An attempt by a local club to perform alpine adventure activities

After some snow-capped mountains and some activities organized, I would like to discuss with you some ideas and experiences.

I. Risks of Alpine Adventure Activities

The risk attributes of alpine adventures are uncertain, and this uncertainty also determines the charm of alpine adventures.

The risk of alpine adventure activities is the duality of losses and benefits.

(I) Losses

First, the damage it can cause is fatal and disabling.

2. The resulting economic losses are huge and non-general clubs can afford it.

3. The ability of the society to withstand the accidents of climbing adventures is poor and its sensitivity is extremely high.

4. The risks are high. There is no profit for the club in the current situation.

(b) Revenue

1, market demand. Someone needs activities in an uncertain environment.

2. Alpine adventure activities can reflect the overall strength of a club.

3. Social sensitivity is high and it will bring many related positive effects to the club.

II. Situation and summary of alpine adventure activities before 2004

As a trial stage of the alpine adventure activity mode, in October 2003, as the person in charge of the Dalian Shengya Extreme Club, I organized the mountain climbing activity of 6178 meters above sea level at the Yuzhufeng Mountain. All eleven members climbed to the top. In May 2004, the organization organized a climbing mountain climbing activity of 6201 meters above sea level in Tibet. Ten members and seven people climbed to the summit.

The two mountaineering events organized as local clubs seemed perfect from the scale to the number of people who climbed the summit. However, we discovered the following issues from the course of the activities.

1. Problems arise in the communication and coordination between the leader, the coach and the team members.

2, the division of responsibilities between the activities is prone to fuzzy boundaries.

3. The coaches hired by the club are prone to subconscious deviations in the idea of ​​leading the team. It is easy for friction and misunderstanding between players and coaches.

4. The club lacks a deeper understanding of the actual conditions such as the topography and weather of the climbing mountaineering.

5. Due to various reasons, there are hidden dangers and defects in the club's security, emergency rescue, and logistical support during mountaineering activities.

Mountain climbing activities must always put safety issues first. Through these two attempts, we believe that the current club does not have the ability to go into alpine adventures alone (especially at snow-capped mountains above 6,000 meters above sea level).

III. Models of Alpine Adventure Activities in 2005

Based on the experience accumulated during the previous two years, I started as a new attempt in 2005 as the person in charge of the club of Dalian Daliu Outdoor Sports Development Co., Ltd.

The methods of cooperation between the club (hereinafter referred to as Party B) and capable and qualified provincial mountaineering associations and professional companies (hereinafter referred to as “Party A”) are as follows:

(1) The two parties jointly formulate plans for activities based on actual conditions and implement them after both sides have approved.

(2) Party A shall be responsible for the plan provisions for each activity, including the specific line selection, on-site command and the security of the participating personnel, technical guidance, and provision of logistic services during the entire process from the assembly site to the end of the event.

(3) Party B is responsible for promoting and publicizing, planning and organizing the participation of personnel in the country. It is also responsible for the concept, physical fitness of the participants and the training of related technologies and matters that can be performed.

(4) During the entire activity period, Party B is responsible for the day-to-day management of the participating personnel and coordinates and straightens out various relationships and actively cooperates with various issues encountered by Party A in dealing with the activities.

In 2005, during the non-mountain event, Daliu Outdoor conducted a second mountain climbing activity in this form. They cooperated with the Qinghai Mountaineering Association and climbed the Yuzhu Peak in Qinghai Province, which is 6178 meters above sea level. In cooperation with Tibet’s Sacred Mountain Adventures Co., Ltd., climbed the Tangraang Qu peak in Tibet at 6,330 meters above sea level.

In total, eight members of the Yuzhu Peak in Qinghai Province climbed. The Mountaineering Association of Qinghai Province sent 8 emergency and rescue equipment, including safety and logistical support personnel, two shuttles, and oxygen.

Climbing Tibet’s Tang Laon Qufeng, a total of eight members, Tibet’s Shengshan Adventure Company has a total of nine mountain guides, specialized chefs, and team doctors who climbed Mount Everest, as well as Gamofbags and oxygen for emergency assistance. Tang Laon Qu Feng.

Such a powerful personnel equipment has greatly improved the safety factor and the speed and ability to handle emergencies. In addition, the work responsibilities of A and B parties such as safety are clearly shared. Compared with our own individual climbing adventure activities, all safety indicators have been greatly improved.

In addition, due to the increasing professional awareness and service awareness, coupled with superior mountain execution capabilities. Party B's team members praised Party A's coaching and collaboration work. The team members' ability to achieve their goals and their satisfaction with the activities have greatly increased.

Fourth, the role of the club leader, charging standards

(A) The role of the club leader

The club leader must have considerable organizational, communication, coordination, and execution capabilities in high-altitude areas, clarify their responsibilities and status in the entire campaign, and have decision-making power.

The fact that after several mountain climbing activities proved that the Party B team leader knows his team members better than Party A coaches. In some cases, Party A coaches are more likely to allow team members to obey than Party B team leaders.

(B) Charges

The club conducts alpine adventure activities in full compliance with Party A's fees and charges. This fee is definitely higher than the fees charged by the club’s own climbing adventure. However, in our view, low fees imply high risk.

The purpose of our climbing adventure activities is to make players feel and experience in an uncertain environment under the premise of safety regulations. It is to let the activity bring more positive impact to the club, not profit. The club explained to its players in the previous training on the concept of mountaineering. After clarifying the explanation, it was completely understood by the players.

(III) Profits of the Club

From the comparison of the risk loss and benefit evaluation of the mountaineering expeditions we analyzed above, it is difficult for the club to make profits for climbing adventure activities. The profit point can only be placed on the sales of mountaineering supplies and commercial sponsorship of corresponding activities. In addition, it is also possible to negotiate with mountaineering associations and professional companies to get some corresponding compensation.

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