to map out all possible stakeholders (and respective role, expectations, influence, interest) involved in the Design Process.

Besides creating an aligned environment, it allowed to identify & resolve political hurdles early onwards.

this reflection process allowed us to identify shared, perceived and desirable values amongst the organizations.

Furthermore, it would depict how these organizations were perceived both internally (guides, staff) and externally (guests, partners).

These insights would be fundamental for the future brand guidelines.

With both qualitative (Interview) and quantitative Data (Booking statistics /CRM) we aimed to identify and understand our main audiences (guests) and create their representation by means of Persona Creation.

The main purpose behind this step, was to align all stakeholders and create a common understanding, who we are designing FOR.

to understand how our customers, discover, choose, book, purchase receive , feel & talk about our offers.

Furthermore, we created a service blueprint to identify (current & future) touch points between customers and the organization(s).

to identify our most desirable and promising revenue streams, update our portfolio and discover blind spots for future product innovation.

Last but not least, we benchmarked ourselves against local, regional, national and international competitors (SWOT Analysis).

*Fun fact: We identified Cruises as a competitor on an international scale.

First, the entire business history and formalities had to be brought to light.

Then possible legal forms need to be evaluated.

Finally the bureaucratic procedures kicked-in (vote, liquidations etc)


*For these steps, we consulted for professional advice.

How is the management & company structured?

How can we make the hierarchy more flat & lean?

How can a structure be put into place that allows an agile & organic growth?


Establish Timeline, SMART Goals, allocate in-house competencies and create project briefs for external expertise.

Define the „building blocks“ (Merger, Service & Products, brand development, feedback systems)


*At that point, convincing members to shift was more important than elaborating all the technical details of the outcome.

We asked ourselves, how might we:

• convince all members to join forces?

• integrate traditions while keeping ourselves open towards innovation?

• streamline our product portfolio (200+ variations)?

• foster our qualities & strengths as locals?

• ensure that daily operations will run smoothly during this shift?

In order to convince the members, a Corporate Identity and „New Story“ were presented. They highlight both Tradition & Innovation.

Develop an action plan for the immediate future (1-3 years).

Members were invited to sign up as co-creators of this strategy committee. (about 40/350 people did so.)

Later, in 2019, we established a strategy for the next 5 years.

Though basically a project within, it was closely aligned with the branding process. (In hindsight, more careful planning would have allowed a better project flow – especially during the testing phase.)

The key components were:

• Webdesign (front-end)

• Systems Infrastructure (back-end)

  • Booking system

  • Payment system,

  • Availability system

for our clients & partners (hotels, community members, tour operators, journalists, tourism board etc) once the rebranding is finalized. This entailed:

Establish communication channels

Create content (audio-visual)

Up-skill digital marketing competencies through schoolings

• Eliminate / substitute if not desirable

• Combine if similar

• Modify if desired

• Extend if necessary

• Broaden if possible

We categorized our product offer into five main categories (Ski, Board, Hike, Bike, Climb)

• administer cash flow (booking- & check-out process, salary systems)

• guarantee flexibility (member portal for guides)

• optimize resource management
  (Service offer)

• measure KPI’s (Booking statistics/ CRM)

• enable easy alternation (Products, Pricing)

We developed a filtering system, that would „guide“ a customer towards a desired product while giving him/ her the possibility to control the parameters.

This required a complex product analysis and was another process in itself.

Furthermore, the booking process should be intuitive so our front-desk staff can focus on advising our clients instead.

The credo was
”Inspire, Dream, Desire, Book”.

Having now the combined know-how to deliver amazing experiences, every step in the CX-Journey had to fulfill this criteria.

The organization’s stakeholders on the other hand, would enable these experiences in situ, fulfilling the new slogan

“Your Adventure is our Mission“.