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Passing the torch

It was an incredible performance. For 11 years, Doug Perry acted as ringmaster for one of the boldest experiments in mountain resort entertainment.

It was an incredible performance. For 11 years, Doug Perry acted as ringmaster for one of the boldest experiments in mountain resort entertainment. In the same way that Quebec’s Cirque du Soleil revolutionized the circus concept, Perry’s World Ski and Snowboard Festival totally revamped the spring carnival model. And the world beat a path to Whistler to share in the celebrations…

Says Perry: "The thing I’m most proud about the WSSF is that it grew from a uni-dimensional sporting event to a celebration of mountain lifestyle. There are so many high points that stick in my mind: watching the crowd erupt when local shooter Blake Jorgensen won the Pro Photographer Showdown; standing at the base of the Big Air and feeling the wild energy of the spectators; listening to international performers like Michael Franti and the Black Eyed Peas playing on the main concert stage. It was like building a puzzle. There was always the desire to add to the festival. We wanted this thing to grow!"

Unlike so many of Whistler’s experiments in mass entertainment, the WSSF worked on a financial level too. Over its decade-long run, the festival’s budget grew by an average of 30 per cent a year. By 2006, TV viewers in 122 countries were being entertained by images and music from the event. The media exposure was phenomenal. Millions of dollars worth each year, in fact…

So what happened? In the blink of an eye, the decade-long partnership between Perry’s company, W1, Whistler-Blackcomb and Tourism Whistler was dissolved. Insiders say the relationship wasn’t working anymore. That it had foundered on the rocks of mistrust and dissent. Only at Whistler? You bet…

Doug Perry no longer lives in Whistler. After 23 years as a resident here, he has decided that the time is right for him to move on. But before he left, I got him to talk about the events scene at Whistler. As usual, Doug was forthright with his opinions and generous with his recommendations.

"The first question Whistler needs to ask itself," he says, "is whether the resort is producing the best events in the world. The second question to ask is whether Whistler’s events are realizing their full economic potential."

According to Perry’s analysis, Whistler has experienced more event failures than successes. A disproportionately high number of Whistler events have sustained financial losses, or have never reached maturity. "Why? Where are the big music concerts that were planned for this summer? And why does Whistler have a reputation as one of the most expensive resorts in the world to hold an event?" He sighs. "Today, most of our competitors – whether Vail, Aspen or even Park City – are outperforming Whistler when it comes to successful events. That shouldn’t be happening…"

So why is it happening? According to Perry, it’s a pretty simple equation.

"First of all," he says, "Events need to be recognized as the powerful economic engines they have the potential to become, and supported accordingly. Remove the roadblocks. Most Whistler events are woefully under-capitalized, and that’s due largely to the failure of organizers to reach sponsorship revenue targets. The result: budgets are scaled back in the critical pre-event phase spreading resources too thin."

Most Whistler events, he adds, are also under-promoted. "There is a distinct difference between event production and event marketing. A poorly marketed event is a poorly attended event; a poorly attended event deters future investment – and the cycle spirals down from there." Another problem, he says, stems from events that are too narrow in their programming. "Many Whistler events," he explains, "lack breadth and depth of content, limiting their draw to a specialized niche market."

Finally, Perry believes that event producers at Whistler are required to work within fast-narrowing sponsorship parameters that are far too restrictive to enable success. "There are only a finite number of revenue-producing categories for events," he says. "For every category that is neutralized or restricted, an event’s revenue potential diminishes proportionally. Market forces must be allowed to be engaged to allow an event to reach full strength."

So what does he suggest? "Whistler needs an "Event Master Plan" – and it needs it soon!" he says emphatically. "It needs a long-term development strategy that presents a coherent and cohesive vision for the future."

Once that vision is articulated, he adds, "Whistler needs to look at the calendar and identify four or five different dates during the year and build festivals around these times that are hardwired to drive traffic to the resort. I’m talking here about a collection of major signature event properties that each features its own integrated marketing campaign within a carefully designed five- or 10-year business plan. Why? Because you have to give these events time to incubate and grow. Otherwise, they simply can’t fulfil the needs of a resort of Whistler’s size and scope…"

And make sure that these festivals become annual fixtures on the calendar so that they can build on their own energy and generate a returning audience. "There is a huge branding element in all this," he explains. "Whistler needs events that reflect and celebrate the culture of the place. Don’t be afraid to step outside the box. Don’t be afraid to experiment. Be bold. Take risks with new ideas. It’s only by trying new stuff that you get to hone an event to the point where it is really successful."

The final element in Perry’s vision revolves around strong, focused leadership. "I believe Whistler needs a freestanding (not embedded) Event Development Organization that has a clear mandate with specific economic targets for the events it creates and/or manages (check out the Vail Valley Foundation – vvf.org – for a good example). More importantly, it has to be led by a full-time CEO-calibre leader with enough vision, drive, experience, authority and integrity to significantly advance Whistler’s event master plan and oversee the delivery of measurable economic returns."

And always keep in mind that a small number of great festivals that deliver strong economic results are far more effective than a long list of zero-impact events. "Create moments that will become iconic for everyone involved," he says. "Deliver memories that will become shared stories and cultural legends." He chuckles. "I mean, who can forget that snowball fight at our first Big Air event in the village… "

He stops talking. Takes a big breath. "This is the only way I can see making a positive change on Whistler’s events scene," he says. "Event management is all about being proactive. With a good plan, a slate of compelling events, effective marketing and a strong CEO there is no reason why Whistler can’t become a leader in the event business again."

He laughs. "It’s funny," he says. "I’ve been preaching this for many years now at Whistler. And I’ve had my wrist slapped a number of times for voicing such ‘radical’ ideas." He sighs again. "I was speaking recently with a ‘resort leader’ about the obstacles impeding Whistler’s events, and he said: ‘I’m sure we can make it good enough.’ That’s part of the problem! ’Good enough’ should not be in Whistler’s vocabulary…"