The relevance of this study stems from the need to understand new sources of competitiveness for ski resorts amid the digital transformation of the service sector and the transition to a data-driven management model. The aim of this work is to analyze, from a strategic management perspective, the global challenges of ski resort digitalization, compare them with empirical data from the A.N. Kovalev XV International Conference (2026), and propose an original concept for assessing digital maturity. The methodological framework is based on a content analysis of 18 presentations sharing the operational experience of Russian ski resorts, from which 8 containing quantitative data were selected. As a result, six macro-trends were identified: the shift from automation to analytics, the integration of digital systems into engineering infrastructure, and the formation of a platform management model. Specific effects were recorded, including a reduction in equipment repair costs by 18 million rubles (–37%), automation of up to 95% of repetitive customer requests, and a 2.9-fold increase in the share of summer revenue. An original Digital Maturity Index (DMI) is proposed, which scored 3.6 out of 5, corresponding to the stage of advanced integration. Based on a comparative analysis with international research (Zhao, 2026; Steiger et al., 2020; SAM Technology Survey, 2026), a hypothesis is put forward regarding the formation of a "managerial gap." It is substantiated that this gap manifests in the discrepancy between the targeted implementation of digital tools and the absence of a systemic platform strategy, necessitating a synthesis of foresight methodology and machine learning methods. The scientific novelty lies in the systematization of empirical data, the development of a methodology for assessing the digital maturity of ski resorts, and the theoretical substantiation of the "managerial gap" hypothesis. The practical significance is that the results can be used by resort management to justify investments in digital infrastructure and to develop data-driven marketing strategies.
The relevance of this study stems from the need to understand new sources of competitiveness for ski resorts amid the digital transformation of the service sector and the transition to a data-driven management model. The aim of this work is to analyze, from a strategic management perspective, the global challenges of ski resort digitalization, compare them with empirical data from the A.N. Kovalev XV International Conference (2026), and propose an original concept for assessing digital maturity. The methodological framework is based on a content analysis of 18 presentations sharing the operational experience of Russian ski resorts, from which 8 containing quantitative data were selected. As a result, six macro-trends were identified: the shift from automation to analytics, the integration of digital systems into engineering infrastructure, and the formation of a platform management model. Specific effects were recorded, including a reduction in equipment repair costs by 18 million rubles (–37%), automation of up to 95% of repetitive customer requests, and a 2.9-fold increase in the share of summer revenue. An original Digital Maturity Index (DMI) is proposed, which scored 3.6 out of 5, corresponding to the stage of advanced integration. Based on a comparative analysis with international research (Zhao, 2026; Steiger et al., 2020; SAM Technology Survey, 2026), a hypothesis is put forward regarding the formation of a "managerial gap." It is substantiated that this gap manifests in the discrepancy between the targeted implementation of digital tools and the absence of a systemic platform strategy, necessitating a synthesis of foresight methodology and machine learning methods. The scientific novelty lies in the systematization of empirical data, the development of a methodology for assessing the digital maturity of ski resorts, and the theoretical substantiation of the "managerial gap" hypothesis. The practical significance is that the results can be used by resort management to justify investments in digital infrastructure and to develop data-driven marketing strategies.