will have to look to other markets, as
well as new and expanded products, to offset a decline in this
important source of income.
6.1.4. The Labour Shortage
• The supply of workers is expected to remain a major issue in
Alberta and British Columbia, and is likely to become more
pressing for Canada as a whole.
• KHMR’s ability to attract quality employees to the community
will be directly related to its ability to offer affordable
accommodations and a full range of community services.
6.2. Demographics
The prevailing demographic trend facing most developed nations is
the aging of the population. While Calgary (with a 35.7 year old median
age) and Alberta (36) as a whole are younger than the Canadian median
(39.5), over the next 25 years, the population aged 55 to 75 will grow by
over 60% (or roughly 4 million people) in Canada9. These individuals will
have the time, discretionary income, and desire to travel and to purchase
9 According to Statistics Canada projections
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vacation properties. This market will be driven by service, quality and
sophisticated experiences, likely at a time when a labour shortage will
make it increasingly difficult to satisfy these needs. Over the next quarter
century, the communities that are best equipped to serve this market will
be those that are also able to
attract and retain quality
employment.
The young adult population,
which represents a key
component of the workforce at
mountain resorts, will be
stagnant or in decline over the next 20 years. By 2026, Statistics Canada
projects that the Canadian population between 20 and 29 will decline by
about 3% while the population between 20 and 34 will grow only by
about 3%, compared to a 16% growth in the population as a whole. In
short, the traditional labour force will not come close to keeping up with
the growth in demand by the aging population. As a result, mountain
resort communities, like KHMR, must find creative ways of competing for
this increasingly scarce supply of youth labour.
The Calgary population is currently estimated at 1,165,000 and is
projected to reach 1,338,000 by 2015 based on City of Calgary forecasts.
This represents a growth rate of about 15% over the next 9 years. The
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provincial population currently amounts to 3,376,000 based on estimates
by the Alberta Ministry of Finance and is projected to reach 3.9 million by
2015, representing growth of approximately 17% over this period.
6.3. Global Tourism
The World Tourism Organization reports that by 2020 global tourism
(measured by international arrivals) will more than double. At the same
time, it will be spread out over a much broader range of destinations. In
1950, 71% of international arrivals were concentrated in 5 countries
(Canada being #2 behind the United States) and the top 15 accounted
for 97%. By 2000, the top five destinations accounted for only 35% of
arrivals, with 38% in countries outside the top 15. In 2003, Canada had
dropped to #10.
Information technologies and the mass media have made tourism
marketing a truly global proposition. Competition is increasing
exponentially as the ability of even remote communities to market to a
global audience expands. At the same time, the internet and mass media
has led to much “information clutter” and high value destinations like
KHMR must continue to seek ways to ensure that clear marketing
messages are being transmitted to its non-local markets.
The internet has led to a rise in “independent travelers,” who do not
book their trips through traditional travel agents. These travelers are
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able to book almost every aspect of their trip on-line, including hotel, air
and ground transportation, rental vehicles, golf, activities, etc. As a
result, locally based travel packaging and tour companies will have a
greater role in attracting tourists and influencing their activities.
Tourism marketing and products are becoming increasingly more
sophisticated in response to a more informed global audience, a
maturing market, and the greater use of electronic media.
As the baby boomer population ages, skiing and snowboarding
participation rates will likely decline. While research has shown that
participation rates increase slightly for persons in their 30s to mid-40s
when their children become more active in winter sports, skiing and
snowboarding will be outpaced in popularity by less strenuous pastimes,
such as hiking, bird watching, golf, etc.
In the long term this trend will shift growth to the summer months,
and KHMR must ensure it is well positioned to appeal to meet this
demand.
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7. COMMERCIAL VISION AND GOALS
7.1. Commercial Goals
The following are the suggested top 10 strategic goals of the KHMR
commercial village.
1. To create a competitive advantage and regional
differentiator for KHMR versus the competing regional
mountain resorts and developments;
2. To drive demand for residential sales and visitor traffic for
the operating businesses (i.e. the ski hill and hospitality
operations);
3. To help define the brand and personality of KHMR while
integrating seamlessly into the mountain environment;
4. To be financially viable for both the developer and the
commercial operators;
5. To be a social gathering place for all visitors and residents,
providing them with daily opportunities to connect with
each other and engage in fun and fulfilling activities and
experiences on a 24-hour clock;
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6. To provide a variety of commercial and recreational
amenities and services to KHMR visitors and residents;
7. To help build a true mountain community by making KHMR
an enjoyable place to live year-round, facilitating the
attraction and retention of staff, increasing the frequency
of visits, and extending the length of visitor stays;
8. To reinforce and promote the healthy living, outdoor
adventure-based history of the region;
9. To create a diversity of commercial memories; and
10. To be self-sustainable and timeless, improving with age,
financially and experientially.
7.2. Commercial Vision
7.2.1. Concept
The KHMR commercial village will be a destination, mixed-use,
mountain village that will feel timeless, authentic and organically grown,
driving the essence of the KHMR story, and helping cultivate and foster a
true sense of community. Its personality and offerings will be heavily
based on food and beverage; entertainment; and a variety of recreational
activities. The village will personify a healthy living environment that is
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both fun and adventurous, where mountain learning and one-stop
staying become key aspects of the village experience.
7.2.2. Introduction
KHMR has an opportunity to fill a regional void as the closest ski
in/ski out village experience for the Calgary market which offers the
ability to buy real estate. It will morph into a true national and
international destination over time as its reputation spreads and facilities
permit. The commercial village will harness that potential by creating a
place where visitors and locals alike will feel at once on vacation and at
home, and long to return year after year.
7.2.3. Commercial Experiences
For a morning bite or a daytime snack, the village bakery will serve up
a variety of fresh baked treats and prepared sandwiches throughout the
The pedestrian village will be the heart of KHMR, its pulse the driver
of resort life in general, giving KHMR a year-round character and
personality. It will provide a rustic, inviting, mountain village experience
that offers a touch of sophistication without an ounce of pretension. It
will be more refined but less expensive than Banff, have more variety
and culture than Panorama Mountain Village, and better action and
more convenience than Fernie Alpine Resort.
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day. People can sit down, savour their morning coffee and read the
newspaper on the outdoor patio, or grab a brioche on the go as they
head out for the day.
The village will also offer a careful selection of small, unique retail
boutiques to explore, championing local and regional art and design.
Culinary experiences will be anchored by an offering of family-friendly
Rocky Mountain roadhouse and grill, mix in a range of ethnic favourites, and
avail the bold of some palate-piquing gastronomic discoveries and
experiences.
Après-ski, the destination is the cozy and inviting “Surveyor’s Bar and
Lounge”. Set in an authentic, historical surveyor’s cabin, it is a familiar
gathering spot with live local music, line-dancing, mechanical bull-riding,
and other activities stretching into the night, setting the mood for trading
stories of the day’s mountain conquests.
The Mountain Activity Centre is
prominently located, associated with
all of the related activities and
programming in and around the resort,
educating visitors about the wealth of
fresh air options available to them. It is
the point of departure for the KHMR biking, running and hiking clubs,
with a sightline to the state of the art climbing wall or bouldering park,
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where new recruits grapple with their adopted craft and entertain
dreams of conquering the local peaks. The centre eases visitor enjoyment
of desired activities and facilitates exploration of new challenges,
educing the pioneer culture and history of discovery in the region.
At the end of a hard day, those who wish to pamper themselves can
retire to the Kicking Horse Alpine Wellness Spa for a well-deserved
massage or full spa treatment.
7.2.4. Commercial Operators
Most retail locations in the village are owner operated. Each carefully
selected operator is experienced and profoundly engaged and invested in
their business. They offer the “best” of whatever defines their concept,
be it massages, muffins, steak or boot-fitting. They are deeply
knowledgeable and motivated to provide visitors with the best possible
service and experience. They develop lasting personal relationships with
all of their customers, who look forward to seeing them year after year.
They are partners and ambassadors of KHMR, and understand that their
own success and that of the resort are strictly intertwined.
7.2.5. Social and Physical Connections
The physical plan of the village will highlight and showcase the sun
corridors, mountain views and natural outdoor beauty that define the area.
Landscaped trees, vegetation, flowers and flowing water in the summertime
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will further reinforce that dimension of the environment. Ample seating on
terraces and a variety of rocks, benches and ledges, as well as a communal
garden, will provide visitors with the means to relax and enjoy it all.
Moreover, the village will be fully integrated into and directly accessible
from the ski hill and the system of biking, hiking and walking trails on the
mountain, as well as the pedestrian paths snaking through the residential
developments. Visitors venturing out for or returning from a day of activities
will inevitably pass through the Village Plaza, generating a constant flow of
traffic and general excitement in and around the area.
The village experience will be a familiar one, with smaller shops and
narrow public spaces to generate a sense of closeness and intimacy
among all end-users. Shops will have animated, unique and tasteful
exteriors, with an open concept design allowing them to spill out into
the public spaces when prompted or appropriate.
7.2.6. Culture, Arts and Learning
The Mountain Learning Institute will be built on the concept of
learning and education being embedded into every commercial and
public space experience in the KHMR Village. KHMR will offer visitors a
“guarantee of learning” something new each and every time they visit the
resort, and this will, over time, become one of its most defining and
differentiating characteristics. Weekly rituals will build and reinforce
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KHMR’s sense of community, tightening emotional bonds with visitors
and strengthening the character and identity of the resort.
Culinary
Each commercial operator will offer visitors the opportunity to learn
about their passion.
The chocolate shop will give
lessons in fudge making, the
bakery will show people how to
make bread and pastries, and the
arts and crafts boutique will teach
visitors to make jewelry or pottery.
During the daytime, resident chefs will open their kitchens to visitors,
inviting them into their environments to learn and practice some tricks of
the trade. Regular wine tasting and classes organized by the Kicking Horse
Oenophile Society will often be held in conjunction with culinary classes.
Art and Photography
The village will be a place to
learn about and appreciate the
outdoors through different
artistic media. Art and
photography classes will be led
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by that year’s artist-in-residence or guest expert at the mountain arts
school to teach people to capture the area’s beauty as seen through their
own eyes. Writing courses will leverage the serenity of the area as
backdrop to creative inspiration.
Birds and Wildlife
A local bird and wildlife expert will educate interested visitors about the
265 bird species and variety of mammals that populate the Columbia Valley
before leading regular expeditions or nature walks for kids out into the
wilderness throughout the year to catch a glimpse of the real thing.
The Grizzly Bear Refuge will turn Boo into a regional celebrity as it
becomes a mandatory stop for many of the countless tour groups
exploring the Canadian Rockies during the summer season, enticing
visitors with the rare opportunity to experience and learn about one of
Canada’s most definitive animals up close and personal.
Astronomy
Coordinated with full moon cycle, Golden’s own former NASA
astronomer will tilt visitors’ eyes towards the heavens once a month, taking
small groups up the Gondola to star gaze and learn about the night sky.
Wellness and Health
Wellness and health will be paramount at KHMR, with the Alpine
Wellness School mandated to educate people about all aspects of healthy
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living. Lessons will be integrated into all outdoor activities, food and
wine-related events, and of course the Alpine Spa where people will
come to unwind and recharge.
KHMR will be an industry leader in sustainable development and eco-
friendly operations and, as a satellite campus for the University of British
Columbia, learning about environmentalism and sustainability will also
form part of the brand associated with the resort.
Culture
The KHMR Village will complement and broaden the scope of culture
available to both resort visitors and area residents alike, integrating into,
drawing from, and expanding upon the rich existing cultural offerings in
and around Golden.
Designed as a multi-use space with the ability to accommodate a
variety of setups and uses simultaneously, the central Village Plaza will
serve as an outdoor staging ground for a wide variety of outdoor
programming spanning everything from live music and street performers,
to arts festivals and farmers’ markets.
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7.3. Resort Personality Concept Map
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8. TARGET MARKET ANALYSIS
The following segments represent the estimated market of
commercial achievable customers™ for the KHMR village. These target
achievable customers are segmented based on their propensity to spend
time and money on commercial goods and services in the village. This
analysis outlines the number of people who are associated with each
segment, as well as their defining attributes, including their typical
seasonality patterns, consumer behaviour on a 24-hour clock, commercial
visitation, projected KHMR capture rates and their commercial demands.
“Current” numbers represent 2007 values.
8.1. Primary Draw Area: Kicking Horse Mountain Resort
The primary draw area includes the primary KHMR affiliates, which
consist of seasonal residents, overnight visitors, and all employees
working for or connected to the resort.
8.1.1. Seasonal “Cold Bed” Residents
This group represents the occupants of “cold bed” units at KHMR,
which means units that do not participate in the rental pool.
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These seasonal “cold bed” residents can be further broken down into
regional owners and destination owners.
• Regional Owners
70% of these cold bed units are occupied seasonally by
regional owners, generally from Calgary or Edmonton,
who live within driving distance of KHMR.
• Destination Owners
The remaining 30% of cold bed units are occupied
seasonally by destination owners, from elsewhere in
Canada, the U.S. or the world, who need to fly to access
their properties.
Defining Attributes
Segment Size: Cold beds currently represent 20% (50 units) of the
existing 250 residential units at KHMR. Given an average of 2.7
people per unit, this currently translates to 135 people, and is
projected to grow to 783 people by 2016.
Seasonality: Seasonal Residents spend an average of 16 days at
KHMR per year. This is a weighted average that presumes that
Regional Owners spend 20 days per year at KHMR (2 weekends
per month during the 4 month winter season and 2 weekends
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during the entire summer); and that Destination Owners spend
7 days per year (1 week of winter vacation) at KHMR.
24-Hour Clock: As Seasonal Residents are primarily visiting during
the ski season, they will have opportunities to spend money at
lunchtime, après-ski, and in the evenings.
Visitation: It is estimated that these Seasonal Residents will spend
2 of their 16 days at KHMR away from the resort, so they will
have the opportunity spend money on commercial goods and
services an average of 14 days per year.
Capture: It is estimated that on any given day 40% of Seasonal
Residents will spend money on commercial goods at KHMR,
which will grow to 61% as the resort develops and expands its
commercial offering.
Commercial Demands: Seasonal Residents seek out affordable
places to eat and other value-based retail experiences, as well
as tangible memories and arts and cultural activities. As they
will often cook and eat at home, they will also purchase some
basic groceries. They desire social gathering spots to meet
family and friends, and have a need for fun, recreation and
relaxation.
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8.1.2. Overnight “Warm Bed” Visitors
This group represents people in the “warm bed” residential units that
do participate in the rental pool. Overnight Visitors, many of whom are
return visitors, are currently, on average, 38 years old and travel within
an average group size of 4.7 people. Over 62% of Overnight Visitors have
average incomes above $75,000, and 61% of them are from Alberta (41%
from Calgary). 85% are traveling without young children (under 12 years
old.)10
Defining Attributes
Segment Size: Warm beds currently represent the remaining 80%
(200 units) of the existing residential units at KHMR. Given an
average of 2.7 people per unit, this currently translates to 540
people, and is projected to grow to 2,052 people by 2016. The
size of this segment increases in line with hotel and residential
development.
Seasonality: Warm bed units at KHMR currently have an
occupancy rate of 55% during the winter months, and 12% in
the summertime, representing a weighted average of 37.8%.
These occupancy rates include the use of their owner-
10 KHMR Post-Visit Survey
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occupants. This means that these units are currently occupied
77 days per operating season. The occupancy rate is projected
to increase to 45%, or 108 days per operating season, by 2016
with the development of the resort, the expansion of the
operating season and the addition of a golf course.
24-Hour Clock: Overnight Visitors primarily visit during the ski
season and will have opportunities to spend money for
breakfast, at lunchtime, après-ski, and in the evenings.
Visitation: Overnight Visitors average 2.9 days per visit to KHMR,
often coming for a weekend getaway,11 so it is presumed that
they will spend all 77 occupant days at KHMR.
Capture: It is estimated that on any given day, 45% of Overnight
Visitors will spend money at KHMR commercial, which will
grow to 67% as the resort develops and expands its
commercial offering.
Commercial Demands: Overnight Visitors will spend money at
restaurants and other experiential food and beverage offerings as
well as retail. They are on vacation and looking for fun and
recreation, as well as relaxation and relationship-building, so they
11 Ibid.
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will also seek out recreational and learning-oriented activities,
evening entertainment and arts and cultural events.
8.1.3. Employees
This segment includes all employees directly employed by KHMR
itself, as well as all 3rd party employees employed by the hotels,
commercial operators and construction companies operating at the
resort. Employees do not spend large amounts of money daily, but they
are a built-in customer segment for the commercial village and bring life
and spending to the village in low periods during the week and the off-
season. Attracting them is critical to the economic viability of the resort
in the early stages of development.
Defining Attributes
Segment Size: Employee numbers vary throughout the year, but
on any given day during the current operating season, there
are presently an average of 183 direct employees of KHMR,
plus an additional 25%, or 46 employees, working for the
related hotel, retail and construction companies operating at
the resort. These numbers are projected to grow to 407 direct
KHMR employees and 102 3rd party employees by 2016
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Seasonality: Employees are at the resort throughout the operating
season, which currently stands at 203 days.
24-Hour Clock: Employees will have the opportunity to spend
money during their break times from work, (which can vary
throughout the day,) during their days off work, as well as in
the evenings provided that they are not working.
Visitation: It is estimated that the average employee works 5 days
a week but will spend money on commercial goods only 4 of
those 5 days, (which means 4 out of every 7 days that they are
employed.) Based on the current 203-day operating season,
this translates to commercial visitation of 116 days per season.
Capture: It is estimated that KHMR currently captures 60% of
employees on a given day, which will grow to 85% as the resort
develops and expands its commercial offering.
Commercial Demands: Employees are exceptionally value-conscious
and will seek out affordable commercial offerings. They are very
lifestyle driven and enjoy meeting and socializing, so they will
spend money on cheap food, alcohol and evening entertainment.
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8.2. Secondary Draw Area: Golden Area
The Secondary Draw Area represents visitors to KHMR emanating
from in and around the Town of Golden.
8.2.1. Golden and Surrounding Area Permanent Residents
This group represents the permanent residents of both the Town of
Golden as well as the surrounding rural area known as Area A of the
Columbia Shuswap Regional District.
The median household income of the Town of Golden is $45,92912,
while 34.5% of households make under $35,00013. Families represent
31.6% of households. Much like employees, Golden residents are likely to
have lower daily spending patterns, but they are present throughout the
year and provide a large potential visitor group to sustain the village in
low periods during the week and the off-season. Attracting this local
segment is also critical to the economic viability of the resort in the early
stages of development.
12 Statistics Canada, 2001 Census 13 Community Profile and Business Development Guide for Kicking Horse Country
Appendix 3 provides a map of the Columbia Shuswap Regional District.
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Defining Attributes
Segment Size: There are currently 4,373 permanent residents of
the Town of Golden14, as well as 3,155 residents of the
surrounding rural area15. Population growth is projected to be
flat for the foreseeable future.
Seasonality: Golden residents are present year-round and thus
throughout the operating season, which currently stands at
203 days.
24-Hour Clock: Golden residents will generally be working during
the day, so they will have the opportunity to spend money in
the evenings and during the weekends.
Visitation: It is estimated that Golden residents will spend money
on commercial goods 2 days per week, which translates to 58
days during the current KHMR operating season.
Capture: It is estimated that KHMR currently captures only 20% of
Golden residents as they primarily do their commercial
spending in town, but it is projected that this number will
grow to 33% as the resort develops and expands the range of
activities and entertainment options to attract them .
14 As estimated by B.C. Stats 15 Statistics Canada, 2001 Census
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Commercial Demands: Golden residents are not especially affluent
and will only seek out affordable offerings. When skiing, they
generally bring their own lunch. They spend money on fresh
baked goods, traditional neighborhood conveniences, and some
specialty items, as well as some evening entertainment. They are
looking for familiar, ritualistic places to call their own, to have fun
and to spend time with family and friends. They expect to benefit
from a local discount or loyalty program when purchasing goods
or services.
8.2.2. KHMR Visitors Staying Overnight Off-Mountain
This group represents visitors to KHMR staying overnight in regional
accommodations outside of KHMR. Many of these visitors will stay in
Golden but others may stay as far as Banff or Invermere. Some buy their
KHMR tickets through booking services at their hotel. These visitors are
on vacation, are considered “destination guests” by KHMR for internal
statistical purposes, and will have a similar profile to ordinary Overnight
Visitors.
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Defining Attributes
Segment Size: There were an estimated 35,400 such visits in
2007, of which 84% (29,700) came during the winter season16
This number is projected to grow an average of 4% per year to
50,385 visitors by 2016.
Seasonality: Visitors in this segment are counted as 1 visitor every
time they use the Gondola.
24-Hour Clock: These visitors will have opportunities to spend
money at lunchtime and après-ski. Many will return to their
off-mountain accommodations at the end of the day and will
not eat dinner at the mountain.
Visitation: Each off-mountain visitor represents 1 day of
commercial visitation.
Capture: It is estimated that KHMR currently captures 40% of these
visitors, but it is projected that this number will grow to 59%
as the resort develops and expands its commercial offering.
Commercial Demands: Off-mountain overnight visitors will spend
money at restaurants and other experiential food and beverage
offerings as well as some retail. They will attend or participate in
16 Data provided by Michael Dalzell
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an anchor activity or event such as heli-skiing, hiking, a music
festival, or the wellness centre.
8.3. Regional Draw Area: Day Visitors
The Regional Draw Area represents all remaining day visitors to
KHMR. The B.C. Visitor Centre in Golden registered 16,270 visitors
between September 2006 and August 2007, 67.3% of whom were day
visitors not spending the evening in the area. Only 25.7% of all visitors
were from Alberta, while Canada overall accounted for 63.7%. August,
July and September, in that order, were the 3 busiest months, accounting
for 61.8% of the year’s registered visits. The 6 months from May to
September as a whole represented 87% of all registered visits.
8.3.1. Destination Day Visitors
Destination Day Visitors make an active decision to visit Kicking
Horse Mountain Resort. This group includes day skiers as well as
summertime day visitors. While, at 54% (38% from Calgary), Alberta
represents the largest percentage of day skiers, 20% of winter day visitors
come from provinces other than British Columbia or Alberta, while
another 20% are international. More than 54% have incomes over
$75,000.17
17 KHMR Post-Visit Survey
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Defining Attributes
Segment Size: The number of Destination Day Visitors was
calculated to be the number of Gondola visits in 2007
otherwise unaccounted for by other groups segmented in this
analysis. This currently represents 41,839 visits, and is
projected to grow 4% annually to 59,550 visits by 2016.
Seasonality: Destination Day Visitors are counted as 1 visitor every
time they use the Gondola.
24-Hour Clock: These visitors will have opportunities to spend
money throughout the day, depending on the activity they
engage in, but will generally leave the resort at the end of the
afternoon prior to dinner.
Visitation: Each day visitor represents 1 day of commercial
visitation.
Capture: It is estimated that KHMR currently captures 40% of these
visitors, but it is projected that this number will grow to 58%
as the resort develops and expands its commercial offering.
Commercial Demands: Day visitors will make mostly impulse
purchases of logo-wear, t-shirts or other merchandise, or needs-
based acquisitions if they happen to forget an item. They are
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generally self-sufficient and will often bring their lunch, but may
spend money on lunchtime food and drink as well as coffee or
beer. They will attend events and festivities.
8.3.2. Trans-Canada Passersby
The Trans-Canada Passersby segment represents the people driving
through Golden on the Trans-Canada Highway, excluding those people
driving in trucks. The number of vehicles is limited to those that pass
through Golden during any of the days of operation of the resort.
Defining Attributes
Segment Size: In 2006 this represented 858,355 passenger
vehicles18. Assuming 1.5 people per vehicle, this translates to
1,287,533 people.
Seasonality: Trans-Canada Passersby exhibit similar behaviour to
day visitors and would be counted as 1 visitor on any given
day that they were to visit KHMR.
24-Hour Clock: Given the impulsiveness of the visit, these visitors
may have opportunities to spend money at any point during
day, but their visit will likely occur over a short time span and
18 British Columbia. Ministry of Transportation
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they will generally leave the resort by the end of the
afternoon, prior to dinner.
Visitation: Each day visitor represents 1 day of commercial
visitation.
Capture: At present, it is estimated that the number of spontaneous
visits from this segment is negligible, representing a capture rate
of 0%. This segment, however, represents a large pool of potential
future day visitors. As the signage for, access to, and reputation of
KHMR improve, KHMR will be able to attract some visits from
these people, who may not otherwise have thought about visiting
the resort, and it is estimated that the capture rate will rise to 1%.
Commercial Demands: As Passersby will not necessarily have planned
their visit to KHMR, their purchase habits will be highly impulse and
needs-based. With the right event attractions and brand recognition
of the resort, however, they may start coming for lunch or dinner
during the summer, as a pit stop on a long drive.
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9. COMPETITIVE COMMERCIAL MARKET
9.1. Kicking Horse Mountain Resort
The KHMR Village is in its infancy, offering basic retail and food and
beverage amenities. The existing commercial offerings at KHMR are:
9.1.1. KHMR-Operated Commercial
a) Canyon Creek Outfitters: Rentals and hard goods sales and repairs
(bikes, skis, boards);
b) Brand Store: KHMR gear and accessories (located in Daylodge);
c) Whitetooth Grill: breakfast, daily lunch specials and après ski
menu, 170 seats (licensed for 200, located in Daylodge);
d) Eagle’s Eye Restaurant: Mountaintop 5 star dining, Pacific
Northwest cuisine, 120 seats;
e) Heaven’s Door Yurt: Snack or lunch stop, a light gourmet menu
with weekend barbeques, 35 seats (located at the base of Stairway
To Heaven chairlift).
9.1.2. 3rd--Party Operated Commercial
a) General Store: Convenience foods/goods, fresh produce, beer and
liquor, gifts, ATM;
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b) Selkirk Sports: Brand name sportswear, footwear and equipment,
bike rentals, full service tune-up shop;
c) Extreme Peaks: Casual dining (salads, burgers, pasta, pizza and
dinner menu) and après ski, 3 large screen TVs;
d) Sushi Kuma: Japanese cuisine;
e) Horse-Thief Café: Coffee, fresh-baked goods, soup, panini’s,
sandwiches;
f) Cork’s Restaurant @ Copper Horse Lodge: Bistro-style dining,
contemporary cuisine, 55 seats;
g) Local Hero Pub & Restaurant @ Highland Lodge: Scottish
mountain-pub, selection of malt whiskies, beer and wine, pub
fare.
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9.1.3. Square Footage and Sales
Existing Commercial CRU Sqft Sales(2007) Costs Sale/sqft Profit (Loss)
KHMR Commercial Canyon Creek Outfitters(1) 1 2,660 Brand Store(1) 1 225
$1,328,930 $733,155 $461 $595,775
Whitetooth Grill 1 4,000 $557,809 $628,783 $139 -$70,974 Eagle Eye 1 4,100 $1,290,634 $1,292,716 $315 -$2,082 Heaven's Door Yurt 1 500 $87,786 $63,732 $176 $24,054
3rd Party Commercial Selkirk Sports 1 1,240 $263,333 NA $212 NA General Store 1 1,780 Extreme Peaks 1 4,000 Sushi Kuma 1 1,050 Horse Thief Café 1 1,050 Cork's 1 1,200 Local Hero 1 2,000
TOTAL 12 23,805 Table 3 (1) These values are combined because of KHMR accounting practices. This includes all rentals and hard good sales at CCO ("Rentals"), as well as logowear and accessories sold through CCO and the Brand Store ("Retail").
The 3rd-party commercial businesses at KHMR are owner operated.
With the exception of the lodges, each of the existing retailers initially
purchased their space for $260 a square foot, with the use of the space
controlled through covenants19. All 3rd-party commercial operations, with
the exception of Cork’s, are reported to be marginally profitable or
losing money.
19 As per Hans Nieuwenhuis
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9.2. Golden
Commercial in the Town of Golden is almost entirely populated by
independent mom-n-pop operators or branded service commercial such
as gas stations.
The downtown area, divided by the Kicking Horse River, is mostly
mixed-use space with local-serving retail, with the exception of concepts
connected to the outdoor sports clientele, which cater to tourists as well.
There are also restaurant options
offering a variety of cuisine. There is
some main-street vacancy as well as
ground floor space used for office
purposes. Approximately 30% of the
commercial space in Golden is owner
operated, and commercial rents
range from $8 to $12 per square foot, triple net20.
9.3. Regional Mountain Resorts/Towns/Developments
9.3.1. Fernie
Most commercial activity takes place in the City of Fernie, an
authentic, organically grown mountain town only a 5-minute drive from
20 Golden District Chamber of Commerce
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the base of Fernie Alpine Resort (FAR), where commercial on-mountain
experiences are slim. In the City of Fernie, annual triple net rent averages
$12 per square foot21.
At FAR, commercial is limited to a Kelsey’s Restaurant & Bar; a coffee
shop; equipment rental; clothing; accessories and souvenir shop; and a
general store. There is also a popular restaurant and lounge in the on-
mountain Lizard Creek Lodge.
The town centre and main
street area boasts a healthy
selection of small, mostly
mom-n-pop run businesses in
turn-of-the-century Edwardian
buildings.
There are a number of
local art, craft, jewelry and design-related concepts including a ready-
paint ceramic studio and a local arts co-op, as well as clothing and t-shirt
stores, intimate cafés and restaurants, and local-serving amenities like a
hardware and drugstore. Outside the town centre, and peppered along
the highway in conventional neighbourhood/strip centres, are a number
21 Fernie Real Estate Co. Ltd.
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of national chains including the likes of Tim Hortons, McDonald’s,
Subway, Mark’s Work Wearhouse and Canadian Tire.
9.3.2. Panorama Mountain Village
Panorama Mountain Village is located on a steep slope and is
disjointedly split between an upper village (located at the base of the ski
mountain), and a lower village, (at and near the vehicular entrance to the
development.) Most of the limited commercial subsists in the upper
village. There is roughly 16,500 square feet of commercial space
currently at the resort22.
The resort itself operates most of this space, while the few
independent concessionaires pay rent purely on a percentage of sales
basis.
Panorama currently offers basic retail amenities, some interesting
niche concepts, and a few dining experiences on the mountain. Standard
amenities include clothing and accessories; hardware; logowear and
souvenir shop; as well as an outfitting/rental shop that is connected to a
popular cappuccino bar which sells some baked goods and home-made
Italian gelato in the summertime.
In the last 2 years, the resort has added Panokids, an on-mountain
store with clothing and gear for kids under 12, as well as the stand-alone
22 Ken Wilder, VP Business Development, Panorama Mountain Village
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Bavin Art Cabin with a large selection
of handmade art and which offers
classes in glass bead-making or
jewelry.
The General Store, located in the
lower village, serves as a
combination mini-grocery and liquor
store, and offers visitors the service of obtaining any special item not
carried if given 24 hour’s notice.
There are essentially two nightspots: the après-ski bar and restaurant,
which serves hearty pub grub and presents regular live-music and activity
nights; and a traditional alpine pub located in the lower village.
Dining options include a grill offering contemporary cuisine as well a
casual dining hall with an outdoor fire pit and pizza-to-go for those who
want to stay in for the night. Two particular restaurant experiences are
Choppers Landing Restaurant & Lounge, which sports an outdoor patio
in the heli-plex overlooking the village, and the Elkhorn Cabin, perched
at the top of the mountain at nearly 7,000 feet, which offers a Torch-light
Guided Descent to the village after dinner.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
92
9.3.3. Banff
The Town of Banff is the visitor centre for visitors to Banff National
Park. Commercial triple net rents range from $85 to $110 per square foot
on Banff Avenue, $40 to 50 on Bear Avenue, and $40 to $75 in the indoor
malls23. Additional rent representing property taxes and common area
maintenance costs (CAMs) amount to approximately $15 per square foot.
Retailers average $600-$850 in annual sales per square foot. There are
currently 780,157 square feet of commercial space in the Town
(excluding industrial and accommodations), with 583,070 of it devoted to
retail and food and beverage offerings24.
The Town of Banff is exceptionally tourist-oriented in its commercial
offerings. High-end jewelry
shops, art galleries and clothing
stores, as well as a plethora of
souvenir and gift shops and a
variety of sportswear stores
populate and define much of the
town’s retail space.
There is a wealth of restaurant options, including many roadhouse or
grill-style locations that double as evening hangouts, with some ethnic
23 Fairfield Commercial Real Estate Inc. 24 Town of Banff Commercial Capacity Study
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
93
specialty and quick-eat options, as well as a handful of bars. Most of the
visible space is mixed-use street-front, but there are also a few indoor
malls or buildings that house a collection of shops, many with their own
niche, unique product mix, and audience.
9.3.4. Canmore
Downtown Canmore is
centered by a traditional mixed-
use main street with independent
shops and operators offering a
mix of some local but increasingly
visitor-oriented retail with higher
price points.
Rents range from $30 to $35 per square foot on the Main Street, and
from $20 to $28 elsewhere downtown25. The Town of Canmore Online
Business Directory26 lists 49 businesses classified as “Retail Trade”; 15 as
“Clothing and Accessories”; 21 as “Food and Beverage Stores”; and 20 as
“Food Service and Drinking”.
There are a variety of art and craft-oriented shops, as well as furniture
stores, higher-end clothing and gift boutiques, and stores selling outdoor
25 Glacier Holdings Ltd. 26 https://online.canmore.ca/vth/subsections/directory/directory.html
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
94
clothing and equipment. There are also a number of interesting eateries
and cafés with a distinctly local feel.
Moving out of downtown and closer to the Trans-Canada Highway,
along the Bow Valley Trail and Railroad Avenue, are mostly larger stand-
alone commercial units with national chains like A&W, Tim Hortons and
Burger King. The town is currently debating whether to allow large
format retailers like Canadian Tire, Wal-Mart and Zellers to move into the
area.
9.3.5. Revelstoke Mountain Resort
Owing to its brand-new development status, Revelstoke currently has
no commercial offerings on-mountain, but the vision for Revelstoke
Mountain Resort includes a pedestrian-only commercial village that “will
be a vibrant year-round social centre” with “charming shops, restaurants
and cafés”.
The resort is promising its first
commercial offerings for the 2008/2009
ski season. However, at the time of this
report, Revelstoke does not have a
commercial plan, as management’s focus
has been squarely on ensuring that the
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
95
mountain and its basic infrastructure and facilities are ready, as
promised, for the upcoming 2007/2008 season.
9.3.6. Resort Communities Average Rents and Sale Performance
Resort Community
Rent/Square Foot (Net)
Est. Average Annual Sales Performance Per Square Foot
Average Rent as a % of
Gross Sales Banff, AB(1) $85-$110 $600-$850 15%+ Jackson, WY $17-$47 $230-$680 8%-10% Vail, CO $45-$80 $440-$910 6%-12% Whistler, B.C. $85-$95 $400-$625 15%+ Whitefish, MT $17-$23 $280-$510 6%-8% Aspen, CO $91-$140 $680-$910 15%+ Canmore, AB $20-$35 na na Fernie, B.C. $12 na na Sun Peaks, B.C. $26 na na
Table 4 Source: Town of Banff Commercial Capacity Study, Thomas Consultant, Resort Municipality of Whistler, Canmore Economic Development Authority, Paramount Realty, Fairfield Commercial, Bow Valley Realty, Fernie Real Estate Co. Ltd., Tourism Sun Peaks (1) Corresponds to high and low rates on Banff Avenue
9.3.7. Strategic Conclusions for KHMR
KHMR has the opportunity to provide a unique on-mountain
commercial village experience that currently does not fully exist in any of
the mountain resort communities within driving distance of Calgary.
Banff and Canmore are resort villages without directly adjacent
mountains and thus require transportation to any of the outdoor
activities people might want to engage in. Additionally, neither Fernie
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
96
nor Panorama offers a complete commercial village. In creating an
environment where all commercial drivers (including food and beverage,
entertainment, outdoor activities, learning experiences, attractions and
amenities, etc.) co-exist in one place, the KHMR village will afford the
mountain a distinct advantage over existing regional competitors and
help position it as a true destination resort prepared to compete with
the broader national and international markets.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
97
10. COMMERCIAL ECONOMIC STUDY (CES™)
The CES™ is an estimation of the commercial economic potential for
Kicking Horse Mountain Resort. The CES™ recommends how much
commercial real estate to build or to redevelop based on the viability of
the developers and the commercial operators.
The fundamentals of the CES™ are based on identifying the
achievable customers™, researching their characteristics and behaviour
on a 24-hour clock, and then measuring their spending of time and
money at the commercial development on a seasonal and annual basis.
The CES™ estimates the following sustainable growth plan for the
site:
• Commercial Development Plan
o By 2016, KHMR will be able to support approximately
61,971 square feet of commercial space.
o Given that there is currently 23,805 square feet of
existing commercial at KHMR, the market will have the
potential to support up to 38,166 square feet of
additional commercial.
Appendix 5 outlines the detailed CESTM.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
98
o There is currently more commercial space at KHMR
than the market can support at this time. Given the
surplus of commercial space relative to the current
economy, the CES™ recommends to only begin phasing
in most additional commercial space as of 2011,
allowing existing commercial operations the
opportunity to improve and stabilize economically.
• Target Achievable Customers™
o Given the target markets of potential achievable
customers™ in the Primary, Secondary, and Regional
Draw areas detailed in the CES™, the current annual
captured achievable customer™ “people days” is
estimated at 153,548, growing to 454,326 by 2016.
This is the equivalent of average daily traffic of
commercial spenders (during the operating season) of
756 people, growing to 2,238.
o Permanent residents of the Town of Golden and its
surrounding area currently represent 57% of captured
achievable customer™ “people days”.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
99
o Table 5 outlines the relative contribution to the
projected commercial economy of each of the target
achievable customer™ segments.
The Secondary Draw Area is currently estimated to
represent 36% of total commercial spending, which
reinforces the importance of appealing to Golden area
permanent residents in these early stages of
development.
% of Total Commercial Spending/Total Spending Target Market 2007 2011 2016
Primary Draw Area: KHMR 60% $2,052,229 75% $4,710,659 87% $22,528,989 Secondary Draw Area: Golden Area 36% $1,227,248 22% $1,393,499 11% $2,920,976 Regional Draw Area: Day Visitors 4% $133,885 3% $208,561 2% $471,253 Total 100% $3,413,362 100% $6,312,719 100% $25,921,218
Table 5
• Annual Commercial Economic Potential
o The current annual commercial economy for KHMR is
estimated at $3.4 million, and is projected to grow to
over $25.9 million by 2016 (representing an average of
$418 per square foot by 2016, assuming the CES™
commercial development plan).
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
100
o Table 6 details the projected amounts of commercial
expenditure per person per day for each of the target
customer segments27.
Target Market Average Daily Spend
Primary Draw Area: KHMR Seasonal Residents (Cold Bed Residents) $35.00 Overnight Visitors (Warm Bed Guests) $100.00 KHMR Employees $10.00
Secondary Draw Area: Golden Area Golden & Surrounding Area Permanent Residents $10.00 KHMR Visitors Staying Overnight Off-Mountain $25.00
Regional Draw Area: Day Visitors Annual Destination Day Visitors $8.00 Annual Trans-Canada Passersby $8.00
Average Daily Spend (Weighted) $23.54 Table 6
o It is estimated that commercial spending for Overnight
Visitors will increase to $135 in 2012 with the addition
of significant food and beverage and other commercial
offerings at the resort.
Table 7 (on the following page) summarizes the CES™.
27 Based on visitor spending estimates provided by Rusty Noble and Michael Dalzell, coupled with LWLP’’s industry expertise
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
101
Com
mer
cial
Eco
nom
ic S
tudy
Prep
ared
: Nov
embe
r 20
07
Year
1Ye
ar 2
Year
3Ye
ar 4
Year
5Ye
ar 6
Year
7Ye
ar 8
Year
9Ye
ar 1
0
Annu
al O
pera
tor
Sale
s pe
r Sq
uare
Foo
t Vi
abili
ty
Thre
shol
d35
0$
35
7$
364
$
37
1$
379
$
38
6$
394
$
40
2$
410
$
41
8$
Viab
le C
omm
erci
al
Squa
re F
oota
ge9,
752
9,
883
11,9
33
14
,252
16,6
63
31
,776
38,1
41
45
,243
53,1
51
61
,971
Exis
ting
Kic
king
Hor
se M
ount
ain
Reso
rt
Com
mer
cial
23,8
05
23,8
05
23,8
05
23,8
05
23,8
05
23,8
05
23,8
05
23,8
05
23,8
05
23,8
05
Via
ble
NEW
Cum
ulat
ive
Com
mer
cial
Squ
are
Foot
age
(14,
053)
(1
3,92
2)
(11,
872)
(9
,553
)
(7,1
42)
7,
971
14,3
36
21,4
38
29,3
46
38,1
66
Sugg
este
d Ph
asin
g Pl
an-
-
3,
500
-
1,50
0
10
,000
10
,000
5,
000
5,00
0
5,
000
# o
f Com
mer
cial
Ret
ail U
nits
(CRU
s)12
1213
1314
2026
3033
37Av
erag
e Sq
ft/n
ew C
RU=
1500
Pote
ntia
l Ta
rget
Cus
tom
ers
(Ann
ual P
opul
atio
n)Ye
ar 1
Year
2Ye
ar 3
Year
4Ye
ar 5
Year
6Ye
ar 7
Year
8Ye
ar 9
Year
10
Prim
ary
Dra
w A
rea:
Kic
king
Hor
se M
ount
ain
Reso
rt90
4
92
6
1,22
1
1,
519
1,82
0
2,
103
2,40
7
2,
716
3,02
8
3,
344
Seco
ndar
y D
raw
Are
a: G
olde
n Ar
ea42
,928
44,3
44
45,8
17
47,3
48
48,9
41
50,5
98
52,3
20
54,1
12
55,9
75
57,9
13
Regi
onal
Dra
w A
rea:
Day
Vis
itor
s 1,
329,
372
1,33
1,04
6
1,
332,
786
1,33
4,59
6
1,
336,
479
1,52
6,03
4
1,
528,
070
1,53
0,18
8
1,
532,
390
1,53
4,68
0
Annu
al C
aptu
red
Ach
ieva
ble
Cust
omer
s "P
eopl
e D
ays"
Year
1Ye
ar 2
Year
3Ye
ar 4
Year
5Ye
ar 6
Year
7Ye
ar 8
Year
9Ye
ar 1
0
Prim
ary
Dra
w A
rea:
Kic
king
Hor
se M
ount
ain
Reso
rt35
,328
36,9
18
45,6
55
55,5
37
65,8
52
101,
585
12
3,02
2
147,
210
17
4,44
7
205,
061
Seco
ndar
y D
raw
Are
a: G
olde
n Ar
ea10
1,48
5
102,
051
10
2,64
0
103,
253
10
3,89
0
150,
586
16
2,66
8
174,
855
18
7,15
4
199,
974
Regi
onal
Dra
w A
rea:
Day
Vis
itor
s 16
,736
18,6
93
20,6
76
22,0
44
24,0
85
40,2
03
42,2
80
44,4
82
46,8
17
49,2
90
Ann
ual C
aptu
red
Achi
evab
le C
usto
mer
"Pe
ople
Day
s"15
3,54
8
157,
662
168,
971
180,
834
193,
827
292,
374
327,
969
366,
548
408,
418
454,
326
Esti
mat
ed A
nnua
l Com
mer
cial
Exp
endi
ture
s @
KH
MR
Year
1Ye
ar 2
Year
3Ye
ar 4
Year
5Ye
ar 6
Year
7Ye
ar 8
Year
9Ye
ar 1
0
Prim
ary
Dra
w A
rea:
Kic
king
Hor
se M
ount
ain
Reso
rt2,
052,
229
$
2,10
9,49
6$
2,
866,
154
$
3,75
7,11
2$
4,
710,
659
$
9,90
4,69
9$
12
,427
,112
$
15
,338
,617
$
18
,687
,873
$
22
,528
,989
$
Seco
ndar
y D
raw
Are
a: G
olde
n Ar
ea1,
227,
248
$
1,26
6,23
6$
1,
306,
882
$
1,34
9,27
3$
1,
393,
499
$
2,01
9,23
5$
2,
225,
359
$
2,44
1,96
8$
2,
669,
627
$
2,92
0,97
6$
Regi
onal
Dra
w A
rea:
Day
Vis
itor
s 13
3,88
5$
152,
532
$
17
2,09
4$
187,
148
$
20
8,56
1$
355,
101
$
38
0,91
4$
408,
770
$
43
8,82
7$
471,
253
$
Ann
ual E
stim
ated
Com
mer
cial
Exp
endi
ture
s3,
413,
362
3,52
8,26
4
4,34
5,13
0
5,29
3,53
3
6,31
2,71
9
12,2
79,0
35
15,0
33,3
85
18,1
89,3
56
21,7
96,3
27
25,9
21,2
18
%age
of E
xpen
ditu
res
by C
usto
mer
Seg
men
tYe
ar 1
Year
2Ye
ar 3
Year
4Ye
ar 5
Year
6Ye
ar 7
Year
8Ye
ar 9
Year
10
Prim
ary
Dra
w A
rea:
Kic
king
Hor
se M
ount
ain
Reso
rt60
%60
%66
%71
%75
%81
%83
%84
%86
%87
%
Seco
ndar
y D
raw
Are
a: G
olde
n Ar
ea36
%36
%30
%25
%22
%16
%15
%13
%12
%11
%
Regi
onal
Dra
w A
rea:
Day
Vis
itor
s 4%
4%4%
4%3%
3%3%
2%2%
2%
Ann
ual C
omm
erci
al E
cono
mic
Pot
enti
al10
0%10
0%10
0%10
0%10
0%10
0%10
0%10
0%10
0%10
0%
Kick
ing
Hor
se M
ount
ain
Reso
rt, B
riti
sh C
olum
bia
Com
mer
cial
Dev
elop
men
t / P
hasi
ng P
lan
- For
Dev
elop
er &
Ope
rato
r Vi
abili
tyC
omm
erci
al D
evel
opm
ent
Plan
Cust
omer
Seg
men
ts
Cust
omer
Seg
men
ts
Cust
omer
Seg
men
ts
Cust
omer
Seg
men
ts
Table 7
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
103
11. PRELIMINARY COMMERCIAL AND PUBLIC SPACE PROGRAM
11.1. Planning the Village
The KHMR Village should provide a variety and choice of
commercial options, heavily anchored in food and beverage offerings,
as well as a centralized public gathering place for socializing and
events. The village must foster connections between people, and be
the hub of recreational activities, daytime, après-ski and evening
entertainment, artistic exploration and a full selection of learning
opportunities. As most visitors to KHMR will be seeking a connection
to nature through various outdoor experiences, the village design
must be cognizant of highlighting and facilitating visual (sightlines)
and experiential (pathways and general access) connections to
outdoor activities and the surrounding natural landscape.
11.2. Planning the Commercial Uses
The initial commercial developments should be primary uses that
have the highest likelihood of viability, convenience and fun for all end-
users, with the gradual phasing in of secondary and tertiary uses once
the commercial economic market becomes more established.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
104
• Primary Commercial Uses
o Restaurants with terraces
o Evening entertainment venues
o Grab-n-go food, quick service small food and beverage
concepts
o Treat shops
o Activity-driven retail
o Regional produce, farmers’ market
o Yoga and meditation centre
o Hiking and biking schools/clubs
o Mountain Learning Institute
o Alpine Wellness School and Spa
• Secondary Commercial Uses
o Brand-name hotel
o Destination retail
o Specialty retail
o Conference centre/multi-use space
Each commercial and public space should have a use story, which in
turn reinforces the vision and attributes of that particular village
neighbourhood. These visions provide themes for the commercial
businesses and public spaces in each neighbourhood based on the flow
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
105
and behaviour of the commercial customers. The commercial use stories
for each space then define the type of business concepts and potential
target market customers.
Locating the uses synergistically to one another will help maximize
the demand for achievable customers™ to spend time and money in the
KHMR Village.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
106
11.3. Preliminary Anchor Uses and Experiences
Category Commercial/ Civic Uses
Public Spaces Amenities and Programs
Des
tina
tion
• Full Service, Brand-Name
Hotel
• Conference Centre/Multi-
Use Space
• Alpine Wellness School
and Spa
• Mountain Yoga and
Meditation Centre
• Golf Course
• Tennis Courts
Recr
eati
on
• Retail Sports Shop
(running, bike, etc.)
• Equipment Rentals
• Mountain Activity Centre
• Outdoor display space for rental
equipment and sportswear
• Pedestrian, hiking, bike paths
• Rock-climbing wall / Bouldering park
• Skating/roller-skating rink
• Sports camp for kids
• Activity Clubs & Schools:
Running
Hiking
Biking
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
107
Category Commercial/ Civic Uses
Public Spaces Amenities and Programs
Arts
, Cul
ture
and
Edu
cati
on • Local Arts, Crafts and
Design Gallery
• Music, performance art,
and film locations
• Grizzly Bear Refuge
• Mountain Learning
Institute
• Culinary and Wine School
• School of Fine Arts
• Satellite campus for the
University of British
Columbia
• Arts club, arts & crafts programs for
kids
• Art classes: painting, sketching,
pottery, photography “print your
photos”, “make your own jewelry”,
etc.
• Arts festivals
• Public exhibition space for art and
photography
• Writing classes
• Astronomy club
• Nature walks
Food
and
Be
vera
ge
• Themed Restaurant
• Sit-Down Breakfast/Brunch
Destination
• Bakery
• Café and Specialty Foods
• Golf Club House
• Treats Concepts
(chocolate/fudge. ice
cream, cookies etc.)
• Community BBQ
• Dueling restaurant terraces
• Weekly farmers’ markets
Ente
rtai
nmen
t
• “Surveyor’s Bar and
Lounge” Après-Ski,
Evening Entertainment
and Nightlife concept (w/
live music, dancing, drinks
and appetizers etc.)
• Microbrewery
• Mechanical bull / bronco riding
• Line dancing
• Comedy night
• Outdoor stage for live music and
other performances (“Music in the
mountains”)
• Entertainment pods (“mini stages”)
• Movies under the stars
• Interactive entertainment
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
108
Category Commercial/ Civic Uses
Public Spaces Amenities and Programs
Reta
il /
Trad
itio
nal
Nei
ghbo
rhoo
d Co
nven
ienc
es • General store
• Business Centre (Kinko’s
FedEx)
Com
mun
ity/
Fam
ily
Plac
es
• Information Centre
• Teen Centre
• Kids Play Area
• Non-Denominational
Chapel
• Orientation (“You are here”) Maps
• Communal garden
11.4. Preliminary Sizes and Back-of-House Functions
• Restaurants can be as small as 700 square feet for grab-n-go concepts and up
to 2,800 square foot restaurants, all with large patio/terrace opportunities,
opportunities for future mezzanines or additions
• Entertainment and Nightclub concepts can range between 2,000-3,600
square feet
• Treat shops can range between 300-800 square feet
• Retail shops can range from 200 square foot “incubators” to 1,200 square
feet but average 700 square feet, with a few anchors ranging from 1,800 to
2,500 square feet
• Recreational facilities will range and their sizes will be determined based on
the individual use
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
109
In addition to the careful sizing of each commercial retail unit, it is
important to plan and develop an overall infrastructure that will enable
successful commercial operations and help stimulate people spending
time and money at KHMR.
Examples to consider including:
• Parking and Transportation: Shuttle service from Golden,
public parking with easy access to village centre, and
employee parking;
• Back-of-house strategies and operations: garbage, storage,
security, deliveries, etc.;
• Electrical infrastructure for: event stages, lighting, heat
lamps (which help extend daily and seasonal patio sales),
etc.
11.5. Placemaking Strategies
• Plan and develop small commercial spaces, targeting commercial
tenants who are experienced mom-n-pops. The Targeted Leasing
and Casting (TLC™) process targets quality commercial operators
who are regarded as “great people with great business concepts”,
and who have the financial wherewithal, passion, and vision to
succeed, and, who, along with their employees, will reinforce the
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
110
commercial vision and become ambassadors for KHMR. These
operators will invest their passion, time and money on a continual
basis, and help create the personality and the feeling of an
organically grown and authentic place. These tenants and their
concepts will determine the commercial financial and experiential
outcomes of the commercial development for years to come;
• Plan and develop attractions, rituals, and events that will drive
visitor traffic and encourage spending, as well as provide
entertainment, social connections, and learning experiences that
work in conjunction with the commercial experiences;
• Plan and develop cultural and civic anchors that celebrate the
culture and history of the resort and region. These anchor
experiences will help create a sense of community, invoke pride
within it, and ensure all visitors leave with a warm and fulfilling
overall experience.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
111
12. MIXED-USE COMMERCIAL DESIGN GUIDELINES
12.1. Top 10 Strategies for Planning the Commercial Village From a
Physical Perspective
1. Design and develop an inter-connected tight nucleus
of commercial space around a central plaza forming a
vibrant area where people will go to connect to one
another and to all the commercial uses, public amenities and
activities.
2. Develop the village in phases, all of which are independently
economically viable and experientially integrated.
3. Plan and develop the whole village by creating distinct
neighborhoods, approximately every 50 to 100 feet, so that the
program of each neighborhood helps define the place with the
appropriate uses and amenities.
These commercial planning principles should be further
integrated into the existing site plan during the design
development of the village.
4. The physical commercial neighborhoods should reinforce the
overall development master plan and commercial vision, and the
The village is about 1-stop staying, visiting or living.
Kicking Horse Mountain Resort Commercial Planning Study (CPS™)
112
architectural, historical and cultural vernacular of KHMR and the
surrounding region. These neighborhoods should facilitate and
encourage people to instinctively enjoy the natural advantages of
the site (namely, views of the mountains) most hours of the day
and evening.
5. The commercial facades should be designed to be horizontally
and vertically unique and distinct from one another and from the
residential portions of the buildings, so that they stand out on
their own and give an authentic and timeless look and feel, as if
they have organically evolved over time. They should give depth
and dynamism to the pedestrian-level experience.
6. Identify and program anchor locations and experiences for each
neighborhood that consist of highly-used amenities, attractions or
commercial concepts such as popular restaurants or evening
entertainment, all reinforcing the vision of the neighborhood and
the KHMR master plan.
These anchor experiences must become the cornerstones of
creating the village hub for commercial, as well as help make the
village a destination for Golden residents.
Build in mistakes and become imperfectly perfect
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7. Plan smaller commercial spaces than exist in traditional shopping
centres, which spaces can be combined with additional “free
selling space” (e.g. patios and terraces, which also provide the
commercial businesses with an outdoor presence), allowing the
commercial operators to maximize weekend and peak seasonal
sales, but mitigate against the lower sales during non-peak
seasons or weekdays.
The development of smaller commercial retail units (CRUs) will
increase the efficiency of the use for the ground floor space, and
encourage:
• Lower gross overhead costs for the operators;
• Increased sales per square foot;
• Smaller space allocations for back of house functions such
as storage;
• Optimization of the use of the overall space by building
terraces, mezzanines, outdoor displays, etc.;
8. Plan and develop the overall back-of-house and infrastructure to
facilitate the operations for the commercial businesses as well as
all events and festivities;
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9. Design and plan for commercial spaces to “invite the inside out
and the outside in”, so that people can celebrate each other as
well as the great outdoors. Some examples include wonderful
restaurant and café terraces, open façades for food and beverage,
openings for treat shops or quick-serve foods, outdoor space for
an anchor sports shop, a removable roof for an evening
entertainment concept, etc.
10. Wind, sun and shade should be given considerable thought in
order to account for seasonal changes and maximize visitor
comfort in the commercial environment at all times of year.
12.2. Flow and Integration
With regard to the overall village design, all human traffic should be
centrally funnelled in order to increase the potential for a continuous
flow of customers passing through the village. All pathways, be they
pedestrian, bike, hiking or skier corridors, should lead end-users
intuitively to anchor uses or back to the central plaza in order that
spenders flow through the commercial areas naturally, encouraging
walking and spending throughout the village.
A design that will link and activate all of the different village
neighbourhoods should be implemented. People should be able to access
the various areas conveniently, and then move constantly to and from a
Invite the inside out and the outside in
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series of interconnected places with the ability to spend more time at
their chosen experiences throughout the whole development. This will
create a higher likelihood for a healthy commercial environment.
All of this designed integration of experience and planning for the
flow of people will dramatically improve the overall economics of the
commercial, residential, and quality of experience for the target
achievable customers™.
Commercial space with the highest volume of qualified and quantified
consumer traffic typically will leads to higher operator sales, greater
operator success, and the ability to secure better operators in the future.
12.3. What Should Be Developed in Public Spaces
The combination of various elements in the design and programming
of public spaces will help create a friendly and inviting public place that
is highly used. It will also help drive traffic throughout the resort and its
adjacent areas. Public spaces should have several “activity rooms” which
support a range of behaviours including resting, playing, or people-
watching.
Specifically public spaces should have:
1. Infrastructure development and equipment which should
support flexible uses in public spaces throughout the
village, for example electrical outlets to support live
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music and heat lamps, nightscaping, a retractable or
temporary stage for events, a large movie screen, etc.;
2. Anchor and temporary features should be designed to
help create the personalities of and connections to the
individual neighborhoods, for example, a water feature
that anchors a public space where the water can be
touched or enjoyed by the community; permanent and
temporary game tables; appropriate floral and arbour
arrangements; permanent and temporary art displays,
etc.;
3. Seating alternatives should be designed throughout the
village neighbourhoods. For example, benches, clusters
of rocks, steps, and ledges can combine to provide an
interesting array of seating options that will appeal to a
variety of target customers. It is recommended to have
moveable chairs in certain areas;
4. Landscaping and other features may include greenery and
flowers, as well as trash or recycling receptacles;
5. Amenities should be available to provide people with
things to do on a daily basis. Examples may include small
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commercial establishments such as a small coffee shop
with snacks, an outdoor reading/games room with tables
where people can access magazines, newspapers and
games, and a playground area;
6. Events and Festivities should include weekly rituals like
the summer Farmers’ Market, BBQ cook-offs, etc., as well
as seasonal events such as charity fundraisers, holiday
celebrations, and other rituals that occur throughout the
year.
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13. ASSUMPTIONS AND LIMITATIONS
In the preparation of the report herein, we have relied on the
accuracy of the data obtained using the various sources that are
referenced in this study. However, the accuracy of this information is not
guaranteed and cannot be warranted by Live Work Learn Play LLP.
This document contains projections and estimates, including, but not
limited to, references relating to the future economic performance,
growth, financial condition and results of commercial operations. In each
case, such projections and estimates have been made in good faith, and
have been based upon information that Live Work Learn Play LLP believes
to be reliable and deems to be reasonable.
The environment in which Live Work Learn Play LLP researches is
characterized by rapid and significant changes in technology,
competition, general economic environment, customer needs, client
mergers and acquisitions, and quality and quantity of available market
resources and information.
Consequently, actual results may vary materially from the projections,
and estimates should not be construed as a guarantee of future
performance, economic development or results of operations.
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Live Work Learn Play LLP assumes no responsibility for the accuracy or
completeness of the information contained in this analysis and expressly
disclaims any and all liability for representations, expressed or implied,
contained herein or for omissions from this analysis.
This document is the property of Live Work Learn Play LLP but can be
reproduced and exhibited to any representatives of Kicking Horse
Mountain Resort or any consultants or partners in so much that the
exhibition is in furtherance of this specific development.
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