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SEAT Fall 2009

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Cover Story: …

Cover Story:
An Idea Whose Time Has Come

Feature Stories:
Introducing the New Leader of the Pack
Coming the Next Age


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  • 1. SEAT for the premium seat industry fall 2009 Published by the Association of Luxury Suite Directors The Second Generation Begins • Where we were; where we are going • What your best customers are saying • Where to find new customers • Per-event suites and their new place of power PLUS: Meet the ALSD’s New President, Board of Directors, and Executive Director 1-12.indd 1 12/15/09 5:40 PM
  • 2. Marvel Makes the Game! Contact us for details on our stadium programs and these Marvel exclusives! Installation service M Stainless steel or your choice of color Team Logo graphics applied with SonicImage™ Technology. Deluxe Half Keg Beer Dispenser Refrigerated Drawer 24” Refrigerator UL Listed suitable for outdoor use UL Listed suitable for outdoor use UL Listed suitable for outdoor use Refrigerator cabinet encased in high performance Exclusive Sentry System™ monitors critical Refrigerator cabinet encased in high stainless steel functions including over/under temperature, performance stainless steel power failure and door ajar conditions Holds half and quarter kegs and has casters for mobility Two removable tempered glass shelves Touch controls and electronic display are Complete with mug rail, built-in drain, draft tower, discreetly located Three door shelves hoses, CO2 tank and regulator, drip tray and interior Refrigerator cabinet encased in high Automatic interior light floor shield performance stainless steel Optional heavy-duty 23-ounce vinyl cover Adjustable temperatures from frosty cold to 52° F for Increased capacity drawers vertically store dark lagers and ales 24” W x 34”H x 24 1/4”D 2-liter and wine bottles Full auto defrost Full extension drawer slides provide easy access Easy-to-roll casters add portability 24” W x 34”H x 24 1/4”D 24” W & 38”H with casters x 24 1/4”D T: 877-650-5775 For further details and other amazing products visit us at E A T S www.marvelrefrigeration.com www.marvelrefrigeration.com Buyers Guide2fall 09.indd 2 1-12.indd 9/28/2009 9:05:39 AM 12/15/09 5:40 PM
  • 3. S E AT 3 1-12.indd 3 Buyers Guide fall 09.indd 3 12/15/09 5:40 PM 9/28/2009 9:05:45 AM
  • 4. S E AT 1-12.indd 4 Buyers Guide fall 09.indd 5 12/15/09 5:40 PM 9/28/2009 9:05:46 AM
  • 5. 8 S E AT 1-12.indd Guide fall 09.indd 9 Buyers 5 9/28/2009 9:05:54PM 12/15/09 5:40 AM
  • 6. Use for Cooking & Serving Ideal for Induction Buffets 5-Ply Bonded 18/10 Stainless Steel for Maximum Durability Aluminum Core for Fast, Even Heat Distribution Gas, Electric & Induction Ready Rolled & Sealed Rims 800-535-8974 www.springusa.com13 S E AT 1-12.indd 6 12/15/09 5:40 PM Buyers Guide fall 09.indd 13 9/28/2009 9:06:34 AM
  • 7. SEAT coNTENTS FALL 2009 Beacon of Light: The New Meadowlands- home of the New York Jets and Giants starting next season. 8 NEW MEMBERS 36 LET’S HERE IT FOR NEW YORK Your traveler’s guide to the host city of the 2010 ALSD 14 INDUSTRY AND ASSOCIATION NEWS Conference and Tradeshow: New York City- the city with $4 billion in new venue construction. COVER STORY 20 AN IDEA WHOSE TIME HAS COME 50 LEADING THROUGH INNOVATION After 20 years of building a solid foundation, the premium Today’s IT leaders in the sports and entertainment venue seat industry is finally prime for the next idea to carry us into marketplace are found in the SEAT Consortium. Check out the next generation. Per-event suites are the future of our their accolades and the first look at the 4th Annual SEAT-IT business. Conference and Tradeshow. FEATURES 54 GROW YOUR SUITE SALES DURING THE 25 INTRODUCING THE NEW LEADER OF THE PACK RECESSION The ALSD has passed the torch to a new President, new Sales Alert! A new economy brings new prospects for premium Board of Directors members, and a new Executive Director. sales professionals. Find out who you are not targeting… and Meet the next generation of the Premium Seat Industry. should be. 30 COMING OF THE NEXT AGE TCU is reinventing its football home, Amon G. Carter Stadium, by renovating over one-half of the facility. The premium age (and a BCS bowl) will be the next golden age for TCU football About the Cover: The first generation of premium seating has brought us many options and strategies. Start the next 20 years with fresh ideas and fans. new solutions, such as the Theater Boxes at the United Center in Chicago. 7 S E A T 1-12.indd 7 12/15/09 5:40 PM
  • 8. ASSociATioN oF Luxury SuiTE DirEcTorS New ALSD Members Chairman of the Board Bill Dorsey Executive Director Amanda (Kuntz) Verhoff President Jennifer Ark, Green Bay Packers VP, Business Development Pat McCaffrey Chris Costanzo Doug Oswald Director, Sponsor and Partnership Development Dene Shiels Manager of Premium Seating Market Manager Director of Finance Dan Lindeman Buffalo Bills Architectural Environments one Bills Drive American Seating Company Financial Account Manager Vickie Henke orchard Park, NY 14127 401 American Seating Center Director of Information Technology Sean Kellner P: 716-312-8621 Grand Rapids, MI 49504 F: 716-312-8603 P: 616-732-6416 Editor of SEAT, Website Director Jared Frank chris.costanzo@bills.nfl.net F: 616-732-6847 Account Executive Scott Hinzman doug.oswald@amseco.com P.J. Danhoff Design Carole Winters Art + Design Suite Sales Account Executive Deb McDermott Detroit Lions / Ford Field Director of Marketing ExECUTIVE CoMMITTEE 2000 Brush St., Suite 200 American Seating Company Chris Bigelow, Bigelow Companies Detroit, MI 48226 401 American Seating Center Brian Bucciarelli, Hershey Entertainment & Resorts P: 313-262-2362 Grand Rapids, MI 49504 Greg Hanrahan, United Center F: 313-262-2283 deb.mcdermott@amseco.com Tom Kaucic, Southern Wine & Spirits pdanhoff@detroitlions.com Pat McCaffrey, ALSD Sabina D’Ascoli Jamie Norman, Dallas Stars Melanie Kermin Manager, Luxury Suite Services Kim Reckley, Detroit Red Wings & olympia Entertainment Suite Services Manager Arena des Canadiens Inc. Seattle Seahawks 1275 St. Antoine St., 3rd Floor BoARD oF DIRECToRS 800 occidental Avenue S., #200 Montreal, Quebec H3C 5L2 Pam Benoist, St. Louis Rams Seattle, WA 98134 Canada Janie Boles, Auburn University P: 425-203-8127 P: 514-925-5643 Natalie Burbank, Utah Jazz / Salt Lake Bees Trent Dutry, US Airways Center F: 425-203-8129 sdascoli@canadiens.com Chris Granger, National Basketball Association melaniek@seahawks.com Patti Kimbrough, University of Arkansas Greg Brevik Tara Mickelson Pacific Northern Inc. Gerald Kissel, Ball State University Premium Services Coordinator 3116 Belmeade Dr. Phil MacDougall, Sacramento Kings/ARCo Arena Debbie Massa, RoI Consulting Arizona Cardinals Football Club Carrollton, Tx 75006 Mike Ondrejko, Madison Square Garden 8701 S. Hardy Drive brevikg@pacificnorthern.com Richard Searls, New York Red Bulls Tempe, AZ 85284 Tom Sheridan, Chicago White Sox Tosha Daniels P: 602-379-1691 Michael Smith, Philadelphia Union Account Specialist F: 602-379-1772 Peter Titlebaum, University of Dayton Pacific Northern Inc. Brian Varnadoe, Houston Texans tmickelson@cardinals.nfl.net 3116 Belmeade Dr. Jon Vingas, Centerplate Ron Campbell Carrollton, Tx 75006 Bob White, Calgary Flames Senior Director, Ticket Sales P: 972-512-9075 Arizona Cardinals Football Club danielst@pacificnorthern.com SEAT IT Board 8701 S. Hardy Drive Christine Stoffel, S5 Enterprises / SEAT Consortium Michael Smith Chris Wood, APS Tempe, AZ 85284 Manager, Suites & Premium Seating P: 602-379-1721 Philadelphia Union ALSD 2010 Conference Committee F: 602-379-1772 2501 Seaport Dr., Switch House Suite Richard Dobransky, DNC Sportservice rcampbell@cardinals.nfl.net Chris Gallagher, New York Yankees 500 Jennifer Hutchinson Chester, PA 19013 Pat Jones, New York Mets Corporate Partnership Manager P: 610-497-8936 Jon Muscalo, Legends Hospitality Michigan International Speedway F: 610-497-3309 Richard Searls, New York Red Bulls Rob Sullivan, New York Jets 12626 US 12 msmith@philadelphiaunion.com Anne Wheat, New Meadowlands Stadium Company Brooklyn, MI 49230 Susan Koschalk P: 517-592-1214 SEAT IT Division Steering Committee Caterease Software F: 517-592-3848 Christine Stoffel, Committee Chairman 1020 Goodlette Rd. North jhutchinson@mispeedway.com Chris Wood, Committee Co-Chairman Naples, FL 34102 Chris Dill, Portland Trail Blazers Josh Burgett P: 239-261-5828 Sasha Puric, Toronto Maple Leaf Sports & Entertainment Director of Corporate Partnerships F: 239-263-4164 Mike Morris, Major League Baseball Michigan International Speedway susan@caterease.com Lorraine Spadaro, TD Banknorth Garden 12626 US 12 Wayne Wichlacz, Green Bay Packers Ashley Bobbett Casey Bookout, University of oklahoma Brooklyn, MI 49230 Suite Catering Manager Jim Darrow, Illitch Holdings, Inc. P: 517-592-1236 ARAMARK at Reliant Park Tod Caflisch, New orleans Hornets F: 517-592-3848 8701 Kirby Dr. Brett Michalak, Tickets.com jburgett@mispeedway.com Houston, Tx 77054 John Pollard, IdentityMine P: 832-667-2507 John Gallant, IDG Enterprise bobbett-ashley@aramark.com Published by Venue Pub. Inc. Copyright 2009. (All rights reserved). SEAT is a registered trademark of the Association of Luxury Suite Directors. SEAT is published quarterly and is complimentary to all members of the Association of Luxury Suite Directors. 10017 McKelvey Road, Cincinnati, oH 45231 • 513 674 0555 • amanda@alsd.com 8 S E A T 1-12.indd 8 12/15/09 5:40 PM
  • 9. S E AT 17 1-12.indd 9 12/15/09 5:40 PM Buyers Guide fall 09.indd 17 9/28/2009 9:06:37 AM
  • 10. New ALSD Members Tom Olson Marie Patten Anne Wheat Scott Murray General Manager Manager, Premium Seating Director of Guest Services Director of Ticket Sales and Customer Delaware North Sportservice at Miller Development New Meadowlands Stadium Company Service Park Cleveland Indians 102 Route 120 Edmonton oilers Hockey Club one Brewers Way Progressive Field East Rutherford, NJ 07073 11230 110th Street Milwaukee, WI 53214 2401 ontario Street P: 201-765-9874 Edmonton, AB T5G 3H7 P: 414-902-4400 Cleveland, oH 44115-4003 F: 201-240-0681 Canada F: 414-902-4717 P: 216-420-4487 awheat@nmstadco.com smurray@edmontonoilers.com tolson@dncinc.com mpatten@indians.com Rob Louthain Jason Potter Denise Branken Jeff Wallace Senior Manager of Premium Sales Account Executive, Suite Sales ARAMARK at Corel Centre Premium Seating Account Executive Chicago White Sox Houston Texans 1000 Palladium Dr., Box 109 Cleveland Indians U.S. Cellular Field Two Reliant Park Kanata, oN K2V 1A4 Progressive Field 333 W. 35th St. Houston, Tx 77054 Canada 2401 ontario Street Chicago, IL 60616 P: 832-667-2064 F: 613-599-8288 Cleveland, oH 44115-4003 P: 312-674-5355 F: 832-667-2186 branken-denise@aramark.com P: 216-420-4487 rlouthain@chisox.com jpotter@houstontexans.com jwallace@indians.com John Heberden Sam Lawson Jake Vernon ARAMARK at HP Pavilion at San Jose Andy Murphy Manager of Corporate Development Manager / Pacers Sales 525 W. Santa Clara St. Director of Premium Seating Sales and Ticket Sales Indiana Pacers / Conseco Fieldhouse San Jose, CA 95113 Philips Arena / Atlanta Spirit Chicago White Sox one Conseco Court P: 408-999-5735 101 Marietta St., Suite 1900 U.S. Cellular Field 125 S. Pennsylvania St. F: 408-999-5814 Atlanta, GA 30303 333 W. 35th St. Indianapolis, IN 46204 jheberden@svse.net P: 404-878-3088 Chicago, IL 60616 P: 317-917-2895 F: 404-878-3555 slawson@chisox.com F: 317-917-2599 Sierra Beshears andrew.murphy@atlantaspirit.com jvernon@pacers.com Centerplate at Raley Field Jen Wu Sacramento River Cats Steve Poremba Luxury Suite Liaison, Stadium Food & Theresa Smith 400 Ballpark Dr. Director of Marketing Beverage Senior Sales Executive, Premium W. Sacramento, CA 95691 Wachovia Arena at Casey Plaza Carolina Panthers Seats and Suites P: 916-376-4945 255 Highland Park Blvd. 800 S. Mint Street Jacksonville Jaguars, Ltd. sierra.beshears@centerplate.com Wilkes-Barre, PA 18702 Charlotte, NC 28202 one ALLTEL Stadium Place P: 570-970-7600 ext. 1107 P: 704-358-7135 Jacksonville, FL 32202 Ryan Spillers F: 570-970-7601 F: 704-358-7131 P: 904-633-5274 Marketing Manager porembas@wachoviaarena.com jennifer.wu@panthers.nfl.com F: 904-633-6338 Honda Center / Anaheim Ducks smitht@jaguars.nfl.com 2695 E. Katella Brent Stehlik Christine Slomberg Anaheim, CA 92806 Vice President, Ticket Sales, Services Senior Manager of Suite Services Bryan Lawrence P: 714-704-2547 and operations Cleveland Cavaliers Premium Sales & Services rspillers@anaheimducks.com Arizona Diamondbacks 1 Center Court Representative Po Box 2095 Cleveland, oH 44115 Los Angeles Angels of Anaheim C’Nea Hatches Phoenix, AZ 85001 P: 216-420-2102 2000 Gene Autry Way Suite Sales Executive P: 602-462-4101 F: 216-420-2121 Anaheim, CA 92806 Houston Rockets F: 602-462-4141 cslomberg@cavs.com P: 714-940-2094 1510 Polk Street bstehlik@dbacks.com F: 714-940-2206 Houston, Tx 77002 Fred Graf bryan.lawrence@angelsbb.com P: 713-758-7446 Jeremy Walls Manager Suites and Party Facilities F: 713-758-7391 Director, Group Suite and Inside Sales Colorado Rockies Baseball Club Michael Miller Cneah@rocketball.com Arizona Diamondbacks Coors Field Suite Sales & Services Coordinator Po Box 2095 2001 Blake Street Maple Leaf Sports & Entertainment Tia Norman Phoenix, AZ 85001 Denver, Co 80205-2000 40 Bay Street, Suite 400 Manager of Suite Sales P: 602-462-6500 graff@coloradorockies.com Toronto, oN M4J 2x2 Houston Rockets F: 602-462-4141 Canada 1510 Polk Street Chad Robertson jwalls@dbacks.com P: 416-263-3902 Houston, Tx 77002 Manager Premium Seating F: 416-359-9095 P: 713-758-7245 Rachel Belack Denver Broncos Football Club mmiller@mapleleafsports.com F: 713-758-7391 Premium Services, Suite Coordinator 1701 Bryant St., Suite 100 tian@rocketball.com Chicago Fire Soccer Club Denver, Co 80204-1752 Ana Aviles 7000 South Harlem Ave. chad.robertson@broncos.nfl.net Premium Services Account Manager Gladiann Lugo Bridgeview, IL 60455 Miami HEAT Guest Services Manager Chris Gallagher P: 708-496-6752 601 Biscayne Blvd. Coliseo de Puerto Rico – SMG Executive Director, Premium Sales rbelack@chicago-fire.com Miami, FL 33132 Po Box 195385 and Services P: 786-777-4229 San Juan, PR 00919-5385 Adam Thompson New York Yankees F: 305-533-6689 P: 787-777-0800 Senior Account Manager, Premium Yankee Stadium aaviles@heat.com F: 787-221-1835 Services one East 161st Street glugo@smgpr.com Charlotte Bobcats / Bobcats Sports Bronx, NY 10451 and Entertainment P: 646-977-8205 333 E. Trade St. cgallagher@yankees.com Charlotte, NC 28202 P: 704-688-8799 F: 704-688-8724 athompson@bobcats.com 10 S E A T 1-12.indd 10 12/15/09 5:40 PM
  • 11. Perlick is proud to be the FIRST company certified by the ALSD. S E AT 19 ALSD0609_4.indd 1 6/10/09 11:24:07 AM Buyers Guide fall 09.indd 19 1-12.indd 11 9/28/2009 9:06:37 AM 12/15/09 5:40 PM
  • 12. New ALSD Members Jed Justman Missy Pender George Murphy Adam Cooley Manager, Suite Sales Manager of Suite Sales and Service Manager of Ticket Sales Account Manager, Premium Sales Milwaukee Brewers Baseball Club New orleans Saints Pittsburgh Penguins Washington Nationals one Brewers Way 5800 Airline Dr. 1 Chatham Center, Suite 400 1500 S. Capitol St. SE Miller Park Metairie, LA 70003 Pittsburgh, PA 15219 Washington, DC 20003 Milwaukee, WI 53214 P: 504-731-1885 P: 412-642-1338 adam.cooley@nationals.com P: 414-902-4553 F: 504-529-9380 gmurphy@pittsburghpenguins.com Jeff Bass F: 414-902-4056 missy.pender@saints.nfl.com Bryan Betzler Stadium Management jed.justman@milwaukeebrewers.com Mark Shearer Premium Seating Account Executive Arizona State University Shaunna Richardson Senior Director, Ticket Sales & Pittsburgh Pirates Po Box 872505, Stadium Director – Suite Services operations 115 Federal Street Management Milwaukee Brewers Baseball Club oakland Raiders Pittsburgh, PA 15212 Tempe, AZ 85287-2505 one Brewers Way 1220 Harbor Bay Pkwy. bryan.betzler@pirates.com P: 480-965-4047 Miller Park Alameda, CA 94502 j.bass@asu.edu Juan David Londono Milwaukee, WI 53214 P: 510-864-5000 Account Manager, Premium Sales Kate MacDonald shaunna.richardson@ F: 510-864-5134 Pittsburgh Pirates Assistant Director, Athletic Suite milwaukeebrewers.com mshearer@raiders.com 115 Federal Street operations and Donor Relations Samantha DeMarino Shona Lauritano Pittsburgh, PA 15212 Boston College Manager – Suite Services Senior Manager of Luxury Suite P: 412-325-4936 Conte Forum Milwaukee Brewers Baseball Club Services F: 412-325-4947 Chestnut Hill, MA 02467 one Brewers Way oakland Raiders juan.londono@pittsburghpirates.com P: 617-552-6824 Miller Park 1220 Harbor Bay Pkwy. macdonkg@bc.edu Rocky Koplik Milwaukee, WI 53214 Alameda, CA 94502 Director of Premium Seating Services Linda Couvion P: 414-902-4631 P: 510-864-5000 San Francisco Giants Director of Premium Seating F: 414-902-4056 F: 510-864-5134 24 Willie Mays Plaza University of Dayton samantha.demarino@ slauritano@raiders.com San Francisco, CA 94107 University of Dayton Arena milwaukeebrewers.com Betsy Shoustal P: 415-972-2266 Po Box 8806 John Winborn operations Coordinator, Premium F: 415-947-2500 Dayton, oH 45401-8806 Vice President of Technology Services rkoplik@sfgiants.com P: 937-229-4868 Milwaukee Brewers Baseball Club Philadelphia Eagles F: 937-449-2889 Casey Conroy one Brewers Way Nova Care Complex linda.couvion@notes.udayton.edu Luxury Suite/Business Center Miller Park one Nova Care Way Coordinator Chris Zaber Milwaukee, WI 53214 Philadelphia, PA 19102 San Francisco Giants Senior Director, Ticket Sales & Service john.winborn@milwaukeebrewers.com P: 267-570-9211 24 Willie Mays Plaza Pittsburgh Pirates F: 267-570-4040 John Avenson San Francisco, CA 94107 115 Federal Street bshoustal@eagles.nfl.com Vice President of Technology P: 415-972-2046 Pittsburgh, PA 15212 Minnesota Twins Olivia Ritchie F: 415-947-2500 P: 412-325-4714 34 Kirby Puckett Place operations Coordinator, Premium cconroy@sfgiants.com F: 412-325-4410 Minneapolis, MN 55415 Services chris.zaber@pirates.com Candice Keener P: 612-375-7465 Philadelphia Eagles Luxury Suite Account Manager Terri Smith F: 612-375-7480 Nova Care Complex San Francisco Giants Director, Suite Sales & Service johnavenson@twinsbaseball.com one Nova Care Way 24 Willie Mays Plaza Pittsburgh Pirates Philadelphia, PA 19102 Matt Quinn San Francisco, CA 94107 115 Federal Street P: 267-570-4036 Corporate Sales P: 415-972-2048 Pittsburgh, PA 15212 F: 267-570-4040 New England Patriots F: 415-947-2500 P: 412-325-4673 oritchie@eagles.nfl.com Gillette Stadium ckeener@sfgiants.com F: 412-325-4410 one Patriot Place Joe Malatesta terri.smith@pirates.com Brent Miller Foxborough, MA 02035-1388 Account Executive, Premium Sales Director of Guest Services Matthew Grossman mattq@patriots.com Philadelphia Eagles Seattle Mariners President & CEo Nova Care Complex David Pearlstein 1250 1st Ave. South idegy, inc. one Nova Care Way VP of Business Development Seattle, WA 98134 3990 Business Park Drive Philadelphia, PA 19102 New England Patriots P: 206-346-4413 Columbus, oH 43204 P: 267-320-5854 Gillette Stadium F: 206-346-4250 P: 614-545-5000 jmalatesta@eagles.nfl.com one Patriot Place bmiller@seattlemariners.com F: 614-545-4000 Foxborough, MA 02035-1388 matthew@idegy.com Kim Jackson davidp@patriots.com Jess Winemiller Senior Director of Client Services, Natasha Moody Benefits Coordinator, Premium Verizon Center Client Services Manager Services Verizon Center New orleans Hornets Philadelphia Eagles 601 F St. NW 1250 Poydras St., 19th Floor Nova Care Complex Washington, DC 20004 New orleans, LA 70113 one Nova Care Way kjackson@washsports.com P: 504-593-4755 Philadelphia, PA 19102 F: 866-441-6286 P: 267-320-5858 natasha.moody@hornets.com F: 267-570-4040 jwinemiller@eagles.nfl.com 12 S E A T 1-12.indd 12 12/15/09 5:40 PM
  • 13. FAll0913-19finalpdf.indd 13 12/15/09 5:41 PM
  • 14. 14 S E A T FAll0913-19finalpdf.indd 14 12/15/09 5:41 PM Buyers G
  • 15. MOTOA4™ Mission Critical Portfolio THE INCIDENT NEEDS YOUR FOCUS. THE TECHNOLOGY SHOULDN’T In an emergency, multi-agency coordination isn’t a luxury — it is a necessity. And Motorola makes this necessity a reality. Our interoperable data and voice solutions empower response teams with real-time information to make better decisions. For example, our evacuee tracking application enables responders to better assist and track individuals throughout the evacuation process. When responders and command staff have the tools to prepare and respond to emergency situations, recovery operations are more effective, helping government and citizens get back to normal quicker. It’s no wonder our interoperable networks have been implemented more often than all other manufacturers combined. It’s just another way Motorola enables you to focus on your mission, not the technology. HELLOMOTO™ Learn more about Motorola solutions for your mission critical communication needs at motorola.com/secondnature MOTOROLA and the Stylized M Logo are registered in the U.S. Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009. All rights reserved. 66 FAll0913-19finalpdf.indd 15 Buyers Guide fall 09.indd 51 9/28/2009 9:07:47PM 12/15/09 5:41 AM
  • 16. Industry and Association News Ohio University Research: What is premium seating and who sells it? By: Amanda Hauge, Jim DiLella, & Heather Lawrence, Ohio University A recent study conducted by The Ohio University Center for Sports • The majority of the remaining sales and service staff communi- Administration aimed to establish a working definition for the label cate regularly and work closely throughout the process of servic- premium seating, as well as determine what organizational structures ing accounts and suite renewals (55% and 65%). were in place to support the sales of this inventory. The research • Only 15% of respondents that are not fully integrated in sales team conducted the survey between February and March of 2009 and service reported that the two areas communicate at a high by sending an email to over 300 members of the ALSD that work in level on the prospecting of new premium seating sales. one of the four major professional sports. The formal objectives of the study were to: Key Findings • Identify a standard for the term premium seating. In terms of establishing a working definition of premium seating, • Determine industry norms overall and by type of venue for pre- teams and organizations are largely considering premium seating to mium seating department size in terms of number of staff. be limited to luxury suites and assigned club seating. Very few offer • Understand the job functions of each staff member by position. courtside seating or hospitality lounges as a part of this inventory. • Analyze the level of interaction between premium seating sales When developing or reorganizing a premium seating sales de- professionals and premium seating client services representa- partment, the average number of staff for single-purpose anchor tives. tenants in MLB, NFL, NHL and NBA venues is between five and six employees, with three to four members devoted to sales and two to Highlights from the study servicing these accounts. For multi-purpose facilities serving both • The 47 respondents represented all venue types with 23.4% NHL and NBA anchor tenants, the number of employees in the pre- MLB Anchor Tenants, 23.5% NFL Anchor Tenants, 25.5% Single- mium seating department doubles, with an average of 11.3. Very few purpose NHL or NBA arenas, and 25.5% Multi-purpose NHL and organizations have anyone serving a dual role in the capacities of NBA arenas participating. both sales and service. • The majority of respondents (79.5%) were in decision making Vice Presidents and Directors of Premium Seating are not very roles as either Vice President or Director of Premium Seating. involved with personally servicing premium seating clients. While this • Teams are overwhelmingly classifying premium seating as luxury may not be surprising because these individuals often have many suites (100%) and club seating (75.6%), while only 22.2% and responsibilities in managing their staff, it would be interesting to see 33.3% consider courtside seats or hospitality lounges as premi- if an increase of personal involvement on their part would lead to an um areas respectively. increase in sales or renewals. • The bulk of premium seating sales and service staffs are em- While premium seating sales staffs are often the main point of ployed by the team or organization (76.7%) while 14% are em- contact for clients and most in tune to these customers’ needs, a large ployed by the venue or arena management company itself. majority (75%) are not involved in the creation and implementation • The average full-time staff for a premium seating department var- of sales related collateral material. This may be another area to in- ies slightly by venue. Ranges are as follows: crease synergy across the marketing and premium seating depart- • MLB Anchor Tenant - 5.2 employees ments. In addition, only 15% of sales and service staffs communicate • NFL Anchor Tenant - 6 employees at a high level when prospecting new sales. • Single-purpose Arena for NHL or NBA - 5.4 employees • Multi-purpose Arena for NHL and NBA - 11.3 employees Recommendations • Overall, the majority of teams have one to three employees de- • Premium Seating Departments may want to integrate courtside/ voted specifically to sales, with two employees devoted specifi- floor level seating as additional inventory to boost high ticket cally to servicing these accounts. Responses of “O” or “1” were sales packages. While this is not currently thought of as premium most common when indicating how many individuals perform the seating, the pricing and exclusiveness of these areas make it a dual role of sales and servicing. strong up-sell to club seat or luxury suite clients on a game by • Of the many roles that a Vice President or Director of Premium game basis. Seating plays, providing customer service and stewardship of • Those in leadership positions should work to increase the premium seat holders is the task they are least likely to be re- amount of personal involvement they give their premium seating sponsible for. clients. This could lead to greater client loyalty and higher reten- • Of the many responsibilities a Premium Seating Sales Execu- tion rates. tive has, 100% of respondents had a role in selling the brands, • Sales staffs should be involved in the creation and implemen- products, and services of the organization and cultivating new tation of sales related collateral material, as they are the staff business for suites and premium seating. 75% are responsible members who are most closely communicating with the end for conducting heavy face-to-face appointment campaigns to user/target markets. meet with potential buyers. However, 75% of respondents also • For those teams where sales and service are separate, the two noted that these individuals are not involved with the creation areas should work to increase communication when addressing and implementation of sales related collateral material. the task of prospecting for new clients. This would be mutually • Overall, 36% of respondents have their sales and service staff beneficial for both positions as service staff may be able to lever- integrated with all staff performing the dual role of sales and ser- age their continued relationships with current clients to produce vice. For those that do not have integrated departments, the fol- new referrals for the sales department. lowing was found: 16 S E A T FAll0913-19finalpdf.indd 16 12/15/09 5:41 PM AGI 1355
  • 17. While your team is winning the game, Agilysys helps you win the crowd. Wants a beer but doesn’t want to miss the action. Use mobile POS to pre-order and bust the queue. Halftime starting in four minutes and stadium network has just crashed. Still serve three times as many customers off-line with easy-to-use POS. Pre-ordered four vegetarian plates for luxury suite. Automatically adjust catering inventory. Agilysys solutions provide you with total control of your retail and food & beverage operations—so you can simplify management and improve revenue stadium-wide. Provide faster, more accurate service in luxury suites and club sections with mobile POS devices. Speed up concession lines and increase sales volumes with easy-to-use POS terminals. Maintain accurate inventory of every concession, bar, restaurant, caterer and fan shop—in real time— during your events. And improve planning with in-depth analytics and superior reporting capabilities. It’s everything you need to simplify operations and boost your bottom line—only from Agilysys. Find out what Agilysys can do for you. Call 1-877-374-4783 or email hsgsales@agilysys.com | www.agilysys.com Agilysys solutions include: FAll0913-19finalpdf.indd 17 12/15/09 5:41 PM AGI 13557 SM_8.75x11.25_4C_STAD.indd 1 11/10/2009 10:25:26 AM
  • 18. Industry and Association News MAJOR LEAGUE BASEBALL improved arena views; the new Budweiser Lounge, which occupies the space previously held by the Royal Room; and new flat screen Yankees prosper in 2009 televisions and furniture in all suites, as well as upgraded ticket scan- After a rough start when the New York Yankees had to cut prices for ners outside suite doors. premium seats in their brand new stadium, the team ended up enjoy- ing a flourishing year on the field and at the gate. Besides winning NATIONAL FOOTBALL LEAGUE the franchise’s 27th World Championship, the team is projected to Jets cut premium prices for new stadium increase revenues to between $450 million and $500 million- up from The New York Jets are reducing prices, in some cases by 50 per- $375 million last year. Contributing to the increased revenues is their cent, for approximately 7,000 seats in the Mezzanine Club at the new MLB leading 3.72 million home gate attendance and $72.97 average Meadowlands Stadium. As Matt Higgins, the team’s Executive Vice ticket price (according to Team Marketing Report; figure accounts for President of Business Operations told The Associated Press, “We general tickets, not premium). And if the economy continues to re- came to the conclusion that these prices are really 2007 prices in a bound, corporate buyers should begin to occupy more frequently the 2009 world.” Seventy percent of the Jets’ non-premium seats have $500-$2,500 premium seats in 2010 that at times sat vacant this past been sold, and there are no plans currently to adjust the personal season. This is good news considering the team posted a $3.7 million seat license (PSL) prices in the new stadium. The Giants, who will operating loss in 2008 coupled with a payroll in excess of $200 million share the stadium with the Jets, have no plans to further reduce any this season. of their ticket pricing. Giants price seats based on demand The San Francisco Giants are instituting what they are calling “dy- MAJOR LEAGUE SOCCER namic pricing” for select single game ticket sales next season. Prices Inaugural season for the Sounders FC in MLS a for these seats are not locked, but can fluctuate based on the demand success for the game. Factors that may affect demand include popularity of a The Seattle Sounders FC set an MLS record for highest average at- given game, weather, a possible milestone, or a player from a visiting tendance per game at 30,943 this season, their first in the league. team who brings extra interest. It is even possible for ticket prices to The Sounders FC attendance numbers landed them a spot in the 50 move on game day. The new approach means fans could pay twice best-supported clubs in the world, the first MLS team to crack the top as much for a Tuesday night game in April against the Pittsburgh 50, according to World Soccer Magazine. Pirates than for a weekend game in August against the rival Los Angeles Dodgers. COLLEGE NATIONAL BASKETBALL ASSOCIATION IMG and Legends join forces IMG Worldwide and Legends Hospitality Management, LLC have an- Average ticket price drops for NBA nounced the formation of a 50/50 joint venture, named IMG-Legends, Largely blamed on a floundering economy, for the first time in eight to provide premium seat licensing (PSL), suite, and ticket sales ser- seasons, average ticket prices have dropped for the NBA. This year’s vices to the college market. The joint venture aims to capitalize on average price, which has decreased to $48.90, down 2.8% from last the PSL experience of Legends, which is owned by the New York year, represents the largest decline in the league’s history. Fourteen Yankees, Dallas Cowboys, Goldman Sachs, and CIC Partners, and teams have cut ticket prices, while thirteen remain flat. The NBA IMG’s extensive college network to assist university athletic depart- Champion Los Angeles Lakers lead the way with an average ticket of ments with increasing their premium seat sales. $93.25. The least expensive seats are found in Memphis, where the average ticket for a Grizzlies game is $24.10. The other three major University of Houston looks into new stadium North American leagues saw average ticket prices increase in 2009, The University of Houston is set to undergo two separate feasibility albeit by modest amounts. studies for six different plans involving the renovation or reconstruc- Average Ticket Prices Breakdown*: tion of Robertson Stadium and Hofheinz Pavilion. The plans range NFL: $74.99 from renovating Robertson Stadium and Hofheinz Pavilion to building NHL: $51.27 a new stadium on one of three different sites to combining a football NBA: $48.90 stadium and basketball arena in a joint venture. The proposed plans MLB: $26.64 include new club seating, suites, and loge boxes at Robertson, and *From Team Marketing Report luxury suites, floor suites, and a loge box in Hofheinz. NATIONAL BASKETBALL ASSOCIATION/ MOTORSPORTS Major renovations upcoming for Talladega NATIONAL HOCKEY LEAGUE Superspeedway $20 million renovation for STAPLES Center Work has begun on a two-phase, $13 million renovation to more than As it celebrates its 10th Anniversary, the STAPLES Center in Los half of Talladega Superspeedway’s grandstand. Phase One will be Angeles, home of the NBA’s Lakers and Clippers and NHL’s Kings, completed by the Aaron’s 499 on April 25, 2010, and the balance underwent a $20 million renovation this summer. Included in the reno- of the project will come online by the AMP Energy 500 on October vation is the experimental Hyde Lounge, a nightclub inside the sports 31, 2010. Phase One will bring new 21-inch seats with armrests and arena. Eight suites were removed to install the 4,000 square foot, cupholders to the Gadsden grandstands in Turn Four through section 175-seat nightlife space, which is available to suite and courtside seat C of the OV Hill South grandstands in the tri-oval. Seat aisles will holders. Other changes include a redesign of the San Manuel Club, also be widened to 48 inches.Grandstand renovations also include which now has an increased capacity of 445 and new glass walls for the building of new premium level seats and additional ADA seating. # 18 S E A T FAll0913-19finalpdf.indd 18 12/15/09 5:41 PM
  • 19. Design creates culture. tell your story loewensteininc.com | 800.327.2548 | a division of FAll0913-19finalpdf.indd 19 12/15/09 5:41 PM
  • 20. An Idea Whose Time Has Come 1988 The birth of the Big Idea, the idea that spawned the $10 billion pre- mium seat marketplace, began in 1988. “Necessity was the mother of this invention,” says Tom Wilson, President of The Palace of Auburn Hills, the once and future home of the Detroit Pistons. “I think it was safe to say that we looked at a cost of $60 million (which turned out to be $90 million) and it was going to be privately funded,” continues Wilson about the construction of The Palace. “It had to be built to pay A look at where we were; for itself, if not make money.” According to Wilson, the key to doing this was the construction and where we are going of suites – more than 100 of them only 24 rows from courtside – more than had ever been built before. “And we had to lease them for dollars previously unheard of.” The original suite marketplace was created with It was an entirely new venue model, and at the time, it was a big long-term suite leases to finance venue construc- gamble; which by the way, paid off handsomely. The Palace generated $15 million in suite revenue that first year, an enormous sum in those tion. Twenty years later, nearly every professional days before a premium seat marketplace even existed or Alex Rodriguez team has built a new venue. Long-term leases, had entered high school. And its success spawned two decades of new venue construction. except for new venues, are basically a thing of a To some extent, once The Palace proved a successful new venue bygone era. Will the next 20 years be the age of the model, what followed was inevitable, a fait accompli. Owners of all the other teams almost had to build out to keep up with the Jerry Joneses per-event suite? It appears that could be the case. of the world. Staying competitive required that teams build out as soon as possible. Not that this was a hard choice. Fans clamored for the new buildings and were willing to pay with their pocketbooks: Stadium ref- By Bill Dorsey erendums usually passed. If not, teams often threatened to leave (and Chairman of the Board some did because there was usually a city so enamored by professional sports, they would do almost anything to get a franchise to relocate). Association of Luxury Suite Directors The greenmail worked. And for the last 20 years, fans have not stopped clamoring as each venue built claims to be the latest, greatest, state-of- the-art edifice on the face of the planet. “I told anyone who would listen that I sold LSD for a living. It was easier than explaining what I actually did. Believe me, no one understood.” The premium seat marketplace truly created what some have called a “revenue race” for venue construction. Build a better mouse- trap; raise more revenue; pay Alex Rodriguez (who had graduated from high school by now) more money; win more games; keep fans and own- ers happy. It also literally created thousands of jobs for those whose fate it was to be part of the emerging marketplace. It changed the landscape of professional sports forever. I was one of those whose life became inextricably tied to this Birthplace of an Industry: A bunker suite at The Palace of Auburn Hills new sports revenue generating idea. Mr. Holland had his opus; I had my premium seat marketplace. I was at the beginning stage of what is now called the Premium Seat Industry, now a $10 billion business, then barely a blip on the radar screen. 20 S E A T Fall0919_24.indd 20 12/15/09 10:41 PM
  • 21. SuiteAgent at a Glance “The premium seat market was not a business; it was SuiteAgent was founded upon one vision: help teams and more like a celebrity showcase. I thought I had died venues nationwide fill their event suites. Nearly every team has been affected by the global financial crisis, and more suites than and gone to Victoria’s Secret.” ever before are available for sale on a per-game basis. However, teams can only dedicate a small percentage of their scarce re- sources to selling per-event suites; after all, teams are primarily focused on selling tickets and signing long-term contracts for pre- Yet that blip was just enough to create a small revenue stream on mium seats and suites. which I built a small business with the funny name: the Association Enter SuiteAgent. By aggregating the per-event suite in- of Luxury Suite Directors. Yes, it was called the ALSD and yes, I told ventory of teams across leagues and geographies, SuiteAgent anyone who would listen that I sold LSD for a living. It was easier than can more effectively target buyers on a national level, and com- explaining what I actually did. Believe me, no one understood, includ- municate a more compelling and clear message about the value ing my wife who stayed married to me while I risked our meager life proposition of per-event suites. savings building the business. “SuiteAgent is just one of many tools in a team’s sales and The ALSD started in 1990; we had all of 13 members. By 1992 at marketing toolkit,” according to Scott Spencer, Operating Manager our 3rd annual conference at the brand new state-of-the-art Target Cen- of SuiteAgent. “However, we’re an important tool in that our goal ter in Minneapolis, nearly 100 people showed up for the worldly price is not only to bring in new per-event customers, but also to gener- of $250 per person. We had two exhibitors and one sponsor. Without ate new long-term leaseholders for the teams we work with.” Levy Restaurants, who had their own ideas about building a suite cater- ing empire in this new upscale venue marketplace, we would not have The Key Details SuiteAgent’s business model has been designed to minimize risk survived. for the teams. Teams decide which inventory to showcase on the Levy took care of us and made us seem much larger than we really SuiteAgent website, and at what price to sell that inventory. There were. They threw lavish parties to demonstrate their catering abilities is no up-front cost to list inventory; SuiteAgent makes a commis- that they learned as upscale Chicago restraunteurs who had just landed sion if the suite sells. Most importantly, SuiteAgent will share all the Chicago White Sox account and were looking to expand. For a customer data with the teams so they can build relationships in an while at least, I did not put on a conference as much as I did throw a effort to up-sell those customers to a long-term lease. party. Some people today say nothing has changed. No matter: I was SuiteAgent can be found online at www.suiteagent.com. glad people enjoyed the experience. For more information contact Scott Spencer at scott.spencer@ In those days, the attendees – how should I say this without suiteagent.com. sounding sexist – were beautiful. Suite directors, at least the women, were hired like stewardesses in the 1950’s. “It sure is a handsome crowd,” I remember hearing Chris Bigelow tell me. “Yeah, I’m the ugliest one in the room,” I told Chris. “Not that I’m complaining.” It was very much of a celebrity lifestyle in 1990. First suite direc- tor I ever met? It was at the old Spectrum in Philly. I walked through the door to be greeted by Julius Irving. The Dr. was in. He sold suites. To this day, I believe he is the only suite director we have had who can dunk. But that was the way it was in the beginning: the premium seat market was not a business; it was more like a celebrity showcase. I thought I had died and gone to Victoria’s Secret. “I realized that suites were leased because they created what is now called Contractually Obligated Income (COI), and that suites were the underpinning of venue financing and construction.” “The idea of something, of anything, can be powerful. It is the idea of something that drives 1991 entrepreneurship, of what motivates action, of what starts wars, and creates peace. Mostly though, The creation of the Association of Luxury Suite Directors was really born out of necessity also. In 1991, I was the editor of a magazine origi- the idea of something is how many of us nally named The Business of Sports. I was having trouble targeting my circulation and decided, in one monumental moment, to change the lead our lives.” name of the magazine to Skybox, based on this new fangled home of the rich and famous. To have my magazine placed in skyboxes required I form a relationship with not only the teams, but these new celebrity S E A T 21 Fall0919_24.indd 21 12/15/09 10:41 PM
  • 22. 2000 employees hired to operate, sell, and lease the skyboxes. I’m not even sure if they officially had a name, but we called them “Suite Directors”. We began to call up teams, got to know the Suite Directors, and In the year 2000, I believed the market had been sufficiently built out had them place the magazines in the venues. As we became acquainted to see if my idea about a per-event marketplace actually made sense. with their world, we realized that the Suite Directors had no idea of We created a company called Skybox Access Network and found some what their jobs were; how much they should be paid; or how many of modest funding to see if the teams and the corporations would adopt them there should be. It was all uncharted territory, a brave new world. the concept. So we formed the association to distribute magazines, and quick- I briefly tested the concept by contracting with American Ex- ly the association grew because of necessity: there was a real need to press to market the fact that suites were available through Skybox Access share information. Network. Our numbers have grown to nearly 1,000 strong today, and the Timing is everything. Again, we found out that this was an idea rest as they say is “history.” Skybox magazine failed during the lockout that was not ready for prime time. While clearly we found that there and strike years of baseball and hockey in 1994, (we had nowhere to were plenty of customers out there who wanted to buy per-event suites, send the magazine because the games were not being played) but the there was one major drawback: not enough supply. Association of Luxury Suite Directors was forever. Suites were tied up at nearly 100% occupancy for long-term deals. The teams were happy; it was too much work to sell individual suites when they could easily sell long-term leases- the longer the better. “While clearly we found that there were plenty of The new venues often were built with ten-year founder leases, which were large sums of money paid up-front by corporate citizens, who saw customers out there who wanted to buy per-event the investment almost as a civic gesture. There was pride in building the suites, there was one major drawback: latest and greatest venue, and there was pride in entertaining guests in the best new suites in the world. Corporations wanted bragging rights not enough supply.” to own the best suites and were willing to pay for the privilege. To be a suite salesperson in those days was like shooting orange roughy in a Perrier-filled barrel. I began to change focus. I was not an editor of a national magazine All of this was great for the premium seat marketplace. But not so anymore, but the executive director of an emerging new marketplace. great if you believed there should be a legitimate per-event marketplace. And I saw some things that perplexed me. As far back as 1991, I started No matter. The market had spoken. We scrapped the idea. to look more closely at this new marketplace which did not really have a name and was so small, hardly anyone in sports business even acknowl- edged its existence.“Why are suites leased?” I asked Carole Singleton, “The media to this day believes corporate suites are who was a former employee of mine before she had two kids, several a separation of the ‘haves’ and ‘have-nots’, and that houses, and multiple jobs (time flies, huh?). I asked the question be- cause even then, in 1991, I realized that suites were leased because they somehow suites are a bastardization of the created what is now called Contractually Obligated Income (COI), and game itself.” that suites were the underpinning of venue financing and construction. But on an entirely different level, the idea of suites being leased did not 2007 quite make sense. It seemed to me that because the demand was so great for suites then, and because per-event suites could be sold for more than suites Sometime in 2007, the nearly mature premium seat marketplace had prorated over the course of their lease, I always thought that someone been built out. Nearly every team, with the exception of just a few hold- someday would create a per-event suite marketplace. outs, had brand new or relatively new buildings complete with suites, It was an idea that “stuck” with me over the years. Surely, I club seats, stadium clubs, PSLs, and all the accoutrements that came thought, there could be far more customers than only those who could with this new market. afford long-term leases. There had to be hundreds or maybe thousands Demand for suites was still high, and new venues and suites were of customers who would like a suite here and there, now and then, or a still being planned. The 12,000 suites that existed in 2007 were going customer who only wanted several suites in several markets. There had to be 14,000 suites in the four major leagues by 2012. And not only to be suites controlled by major corportions on a national level that were there to be more suites, but the cost was going to go up, up, up. wanted more control over their overall marketing plans. Suites, that used to be leased for $100,000 per year, were now going for At least I certainly thought so. upwards of $500,000 in the major markets in the best locations. But, as it turned out, it was not an idea whose time had come With so much money to be made, it was only a matter of time yet. The marketplace was not yet built out; the suite salespersons were before all sports became involved: NASCAR, PGA, all the minor league too few and far between; and teams were not yet equipped to sell on a hockey and baseball teams, and the huge untapped college marketplace, per-event basis. Mainly though, teams still needed the leases to finance as well as new leagues such as Major League Soccer. The market had the buildings. mushroomed and gone nuclear. Markets kept building out with no end in sight. A city that had no suites one year suddenly had four new venues and in some cases 400 “To be a suite salesperson in those days was like to 500 suites to sell to the corporate citizens of that particular locale. Very hot suite marketplaces such as Dallas actually had nearly 1,000 shooting orange roughy in a Perrier-filled barrel.” suites. If I took one call, I took a hundred from all the media types who contacted me. Everyone called: Forbes, New York Times, Wall Street Journal, nearly every local paper, even the Village Voice. They wanted the 22 S E A T Fall0919_24.indd 22 12/15/09 10:41 PM
  • 23. And Now a Word from Your Customers Question: If you want to know what your customers really think, looking for ways to entertain clients, but they don’t have the budget to what is th best way to find out? lease a suite or purchase premium seats. Non-headquarter locations of Answer: Talk to the man whose livelihood depends upon pleasing Fortune 2000 companies are great targets as well. those customers. That’s exactly what SEAT does Q: Some corporations claim they are not using their suites and/or tick- ets at a high enough utilization rate. Are there too many games? Have this issue. John Wallace is Prime- ticket prices become too high? Sport’s Vice President and the Gen- eral Manager of SuiteAgent and the A: A couple of thoughts- League by league, the problem is different. The NFL has high corporate utilization rates based on the 10 home games. company’s TicketOS ticket manage- On the other hand, MLB has 81 home games. Furthermore, most NBA ment platform. We asked him how and NHL venues offer the 41 home games plus extra events. This adds PrimeSport’s customers presently up to more events than a corporation can attend. Not to mention corpo- view the premium seat marketplace rations prefer to entertain clients during the week rather than weekends. during these trying economic times. I would encourage venues and teams to consider allowing corporations Wallace should know. Prime- to sell a small portion of their suites to enhance the financial relation- Sport’s TicketOS division manages ship with the team/venue. I realize this is not optimal, but I guarantee approximately 600,000 season tick- if executed properly would go a long way to building a long standing ets and suites across nearly every partnership. venue in the country. Under Wal- John Wallace, lace’s guidance, TicketOS has grown Q: How are corporations adjusting to the new economic reality many General Manager of SuiteAgent its ticket inventory software client are in? Is flat the new up? How are their budgets being squeezed? list by 500% since he took the reins A: I’m far from an economic expert, but the equation seems simple. in May of 2008. Consumers are not spending as aggressively as we once did, and this equates to change. Corporations are adjusting by not spending as ag- Wallace’s experience with gressively, finding alternative revenue opportunities, and finding custom- selling to the corporate customer is impressive. Prior to PrimeSport, ers via new media platforms. Social media has taken off, and the wave Wallace served as VP of Digital Sales for Iron Mountain where he was isn’t stopping anytime soon. If you’re not pushing the envelope to de- responsible for $150 million in annual sales. During his tenure there, velop new marketing strategies and new customer acquisition avenues Wallace grew the business to 100,000 small business customers. Cus- then you are living in the 90’s. tomers during his tenure there read like a suite salesperson’s dream list and include: Coca Cola, Bank of America, Cisco, Intel, eBay, Adobe, Q: Are there new technologies available that teams should adapt to? and Boeing. A: There are new technologies showing up every day in the ticketing The following is Wallace’s view of the premium seat business, and space. Most seem to be underwhelming, but there are a few good ones how his customers presently view the marketplace. out there. Technology should be used to help fix a problem, and this is why TicketOS and SuiteAgent were developed. TicketOS helps a cor- Q: Corporations are changing their spending habits and spending poration identify, track, report and utilize their expensive ticket assets. patterns for premium seating. If you could offer a piece of advice to SuiteAgent was developed with the team in mind so we could help move the teams, how would you position their pitches to corporations? Is dark suites to companies that can’t afford the annual commitment. there something they are not doing that you would do in reaching them properly? Q: You have a lot of major clients at PrimeSport: For example, Bank A: I recently brought together five Fortune 500 clients and asked them of America, Capital One, and Panasonic who represent nearly 400,000 one question. When was the last time a representative from a team vis- seats and suites on an annual basis. How do the truly national clients ited you at your office? One person raised their hand and claimed one position themselves differently that say, the local customer? Do they team (a Northern California team) visited their office three months ago. have different objectives? Other than that, the room was silent. I was shocked to say the least. The A: Many of the national clients think and act locally. This means national point is simple. Spend face-to-face time with your largest premium seat clients have decision makers in the local markets that act the same as and suite holders. Build relationships with decision makers and under- a smaller client. In addition, each national client works from a business stand their corporate marketing plans. Share as many success stories development plan that involves the local markets. For example, I work from companies who have successfully built ROI programs from your with a Fortune 500 company that has business development activities products and services. in the Washington, Dallas, and New York markets. They are dependent on the local relationships in 20+ venues and act just like a single market Q: About 8,000 clients presently control the 12,000 suites in the four suite holder. major leagues. As someone in the corporate world, do you believe there are clients out there who could purchase suites on a per-event basis? Q: What do you believe teams should do for their truly national com- Do you believe the teams should change their marketing focus? panies that they don’t offer now? Is there a different way to treat a suite A: There is no doubt in my mind there are thousands and perhaps tens owner who has multiple suites in multiple venues, versus the local or of thousands of potential per-event customers. Birthdays, anniversaries, smaller regional company? holiday parties, employee recognition, poker night, executive interviews, A: I don’t believe there is a need to treat the national companies differ- etc. are just a few ideas I’ve heard recently. A month ago, I connected a ently, but as I mentioned earlier, I know there is a need for the teams good friend with a per-event suite at the LA Kings. How? I knew he was to partner closer with the large companies. Understand the company’s a hockey fanatic and was planning his 40th birthday party for 20 close marketing plans, future spend, utilization rates for the suite, etc. Rela- friends. Parents of young soccer players are another great target for the tionships drive corporate business plain and simple, so get ahead of the simple fact there are more kids playing soccer in the US than any other curve. sport. In addition, small to medium size businesses all over the US are S S E E AA T T 23 Fall0919_24.indd 23 12/15/09 10:41 PM
  • 24. undertake such a large venture. The marketplace had grown too big, and we needed a company with real size. I started to talk with some of them. It was an interesting experience, and I had to kiss a few frogs, but eventually, we found a prince of a company. PrimeSport was my pick. They were large enough; they could handle the considerable technology; they were already in the corporate hospitality space; and most importantly, they had clients who could already purchase suites. I also knew some people at the company such as Sharyn Outtrim, who used to work at the Georgia Dome and had set up suite villages for the Super Bowl and the Final Four. Would PrimeSport play by the Team Rules? Well, I was about Evolutionary timeline: The United Center Harris Club and Theater Boxes to find out. I would do so if and only if certain rules were in place illustrate a premium seat marketplace 20 years in the making. including: 1) Teams have no financial risk in this venture; it is up to Prime- same answer to “THAT QUESTION.” How many suites are enough? Sport to create the technology and the marketplace, and find cus- I always gave them the same answer that Ray Kroc, the founder tomers. PrimeSport will only make money if they deliver results of McDonalds, gave to the media: “Saturation is for sponges.” Not one for teams. person ever printed my response. 2) This was not a secondary market application, but a true partner- No one believed my ever-so-snide answer. I had grown up in the ship with the teams. Teams can place their per-event suite inven- media and knew the games they played. Most of the stories written tory into a ‘buyer’s club’. The teams control the list price to guard about the “evil” corporate sports market were written before anyone against product cannibalization. ever contacted me. The media to this day believes corporate suites are a 3) PrimeSport will supply customer data back to the team itself, separation of the “haves” and “have-nots”, and that somehow suites are who can then use that data to upsell per-event clients to long- a bastardization of the game itself. Something innocent and pure had term leases. defouled the game. Alex Rodriguez did not seem to matter. 4) PrimeSport only receives payment when a sale is made. This is a When I explained to each and every reporter that suites financed transaction business. the new venues that they were calling for in their own papers, no one PrimeSport agreed. They set up a company called SuiteAgent (see side- ever printed the response, because it did not “fit” the story they had al- bar) that is everything I’ve always asked it to be. They are risking their ready planned on writing before they ever called an “expert” in the field, capital, and it is considerable; they have set up wonderful technology; whom they had no intention of listening to in the first place. Reporters’ they are bringing their own customers that can buy suites; they have questions were just a guise and a game, and I refused to play. The ALSD even begun ROI research on behalf of the teams and their customers. was nothing if but an apologist for the industry- the bigger the better. In SuiteAgent in my mind is the perfect national per-event comple- perhaps 200 interviews at least, I do not think one reporter ever really ment to the teams’ local sales forces. It’s the culmination of a 20-year- got the story right. old idea. I’ve been traveling around the country explaining SuiteAgent to teams and venues. By the time this issue is printed, I will have talked 2008 To some extent, we did receive our comeuppance from the media and to most of the suite directors in the country. It has been fun, and it’s great to get to know the members better on a one-on-one basis. To date, the reaction has been incredible. I believe eventually, this will create an from the economy in general. At the annual ALSD Conference and entirely new revenue model for premium seats. Tradeshow in Miami in 2007, I gave a speech titled: The Gathering The Big Idea that was The Palace of Auburn Hills in 1988 has Storm. I was fairly certain, based on declining occupancy rates and in- kept me busy for 20 years and nearly an entire career. Funny how things creased number of suites being constructed at higher prices that the happen, huh? What is that line from John Lennon: “Life is what hap- market was in for a correction. What I didn’t foresee though was the pens to you while you are making other plans.” crash that resoundingly came. This is the way I have felt in the last 20 years in this intrigu- October 1, 2008 was the day that the music died in the suite mar- ing niche-market business. I’ve met so many people and have enjoyed ketplace. Teams could actually date the day when the phones stopped nearly every moment of it. I am now going to complete the task. I am ringing. turning over the ALSD Executive Director reins to Amanda Verhoff, The world had changed. Lehman Bros. failed; Merrill Lynch was who will run this association with style and class. She is the next genera- swallowed up; the government began to bail out private industry. Cor- tion, which is great because I really believe the next generation of the porate hospitality was under attack. Luxury was no longer a word a premium seat marketplace has just begun. politically correct company wanted to be associated with. Plaques on I am turning over the reins to Amanda in part because I want no suite levels with the name of the leasing company were taken down. apparent conflict of interest. The ALSD will still be the objective inde- There was inventory to be purchased; there were corporations pendent voice of the premium seat industry. But for me, I’ll stay on the which wanted out of leases. Could it finally be the right moment to road: the Willy Loman of the premium seat business. dust off my now time honored idea and see if the industry would accept It’s an idea of something that has created the way I lead my life. a per-event marketplace? And the idea has created for me a life that I will continue to pursue. I I decided once again to be the pioneer; after all, I already had the hope to see you soon. # arrows in my back. This time though, I decided to enlist support. I began my search Write to Bill at Bill@alsd.com. To learn more, find SuiteAgent online at for the right company to partner with. The ALSD was too small to www.suiteagent.com. 24 S E A T Fall0919_24.indd 24 12/15/09 10:41 PM
  • 25. Introducing the New Leader of the Pack Meet your new ALSD President: The Frozen Tundra: Lambeau Field in Green Bay, Wisconsin Jennifer Ark, Director of Premium Sales A lready the director of four departments for one of the most iconic and Guest Services, Green Bay Packers teams in NFL history, Jennifer Ark of the Green Bay Packers de- cided to take on yet another role. Āe new role is not pressure filled; By Amanda (Kuntz) Verhoff, Executive Director, Association of Luxury it does not require long hours at the office; it does not even pay! What Suite Directors the role does require however is leadership, knowledge of the industry, and self-assurance to handle traveling with the often entertaining, oc- casionally untamed ALSD staff a few times a year! Jennifer Ark’s new role: The 7th President of the ALSD Āe ALSD has seen Presidents from each of the four major professional leagues in North America, all with ideas on how to grow and educate the ALSD community. Āer e have been six previous Presidents of the ALSD. Āey include: • Paula Mikola, Detroit Red Wings • Charlene Sprehe, Phoenix Suns • Bob White, Calgary Flames Carrying the Torch: • Andy Major, Miami Dolphins New ALSD President • Tom Kaucic, Golden State Warriors Jennifer Ark • Pat McCaffrey, Cincinnati Reds Traditionally, the President’s responsibilities have almost entirely been up to the President him/herself. Some have been quite active, oth- ers less active. Āe terms of the Presidency have also been relatively un- official. Āe two-year terms of Paula Mikola and Charlene Sprehe have turned into the four-year terms of Tom Kaucic and Pat McCaffrey. Āe reason? Simply put, the ALSD Board of Directors and its Presidency have not carried many conventional responsibilities in years past. In general, the President of the ALSD, an unpaid position, has helped in several areas. Programming for the annual conference was and contin- ues to be one of the main functions. But in recent years, especially with Pat McCaffrey, who hails from the same city as the headquarters of the Guiding Light: Jennifer Ark’s vision for the future is ALSD, site selection for both the city and the hotel has become an in- ambitious like her predecessor Pat McCaffrey. S E A T 25 Fall0925_60.indd 25 12/15/09 5:52 PM
  • 26. “The Jennifer Ark Presidency will be a more active one than most.” –Bill Dorsey, ALSD Chairman of the Board creasingly important component of the role. Additionally, the President, • Grow ALSD membership, namely in leagues and sports that depending upon the league his/her team is in, has often had a lot to do are growing, like college, minor leagues, and racing with the planning and execution of the league meetings at the ALSD • Make a difference with the Board of Directors and full-time Conference. “Other than that, the President is an ambassadorship of ALSD staff the ALSD, spreading the gospel of the association,” says ALSD Chair- man of the Board Bill Dorsey. “Āe Jennifer Ark Presidency will be a AV: What about working at the famed Lambeau Field for the Green more active one than most. Āis is in part because the ALSD is going Bay Packers has helped you gain experience and insight into the industry to work with Jennifer and with the teams on a series of very controlled that prepares you for this role as ALSD President? goals and directions of the association. Āis will include programming JA: With increased responsibilities that involve four areas within and site selection, but also more in the area of building a strong Board the Packers organization, I have learned a tremendous amount of in- of Directors. Finally, Jennifer will undoubtedly mature the association formation and gained valuable experience to understand more about by relaying knowledge of the industry to all members.” the sports business. Additionally, I have been involved with the ALSD A few weeks ago, the ALSD traveled to Green Bay to meet with for many years. Āe association and what the conference taught over our new pack leader. Yes, we asked the obvious: how was Favre’s return? those years helped our [premium seating] department stay on top of What about those Cheese-heads that fill the seats every Sunday in the trends and provide contacts to help us do business with our important fall? And how can we get more of those Cheese Curds we had at lunch? premium clients. Also, teamwork, collaboration and communication But more importantly, we asked her about her new position with the are the keys to effectiveness and we practice each of those in the Packers ALSD. Her reaction was obvious confidence for what she can bring to organization. I intend to bring those things to the ALSD. the role, though she would never say so. Āe ALSD just recognizes that Jennifer unequivocally knows her stuff and is not afraid to share it for AV: ALSD members make up a premium community, one based on the betterment of the association. And what’s more, she put her Packers professionalism, hard work, and camaraderie. What help or insight do you responsibilities to the side and spent the afternoon talking about the need from other ALSD members to accomplish your goals as President? Presidency she is about to embark on with the ALSD. We would like JA: Most significantly and along with the ALSD staff, as President, to share some of her words with you all, our members, so that you can I will need feedback, suggestions and networking with members on a learn a little more about our new pack leader. consistent basis. Āe ALSD can only be successful if its members of- fer their valuable insight. Teamwork is necessary to help collaborate on Amanda Verhoff (AV): What was your initial reaction to the ALSD ideas as well as challenges that members have, including those that are inviting you to be President? industry-wide and that need resolution. Innovation is vital and the shar- Jennifer Ark (JA): First and foremost, I was flattered and honored ing of ideas and planning for new trends and paradigm shifts will propel to be recognized as a candidate. Shortly after the ALSD asked that I ac- the premium seating industry into a successful future. cept the role of President, I immediately began to think about what my first steps would be and if I could make a difference. AV: You are a longtime member of the ALSD. What are some of your fondest memories of the ALSD Conferences? AV: We asked you to be President a few weeks ago. Since then, you said JA: Oh, wow… so many wonderful memories decorate my 16 that you have given much thought to the goals and accomplishments you years in premium seating with three professional teams! My favorite want to see for the ALSD during your term. Share some of those with us. memories include the friendships that have evolved professionally and JA: Absolutely… and I have many! Here are a few goals that I hope personally. I can call on several ALSD friends to ask how they sold that to accomplish in the coming years: last suite or what kind of new renewal gifts were a hit with clients. Āe • Examine and define clear job descriptions for the President ALSD is a wonderful resource and has furthered my experience and and Board members success in the premium seating industry. • Slightly adjust the make up of the Board of Directors to cap- ture voices that represent our membership AV: Well, we hope that the Presidency brings you more memories, • Genuinely ask for member feedback, listen and react to opin- growth, and success in the industry. Now, can we get some more of those ions to continue to make the ALSD Conference and Trade- Cheese Curds we had at lunch? show a valuable premium seating resource JA: As Bill Dorsey thinks we all say up here in Green Bay… You • Encourage younger/new members to get involved Betcha! • Focus on programming that is intriguing to attendees for the ALSD Conference and Tradeshow “The ALSD can only be successful if its members offer their valuable insight. Teamwork is necessary to help collaborate on ideas as well as challenges that members have.” –Jennifer Ark, ALSD President 26 S E A T Fall0925_60.indd 26 12/15/09 5:52 PM
  • 27. Passing the President’s Baton F our-year President Pat McCaffrey was a driving force for ALSD im- provement. His voice was heard loud and clear as the leader of this esteemed group. It was heard often too, working in the same city as the ALSD, which was a pleasure and privilege for us. We could call upon Pat most any day to make a trip to our office to lend an ear to Bill Dorsey’s next big idea or give us direction on the annual conference program, often departing with his witty goodbye, “Glad you got to see me.” Now, we call upon Pat to surrender his role to our next President, Jennifer Ark. We sat down with Pat to ask him about his four produc- tive years as President of the ALSD. Amanda Verhoff (AV): You will be handing over the reins to a new President soon. How does it feel after four years “in Passing the Baton: Former ALSD President Pat McCaffrey office”? hands over the reins to Jennifer Ark. Pat McCaffrey (PM): First of all, it was a great pleasure and honor to have been able to serve in the Presidential role I was also very proud of our ALSD Awards program which was in- over the last four years. Having been troduced at the Miami conference to highlight membership excellence a member and attendee of the ALSD in our industry, and certainly I’d be remiss if I didn’t acknowledge the Conference for almost 10 years prior, I LIDS 4 Kids community outreach program which donates ballcaps to was very aware of the significance of the young cancer patients. In my eyes the association never stood taller than association on a national scale. in these moments of donation to the kids. It certainly for me contained To be honest, the four years as some of the more emotional moments of the four years when we visited ALSD President went by in the blink the local hospitals to meet with the kids and deliver the caps. Āe smiles The 6th ALSD President of an eye. It seems as if it were just yes- on the kids’ faces were priceless. Pat McCaffrey Many items are cued up and ready for the next generation. Āe terday that I was coming into my initial year working with the ALSD and prep- next conference settings of New York and Los Angeles will be incred- ping for the 2006 conference in Detroit. I’ve very much enjoyed the ible steps for the ALSD. Āe venues and programming will continue entire span being able to work closely with the association to further the to be trend-setting for our association. Āe new ALSD website, which goals and needs of the membership. will be launched soon, will give the membership more information and direction than ever before. And the strengthening of our Board partici- AV: You had a few specific goals in mind as you took over the Presi- pation will enable new focus and direction for the membership and the dency four years ago. Can you elaborate on those? marketplace. PM: Āe ALSD was already well established as the industry-lead- ing association of its kind in the premium seating area. My goals were AV: Four years is a long term for an ALSD President. You must have to continue expanding the growth of the ALSD and to represent the some fantastic memories of the ALSD Conferences over those four years. membership’s best interests in having the ALSD professionally com- Give us a few memorable moments that stick out in your mind. municate the trends of the constantly changing $10 billion premium PM: Āe ALSD Conferences are the highlights for every ALSD seating marketplace. President. I was very fortunate to be a part of some of the best shows in our 20 year history: 2006-Detroit; 2007-Phoenix; 2008-Miami; AV: Tell me your best accomplishments in the role of ALSD President. 2009-Dallas. PM: Working with the staff in the direction of our annual confer- Āe Detroit conference is still one of my favorites. Being on the ence and programming was a key focus. Āe expansion of the league staff side of the conference for the first time, I was certainly anxious for meetings at the conference was something as well that we felt necessary the show to be a big hit for our members. And I wasn’t disappointed. as we moved forward. We were very pleased with the four major leagues Āe facilities were all very open and engaging in presenting for us. And in their support and participation. the Detroit fireworks that coincided with the ending of the conference Programming the tracks for the conference is always challenging. were a perfect conclusion to a great show! In recent years with the difficulties of the economic environment af- Āe challenge each year in my mind was to try and “raise the bar” fecting our industry, it was more important than ever to be topical and for the following year’s conference. Phoenix, in that regard, might be “out-of-the-box thinking” when positioning the tracks to the needs and hard to top. Upon our initial site visit to the Phoenix area, we scouted interests of the membership. Broadening the focus of the ALSD into out a number of potential resort hotels to accommodate our large at- the minor league and collegiate segments was an early interest for me. tendee list. When we saw the ultimate destination, we knew immedi- Āe ability to r each the entire premium marketplace enables the ALSD ately we had a home for the 2007 show. We won’t discuss the 118 degree to continue its mission to provide the most expansive messaging pos- heat in late June…or the lack of air conditioning on a couple of buses. sible. I was very pleased in the last three years to have the ALSD expand Just remember…it’s a dry heat. to include new IT and Research Divisions. Āese two areas will bring Miami was the first city that the ALSD was going to make a return much needed benefits to the association going forward. trip to for the conference. Āer e were long discussions as to whether S E A T 27 Fall0925_60.indd 27 12/15/09 5:52 PM
  • 28. “The ability to reach the entire premium marketplace enables the ALSD to continue its mission to provide the most expansive messaging possible.” –Pat McCaffrey, outgoing ALSD President Now the 2nd Generation Begins we were going back too soon from our previous Miami show ten years prior. But again, with the renovations to Dolphin Stadium and Ameri- W ith the 2nd Generation of the ALSD just beginning, there is a need for fresh faces on and new ideas for the Board of Directors. Āat said, the ALSD presents its new Board of Directors members, who canAirlines Arena, we knew we were in business. And of course there was the added benefit of South Beach. will begin immediately to lead the ALSD and plan for the 2010 ALSD Finally, Dallas brought the new sports Mecca, Cowboys Stadium. Conference and Tradeshow. Coupled with four other stellar venues, American Airlines Center, Rangers Ballpark, Dr Pepper Ballpark, and Texas Motor Speedway, it was a “suite” show for the ages. NAt ALie Bu r BANk AV:What advice do you give the new President as she begins the new Premium Seating Manager term? u tah Jazz and Salt Lake Bees PM: Jennifer is a great choice for the next President. As an ALSD Board Member for a number of years, she knows well the mission of Natalie Burbank is in her 3rd season with the ALSD and certainly has a forward-thinking approach to how the the Utah Jazz and Utah’s minor league association can move into the next generation. She’ll do a great job! baseball team the Salt Lake Bees as the Āe best advice for any President in our organization is to keep an VIP Services and Premium Seating ear to the changing trends of the premium seating market and listen to Manager. Daily, she oversees operations the membership as they present new ideas and suggestions for how they for premium seat programs, including want their organization to best represent them. We have some of the suites and clubs, and manages over 40 most knowledgeable and influential voices of the industry as part of our part-time employees at the EnergySolu- organization; we have to continue to cultivate their involvement. Āe tions Arena. entire ALSD community benefits from the best and brightest sharing Natalie received a Bachelor of Sci- their ideas and successes. ence degree from the University of Utah. While not at work, you can usually find her snowboarding or boating, enjoying the majestic scenery AV: How can she grow and support this community of premium seat- Utah has to offer. Natalie resides in Salt Lake City. ing professionals? PM: As I’ve mentioned, and as we’ve all seen the last few years, the premium seating category is a continually changing environment. r ic h Ar D Se Ar LS Keeping up with the industry trends and reaching out to the Board and Director of Sales and Fan Services membership for ideas and direction will assist in continuing the ALSD’s New York r ed Bulls mission to remain the leading authority of its kind in the marketplace. Richard is entering his seventh season AV: What other closing remarks can you give us that will illustrate with the New York Red Bulls (MLS), your Presidency and role with the ALSD? beginning his stint as an Account Execu- PM: Āe ALSD is much larger than any President. I was very tive in 2003 when the team was known proud to be the steward of the ship during such a period of great growth as the MetroStars. Since that time, he and outreach for the association. My sincere thanks goes out to Bill has also served as Senior Manager of Dorsey, the ALSD staff, the outstanding ALSD Board of Directors and Ticket Programs and currently oversees the entire ALSD membership and community for their support and the Sales and Fan Services Departments. inspiration over the last four years. I look forward to the next generation Richard is also helping to transition of leadership and the continued successes of the ALSD. I encourage the the team and its fans from its current membership to continue to participate and to seek new ideas to share. home, Giants Stadium, to its new, $200 million soccer-specific stadium We are all very privileged to be a part of a very special industry. Āe currently under construction, where the team will have total control ALSD is our organization, and what we make of it today will become over its 30 suites, three clubs and 1100 premium seats. Āe new sta- the benchmark for the next leaders which will follow us in the industry. dium is scheduled to open in March 2010. Āe best is y et to come. Richard is a 1994 graduate of William Paterson University with a degree in Communication. 28 S E A T Fall0925_60.indd 28 12/15/09 5:52 PM
  • 29. “I can call on several ALSD friends to ask how they sold that last suite or what kind of new renewal gifts were a hit with clients.” –Jennifer Ark, ALSD President JAMie No r MAN Pe t e r t it Le BAu M Vice President of New Business Associate Professor in the De- Development partment of h ealth and Sport Dallas Stars h ockey c lub Science c oordinator for the Sport Man- Jamie Norman oversees community agement Program partnerships, suite sales, group ticketing, u niversity of Dayton and hospitality. She has been with the Dallas Stars / Hicks Sports Organization Peter Titlebaum, Ed.D., is an As- for 16 years. Becoming one of the origi- sociate Professor of Sport Manage- nal employees of the organization when ment at the University of Dayton the team moved to Dallas in 1993, she in Dayton, Ohio. He has over 25 sold season tickets to prospective busi- years experience in management nesses as football on ice. in the profit, non-profit, private Jamie’s success in selling took her into corporate sponsorship sales and public sectors. Dr. Titlebaum speaks and writes on areas such as for two years from 1996 – 98. When team owner Tom Hicks acquired networking and personal development. He has written more than 100 the Texas Rangers Baseball Club and the Mesquite Championship Ro- articles in industry and academic publications and recently published deo in late 1998, she served as Director of Group Sales for Southwest the second edition of his book entitled, Career Playbook. Sports Group until 2003. During this time, the Dallas Stars moved into In 2009, he was appointed the head of Research for the Association their new home -American Airlines Center, where she assisted in the of Luxury Suite Directors with the express purpose of tracking changes execution and transition of season seat holders from Reunion Arena. and trends in the $10 billion premium seat marketplace. He received From 2003 – 2006 she served as Vice President of Ticket Sales his doctorate in Sport Management and Leisure Studies from Temple and Service for the Dallas Stars. When the organization came out of University. the lock-out in 2005, she took on more of a niche focus to her current Because of his lengthy tenure in academia, he offers a different position today. perspective to the association and the industry. For the past year, Dr. Prior to her time with the Dallas Stars, she got her start in sports Titlebaum has been working with teams and suite administrators, gath- and entertainment working in Group Sales for Denver’s Āeatr es and ering data on best practices and premium seating perceptions. “He has Arena, selling events at McNichols Arena (now Pepsi Center), Colora- an interest and experience with the subject; he is objective and is not do Convention Center, Denver Coliseum & Red Rocks Amphitheater. beholden to gathering results of any particular interest; and he is going From 1989 – 1993 she worked as a season ticket sales representative for to devote much of his upcoming sabbatical to this labor intensive pro- the Milwaukee Brewers Baseball Club. cess,” ALSD Chairman of the Board Bill Dorsey says. Jamie graduated from Northern Arizona University with a degree in Business Administration with a minor in Marketing. She served on Mic h Ae L A. SMit h the track and field team during her four years at NAU. She is married Manager, Suites & Premium with three children and enjoys golf and skiing when not too busy. Seating Philadelphia u nion Michael is entering his 4th Sea- son in MLS Soccer as Philadel- phia Union’s first Manager of Suites and Premium Seating. Pri- “The ALSD is our organization, and what we make or to his arrival to Philadelphia, Michael began his MLS career of it today will become the benchmark for the next as an Inside Sales Representative leaders which will follow us in the industry.” for DC United Soccer. After a few months in that position, it –Pat McCaffrey, outgoing ALSD President was obvious that his skill set was needed to help gain the business of the corporate market. Āis is where he served as a Corporate Account Executive. Philadelphia Union is MLS’s 16th and newest franchise. Āe team is set to open a new stadium on the Chester Riverfront in 2010. It will include a capacity of 18,500 with 30 suites and two options for Field Level Seating. # Write to Amanda at Amanda@alsd.com S E A T 29 Fall0925_60.indd 29 12/15/09 5:52 PM
  • 30. Coming of the Next Age The Reinvention of TCU’s Amon G. Carter Stadium When Amon G. c arter Stadium was initially built in 1930 for $350,000, it solidified the t exas c hristian u niversity football program’s national standing and represented the program’s coming of age. Now serving as a juxtaposition of a nostalgic past and auspicious present, Amon G. c arter Stadium is again positioned to symbolize the maturation of t cu into the coming of its next age. in the next three years, t cu hopes to raise approximately $90 million and renovate the entire west side of its football stadium. The ambitious project includes new construction on over half of the facility, which will again reinvent the game-day experience for the t cu football program and all its fans. By: Jared Frank, Editor, SEAT Magazine, Association of Luxury Suite Directors A lthough many young fans across the country are being introduced to the TCU Horned Frogs for the first time this year with their top-5 ranking and attempt to disrupt the BCS status quo, any appreciator of college football knows TCU has been here before. Āe home of TCU football for the past 79 years, Amon G. Carter Stadium is not only the structural confines of the 2009 edition of TCU football, but also the ghosts of numerous past All-Americans, a Heisman Trophy winner, and two national championship teams. Now like in the pride- ful days of old, when the original $350,000 construction of Amon G. Carter Stadium served as an impetus for the arrival of a legitimate col- lege football power, TCU again has its eye to the future with its plans for a $90 million facelift to its Saturday afternoon cathedral. From a design standpoint, Amon G. Carter Stadium is uniquely sublime, exhibiting the ornate geometric motifs, surfeit of curvilinear forms, and sharply defined outlines characterized by the art deco style that was prevalent during original construction. TCU aims to build upon these existing characteristics by employing many of the distinc- tions tantamount to the stadium construction boom that began in the early 1990s when new throwback facilities were built to honor the past. “Our goal is to be the Camden Yards of college football, which means that we bring some of those art deco design elements back,” details Ross Bailey, Associate Athletic Director of Operations. With this approach, clearly whether the detail is comprehensive or the minutiae, capturing 30 S E A T Fall0925_60.indd 30 12/15/09 5:52 PM
  • 31. “We have to be who we are. We’re not a big state school. We sort of have a design philosophy we call ‘simplistic elegance’.” –Ross Bailey, TCU Associate Athletic Director of Operations The Model Home: Dutch Meyer Athletic Complex overlooking the south end zone at Amon G. Carter Stadium. S E A T 31 Fall0925_60.indd 31 12/15/09 5:52 PM
  • 32. “It is important to develop realistic revenue projections based on market research and determine the ability of the institution to fund the project.” –Jay Lenhardt, CSL International the stadium’s classic identity and place within the private campus com- munity is always at the top of the TCU mind. “We have to be who we are. We’re not a big state school. We sort of have a design philosophy we call ‘simplistic elegance’,” adds Bailey. “We’re going to bring it into play where it’s classy and it fits the university.” To know what the finished product will look like, one only has to gaze upon the south end zone, the launch point and first phase of the stadium’s reinvention. In 2008, the $13 million, 40,000 square-foot Dutch Meyer Athletic Complex was unveiled to TCU patrons, combin- ing the existing traditional architectural style with the modern world of Tradition On Display: The club lounge in the Dutch Meyer Athletic Complex. premium amenities. Āis composite structure serves as a “model home”, displaying similar features and style that will be available to seat hold- ers on the west side. “It provides something tangible for fans to see and experience, and will likely serve to increase interest in future premium seating that might be added to Amon G. Carter Stadium,” says Jay Len- hardt of CSL International, a consultant for the project. Āe premium space in the south end zone features six suites, 255 club seats, and an expansive, yet sociable club lounge. TCU could have supported more premium seating in the south end zone than was actually built, but chose to take a conservative approach. “We had the foresight to test how demand for premium seating in the south end zone might be impacted if premium seating were added to the west sidelines in the future,” adds Lenhardt. “We felt that it may become difficult to sell a large inventory of premium seating in the end zone once premium seating becomes available along the sideline.” Āe money for the project was raised upfront from a handful of loyal donors, so there was no debt associated with the project. Āe mod- N el employed gave those making significant contributions the option to lease a suite in addition to their major gift to the construction project. Āe cost of each suite directly equates to that of one full scholarship- currently worth $37,000 annually at the private higher education insti- tution. “Āe challenge will be to determine if the depth and breadth of major gift opportunities can be expanded from the few individuals that contributed to the south end zone project to the more expansive west side,” Lenhardt says. Look into the Future: Approximately 20 suites in the west side renovation Āe challenge for the TCU athletic department lies in its inability of Amon G. Carter Stadium will look similar to this one in the Dutch Meyer Athletic Complex. to carry any debt and the fact that all annual giving and premium seat revenue must be allocated towards paying for scholarships, not towards debt service of capital projects; therefore, with substantially larger capi- tal costs, the feasibility of the west side project is much more difficult. Ideally, like the south end zone project, the $90 million needed to up- “The idea might be to try to get a little smaller, a grade the west side will have to be raised upfront before construction little more precise, and be market conscious of what begins by separate fundraising efforts exclusive of premium seating lease revenue. “Āe facility would be ready in time for the 2011 season with we ask people to pay.” the exception of some of the amenity seating areas,” explains Davis –Davis Babb, TCU Associate Athletic Director of Development Babb, Associate Athletic Director of Development. “Āe balance would be ready in time for 2012.” All of that is on the premise that TCU raises the money according to the current timeline. If they do not, then the project will just be backed up until the year in which they do get the money. Premium seating specifics for the west side renovation, which will basically keep the lower bowl intact and tear down everything above and start over, includes in excess of 1,000 club seats and in the © neighborhood of 20 suites. Āese figures are true estimates at this point as TCU is still in the feasibility phase of the project. Final specifications 32 S E A T 22 Fall0925_60.indd 32 12/15/09 5:52 PM Buyers Gu
  • 33. NO MATTER THE SPORT, WE’RE IN YOUR LEAGUE Today’s premium seat holders demand more. They want to check fantasy scores, access stats in real time, and order concessions at the touch of a button. You can provide your guests with all this and more by teaming with Insight. Teams in every major sports league rely on us to deliver the game-changing technology solutions they need to streamline venue operations and enhance the fan experience. Let Insight get behind your team. Designed, deployed and managed by © 2008 Insight Direct USA, Inc. All rights reserved. Insight is a registered trademark of Insight Direct USA, Inc. 22 S E AT WWW.INSIGHT.COM � 800.INSIGHT Fall0925_60.indd 09.indd 35 Buyers Guide fall 33 9/28/2009 9:07:15 PM 12/15/09 5:52 AM
  • 34. “I think you need to keep giving people options and ways to give at different levels.” –Davis Babb, TCU Associate Athletic Director of Development says Babb. “We sold 14,000 season tickets [this season] and that’s good, but it is imperative that we have a high rate of retention for our pro- gram to continue the current momentum.” Furthermore, TCU is very much a family-oriented university and desires to have a family atmo- sphere at its sporting events, so the athletic department is also careful not to alienate the general population of fans and other supporters of the university. “We’ll be cautious. We’re trying to work hard to make sure we don’t build too many suites, or put in too many club seats, because you don’t want to do that at the expense of your regular seat holder. You don’t want to erode that base. Plus having a little demand isn’t all that bad,” adds Bailey. In addition to the web-based surveys, TCU formed a committee of The Chancellor’s Suite: Simplistic elegance demonstrated in the Dutch Meyer sorts, comprised of donors and trustees, and brought them into the de- Athletic Complex. sign process. Āese individuals offer real credibility having sat in Amon G. Carter Stadium seats for over 25 years, and are the likely end users will “depend on our ability to sell them,” according to Babb. of the new premium seats. Āe union of the participants’ varying per- TCU is certainly cognizant of some university’s recent difficulties spectives, ranging from front-end to back-end issues, has substantially with selling out inventory, despite newly completed premium spaces. aided the university’s efforts. As Bailey analyzes, “Āey not only met Bailey expounds, “Āer e’s a fine balance between creating demand and football operational needs, but football and department entertainment having more demand than you can sell. And if you have more demand needs on the front side.” Moreover, some people in the committee have than you can sell, then the value of what you have really gets watered very strong views for what is being done to improve the quality of the down.” Āe solution for schools, especially those of similar size to TCU, experience for the average fan, the person that comes day-in and day- might not be to necessarily look at expansion so much as changing the out to athletic events. premium breakdown within the stadium and providing more amenities Today’s college football landscape is pervaded throughout for fans to try to recoup revenue through premium seats as opposed to every conference in every region of the country with stadium build just trying to build a lot more seats. “Āe idea might be to try to get a outs. Many driving forces account for how schools are paying little smaller, a little more precise, and be market conscious of what we for renovations. At TCU, a stable annual fund, growing student ask people to pay,” says Babb. population, and entertaining product are the fillips provoking the To do its due diligence, TCU is turning to industry consulting Amon G. Carter Stadium reinvention. “I think you need to keep giving professionals to glean information about the market and buying habits people options and ways to give at different levels. We’ve been pretty of its current and prospective customers. CSL International, based in fortunate in this market. And the product has been really good, which nearby Plano, Texas, conducted an extensive email survey of Frog Club has driven a lot of what’s going on,” observes Babb. Āis past fiscal members, football season ticket holders, and the Fort Worth corporate year, TCU had its second best year ever for athletics giving, as TCU community. “It is important to develop realistic revenue projections supporters came through on pledges for facility projects and endowed based on market research and determine the ability of the institution to scholarships. Additionally, the largest freshman class ever swelled the fund the project,” Lenhardt says. In total, 900 surveys were completed undergraduate enrollment to 8,500 students. While these variables that provided data on premium seating concepts, sensitivity to potential certainly contribute to the excitement, at the end of the day, there still price points, lease term commitments, desired amenities, and degree of is no substitute for a winning team. In this decade, TCU owns the 10th donation cannibalization. best record in the NCAA Football Bowl Subdivision, and has finished TCU is also exploring the possibility of re-seating the stadium to the season ranked in the Top 25 six of the past nine seasons. “If people coincide with the completion of the west sideline project with a form believe in your product and they believe in what the university is doing, of seat license program. Such a program could result in substantial in- they’re certainly more likely to give,” Bailey says. cremental revenues and more equitable giving based on seat location. Amon G. Carter Stadium on the campus of Texas Christian Uni- “Āis minimum donation requirement can be justified, in part, based versity represents everything TCU- proud people, a proud heritage, on stadium improvements that benefit all seat holders, such as larger and a proud future. Āis tacit pride is sure to galvanize the next Davey concourses, increased number of restrooms, improved concessions, O’Brien, Sammy Baugh, and LaDainian Tomlinson for the TCU foot- etc.,” says Lenhardt. Because TCU does not currently use its priority ball program. And with the plans in place to reconstruct over half of points system to assign seat locations at Amon G. Carter Stadium like Amon G. Carter Stadium, the goal is for the facility to continue to help most schools do, any form of a seat license, or points program that re- recruit prospective student-athletes, retain quality coaches, enhance quires minimum annual donations per seat that may vary depending on the game-day experience of fans, and serve as the link that connects seat location, introduces a delicate new variable into TCU’s plans. Āe generations of TCU players, alumni, and supporters. Āe next age at athletic department is unsure of the price threshold people are willing TCU is dawning, and the kernel for this emergence is Amon G. Carter to pay. Additionally, although TCU’s season ticket base is growing, it Stadium. # is still shallower than larger schools, so caution must be exercised. “We have to ask some questions before we can do [a seat license program],” Write to Jared at Jared@alsd.com 34 S E A T 38 Fall0925_60.indd 34 12/15/09 5:52 PM Buyers Guide
  • 35. 38 Fall0925_60.indd 35 Buyers Guide fall 09.indd 37 12/15/09 5:52 PM 9/28/2009 9:07:16 AM
  • 36. Conference Preview Let’s Hear It For New York Where ALSD dreams are made By Amanda (Kuntz) Verhoff, Executive Director, Association of Luxury Suite Directors I t is not every day that one gets to see a music icon, one of today’s hottest who continues on the up-and-up, record a music video on the streets of New York City at 2:00 in the morning. But on a recent trip to the city, that is exactly what ALSD’s Pat McCaffrey saw. Up-close and personal with his jaw to the curb, Pat stood watching Alicia Keys’ film the video for the popular hit “Empire State of Mind.” We forgave Pat for using his phone to snap pictures, rather than call us down from the hotel to join him… but only because his escapade sparked the idea for the 2010 ALSD Conference and Tradeshow theme song! Now everybody, in your best Alicia Keys voice, “Let’s Hear It For New York.” If you think you have not heard Jay-Z and Alicia Keys new hit “Empire State of Mind”, you have. Every time Derek Jeter ascended from the dugout to home plate this past World Series, the anthem blared from the Yankee Stadium speakers. Still not ringing a bell? Then it is time you find a radio and tune in. Listen to the lyrics (or just read them below, albeit not exactly as Jay-Z intended them) as the ALSD highlights the city that never sleeps, site of the 2010 Conference and Tradeshow. [Jay-Z] Yeah, The Host Hotel: The New York Marriott Marquis in Times Square, host hotel for the 20th Annual ALSD Conference and Tradeshow, June 27 - 30, 2010. Yeah, Imma up at Brooklyn, now Im down in Tribeca, right next to DeNiro, But i’ll be hood forever, I’m the new Sinatra, and since i made it here, i can make it anywhere, yeah they love me everywhere, i used to cop in Harlem, all of my dominicanos right there up on broadway, brought me back to that McDonalds, Speaking of Broadway, that street happens to be where the host hotel sits. Located at 1535 Broadway, in the heart of Times Square in Mid- town Manhattan, the New York Marriott Marquis takes up an entire block. A Need Broadway theatre tickets? Look no further than the hotel’s Spanning the East River since 1883, the Brooklyn Bridge connects the 8th floor. Americana Tickets specializes in both sold-out shows and dis- boroughs of Manhattan and Brooklyn. count tickets for any budget. Get tickets there for your favorite show and take advantage of great same day availability. 36 S E A T Fall0925_60.indd 36 12/15/09 6:00 PM
  • 37. VitalCAST Digital Signage ™ DIGITAL SIGNAGE SOFTWARE :: INDOOR & OUTDOOR DISPLAYS Dynamic Menu Boards • Marketing/Advertising Wayfinding Ticketing • Weather Alerts • Event Announcements • Lost Child Messages As seen at: www.txdigital.com entertainmentsales@txdigital.com 800.693.2628 Fall0925_60.indd 37 12/15/09 6:01 PM
  • 38. At the time the ALSD visits New York City, the city and surrounding area will be home to four brand new venues. The total estimated cost of new construction will be close to $4 billion. Blast from the Past: The façade of Citi Field, home of the New York Mets, is reminiscent of Ebbet’s Field, home of the old Brooklyn Dodgers. Oh, and about Brooklyn, it is Sitting courtside at the Knicks and Nets games? Maybe not; but just a cab ride away. As are some how about sitting club level, sipping Corona instead? That is likely what other cities you may have heard of: members will be doing during ALSD venue tours. We probably will not Brooklyn: 4.8 miles visit the legendary Madison Square Garden or the IZOD Center, but Queens: 7.7 miles you can be sure that even Spike Lee would be envious of the venues that Bronx: 8.9 miles we will tour at this year’s ALSD Conference. To be exact, NYC’s five bor- At the time the ALSD visits New York City, the city and surround- oughs, Manhattan, Brooklyn, ing area will be home to four brand new venues. The total estimated Queens, Staten Island, and the cost of new construction will be close to $4 billion. Bronx make up the southern tip of New York State. The city itself • New Yankee Stadium, $1.3 billion: If the old Yankee Stadium covers almost 470 square miles. was known as the house that Ruth built, then the new park As for Jay-Z’s Harlem, if you will surely have to be known as the house that Jeter and A-Rod want to “be a part of it” like Sina- built, as the two helped the team win the 2009 World Series. tra says, it is in northern Manhat- • Citi Field, $850 million: The stadium’s main entrance way, tan bordering on the Harlem and the Jackie Robinson Rotunda, is beyond spectacular in size East Rivers. And if you are curi- and design. ous, TriBeCa means Triangle Be- • Red Bull Arena, $200 million: The entire project is privately low Canal Street, a neighborhood funded; not one penny from taxpayers will be used to pay for in lower Manhattan. the building. • New Meadowlands, $1.6 billion: Removable trays of syn- [Jay-Z] thetic turf in the end zones containing each team’s logo are ex- took it to my ***** ***, amples of the flexibility of the two-tenant, 82,500-seat facility. 5-60 State street, Please note: All figures are approximates from multiple sources. catch me in the kitchen like a Simmons whipping Pastry, cruising down 8th street, Additionally, the Prudential Center, home of the New Jersey Devils, which opened in 2007, cost $375 million to build, bringing the total off white lexus, of the aggregate builds in excess of $4 billion. Major renovations to driving so slow but BK is from Texas, Madison Square Garden (MSG) will also commence in summer 2010. me I’m up at Bed Stuy, An estimated $500 million will be poured into the arena that dates back home of that boy Biggie, 40 years. It was rumored that MSG could pack its bags and break new now i live on billboard, ground elsewhere. But its prime location directly above Penn Station, and i brought my boys with me, not to mention its illustrious history of star players, is too good to leave. A club area ring around the arena, updated suites, and refurbished seats say wat up to Ty Ty, still sipping Mai-tai are only some of the changes to be made. In one of the richest cities in sitting courtside Knicks and Nets give me high fives, the world, the plan is for the teams and venues to reap the benefits and ***** i be Spiked out, i can trip a referee, returns on the moneys spent to build these modern-day marvels. NYC tell by my attitude that I most definitely from… was once a city void of affordable land on which to build new venues and was a city that did not fully embrace premium seating. But the new 38 S E A T Fall0925_60.indd 38 12/15/09 6:01 PM
  • 39. Fall0925_60.indd 39 12/15/09 6:01 PM
  • 40. and renovated venues have changed that landscape from what was, to The Lower East Side of Manhattan has been the primary point of en- what could have been, and finally into what is now. try and first home for newcomers for over two centuries. Giovanni da As a side-note for all those star-gazing, celebrity gossips out there, Verranzano was the first to see the harbor, and today its more than 8 we are pretty sure that “560 State Street” was Jay-Z’s old stomping million residents or “stories” make it the “melting pot” Jay-Z refers to. grounds. The city, which was the country’s capital at one time, is now home to countless ethnic groups, like the Irish, Ital- [Alicia Keys] ian, African-American, Mexican, German, In New York, Cuban, Jewish, Chinese, Japanese, and French to name a few. Concrete jungle where dreams are made of, Continuing, if you did not see it, Jay- There’s nothing you can’t do, Z and Alicia Keys performed their hit be- Now you’re in New York, fore the second game of the World Series. these streets will make you feel brand new, Guess it was just good timing to release a the lights will inspire you, hit praising New York and have the Yan- lets hear it for New York, New York, New York kees in the World Series at the same time. We do not know for sure if Jay-Z can make We agree, the lights in the city are enough to “inspire you.” From a a Yankee hat more famous than a Yankee distance, the skyline of New York City is undeniably awe-inspiring. Up can, but did you know that the New York close the concrete jungle is loud and it is bright… even in the middle of Yankees logo made its first appearance on the night. But if you want to escape the lights, but stay in the city, Cen- the uniforms of the New York Highlanders tral Park is the place to be. After dark, it is well… dark. The ambiance in 1909? The design was actually created of a stroll through the tree-covered paths at night is only interrupted in 1877 by Louis B. Tiffany for a medal by the occasional raccoon or runner. If running is your thing, Central to be given by the New York City Police Park is known as “runner’s paradise.” A 6.1 mile course around the park Department to Officer John McDowell, would be enough to make anyone feel “brand new.” the first NYC policeman shot in the line of duty. As stated on the Yankee website, perhaps it was adopted by the Highland- [Jay-Z] ers because one of the club’s owners was a I made you hot *****, former NYC police chief. Catch me at the X with OG at a Yankee game, **** i made the yankee hat more famous than a [Jay-Z] yankee can, cities is a pity half of y’all won’t make it, you should know I bleed Blue, but I aint a crip tho, me i gotta plug Special Ed and i got it made, but i got a gang of ****** walking with my clique though, If Jeezy’s payin LeBron, I’m paying Dwayne Wade, welcome to the melting pot, 3 dice cee-lo corners where we ******* *****, 3 card Monte, afrika bambaataa ****, labor day parade, rest in peace Bob Marley, home of the hip hop, Statue of Liberty, long live the World trade, yellow cap, gypsy cap, dollar cab, holla back, long live the king yo, for foreigners it aint fitted they forgot how to act, I’m from the empire state thats… 8 million stories out there and their naked, So we all know LeBron and Dwayne Wade, but did you ever hear of Peter J. McGuire? We could give you three guesses, but we bet over “half of ya’ll won’t [get] it.” McGuire was a carpenter and labor union leader, and the person who came up with the idea for Labor Day. Thinking (we believe logically) that workers should be honored with their own day, he posed the idea to New York’s Central Labor Union early in 1882, suggesting the month to celebrate be between Independence Day and Thanksgiving. His idea, sparked from Canada’s labor disputes in the 1870’s, came to fruition with the very first Labor Day on Tuesday, Sep- tember 5, 1882. There were picnics, concerts and speeches, while ten thousand workers marched in a parade from City Hall to Union Square. The celebration was soon moved to the first Monday in September. Congress passed legislation making Labor Day a national holiday in 1894, and we still celebrate the holiday today (thank you, Peter!). How about the “king yo?” We are not sure which king Jay-Z was singing about, but we can tell you that New York got its name after England’s Duke of York. His father was the British monarch, King 50-Yard Line Plaza: Giants and Jets fans will be able to mark the 50-yard line from the field, through the concourses, and into the 50-yard line plaza George III. [co outside the New Meadowlands. 40 S E A T Fall0925_60.indd 40 12/15/09 6:01 PM
  • 41. Innovative Elegance for unforgettable suite experiences. Integrate flexible service options with the industry’s best design, quality, and durability. Southern Aluminum lightweight folding tables contain recycled content, are recyclable, and are backed with a Lifetime Guarantee. Southern Aluminum is your sustainable table and staging design solution. made in the USA 1-870-234-8660 1-800-221-0408 [cocktail tables] [serpentine tables] [folding base tables] [folding tables] www.southernaluminum.com Fall0925_60.indd 41 12/15/09 6:01 PM
  • 42. The first reference to New York City as the Big Apple is believed to have appeared in 1909. A man named Martin Wayfarer allegedly criticized the disproportional amount of the nation’s money New York City received annually. He com- pared the country’s economy to a tree with many roots, but the “big apple” (New York City) received the bulk of the “sap.” It’s very possible that residents of New York City may have embraced that critical reference as a source of civic pride. Liv- ing in the “big apple” meant enjoying the benefits of a robust economy. There is also a very popular theory involving a New York sportswriterk named John J. Fitzgerald, who wrote primarily about horse racing during the 1920s. It is believed that horse races held in tracks surrounding New York City were called apples, perhaps as a reference to the prizes awarded to the win- ners. Fitzgerald took a trip to a stable in New Orleans in 1920, ostensibly to sell one of his own horses. Fitzgerald spoke with several jockeys while he was there, and they all referred to the New York City horse racing scene as the “Big Apple”. Fitzger- ald later named his regular newspaper column “Notes from Around the Big Apple,” most likely inspired by the words of the jockeys from New Orleans. Another popular but largely unsubstantiated theory cen- ters around the world of jazz music. Musicians during the Jazz Age were said to call paying gigs “apples”, for reasons known only to themselves. By the 1920s, New York City had estab- lished itself as one of the premiere cities for jazz music, so it became the destination of many working jazz musicians. The ultimate gig for a musician was to play the “Big Apple,” mean- ing a nightclub in New York City. New York City became a Empire State of Mind: Proudly standing 1,250 feet tall, the Empire State destination for other entertainers as well, which could explain Building illustrates the New York City attitude. why the nickname “The Big Apple” became so popular. For those with the talent and ambition to succeed in New York [Jay-Z] City, taking a bite out of the “Big Apple” wouldn’t be such a Lights is blinding, bad goal. girls need blinders so they can step out of bounds quick, From bus routes to subway lines, The Big Apple remains a city with booming mass transit. The Metropolitan Transportation Authority the side lines is blind with casualties, (MTA) takes New Yorkers on 2.6 billion trips each year. Stated another who sipping life casually, then gradually become worse, way, about one in three mass transit users and two-thirds rail riders hail don’t bite the apple Eve, from New York City, making the city’s system the most extensive in caught up in the in crowd, the country. MTA bridges carry more than 300 million vehicles a year, now your in-style, more than any other bridge or tunnel authority in the nation… no and in the winter gets cold en vogue with your skin out, wonder the traffic is always bad in NYC! the city of sin is a pity on a whim, good girls gone bad, the cities filled with them, Mami took a bus trip and now she got her **** ***, everybody **** ***, just like a bus route, Hail Mary to the city your a Virgin, and Jesus can’t save you life starts when the church ends, came here for school, graduated to the high life, ball players, rap stars, addicted to the limelight, **** got you feeling like a champion, the city never sleeps better slip you a Ambien “The Big Apple” likely has nothing to do with Eve, but with a little research, we came to the conclusion that there might not be just one meaning for “The Big Apple.” Here are three of the most popular mean- ALSD President Jennifer Ark and Executive Director Amanda (Kuntz Verhoff ings for the city’s nickname. at the 2009 ALSD Awards Show 42 S E A T For Du Fall0925_60.indd 42 12/15/09 6:01 PM
  • 43. Ticket Management TM Sign up online for a free trial! http://ticketmanagementfordummies.com TicketManagementForDummies.com is simply the smartest way to manage your seats. ✓ Encourages season ticket plan renewals ✓ Focuses on reducing “no shows” ✓ FREE Get more info at ies.com TicketManagementForDumm For Dummies and the Dummies Man logo are trademarks of Wiley Publishing, Inc. Used by license. Fall0925_60.indd 43 12/15/09 6:01 PM
  • 44. So ALSD advocates, let us hear it for New York just like these Jet fans. The New Meadowlands: An aerial rendering of the new home for the New “One Hand in the Air”: The Statue of Liberty has protected New York York Jets and Giants beginning next season. Harbor since 1884. The Big Apple is also known as the “city that never sleeps.” Why? For the first time, the ALSD will brave the most populous city in Well besides that Times Square is more vibrant at midnight than most the United States, a leading global city that has influence and author- other cities at noon, maybe one of the reasons is because at any hour ity over commerce, international affairs, finance, culture, fashion, and of the day or night, you can always find the best eats. New York City is entertainment. We are taking a bite out of the Big Apple and we sure considered by some to be the world’s best city for dining. And with over will not sleep in this city! See what lies ahead for the ALSD in the short 17,000 restaurants to choose from, no palate can go unsatisfied. From synopsis of the 2010 Conference Program on page 46. # street vendors pushing dogs and donuts, to all-around-the-world ethic eateries, to hidden, hole-in-the-wall food havens, the city has it all… [Alicia Keys] and for all price ranges. So rather than slip an Ambien Jay-Z, instead slip into your loosest pair of pants and hit the town for a meal or two… In New York, or 17,000. Concrete jungle where dreams are made of, There’s nothing you can’t do, [Alicia Keys] Now you’re in New York, One hand in the air for the big city, these streets will make you feel brand new, Street lights, big dreams all looking pretty, the lights will inspire you, no place in the World that can compare, lets hear it for New York, New York, New York Put your lighters in the air, everybody say yeaaahh come on, come, To watch Jay-Z’s “Empire State of Mind” music video featuring Alicia Keys, go to http://www.mtv.com/videos/jay-z/451252/empire-state-of- yeah, mind.jhtml. 44 S E A T Boston C Fall0925_60.indd 44 12/15/09 6:01 PM
  • 45. Boston Celtics Courtside Club with Ellerbe Becket Fall0925_60.indd 45 12/15/09 6:01 PM
  • 46. F 2010 Association of Luxury Suite Directors Conference and Tradeshow Sunday, June 27 – Wednesday, June 30, 2010 New York City Marriott Marquis Schedule of Events Please note: The schedule of events is a meeting and traveler planner. The conference program will be updated continually. Please look for e-mail updates and to our new website, coming soon. Sunday, June 27 7:00 a.m. – 6:00 p.m. Conference Registration Open 8:00 a.m. – 3:30 p.m. Exhibitor Set-Up 2:00 p.m. – 3:00 p.m. Board of Directors Meeting 3:00 p.m. – 3:30 p.m. New Attendee Welcome Meeting 4:00 p.m. – 6:30 p.m. Exhibit Hall Open; Schedule Monday Meetings; Cocktails in Hall 7:00 p.m. – 10:00 p.m. Venue Tour Monday, June 28 7:00 a.m. – 6:00 p.m. Conference Registration Open 8:00 a.m. – 9:00 a.m. Optional Exhibit Hall Appointment Hour 9:00 a.m. – 12:00 p.m. League Meetings (continued after lunch) 12:00 p.m. – 1:00 p.m. League Lunches 1:00 p.m. – 2:30 p.m. League Meetings (continued) 2:30 p.m. – 4:00 p.m. All Leagues Best Practices Session 4:30 p.m. – 6:00 p.m. Exhibit Hall Open; Cocktails in Hall 6:00 p.m. – 9:00 p.m. Exhibit Hall Open; Dinner and Reception in Exhibit Hall Tuesday, June 29 8:00 a.m. – 3:00 p.m. Conference Registration Open 8:00 a.m. – 11:00 a.m. Disney Institute Seminar “Disney’s Approach to Quality Service” 11:00 a.m. – 1:00 p.m. Exhibit Hall Open; Lunch in Hall 1:00 p.m. – 4:00 p.m.* Sessions 1:00 p.m. – 2:30 p.m.* Suiteholder Focus Group 4:00 p.m.* Depart for Venue Tour * Watch for potential additions/changes Wednesday, June 30 9:00 a.m. – 12:00 p.m. Sessions 1:00 p.m. – 3:30 p.m. Sessions 4:00 p.m. Depart for Venue Tour Thursday, July 1 10:00 a.m. Tentative: Board of Directors Post-Conference Meeting 46 S E A T 1 Fall0925_60.indd 46 12/15/09 6:01 PM Buyers ALSD
  • 47. F E AT U R E As a leading provider of special event and venue insurance, K&K has partnered with the ALSD to offer a new program to suite owners and renters. This program provides affordable event liability protection in a unique new format designed specifically for ALSD members. Image courtesy of Allen County War Memorial Coliseum 18 S E AT Fall0925_60.indd 47 12/15/09 5:55 PM Buyers Guide fall 09.indd 27 ALSD ad.indd 1 9/28/2009 9:07:05 AM 4/18/2009 1:14:50 AM
  • 48. 48 S E A T Fall0925_60.indd 48 12/15/09 5:55 PM Buyers G
  • 49. S E AT 23 Fall0925_60.indd 49 12/15/09 5:55 PM Buyers Guide fall 09.indd 23 9/28/2009 9:06:38 AM
  • 50. Leading Through Innovation 2010 will mark the 4th SEAT-IT Conference and Tradeshow, the largest annual gathering of today’s IT leaders in sports and entertainment. Read about this year’s hot topics and innovators, who will help guide you through the fastest growing segment within the sports and entertainment industry. By Christine Stoffel, Executive Director and Committee Chairman, SEAT Consortium L eading through innovation is the key to being a successful IT leader in today’s changing global business climate. In June 2010, the 4th an- nual conference for the SEAT-IT leaders across sports and entertainment will be held in beautiful New York City. The SEAT-IT organization is partnered with the ALSD to bring together business and technology professionals across sports, entertainment, and collegiate organizations. IT leaders across the industry gather every June in a different city to participate and listen to panel discussions on the hottest trends and topics, brainstorm on the future of technology and how it will impact sports and entertainment, tour the local sports and entertainment ven- ues, as well as enjoy the premium networking opportunities during two and a half days of sessions and events. This conference removes all barri- ers across leagues, state and country borders, and it removes inhibitions to seek new ground-breaking solutions across every technology disci- pline. This growing group of IT professionals meets with the world’s top technology vendors, bringing thought-provoking technology solutions C and services to IT leaders who have the desire to make significant im- M pacts on their organizations whether it is a professional, amateur or col- Y CM The 82,500-seat New Meadowlands includes four huge high definition video Together we desire to be leading edge innovators and screens. MY strive to influence the entire industry. CY lead by knowledge and share our experiences, be open and learn from CMY the corporate world, as well as push for strategic technology evolu- K legiate sports team, an entertainment venue, or performing arts venue. tions from vendor-partners across the world. Together we desire to be Over the first three years since the formation of the SEAT Consor- leading edge innovators and strive to influence the entire industry. We tium and annual conference, life-long friendships have been developed hope you too will soon join the growing IT community in sports and in an IT community that is in a class of its own. This community of IT entertainment. leaders encourages each other to stretch beyond the normal boundaries Each year, we continue to grow the program with a desire to edu- of technology solutions, open the doors of leading edge innovation, cate, network and innovate together to change the approach by which sports and entertainment leverages technology, as well as build a strong IT community of leaders that brings remarkable experiences to our fans and customers across the world. June 2010 in New York City is ex- pected to be the biggest and best conference for IT leaders yet. We have panel topics such as: • Social Networking and its Future in Sports and Entertainment • Ticketing Solutions and Marketing Tools • Cloud Computing…Saas, IaaS and Data Center as a Service (Software as a Service/Infrastructure as a Service) • New Stadium Builds, Technology Innovations and Lessons Learned • Leveraging CRM to Understand Your Customers This year we have also added an Executive Coaching Session dedi- cated to the IT professionals across sports and entertainment presented by Dan Rossetti, Managing Partner of Ascension Sports Partners LLC. Recently, several of our IT leaders have received recognition across the nation. Chris Dill, CIO of the Portland Trail Blazers, has been a The New Meadowlands: Rendering of the home of the New York Jets and dynamic figure in the SEAT-IT Consortium and annual conference. Giants. Chris continues to be recognized as a technology innovator, which 50 S E A T Fall0925_60.indd 50 12/15/09 5:55 PM Buyers
  • 51. IOM_SEAT_FullPage_8d75x11h25_outlined.pdf 9/21/2009 8:31:28 PM C M Y CM MY CY CMY K S E AT 7 Fall0925_60.indd 51 Buyers Guide fall 09.indd 7 9/28/2009 12/15/09 5:55 PM 9:05:49 AM
  • 52. “This growing group of IT professionals meet with the world’s top technology vendors, bringing thought provoking technology solutions and services to IT leaders who have the desire to make significant impacts on their organizations.” East/West Club rendering of the New Meadowlands Private lounges of the East and West Clubs feature comfortable seating, flat panel TVs, and climate control. many organizations are continuing to model themselves after and are our business model.” As CIO of Tickets.com, Michalak is responsible watching to discover the next technology implementation he will lead. for all aspects of the company’s global product strategy and lifecycle. He Chris was recently the winner of the CIO of the Year at the North- oversees the global technology organization and plays an essential role west CIO Summit. Since joining the Portland Trail Blazers, Chris has in analyzing and evolving Tickets.com’s business processes to enable the pushed the agenda for developing and implementing the IT strategy company’s growth and optimize its existing technology infrastructure. throughout Paul Allen’s family of companies in the Portland area. Un- Congratulations to Chris Dill and Brett Michalak for leading der Dill’s leadership, the IT team is responsible for technical support through innovation and changing the face of sports and entertainment for the Trail Blazers and the Rose Quarter. Dill’s knowledge of the high by leveraging and pioneering technology. technology industry has been instrumental in making the Trail Blazers In future issues, key accomplishments of our Sports and Entertain- one of the recognized leaders for implementing information technology ment IT Community will continue to be highlighted, and successes of in business processes, ticketing, and Internet commerce. IT leaders across our industry will be shared to display the impact the Brett Michalak, CIO of Tickets.com, continues to be a key sponsor IT community, developed through the SEAT-IT annual conference, is of the SEAT-IT annual conference. Tickets.com is a leading provider of making upon the sports and entertainment industry. fully integrated online event ticketing services for thousands of top arts, We hope you will join us in June 2010 in New York City for the entertainment, and sports organizations worldwide. Brett Michalak was 4th Annual SEAT-IT Conference dedicated to technology professionals recently recognized by IDG’s CIO Magazine and 3Par as a 2009 CIO across the sports and entertainment industry. IT professionals want to 100 Honoree. “With the launch of our SaaS-based ProVenue® ticket- be the very best they can be at every level of their career…attending this ing system, we have leveraged a highly virtualized utility storage infra- conference will provide you the tools for success. # structure and a cloud computing deployment model to generate new revenue streams and expand our customer base,” says Michalak. “We Christine Stoffel is the Executive Director and Committee Chairman for are not only excited to be recognized for the technology decisions we the SEAT Consortium made in launching this innovative new platform, but also for the way our new IT infrastructure is using data center virtualization to evolve “With the launch of our SaaS-based ProVenue® ticketing system, we have leveraged a highly virtualized utility storage infrastructure and a cloud computing deployment model to generate new revenue streams and expand our customer base.” – Brett Michalak, CIO of Tickets.com 52 S E A T Buyers G Fall0925_60.indd 52 12/15/09 5:55 PM
  • 53. Buyers Guide fall 09.indd 31 10/5/2009 2:03:42 PM Fall0925_60.indd 53 12/15/09 5:55 PM
  • 54. P2714_ Grow Your Suite Sales During the Recession Find new business categories to occupy your premium inventory By Ron Contorno, President, Full House Entertainment Database Marketing and Heather Lawrence, Ph.D., Ohio University R ealistically, there is only a small percentage of the corporate market that can afford suite ownership. Consider the following breakdown: was released. A lot has changed since the spring of 2007. Companies that were customers then could be out of business now; and some industry seg- Assume your suites lease for an average of $200,000 per ments that were booming are suffering now. In addition, counter-cy- year. How much revenue would a company have to generate to clical industries have emerged and are now thriving, and a viable target afford such a level of investment? The answer depends on the for suite sales. profit margin of its industry, but we will use 1% of gross sales The research team has reconvened and has categorized businesses (that would equate to 5% of net sales if profit margin is 20%). in today’s economy into three segments: growing, shrinking, and status So to be considered a legitimate lease candidate, a company quo. The industry’s 2007 ranking is in parenthesis. should generate at least $20 million in sales. Eliminating non- prospects such as retail, churches, schools, etc., there are a to- tal of 4.9 million business-to-business (B2B) organizations in GRowinG inDuStRieS: the United States. Of the 4.9 million companies, only 2.5% (124,824) have sales of $20 million or more. By changing our à Attorneys/Legal Services (2): parameters to those companies with minimum sales of $40 They are still a great target for tickets, especial- million, only 1.2% of companies would qualify. ly bankruptcy attorneys. à Insurance (4) These figures may seem discouraging, but they confirm that suite sales professionals must become more flexible and creative moving into the à Business/Management Consulting Services (7) future. One way to capitalize on the wants of companies to be suite à Accounting, Auditing & Bookkeeping (8) holders without being limited to the size of the markets listed above is to offer suite sharing opportunities. Suite sharing allows multiple partners à Telecommunications (10) to enjoy all the amenities associated with a suite at a fraction of the cost. à Beer, Ale, Wine & Liquor Distributors (11) For example, four partners share a suite for the season at $60,000 each. Your gross revenue has just increased by 20% with the suite generating à Doctors Offices (13) $240,000 instead of $200,000. Using the same formula as above, $6 million or more in annual sales becomes the qualifying threshold for companies to be suite share candidates. The marketplace at that level is three times larger than the marketplace for single lease clients: 380,906 ShRinKinG inDuStRieS: (7.7%) companies generate at least $6 million in sales. Ä Banks, Bank Holding Companies & Credit Unions ALSD Research: (1) Keeping You Ahead of the Competition Ä Television, Radio & Newspaper (3) In April 2007, Full House Entertainment Database Marketing par- ticipated in a groundbreaking suite research study with A L S D , Ä Finance & Investments (5) Ohio University, and Turnkey Sports & Entertainment. The objective Ä General Contractors & Home Builders (6) of the research was to determine the types of companies that lease suites: industry, size, years in business, location type, etc. The findings were Ä Real Estate Agencies & Managers (9) shared in a breakout session led by Jim Kahler from Ohio University at Ä Car Dealers (12) the 2007 ALSD Conference. The data was also released in the Fall 2007 issue of SEAT magazine with the full report published in the Journal of Ä Mortgage Brokers & Loans (16) Venue and Event Management (http://www.hrsm.sc.edu/JVEM/issues. Ä Real Estate Developers (17) shtml). The research team received the suite client files from teams and Ä Title Companies (20) venues in 25 major markets. Team/venues from each of the four major Ä Plumbing, Heating & Air Conditioning Contrac- leagues were represented. After mining the data, the top 21 industries tors (21) that lease suites plus a wildcard category of top manufacturing segments 54 S E A T Fall0925_60.indd 54 12/15/09 5:55 PM Buyers G
  • 55. P2714_Ad_AW:Layout 1 15/1/09 16:04 Page 1 sim . ply b ors.. eautiful stadium flo The stunning world of design flooring... Karndean International offers affordable design flooring for every environment or space in your facility. Floors that are able to withstand the pounding of thousands of your most faithful fans who have a tendency to spill a drink or two. For more information, call 1-888-266-4343, email info@karndean.com or visit www.karndeanstadiums.com S E AT 19 Fall0925_60.indd 55 Buyers Guide fall 09.indd 29 12/15/09 5:55 PM 9/28/2009 9:07:11 AM
  • 56. “For example, four partners share a suite for the season at $60,000 each. Your gross revenue has just increased by 20% with the suite generating $240,000 instead of $200,000.” Recommendations: The New & Counter-Cyclical Industries along with the Growing In- StAtuS Quo: dustries are the types of businesses that teams should be targeting to fill  Casinos (14): Consumers might not be going to premium seats. But do not give up on the Shrinking Industries either. Las Vegas or Atlantic City, but they are still fre- An argument could be made that if a company in one of these industries quenting their local casinos. is still operating, they have weathered the storm, and as the economy rebounds, so will their spending. Work to bring them back as a shared  Business Services NEC (15) lease customer and then transition them to full ownership.  Restaurants & Caters (18): High-end restaurants are facing difficult times, but fast food is doing well. what’s next: new & updated Research Study Full House has again partnered with Ohio University and ALSD to  Holding Companies & Other Investors (19) update the 2007 suite lease research. The researchers will again be fo-  Manufacturing Categories (Wildcard) cusing on the types of businesses that buy premium seating. This time, club seating customers and VIP club members have been added to the analysis. Upon completion, a report on the types of business customers new & Counter-Cyclical industries: at the following levels will be available: What new industries might crack the top 21 in 2010? Here is a listing of industries that the researchers consider counter-cyclical: • Suite Lease • Club Seating 1. Computers/High-Tech • ViP Club/hybrid 2. Collection Agencies Previously, the research team was successful in getting 25 teams and 3. Credit & Debt Counseling Services venues to participate. This year, the goal is to add at least 5 markets to 4. Pawnbrokers the analysis. Data from participating teams/venues remains confiden- tial, and non-disclosure agreements are routinely signed between the 5. Check Cashing Services research team and the team/venue. In exchange for participation, the 6. Apartment-Related Companies: With less people team/venue will receive a report ranking its top industries for each type buying, apartment rentals are up. of buyer (suite, club, VIP/hybrid). For any organization with inventory to sell, this data will be your blueprint for finding new customers in two 7. Educational/Training Companies: Applications significant ways. First, teams/venues can refocus their sales efforts on in- for enrollment are up at trade/technical schools, dustries where success has already been achieved. Also, participants will traditional colleges and universities, and for-prof- be able to benchmark their own reports off the overall national data to it education options. see if there are industry segments they are not penetrating where there 8. Discount Chains: Target, Wal-Mart, etc. is proven national success. # 9. Fast Food Restaurants: Target franchise owners. Teams/venues interested in participating should contact: 10. Auto Repair: People are not buying new cars but Dr. Heather Lawrence, Ohio University still need to fix their current vehicle. 740-597-1520 lawrench@ohio.edu 11. Medical-related: Hospitals, doctors, dentists, and device companies are all good targets. 12. Remodeling Contractors: Many people are reno- vating their existing home instead of purchasing a new home. 13. American Recovery and Reinvestment Act: Edu- cation & training, recycling, alternative energy, infrastructure, science. 14. Self Storage 56 S E A T Buyers G Fall0925_60.indd 56 12/15/09 5:55 PM
  • 57. Buyers Guide fall 09.indd 43 9/28/2009 9:07:25 AM Fall0925_60.indd 57 12/15/09 5:55 PM
  • 58. Interactive suite views Online venue presentations Hospitality e-brochures channel1media.com 416.531.6111 58 S E A T S E AT 11 Fall0925_60.indd 58 12/15/09 5:55 PM Buyers Guide ALSD_Drkn Buyers Guide fall 09.indd 15 9/28/2009 9:06:36 AM
  • 59. SYNTHESIS T H E M E R I D I A N C O L L E C T I O N F E AT U R I N G S Y N T H E S I S PAT T E R N + TEXTURE EXPLORE A WHOLE NEW DIMENSION Introducing Synthesis from Durkan – A proprietary patent pending technology that combines pattern over texture. The result is a unique layering effect that brings a tremendous depth and richness to the carpet, adding a whole new dimension to hospitality floors. F O R M O R E I N F O, V I S I T D U R K A N .C O M � S Y N T H E S I S O R V I S I T U S AT T H E A L S D C O N F E R E N C E D U R K A N .C O M � ��� ��� ���� D U R K A N T 11 Fall0925_60.indd 59 Buyers Guide fall 09.indd 47 ALSD_DrknSynthesis2_Apr09_FP.indd 1 9/28/2009 9:07:46 AMPM 12/15/09 5:55 4/20/09 5:13:19 PM 9 9:06:36 AM
  • 60. Fall0925_60.indd 60 Buyers Guide fall 09.indd 52 12/15/09 5:55 PM 9/28/2009 9:07:59 AM