Farm and Ranch Recreation Resource Directory

Section 2.  - Marketing Strategies


CONSTRUCTING A MARKETING PLAN

A marketing plan is a "road map" for you to use as you go about selling your business to potential clients. A marketing plan allows you to be organized, efficient, and effective in the process of attracting guests. It also allows you to evaluate your efforts in a quantitative way.

The first issue to address in creating a marketing plan is deciding who is your customer. The more specific you can be, the better chance your strategy will have to be successful. The next issue is the budget. Some money needs to be spent in order to attract customers. Although no hard and fast rules apply, a good guideline, at least in the first few years of business, is to spend from 10 to 30 percent of your expected or actual gross revenues.

Constructing a marketing plan is very simple, once the research phase has been completed. Whereas major companies may have a marketing document of hundreds of pages, a two-four page plan is appropriate for most small businesses.

It is important to remember that a marketing plan is only a guideline, and as such should be changed as needed to meet your goals. In your first years, the marketing plan may need to be revised frequently to suit your needs, your cash flow, and even your customers. You also should be ready and able to take advantage of any favorable situations that may arise. For example, you may learn midway during the year that a targeted magazine is offering terrific rated for new advertisers. You should have the ability to adjust your plan for such a situation.

On the other hand, enough time and thought should be spent on constructing a marketing plan that does not require that changes be made on a weekly basis. The concept of flexibility should not be used as an excuse for not accomplishing a particular task.

The major elements that should be stated in any marketing plan are:

• Defining your customer
• Budget
• Marketing goals
• Target markets
• Plan of action

EVALUATING THE PLAN
It is impossible for hospitality providers to become and stay successful without completing this step in marketing. By analyzing what was attempted and achieved, providers gain the knowledge and insight needed to correct, improve, and maintain the particular parts and pieces of the marketing plan. (The same applies for other aspects of the business as well.)

There are several types of "evidence" to analyze during this phase. The first is actual versus projected inquiry and client numbers. You also want to pay close attention to the number of clients received from each different type of promotion (publicity, word-of-mouth, etc.). Furthermore, each publication, book, or show in which you receive mention or bought space should be looked at. Client evaluations should be sent out and carefully examined. Finally, you will want to utilize the information you have gathered on your clients to create a profile of your typical client. From this effort, a clear picture should emerge about the success of your operation and marketing efforts, along with reasons for that success or failure.

Consider using the following approach in evaluating your efforts:

Inquiry Numbers and Client Count
Determine the number of inquiries received in total and the number of total clients or "conversions." A percentage figure can then be extrapolated. One conversion out of 100 inquiries is one percent, which is quite low, whereas ten conversions, or ten percent, is much more acceptable when one takes into account the dollars used to pull those inquiries.

Compare those figures to what your best guess was at the beginning of  the season. Higher? Lower? Were you hoping for too much, too soon?  How did that actual number "feel"? Could you  have realistically handled any more clients?

Critique Promotional Methods
Overall, you will want to determine the effectiveness of each type of promotion you have invested in over the year. To do this, you need to determine the percentage of clients converted from the inquiries received in each category (advertising, publicity, direct mail, etc.) You will then know both the gross percentage and conversion rate for each category. For example:

	Percent Conversion	Percent of Total Clients
Advertising                      Inquiries:         100                                        Conversions:       4	4.0%	8.0%
Publicity                          Inquiries:           40                                       Conversions:      15	37.5%	30.0%
Direct mail to your list     Inquiries:          200                                       Conversions:      25	12.5%	50.0%
Other                              Inquiries:         100                                        Conversions:      6	6.0%	12.0%
TOTALS                                                 50 CLIENTS                                 100%

MARKETING PLAN PREPARED FOR ONE-OF-A-KIND RANCH

Target Markets:  Upscale travelers with families living in the East, Pacific Northwest, and California who have an interest in this part of the country. Attempt to reach them before their trip.

Goals for Year One:  Initially have 500 names on list, 1,000 inquiries, and 50 bookings (3 percent conversion).

Budget for Year One:  Figured on 50 bookings with an average gross income of $1,050 per booking:
50 x $1,050=$52,500; 20% of $52,500 = $10,500. Add $4,500 for first year start-up costs. Total marketing budget = $15,000.

Calendar:

Month	Activity	Who	Budget
September	1. Create mock-up of letterhead copy; take to freelance designer.		$
	2. Organize and develop your prospect list and customer screen.		$
October	1. Critique final brochure design and copy; take to printer; pay designer.		$
	2. Determine ad buys; create mock ad		$
	3. Make introductory visits to key contracts:   regional and state travel offices,  Chambers of Commerce, Trade associations, other like businesses.		$
	4. Write to friends and acquaintances; ask for referrals		$
	5. Create Website; establish E-mail.		$
	6. Establish a media list to whom you will mail to regularly.		$
	7. Go to hospitality workshop.		$
November	1. Pick up collaterals. Begin distributing brochures		$
June, July/August	Have three different travel writers experience your ranch		$
September	1. Review plan for first year; make changes as needed; begin cycle again.		$
	2. Mail to list in late September		$
Total Budget:			$

Usually, the best time of year to put a marketing plan together is in September or early October, after summer guests have departed and before advertising and publicity deadlines. Successful marketers always think from three to six months in advance.

Source:  William L. Bryan, President
Off the Beaten Path, LLC

Tourism Online

Telecommunications and eBusiness technologies are redefining the rules of business and the interaction of clientele with business. Some of the numbers include:

• By August of 2001, the world population of Internet users with home access had reached 492 million.

• E-commerce spending in September 2001, jumped 54% from the previous year to $4.7 billion marking a dollar increase of nearly &1.7 billion according to figures from A.C. Nielson/Harris Interactive.

• Travel maintained the top spot as the biggest revenue maker for September 2001 with consumers spending more than $1.1 billion according to Nielson. This category has grown 44% since last year.

With travel and tourism being the largest online revenue category to date, it seems wise to consider putting information from your establishment online. By having your business online, you can access a broader - even international market and provide 24 hour, seven days a week service.

Consider the following steps when setting up your tourism entity online:

Step 1 - Develop a Concept
The first step in creating your e-business is developing a concept for your website. Be sure you know what your site's objective is and how you intend to achieve it before you take it online.

*  What is unique about your business?
*  Who are your customers?

Step 2 - Register Your Business and Domain Name
The domain name you use (e.g. www.amazon.com) will help others identify your business. It is wise to choose a name that is your actual business name or something derived from it.
Check with www.directnic.com or www.register.com to see if your domain name has been taken.
Your site can then be registered with either www.directnic.com or www.register.com once you have decided on a domain name. You can expect to pay less than $100 to get your site registered.

Step 3 - The Site
While you can build your own site in-house if you have the time to learn HTML and experiment, it is important to note that if your site is poorly designed people might not come back to see a new and improved version down the road. Remember you will have to maintain your site regularly once it is live.

For outsourcing design, look for a developer who has the experience and the time to focus on your site and do the job well. Don't get caught in the trap of deciding solely on price or an impressive graphics portfolio because you may not get what you want and need and hidden costs may plague you in the future.

Step 4 - The Content
The site needs to be interesting and convince people to return. Many customers are concerned with making reservations online especially in regards to privacy as well as cancellations. It is important to alleviate these fears by including a customer support page with telephone, mailing, e-mail addresses and a statement of your policies.

Step 5 - Hosting the Site
You must decide where and how to host your web site. Look to www.hostsearch.com for a search engine that will provide web hosting services or www.budgetweb.com/index.html for a directory of inexpensive web hosting services for small businesses. If you have one of these hosting services host your site, expect to pay fees each year for this service.

Step 6 - E-Commerce
If you plan to take reservations for your facility on-line, you must be able to provide a secure way for clientele to send credit card details from their homes. Check out www.verisign.com for security on your site.

Step 7 - Marketing
There are approximately 8.1 million domain names out there on the web, so how do you get people to visit yours?

Register with search engines and directories after preparing titles and META tags for each page. Check with http://siteowner.com/sifree.cfm to get your site listed in the major search engines.

Provide news releases to editors of industry e-mail newsletters, with a request to review the site.

Buy banner ads on industry sties.

Partner with other niche industry sites to cross promote. Consider http://www.ndtourism.com, or, if you are a member of the North Dakota Bed and Breakfast Association, www.bbonline.com/nd/ndbba

Source: Lynette Flage, 
NDSU Agriculture Communications
lflage@ndsuext.nodak.edu

Popularity of Activities Offered

Activity	# of Respondents Offering This Activity	Average Popularity Rating*	Most Frequent Rating
Other activities**	20	4.80	5
Horseback riding	93	4.66	5
Guided hunting	81	4.46	5
Family-style meals	98	4.24	5
Unguided hunting	75	4.24	5
Cattle drives/riding herd	54	4.07	5
Watching wildlife	134	4.02	5
Unguided fishing	89	3.96	5
Hiking/nature walks	110	3.85	4
Cook-outs	80	3.83	5
Guided fishing	65	3.75	5
River float trips	34	3.71	3
Horseback riding lessons	69	3.68	3,5
Pack-trips	52	3.63	5
Rafting/canoeing	31	3.52	5
History programs/tours	76	3.47	3
Wagon/sleigh rides	41	3.41	5
Camping	64	3.38	5
Children's programs	47	3.34	3
Skeet shooting	14	3.21	3
Photo safari	66	3.20	3
Ranch chores	76	3.11	3
Cross-country skiing	31	3.06	3
Mountain biking	36	2.83	3
Swimming	47	2.66	3
Tennis	5	2.40	1,3
Gold panning	21	2.33	2

*Ratings: 1=not popular to 5=very popular   

Trends in Farm and Ranch Recreation
With Emphasis on How they May Effect Marketing Strategies

Difficult to get handle on the specifics of this issue.  

• There aren't extensive databases to readily turn - - no known experts.
• Half funding allocated to major three-year projects on some of these issues -- Extension Service, University of Wyoming.
• There is amply supply(?) but is there strong demand?

But, there are some issues related to trends that we do know--that we need to factor into the equation as we go about developing farm and ranch recreation tourism enterprises.

Let's start big:  

• Tourism is a big business.
• $3.5 trillion world wide; more than any other primary or secondary industry.
• Employs 150 million people: 1 out of 15 world wide.
• In 1996, 150 million Americans spent $60 billion on just wildlife-related activities: 45 million adults fished, 16 million hunted and some 130 million engaged in "watchable wildlife" activities.

But, what does this mean for us -- the farm and ranch cottage industry?  

• We need "A Few Good Men and Women" (customers).
• Average 4 people for 100 days in summer; average 3 night stays; that is 140-145 people in a year. Many of us wouldn't mind half that number spending:

  $150 per day x 4 x 100 =$60,000

  $150 per day x 2 x 100 =$30,000

  $120 per day x 4 x 100 =$48,000

  $120 per day x 2 x 100 =$24,000

So, how do we get a piece of this niche market?   Let's go back to trends.
Trends that are helpful to know (from the Forbes Group, 1996):

• Demand for value-based products are increasing
• Air transport and accommodations increasingly viewed as commodity products--and as a means to an end.
• Demand for traditional group tour products are diminishing. As baby boomers age, the market for traditional groups' tours as we no know them will largely disappear. --Group experiences giving way to individualized planning.
• Educational travel--which combines education and entertainment--is the fastest growing segment of travel.    --Interactive experiences have replaced mindless activity.  

People are looking for (from 1997 National Leisure Travel Monitor):

• More novelty and changes in one's life.
• Simplify life--use vacations to do this.
• Spend more time with family, yet still 90 million travel without children and 40 million travel with children; about 1 out of 5 travel alone.
• Rising interest in vacation experiences that feel like home.
• Very desirable to visit family and friends (but not necessarily stay with them or make it the destination).
• Pleasure travel continues to be dominated by naturalistic types of trips.
• Experimentation and fantasy continue to have great appeal.
• Measured for first time--a destination that is remote and untouched reflects substantial interest (ex. of novelty and change).
• Widespread interests in getting exercise--through hiking and outdoor activities; experiment with new outdoor activities.
• After Florida (South) and California (far West), great travel interest to Colorado (The Rockies). But, increasing interest in exploring one's own backyard.
• Greater interest in novelty, change, experiment and fun when it is:

  *Educational

  *Cross cultural

  *Outdoors

  *Authentic

But, we can go on and on with trends information and numbers --sometimes tourism is just too bean counting oriented!  

• You still need your 50-100-150 people a year spending $150 per day for three days to come through the gate and proceed to have a wonderful and safe time.
• Furthermore, there are a lot more of you than ever before.
• Plus, a lot more want to get into the business.

  Working Ranches: 55 in 1996. 194 anticipated in 2001

  Cattle/Wagon Drives: 44 in 1996.. 75 anticipated in 2001

  B & B's: 44 in 1996. 167 anticipated in 2001

  Dude/Guest Ranch: 77 in 1996. 200 anticipated in 2001

From The Business of Agritourism/Recreation in Montana, July 1997, Institute for Tourism and Recreational Research (Remember: difference between wishful think and reality).

What does this mean?

• Does your product match the trends?

  *Does all you have to offer or want to offer match the trends?  

• Who is your customer?    

• Where does your customer come from/how do they get there? How long do they stay? How much will they spend? Do they come back?

  *Yes, you need to have accurate answers to these questions if you are to develop a successful and cost effective marketing plan.

More information:  

• Most (39%) come from the eastern 1/3 of the United States (only 5% from Europe).
• But, 32% come from western third of United States.
• 45% average come back.
• Increasingly, more use airlines for over 5-day vacations.
• Trains are more and more popular (novelty).
• Cars still number one. But, don't know preferred method of transportation for farm and ranch visitor. Do know tourist use Montana highways.

Some helpful marketing facts to consider regarding marketing strategies (from the 1997 National Leisure Monitor):

• When considering a travel destination
                                                                                    Great Confidence                   Confidence

                 Recommendation of a friend                                          45%                                 82%

                 Recommendation of a travel agent                                  19%                                49%

                 Travel information brochures                                          14%                                37%

                 Articles (editorial)                                                           11%                               33%

                 Travel Advertising                                                             9%                               26%

• Third party confirmation of travel destination and/or supplier:

  *57% find this very important (ex. AAA, Mobil, Star System).

• As for Internet or an Online Service:

  *Yes, but interest dipped in 1996 from 1995 because of frustrations regarding access.

  *43-54% have such an interest, but only 11% (18%) have used Internet for obtaining information on pleasure travel over last 12 months, and only 5% (6%) actually made reservations.

• As for travel agents:

  *49% express confidence in their information, but only 31% use them.

  *Do they know about working ranches?

  *Do well at selling packages. Are their farm and ranch packages to sell?

  *See Travel Montana travel agent survey complied in January, 1998.    

• From Institute of Tourism Research Study:

  Visitors say referrals/word of mouth most effective:   40%

  Montana Travel Planner   13%

  Publicity    8%

  Travel Guides  4%

  Travel Agents  3%

  Internet   3%

As for farm and ranch recreation booking agents, are there any? None that specialize, but there are ranch vacation specialists. What do they say about working ranches? Some examples:
         Gene Kilgore's Ranch Vacations
         Shirley Beecham
         Phil Harris' Round Up America
         American Wilderness Experience
         Off the Beaten Path

A clear definition of the western working ranch experience is needed.

A. Destinations versus one of several experiences.

• Is it a destination experience or is it one of several experiences a traveler has while on a Western vacation?

  *Present perception: one of several experiences--unless it is a weekend getaway.

• If comfortable with present perception, then marketing strategies must take that into account.

  *For example: packaging strategies.

• If the farm and ranch community want to change this perception to a destination experience, then a well-defined strategy needs to be developed and implemented.

B. Contrast the working ranch experience with dude ranch experience.

Working Ranch	Dude Ranch
*Less than 50% income from guests	*More than 50% income from quest activities
*Usually less than 12 guests at one time	*Usually more than 12 guests at one time
*Assist with working ranch operations	*Multiple activities available that aren't necessarily ranch oriented tennis, swimming, fishing, and naturalist program
*Horseback riding may or may not be available	*Horseback riding always one of ranch activities
*Experience is often less than a week	*One week minimum stay
*An integral part of ranch life	*"Being Western"

Often a mix of working ranch and dude experiences at one ranch tends to confuse the distinction and thus the perception--can contribute to the problem.

Standards for working ranch needed.

• Standards can take on various agendas. Examples:

  *Dude Ranches

  *Bed and Breakfasts

  *Outfitters  

• The European Star System
• The Brand Identity Issue:

  *AAA

  *Mobil

  *Orvis Endorsed, etc.

Developing a niche market identity for your operation.

• What is so unique about your ranch and the activities you offer? An objective critique is needed. Examples:

  *Private access trout stream.

  *Deer and antelope hunting.

  *Varmit hunting.

  *Fossils; dinosaurs.

  *Watchable wildlife; special opportunities.

  *Cattle drive.

  *Sheep ranch.

  *Indian artifacts and history.

  *History (Lewis and Clark slept here).

  *Personality of Rancher/Manager.

  *Ranch where a foreign language spoken.

Make sure you can produce in a quality manner on what you say you have.

A promotion and information clearinghouse/trade association is needed.

• Help with definition issue.
• Helps with standards issue.
• Communicates with farm and ranches on technical, start-up hospitality, trends, issues.
• Publishes a Gene Kilgore type book.
• Does image advertising.
• Designs and implements publicity strategies.

Promotes and facilitates co-op marketing.

• Example: Those farm and ranch recreation vendors in Missouri River and Russell County come together to develop and implement a specific marketing strategy.

  *No ads in regional guides;

  *Maybe a special informational booklet;

  *Special interest advertising, et al.

Such an association/clearing house should be associated in its initial development by:

• Appropriate state agencies. Example: Department of Commerce and Department of Agriculture.
• Appropriate Federal agencies. Example: Department of Agriculture.
• Existing trade associations. Example: Stockgrowers, Woolgrowers, Farm Bureau, Farmer's Union, Etc.
• Private entities in tourism. Example: U.S. Tour Operators Association.

Maybe a three to five year turkey operation. ---- Oregon has done something like this.

• Market analysis and marketing plan--completed in June, 1997.
• Farm/Ranch Recreation Resource Team (FRRRT)--conducted with private sector to do a comprehensive analysis of the marketing situations facing the Oregon agritourism industry.

Packaging

• Working ranch experiences should be packaged with tours, fly drives, custom itineraries, etc.
• Some examples:

Tourism corridor strategies.**
-Look at existing data - where do North Dakota travelers go, come from, etc.
-The I-94 and I-29 corridors.
-The Highways 2, 83, 85, 281 1804 & 1806 corridors.
-Bismarck - Fargo areas.
-Theodore Roosevelt National Park.

Fly dives -
    *Set itineraries, pre priced for independent traveler.

Family driving vacation packages.**
-North Dakota Tourism package

Park to Park**
-Theodore Roosevelt National Park
-State Parks
-City parks
-KOA's

Rodeo/county fair packaging.

-Working ranch vacations that involve local and regional celebrations.

-Special and Unique Topics - fossils, Lewis and Clark, watachable wildlife.

-Cross Cultural Journeys - visiting: a working ranch, a farm, a Hutterite colony, a tribe, a family involved in timber or in mining, etc.

Also look at large tour operator packages.
Lists - Must be your major marketing tool.

• Develop your own--see handout on customer screens for potential customers and past customers.
• Working ranch mailing lists.
• Mailing frequency.
• Follow through after mailing.

Other Collateral's

• Brochures. . . . . . . . Not discussed in depth at this workshop
• Newsletters. . . . . . Not discussed in depth at this workshop.
• Letterhead. . . . . . . Not discussed in depth at this workshop.

Your Website

• Should you have one?
• Links
• Results -- who has quantifiable information?

** North Dakota additions  

WHAT TO OFFER - HOW TO DECIDE

The "right mix" of facilities, amenities, atmosphere and recreation are crucial to success. You must make informed, rational choices from a wide variety of options. Business plans must objectively deal with these important choices:

1^st step is to define all possible alternatives and list them: The sky is the limit!

Lodging alternatives: (luxury, primitive, cabin, lodge, and home bunkhouse)

Food alternatives: (ranch cooking, gourmet, family style, menu, one seating, scattered seating, individually plated, spa style, ethnic)

Recreational alternatives: (highly organized or on their own, self propelled, horse or motorized, themes, compatibility, owner's interests, competition, market, cost, off-premise recreation possibilities)

Market: (drive by, local, destination, short duration)

CHOOSING THE RIGHT OPTIONS

After identifying and listing as many options as possible that would (might) be appropriate for you and your property, it is important to screen out the inappropriate ones. Here are some of the screens to consider in discarding incompatible or unprofitable alternatives:

Physical Resources: Does the nature of the land support the activity? Will the climate work? Do you have adequate water and septic or sewer? Can you provide your clients convenient access to your place/activity? Will your trails and roads function for proposed activity? Are your improvements and buildings adequate to serve the proposed activity? Do you have the necessary legal access to recreation resources?

Other Considerations: Can you get the necessary permits? Do you have sufficient capital to fund start-up (capital investment and working capital)? Is the risk/reward ration attractive? Can you attract necessary employees? What about housing and feeding employees? Is this alternative activity attractive to you? Can you maintain personal enthusiasm for this activity? Is this activity compatible with other activities offered? What resources will be necessary to provide this? (horses, llamas, cattle, jeep, etc) Do I have the necessary expertise to do a quality job?

PLANNING MAKES ALL THE DIFFERENCE!

This information has been reprinted with permission from the following source:
William L. Bryan, President
Off the Beaten Path, LLC
Bozeman, MT
  

"IMPORTANCE OF PEOPLE & HOSPITALITY"

HAVING A LOT OF COMPANY MOST OF THE SUMMER AND FALL - IS THIS FOR ME?

• Do I have the time?
• Do I like people and can I invite complete strangers into my home and enjoy it?
• What about my family? Will they help? Will they like our guests?
• Am I proud of Montana and my "way of life"?
• What are my resources? Do I have enthusiasm, energy and excitement?

RANCH RECREATION IS A SERVICE INDUSTRY!

• We provide an experience, a feeling and sometimes the realization of a dream.
• These services are intangible -

  *They can't be tried out, tested or held.

  *They are produced and consumed simultaneously

  *They are highly perishable.

  *They are highly variable.

• It is probably more difficult to convince a customer to commit to a large expenditure for a service than for a product he can try out first.

REPEAT CUSTOMERS

• Repeat visitors are the heart of a company's revenue. The only reason to be in business is for repeat business; and if you aren't in business for repeat business, pretty soon you won't be in business.
• It costs four times as much in advertising to bring in a new customer as it does to get a past customer to return.
• 80% of new customers come because of a referral from an old customer.
• The primary way to get repeat business is to make a promise of a certain quality experience and then live up to or exceed that promise.
• When price between competitors is about equal, participants will choose on the basis of friendliness, cleanliness, and service.
• Go the extra mile!

WHAT I DO ON ARRIVAL DAY FOR MY GUESTS  

• Be excited about them coming to my ranch. Meet them in the yard and invite them into my home.
• Get acquainted, find out what they want to do, what they expect and their interests. Talk over activities.
• Offer them coffee or ice tea!
• Show them their accommodations. (home baked cookies on the table and fresh cut flowers in their bedroom)
• Give them a Ranch Tour to show them what we do and why we do it.
• If time permits, I show them a video on riding and safety.
• Enjoy them and they will enjoy their stay.

IN CLOSING:
Trends come and go but "western hospitality" will never be out of style!
Visitor expectations - give more than expected.
Industry standards - be proud of North Dakota and our "way of life" and work to preserve it.
Be authentic, honest, and friendly!

This information reprinted with permission from the following source:
Dixie Myhre
Buffalo Creek Ranch
Pineview Road
Custer, MT 59024

CUSTOMER SUGGESTIONS FOR IMPROVING WORKING RANCHES, OUTFITTERS, AND BED & BREAKFASTS

Comments Regarding Working Ranch/Dude Ranch Accommodations:
"Room very nice but not a good view (parking area). Common areas a bit shabby."
"Service, attitude, and cleanliness so bad..."
"Nice rooms, great food, but room was directly over garage and very noisy early in the morning. Staff could have been a bit more responsive."
"Our room was sort of dreary and the whole place seemed a little fuddy duddy."
"It was extremely difficult to find in the dead of the night."
"Needs work, because owners are new, don't know area."
"Mattress too soft."
"Proximity to the (owner's) home only detriment. Not a problem, but you knew the owner was right there."
"Cabin too rustic. No place for clothes."
"Small. Not so clean."
"Had trouble opening windows for ventilation in our rooms."
"Bedspread had greasy spots and was dusty. Air conditioner in window - no fresh air."
"Loved them and the house, but the entrance to the area was rather junky."
"Off season meant it was not crowded, but horses and staff were tired after a long season."
"Would've liked more advanced planning for rides and activities."
"Cabin was decorated in French country style with miles of fabric on everything. Why couldn't it just be Western."
"Could have had heat in cottage! It was 15 degrees one night! But they tried with space heaters."
"The riding program is designed for beginners, not for experienced ones interested in lots of loping, like us."
"Innkeepers not terribly friendly or outgoing."
"Needed more towels."
"The tip envelopes were in plain sight and a bit tacky."
"Bunk beds extremely low. Had to fall out of bed to get up in the morning."
"Somewhat small, access to laundry and telephone were limited."
"Too close to Highway."
"Breakfast was too big a production."
"Some lighter food choices might be nice."
"They tried to prepare gourmet meals which just fell flat. No good alternative choices for children."
"It was disappointing to learn that our 7 year old could not horseback ride. The lodging was worst. The fold out bed was a single size, so one child had to sleep on the floor or with us."
"A large bee swarm had settled under the cabin. Subsequently, there were bees all around the cabin and my daughter refused to go outside. The downstairs part of the cabin had hundreds of little bugs. The kind that are attracted to night lights. We had to all sleep upstairs because there were so many. The faucet water smelled very bad and was brown. They did not provide any bottled water. One night I took a bath and the water was brown - pretty gross looking. I mentioned it to the owner and he said he was aware of them, but hadn't gotten to it yet."
"Good, but too many large crowds."
"There were large mice and a chipmunk in our room. We killed at least 30-40 moths per day. Maintenance is poor on rooms or cabins. Many guests said the same. While riding was great, virtually no instruction was offered for beginners."
"Food was bas this year."
"A truly grim, unreconstructed, ugly, not very clean "Bunk house" that you wouldn't wish on your enemies."
"You can ride without a wrangler. This adds some risk because  even if you know what you are doing, they do not know how someone else may have treated the horse the week before. Jim had a horse who bolted one evening. The horse fell, which is unusual, sending Jim to the hospital. They said the horse's behavior was out of character and perhaps another guest had been racing the horse the week before."
"Accommodations okay, but not quite enough space."

Source: Complied by Off The Beaten Path, LLC- (April, 1999)
27 E Main St, Bozeman, MT 59715 - (406) 586-1311 - www.offthebeatenpath.com

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