Inside Laax: Digitalising the Skiing Experience1

Kristian Paasila, CEO and partner of the tech flourishing. However, he feels the team has to
spin off company “inside labs” enters the cable take the company onto new pastures in the
car. It takes him to his office in the newly coming summer season.
reopened Galaaxy building at 2,252 meters
altitude on the Swiss mountain Crap Sogn
Gion. Seeing the statistics on the Inside Laax
destination app, he notices that the day’s
Blueline tickets are already sold out. 3,534
skiers have checked into the skiing resort
Flims/Laax. The temperature on this Tuesday
morning in February 2018 is -10 ℃; there is 20
cm fresh powder and no cloud in the sky. His
thoughts are wandering. It is going to be
another busy day and his business is

CRM in Skiing Resorts

Although some of the pioneers in CRM such as airlines or hotel chains are from the tourism sector,
skiing resorts have traditionally not been associated with best practices in managing their customer
relationships. While most resorts would claim that they deliver excellent customer service and quality,
at closer sight, who they were serving was an open question for many years. Barriers to destination-
based CRM programs are numerous. Developing and maintaining the IT infrastructure which would
enable skiing resorts to track the customer transactions is not seen as a core competence in this sector
and the skills are missing. Some would blame the diversity of interests among the stakeholders, which
renders the data collection rather difficult. Deciding on joint systems, IT investments, customer data
access and data management responsibilities seems impossible in the context of destination
ecosystems, where service providers are inextricably linked in close webs of coopetition relationships.

Still, not doing anything did not appear to be an option, particularly for Swiss Skiing resorts. For the
last ten years, they suffered from declining visitors due to the financial crisis in 2008 and the release of
the support for the exchange rate Swiss francs to Euro by the Swiss National Bank in January 2015
(see Exhibit 1). Cutthroat competition for the increasingly savvy customers was the consequence.
Customers however, did not only have a choice between Austrian and French destinations offering
more value for the strong Swiss currency, but could also trade it for weekends in sunny places easily
affordable through low-cost air fares. Not surprisingly, the main focus of creative marketers in the
resorts over the last 10 years was pricing. Top of the list is a crowdfunding offer for season passes by
Saas Fee in the Pennine Alps. Instead of CHF 1,050, 75,000 skiers snatched the attractive winter
season pass for CHF 222, leading to a guaranteed revenue of CHF 16 mn for the company even before
the season startedi. Initially accompanied by an outrage from competing resorts, the campaign was still
answered with the introduction of a number of equally customer appealing, yet costly price
attractionsii. These ranged from family tickets with free access for children (e.g. Stoos), reduced prices
for young adults of up to 25 (e.g. Verbier), flexible demand-based pricing with a bad weather discount
(Blatten-Belalp, Flumser Berge) or the Magic Pass offered by a composite of 24 skiing resorts in the

1
This case was written by Uta Jüttner and Katharina Windler (Lucerne Business School). It is intended to be
used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a
management situation. The case was compiled from mainly from company information.
© 2018, University of Applied Sciences Lucerne Business School. No part of this publication may be copied,
stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of
the copyright owner.

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French speaking part of western Switzerland. With online sales channels, the use of crowd funding or
real-time geographical and booking data these marketing initiatives adopt digital processes. Still, little
transparency about individual skier behaviour and preferences is provided.

Flims-Laax – Weisse Arena Group

Flims and Laax, the two neighbouring villages in the Grison region of Switzerland, where Rhaetian as
the fourth Swiss language is still spoken among the locals, has long walked the fine line between
modern and traditional life. Located adjacent to the same mountain, the communities have seen the
advantages of a united skiing resort as early as 1996. The inspirational figurehead behind Flims/Laax
is Reto Gurtner, the resort’s undisputed leader who is admired and feared for his drive to create,
change and, if necessary, destroy in order to live his idea of a vision as “the art of seeing the
invisible”iii.

1999, only two years after the Internet went

publiciv. Fully in line with this vision, the
small village Laax was also among the first
locations in Europe that had an Internet Café –
even before London. Back then, Gurtner had to
pay more than 3,000 Sfr. per month for a 30
kilobits data line. Quaint, from today’s
perspective, also appears the fact that the first
website of Laax had to be hosted in the US,
since there were no suppliers in Switzerland.

The charismatic Gurtner, who took over the
management responsibility for the Laax cable
cars from his father, pushed the merger with
Flims and united both companies under the
roof of the “Weisse Arena Group” (WAG).
The WAG transformed particularly Laax with
its slightly old-fashioned image to a
“Woodstock of the Boarders”. Having studied
business not only in Switzerland but also in
California, Gurtner, an active boarder and old
hippie himself, publicly announced his dream
of a fully digitalised skiing resort as early as
Ever since Gurtner took over the management,
he constantly worked on the structures to grow
the business. In the last 12 years, WAG
invested CHF 279 mn into a state-of-the-art
infrastructure. Today, the organisation unites
the cable car companies, ski- and
snowboarding school, ski shops, restaurants
and hotels under the same roof. While this is a
copycat of many skiing resorts in North
America, in Switzerland, with its fragmented
ownership relationships, WAG is still
matchless.

Interestingly, although the structures of WAG played in favour of a 360-degree approach to customer
transparency and management, the business model did not. Similar to the approach taken in many
traditional companies, marketing grew along the key business areas in the group. Hotel marketing
worked with a sector-proven PMS System; destination marketing maintained a strong brand
management focus and worked with the booking platform TOMAS, while ski tickets were based on
the widely used SKIDATA, a system within the domain of the mountain railways at the time. The
result were data silos with poor data quality. For example, an email address written with capital letters
in one system and lower letters in the other, got flagged as two different customers. Communication
channels were web-heavy: Newsletter, an e-commerce shop and two separate websites, one for the
destination and one for the lift ticket shop coexisted, a duality which prevails even today. The obvious
solution to overcome the fragmented and distorted customer view was system integration.
Accordingly, meetings between the service providers and big CRM companies such as Salesforce took

2
place. However, the old legacy of many destinations seemed to block the way: high integration cost
and the perception that standard solutions were not suitable for the idiosyncrasies of Flims/Laax
eventually led to a standstill of the negotiations.

The launch of Digital Services

In the meantime, the influence of international online companies in the tourism sector such as
booking.com or Air BnB became noticeable in the remote Grison region. Some saw them as
complementors, others as competitors. Reto Gurtner and Kris Paasila, head of e-marketing in WAG at
the time, recognised that these external players could dominate the customer relationships. Their
superior technology background would determine which hotel customers booked for their next visit
and which additional services they might consume during their trip. However, neither Gurtner, nor
Kris were willing to surrender.

The new approach started in the summer 2015 with the launch of Digital Services, a department within
WAG. Kristian Paasila was appointed department head and was initially the only employee. He was
exempted from most operational duties and focused on one task: to conceive the destination of the
future and build the team to make it happen. The physical and task-related incubation conditions
created barriers to the rest of the organization and gave rise to suspicion. Most colleagues assumed
that whatever the outcome of Digital Services would be, it was likely to affect their own jobs.

It was once again Reto Gurtner who became most influential for Digital Services. Encouraging the
whole organisation to read the best-selling authors who explain the disruptive effect of Internet
companies in Silicon Valley, he himself believed that the mindset needed to shift. Next to the
prevalence of technology, a renewed importance for agility, customer centricity and design thinking
were the key takeaway from the stimulating read for Kris. In his new role, he reported straight to
Gurtner, completely beyond the management. Line managers were just called on ad hoc when the
work touched their part of the business, but it was the customer who was put first. With the ideal
customer experience in mind, it became quickly obvious to Kris that bringing in people heading the
frontline units would sacrifice rather than fuel the overall vision. He was convinced that the ideal
experience cannot be designed around information owners who are in charge of parts of the business.

On the technology side, the decision not to buy any technology was reconfirmed. After only seven
weeks three data specialists and system developers were hired to build a team in-house. Among them
Daniel Medina, a modern Tech nomad who had previously worked as a contract web developer for big
clients in the San Francisco bay area. Initially, the big task for Daniel and his teammates was to
understand the data landscape. They tried to generate data from unknown sources and leverage data
from existing sources, such as a legacy app, in order to provide better service through new customer-
centric features. Following a “think big act small” approach, a few applications and liveanalytics for
the mountain were built and tested in the following months. For instance, a GPS tracking service of
the customer’s day on the mountain was tested. It turned out to be a failure since GPS tracking
consumes a lot of battery, which in turn led to an unwillingness among customers to use the app.
During this initial phase, the team realised that they had to change how services were developed,
priced, sold and communicated to the customer. A new direct line between organisation and customer
experience was needed. A key decision Digital Services had to take was whether the interface should
be web- or app-based, since they knew they couldn’t make an impact on both. Despite the importance
of the web, the price for a web-based fully functioning commerce solution was high and the future
dubious. Simultaneously, putting all efforts to the app was seen as risky. For example, buying skiing
tickets with an app was simply not common practice at the time. Signals from the wider business
environment were equally ambiguous: whereas e-commerce kept growing, the success of Googleglass,
the i-watch and other wearables was still unpredictable. According to Kris, the decision to invest in
developing the app was eventually a gut decision because you could bend the data to favour one or the
other.

In March 2016 the Digital Services team decided to develop and launch a new app that would build
3
the foundation for mobile commerce, digital loyalty and personalised communication. This meant a
break from a past app development project that had been underway between WAG and an external
service provider. The initial tool did not share the extent of engagement that Reto and Kris desired.
They tried to cooperate by liaising themselves with the service provider. Yet, any attempts to either
buy the software code or co-share the benefits of future developments through a joint venture did not
yield consent. The decision to build a new app also implied that a different skill set was needed to
move things forward. Next to the software development side of things, more strategic marketing was
essential to prove success and bring it back into the organisation. At that time, Michael Krähenbühl,
the only Flims local in the multi-national team was recruited in order to develop the business. In
addition, Julian Vaupel, a talented digital data analyst, represented the business intelligence.

In June 2016, a mere two months after the decision to build a new app was made, the first version
consisting of 100% proprietary technology was released under its proprietary name “Inside Laax”.

The spin-off: inside labs company foundation

In December 2016, the team of Digital Services spun-off from WAG and founded the company inside
labs AG with Kris and Daniel as managing partners and Reto Gurtner with WAG as shareholders.
While this boosted the team’s enthusiasm even more, they were also slightly anxious whether they
would be able to accomplish their business targets and the transformation from a department to a
stand-alone company.

In line with their vision, to facilitate the ideal customer experience in nature through technology, the
Inside Laax app was further developed (see Exhibit 2). The team soon acknowledged that they could
not cover all customer needs at once and focused on “doing fewer things better”. By now, the close to
60,000 app users became more and more involved and expectations were rising. Most of them did not
necessarily recognize that any new service required organisationally complex, fully automated and,
most importantly, robust processes. An example is the real-time tracking of empty parking spaces, a
strong satisfaction driver to the keen city skiers who come for the day and measure it by their “fun per
minute”. Searching for parking clearly spoils the experience. However, linking the app with the on-site
empty space indicator in the multi-storey park house was not easy. The alternative, to manually feed in
the information through the parking attendant, was equally no option. Postponing services which
clearly add value to customers was a tough decision but the inside labs team had learned their lesson in
the early phases, when the app had teething problems. On the first weekend of the new skiing season,
customers who had acquired their ski pass in the pre-sale via the app could not pass the turnstile to
access the cable car. It was a straightforward configuration error with the hardware that could easily be
solved. Still, the entire company crew rushed to the scene to help and calm the disgruntled customers.
In hindsight, this glitch was a “blessing in disguise” because it happened early in the season when only
the glacier was open and not too many tickets were concerned.

As an independent company, inside labs now experienced the notion of taking “calculated risks”. For
instance, they introduced tickets which were cheaper on the app than on the website, thereby basically
forcing customers to adopt the app technology. And that was a huge risk. Would this pay off? Or
would users be angry? Since resources for decision supporting market research were limited, they
turned to a grass-root approach to marketing and service development. Especially during the season,
the team was observing customers and their interaction with the app by joining them in the resort.
They quickly realized that you learn most by simply listening to skiers when you are out on the
mountain. Opportunities are abundant since all ski lifts seat between 4 and 12 people who happily chat
about their experiences.

A further issue for the small company was to raise awareness and engage more than 1000 employees
maintaining and servicing the destination’s infrastructure and securing safety. Whether engineers,
mountain patrol or innkeepers of the resort’s many cabin restaurants, they were right in the middle of
the offline and online customer experience. To convince them to feed not only basic information into
4
the internal Mission Control system, but to also communicate everything of relevance to customers,
such as closed slopes or lift standstills, was not always easy and could best be achieved by showing
their impact. In winter 2017, there was an incident where an incidentat a cable car led to a passenger
evacuation. After the incident, the team of inside labs demonstrated the technicians that every update
they made on lift conditions is immediately seen by all app users. Regarding the restaurants, a typical
problem in skiing destinations is the availability of information on opening hours in low seasons.
inside labs created an interface between the restaurants and the app in which owners could enter
opening times but they noticed that quality depends on the reliability of the service providers’ updates.

Being online with the app also revealed a further challenge of new service development in skiing
resorts: the short time window. The whole process from ideation, technical feasibility, design, testing,
to launch, had to be adjusted to the seasonality of the business which allowed no more than three to
four months to recover the investment.

The Inside Laax App

The question of how loyalty could be rewarded kept the team busy: How could the app and services be
designed in a way that actually picks up the regular visitor, the day guest, the guest staying in the hotel
or the customer that engages a lot in après-ski? They could have spent many years building all the
APIs (application programming interfaces), but it would have required that customers identify
themselves at every business transaction such as ordering a coke in a restaurant, by providing their e-
mail address, for example. This did not feel right to the team. They had a different idea. Based on
sensors in the physical environment such as the gates at every ski lift, the customer journeys were
tracked without users noticing. The only requirement was for the customer to connect their key card
with the lift pass to the app before starting the day. Since this was the gateway for inside labs to join
and support the customer experience, they knew they had to incentivize users for connecting.
Although around 40% of those who had installed the app linked their key cards in the winter 2017, the
targets were even more ambitious. The solution resembles a loyalty card point collection scheme, in
which points or so-called badges are awarded not primarily for money spent but also for app usage or,
from the customer perspective, for skiing behaviour.

It’s the feature “MyStory” which enables skiers and

snowboarders to track their performance on the mountain.
INSIDE points are awarded for the number of lift rides, the
vertical skiing meters or the number of skiing days per season
(see Exhibit 4). Customers can not only watch their own current
status in the storyboard cockpit but compare it with all other users
through their ranking on a leader board. Once customers start a
skiing day, the system monitors and profiles their activities. Care
is taken to choose segment names which encourage rather than
belittle any actions on the mountain, especially since the data
revealed that many skiers make no more than 5 or 6 runs per day.
So the range comprises freestylers, explorers, slope hunters or
snow addicts. Originally, the team planned background profiling
for internal usage only but soon discovered that customers were
so keen on performance feedback that inside labs even received
more than 400 texts from skiers complaining that certain rides
they made had not been recognised by the app. The points can be redeemed for app exclusive and
digital products, such as a queue alert directing skiers towards the least busy lifts, or an upgrade to an
exclusive BLUELINE ticket which grants access to the lifts’ speed lanes. With the “Friends” feature,
customers can see what their friends are doing on the slopes and exchange pictures or stories.

5
Through the shop which is integrated in the app, customers book tickets within seconds and skip the
queues at the ticket office. It features a best price
guarantee on lift tickets. For example, while a day
ticket at the counter cost CHF 78 in the winter season
17/18, tickets on the app were priced dynamically
with a maximum of CHF 76 per day in the time
between December and April 2017/18. In addition,
the app provides fast access to the exclusive
BLUELINE tickets which are limited to 120 per day.
Often underestimated by skiers, the operational daily
cost for all ski lifts in Flims Laax in the winter are
CHF 250.000. Therefore, ticket pricing has always been a strategic issue. The data gathered from the
app encouraged the inside labs team to provide recommendations for new pricing options to the WAG,
based on behavioural profiles. Hence, Snowpark tickets are restricted to the famous, world tournament
hosting snowboarders’ and freestylers’ area. Further ideas in the pipeline are discounted ticket for
skiers who choose not to go to the peaks but remain on the safer grounds of lifts below 2,000 metres.
Even more radical would be a pay-as-you-go model, where skiers would be charged per lift ride taken.
Previously there had been no data to model the impact this would have on lift ticket revenue.

Overall, in the winter season 2017/2018, over 250 customer data attributes such as ticket purchases
and activities on the mountain, clicks and user preferences, powered app-based personalized news
feeds, in-app messages, emails and push notifications were collected (see Exhibits 3 to 6). The set of
news feeds includes real time webcam images, weather forecasts, snow reports and lift and slope
status. With the “Transport LIVE” feature, customers are informed when and where they can catch the
next bus to the destination of their choice. In addition, it contains the newly introduced WAG service
of e-shuttles. Customers can call one of the six Audi A e-shuttles for a fixed price via the app. Drivers
of the shuttles are ski and snowboard teachers who are happy to earn some money on top of their main
job. Incrementally, the use of systems at customer touchpoints increased (see Exhibit 7). For instance,
the team programmed push notifications for customers who bought a ticket the day before their visit
(see Exhibit 8). The notification included a “hey, we look forward to seeing you” message,
information on the weather and a note that parking spots could be reserved in advance. In their service
development approach, the inside labs team balanced virtual with physical touchpoints as well as
hedonistic and functional user benefits. In other words, a push notification that lobster is the daily
special in a certain restaurant would not go down well if customers hadn’t been informed about a
weather-related disruption of the only ski lift which leads to the lobster place. For all physical
touchpoints, they relied on the destination’s infrastructure and the owners’ willingness to innovate and
cooperate.

Although more than 400 segment-specific campaigns were implemented, campaigning remained an
exciting and interesting experience for inside labs. It was not uncommon for them to sit in the office,
opening an after-work bottle of beer and watch the response figures explode. Depending on the
weather forecast, within an hour or so, the parking could be fully booked. It is in these moments that
they realised the actual impact they had on the revenues and on the customer journey.

With the rising number of services and interactions, the role of customer service became vital. What
happens when something does not work? When their credit card gets declined? The customer gets
there and has booked for the wrong day? Previously, customer service was managed by the individual
“enterprises” within the destination, i.e. hotel-related issues were managed by the respective hotel
receptions, lift ticket issues with the physical lift cashpoint, and so on. Introducing the system where
lift ticket bookings, table reservations and equipment rentals are next to each other, changed the
expectations of the customer towards the support they want. It was clear that a single source of support
was needed. At the same time, inside labs was still notoriously short on human resources with only
eight employees. After an increasingly desperate attempt to answer customer requests alongside their
other responsibilities, an information science Bachelor student was eventually hired and tasked to
build a service desk with a support ticketing system. Today, a team of eight people is in charge of the
e-mail based support desk, answering up to 900 tickets a month. These could range from anything to

6
do with the app to “my daughter's ski got ruined on a rock, what do I do?” The team sources all
relevant information from the different resort services and service providers involved. It consists
mostly of snowboard and ski teachers who know the resort inside out. Acting as customer service
representatives provides them with yet another opportunity to earn some extra money in the hours
before and after skiing classes, when most people have questions. The issues raised by customers
seeking support are fed back into the resort. This provides new insights as to how to improve service
offerings and to innovate what they do.

It is not only through customer service that inside labs receives valuable customer feedback. Guest
estimation per day or weekend is an important basis for a number of campaigns and services.
Although an algorithm has been developed by Daniel, a computer-to-human competition compares
both figures. Interestingly, the guess provided by the app-user community is often more accurate than
the algorithm.

A look into the Future

Kris arrives in the circular, open space office of “the Bridge”, the inside labs company office at the
fourth floor of the Crap Sogn Gion building. The move into the new building at the beginning of this
last season has further decreased the distance between the team and the client base. With an average
age of just under 30, inside labs is predominantly a digital native organisation whose employees share
the app users’ passion for the snowboarders’ lifestyle. With a 360 degree view onto the slopes, the
snow park just a stone’s throw away and the own equipment in a locker room next to the guestroom, it
was difficult to tell whose experience took centre stage.

So far, the “play hard work hard” approach has paid off. The company is well on track regarding its
sales, app downloads and user engagement targets. App download has increased to 70,000 in only 18
months with an average of around 30,000 active monthly users in the last winter season (see Exhibit
10). Almost 90% of the monthly active users (those who log on at least once a month) were using the
app daily, leading to 2,400,000 app sessions and 900,000,000 tracked vertical meters. On the revenue
side, the yield on lift tickets was increased by 6.6% and revenue per parking slot by 400%. Finally,
cost savings achieved for the destination were also looking positive, with a decrease of the footfall at
tourist offices of 40%. The destination-based performance translates directly into inside labs profit.
The revenue streams of the start-up are, firstly and foremost, commissions for lift tickets which
account for 93% of the company revenue; secondly, licence fees for the app which is sold to WAG as
SaaS (Software as a Service); and thirdly, time-based fees for standard customer service hours and
more specialised consulting services which inside labs carries out for WAG.

Kris is thinking about the future: the initial “nearside” development of inside labs seemed to have run
its course. Could it be better or even necessary to bring the business back into the former parent
company WAG? Should they further leverage this relationship and improve the digital skiing
experience into a fully-fledged best-in-kind destination experience? Or, alternatively, should he and
his partners focus on taking the company away from LAAX in every sense, as company ownership by
one resort may be questioned by other customers? What kind of hurdles might inside labs face in
scaling their solution? What is the best way to leverage the return on the investments made and the
skills and experience accumulated? He pondered if the success to date could be easily applied to other
service contexts, possibly even in other countries, where the match between the company culture and
experience to be digitalized is further apart. Finally, Kris was also unsure about the future of apps.
Having worked with technology all his professional life, he was well aware that the proliferation of
apps could make it far more difficult for Inside Laax or resort-specific apps in general to attract the
same attention. Therefore, it might be better to extend, rather than multiply, the current solution and
integrate other resorts into an even bigger ecosystem. Just how big was the stake inside labs could
have here?

7
Appendix

Exhibit 1

Entrances into ski area (skier days), indexed 2000=100

Austria
France

Switzerland

Source: https://www.nzz.ch/wirtschaft/rabatte-hoch-hoeher-am-hoechsten-ld.1330483

Exhibit 2: inside labs company vision

8
Exhibit 3: Extract of User Attributes in the System

Attribute Name (flags for users) Description

hasTicketToday All users with a valid lift ticket for today
All users which entered the ski resort today
Has_GateEntryToday (scanned the lift ticket at a entry gate)

ticketShop_child Users which bought a child ticket

ticketShop_teen Users which bought a teen ticket

ticketShop_adult Users which bought an adult ticket

Users which upgraded their ticket to a

„BLUELINE“ ticket (fast lane access - no
queuing at the lifts -> cost approx CHF 30.-
ticketShop_upgrade more.

Users which bought a freestyle ticket (access to

ticketShop_freestyle all snowparks)
Users which donated to the freestyle foundation
doner_Greenstyle via the INSIDE LAAX app.

seasonPassHolder Users with a valid season pass

vipStatus Users with VIP status

ios Users with iOS device

android Users with Android device

Users with self declaration:
categories:
- parent of children
- parent of teenager kids
- day guest
- holiday apartment owner
- hotel guest
- apartment guest
iAm - a local

- snowboarding
- skiing
- sledging
- hiking
- cross country skiing
iLike - yoga
appartmentOwner Users flagged as apartment owners

- car
- public transport
iTravelBy - bus
users last entered the ski resort before/after: DD-
mountainStats_lastGateEntry MM-YYYY

mountainStats_numLiftSeason number of lift rides this season

mountainStats_numLiftToday number of lift riders today

9
 number of days spent on the mountain (ski
mountainStats_daysOnMountain resort) this season
mountainStats_verticalMeterSeason number of vertical meters ridden this season

mountainStats_verticalMeterToday number of vertical meters ridden today

radius of geo location distance from LAAX in

locationDistance km

drivingDistance users within radius of 150 km

10
Exhibit 4 – Dashboard for individual skiing behaviour (season)

11
Exhibit 5: Location-based push message

12
Exhibit 6: Incentivising push message

13
Exhibit 7: Touchpoints along the skiers’ journey

Exhibit 8: Push Notification for next day skiers

14
Exhibit 9: Customer profiling

15
Exhibit 10: Inside Laax app downloads

in house
produced
version season users
1 summer 2016 15’000
466.67%
2 winter 2016/17 70’000
7.14%
3 summer 2017 75’000
160.00%
4 winter 2017/18 120’000
8.33%
5 summer 2018 130’000
Source: company internal

16
i
Source: Die Schweizer Skigebiete liefern sich einen scharfen Verdrängungswettbewerb
https://www.nzz.ch/wirtschaft/rabatte-hoch-hoeher-am-hoechsten-ld.1330483
ii
Source: Die neun originellsten Billete der Skigebiete https://www.nzz.ch/wirtschaft/die-neun-originellsten-
billette-der-skigebiete-ld.1329561
iii
Laax definiert den Berg 4.0, in: Südostschweiz, 22 March 2018
iv
Woodstock der Boarder, in: Die Zeit, Nr. 49, 1999
https://www.zeit.de/1999/49/Woodstock_der_Boarder/komplettansicht

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