Case Study
How I grew Chippewa River Trolley Co.’s revenue 175% in a single season — without price adjustments or paid ads.
A repositioning story from a 22-seat trolley company.
The Client
Volume and value, up together.
One 22-seat trolley, no price adjustments, no ad spend — and revenue up 175% in a single season.
175%
Revenue growth, 2024 → 2025
136%
Increase in ticket sales
16%
Higher average ticket value
How the season turned
One trolley — a different set of reasons to buy.
The problem
An experience-based tourism company struggled with a stagnant tour lineup and no strategy to connect its offerings to its actual buying audience — predominantly women 40+, and families.
The solution
I analyzed audience behavior and demographics, then repositioned some existing tours, cut others completely, and designed and launched tours that matched what that audience was demonstrably ready to buy.
The method
I find the gap — and I close it.
I find the gap between what you’re selling and what your audience is already willing to pay more for, and I close it. I did it with a 22-seat trolley company: no new capacity, no price increases, nothing new to sell but better reasons to buy.
In one season
$82,502 → $248,750
We tripled revenue — while average ticket value rose 16% and the surrounding tourism market grew 4%.
Why it matters
Growth that didn’t come from the usual levers.
Both, at once
Volume and price usually trade off against each other. Here they moved up together.
Inside the constraints
Revenue increased inside existing restrictions: one 22-seat trolley, no price adjustments, no ad spend.
Against the market
The overall tourism industry in the area rose 4% in the same time CRT grew 175%.
Beyond one trolley
The same gap shows up everywhere.
Before that, the funnels I built at PESI contributed $1M
in top-line revenue in my first year alone.
If you have a real audience, a real offer, and growth that looks suspiciously like the market average, that gap is where I start.