Unauthorized merchandise. Facilities aim to maximize revenue from official merchandise sales, so policing for unauthorized/bootleg merchandise sales within the facility helps achieve this goal.
The document contains 15 discussion questions about key concepts related to generating revenue at sports and entertainment facilities. Some of the main topics covered include the goals of facility managers to maximize revenue, the importance of ticket sales as the lifeblood of facilities, and strategies for generating revenue through concessions, luxury suites, club seats, parking, and more. Maximizing all potential revenue streams is essential for the financial success of sports and entertainment venues.
The document contains 15 discussion questions related to facility management for sports and entertainment venues. It asks about key concepts like the goal of facility managers being to generate revenue exceeding expenses, tickets being the lifeblood as the most important revenue source, and the importance of remembering that retaining existing customers costs less than acquiring new ones. It also covers topics like mini-plans, benefits of season tickets, luxury suites, club seats, concessions revenue, and more.
1) Organizations receive all ticket revenue upfront before the season starts and expenses are due.
2) Season tickets reduce the need for sales staff to sell individual game tickets during the season.
3) Having set season ticket holders helps operations staff with attendance planning and preparation for games.
The document contains 15 multiple choice questions about facility management topics such as revenue sources, ticket sales, marketing concepts, and naming rights deals. The questions cover key performance indicators for facilities like attendance figures and the goals of facility managers to generate revenues that exceed expenses through projections. Customer retention is highlighted as the most important marketing concept, as it is more costly to acquire new customers than keep existing ones.
The document discusses various revenue streams and financing options for sport and entertainment facilities. It addresses questions related to key revenue sources like tickets, concessions, parking, merchandise licensing, and sponsorships. Major revenue generators include luxury suites, club seats, and naming rights deals. The first professional sports facility to sell naming rights was Rich Stadium (Buffalo Bills) in 1973. Broadcast rights also provide significant income through large television contracts.
Daily fantasy sports sites like DraftKings and FanDuel are establishing partnerships with sports venues to open exclusive fantasy lounges as a way to attract new customers and gain market share. STAPLES Center recently opened the DraftKings Fantasy Sports Bar & Lounge, a public space featuring many screens displaying games and fantasy stats. The Minnesota Vikings are opening a more exclusive 18,000 square foot fantasy club called Club Purple for high-end season ticket holders, featuring couches, private boxes, and screens displaying real-time fantasy data. These lounges enhance the live sports viewing experience for fantasy players and help the daily fantasy sites expand their business through new marketing opportunities in physical spaces.
The Houston Astros are proposing a sponsorship partnership with Ford to help further build the Ford brand. As part of the partnership, the Astros offer Ford exposure to their large fan base through signage and promotional opportunities at Minute Maid Park and during Astros television broadcasts. The Astros can help Ford reach their target markets in Texas, including younger consumers and families in the growing city of Houston.
The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
1) Drucker is credited with coining the term "management" as a discipline.
2) His true legacy was establishing management as a distinct and critical function for organizations.
3) He was born in Austria and earned his doctorate in Austria before moving to the US.
The document then shifts to discussing what makes an organization successful, defining management, and how management has evolved in the US due to events like wars, the Industrial Revolution, and rise of technology and knowledge workers.
The document contains 15 discussion questions about key concepts related to generating revenue at sports and entertainment facilities. Some of the main topics covered include the goals of facility managers to maximize revenue, the importance of ticket sales as the lifeblood of facilities, and strategies for generating revenue through concessions, luxury suites, club seats, parking, and more. Maximizing all potential revenue streams is essential for the financial success of sports and entertainment venues.
The document contains 15 discussion questions related to facility management for sports and entertainment venues. It asks about key concepts like the goal of facility managers being to generate revenue exceeding expenses, tickets being the lifeblood as the most important revenue source, and the importance of remembering that retaining existing customers costs less than acquiring new ones. It also covers topics like mini-plans, benefits of season tickets, luxury suites, club seats, concessions revenue, and more.
1) Organizations receive all ticket revenue upfront before the season starts and expenses are due.
2) Season tickets reduce the need for sales staff to sell individual game tickets during the season.
3) Having set season ticket holders helps operations staff with attendance planning and preparation for games.
The document contains 15 multiple choice questions about facility management topics such as revenue sources, ticket sales, marketing concepts, and naming rights deals. The questions cover key performance indicators for facilities like attendance figures and the goals of facility managers to generate revenues that exceed expenses through projections. Customer retention is highlighted as the most important marketing concept, as it is more costly to acquire new customers than keep existing ones.
The document discusses various revenue streams and financing options for sport and entertainment facilities. It addresses questions related to key revenue sources like tickets, concessions, parking, merchandise licensing, and sponsorships. Major revenue generators include luxury suites, club seats, and naming rights deals. The first professional sports facility to sell naming rights was Rich Stadium (Buffalo Bills) in 1973. Broadcast rights also provide significant income through large television contracts.
Daily fantasy sports sites like DraftKings and FanDuel are establishing partnerships with sports venues to open exclusive fantasy lounges as a way to attract new customers and gain market share. STAPLES Center recently opened the DraftKings Fantasy Sports Bar & Lounge, a public space featuring many screens displaying games and fantasy stats. The Minnesota Vikings are opening a more exclusive 18,000 square foot fantasy club called Club Purple for high-end season ticket holders, featuring couches, private boxes, and screens displaying real-time fantasy data. These lounges enhance the live sports viewing experience for fantasy players and help the daily fantasy sites expand their business through new marketing opportunities in physical spaces.
The Houston Astros are proposing a sponsorship partnership with Ford to help further build the Ford brand. As part of the partnership, the Astros offer Ford exposure to their large fan base through signage and promotional opportunities at Minute Maid Park and during Astros television broadcasts. The Astros can help Ford reach their target markets in Texas, including younger consumers and families in the growing city of Houston.
The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
1) Drucker is credited with coining the term "management" as a discipline.
2) His true legacy was establishing management as a distinct and critical function for organizations.
3) He was born in Austria and earned his doctorate in Austria before moving to the US.
The document then shifts to discussing what makes an organization successful, defining management, and how management has evolved in the US due to events like wars, the Industrial Revolution, and rise of technology and knowledge workers.
The document discusses different types of managers and CEOs. It describes four types of managers: the performer, the dreamer, the cheerleader, and the super achiever. Each type has different strengths and weaknesses in how they motivate employees. The document also summarizes Drucker's view that each knowledge worker should think and behave like a CEO, and that successful CEOs must have three key qualities - being visionary, symbolic, and influential.
The document outlines key concepts in event management, including defining sport event management, identifying stakeholders and their needs using tools like the event triangle and festival frame, the 4 phases of event planning, important elements of strategic planning and staffing, the need for pre-event briefings, and using contingency planning to address potential issues. It provides definitions and explanations of these core event management topics.
The document discusses questions about management expert Peter Drucker and Chapter 1 of an unknown work. It asks about key terms Drucker coined, his legacy, background, education, consulting work, and awards. For Chapter 1, it asks about defining management and factors influencing its evolution. It also asks about the "Silent Revolution," successful organizations, Home Depot's logistics strategy, and how businesses operate in a modular "Lego world" in the 21st century.
The document discusses the history and evolution of corporations from their origins in Europe to modern times. It explores how corporations originally arose amid corruption but became powerful economic entities during the Industrial Revolution. It also examines how corporations have been viewed as "persons" legally and have developed branding and social responsibility practices to shape their public perceptions.
Crowd management involves implementing strategies and procedures to ensure a safe and enjoyable environment for event guests. This includes managing guest movement, assisting in emergencies, and addressing specific concerns. Prudent managers must be able to foresee and anticipate crowd-related incidents. The SEC fines schools if fans rush the court after basketball and football games. In Bearman v. University of Notre Dame, the court found the university responsible for protecting invitees from negligent third-party acts, like an intoxicated spectator injuring another, because alcohol was served making such incidents foreseeable.
The document discusses the importance of professional preparation for students pursuing careers in sport management. It recommends gaining relevant work experience through internships and other extracurricular activities during college. Students are also advised to develop a professional attitude and observe proper etiquette to make a strong first impression with potential employers. Career planning is also essential to manage the large number of applicants for sport management jobs.
The document discusses key concepts in sport marketing including defining sport marketing as designing and implementing activities related to the 4 P's (product, price, place, promotion) to satisfy consumer needs and achieve company objectives. It also addresses marketing mix elements, the importance of mission statements and goals/objectives, components of a SWOT analysis, and effective communication practices in sport marketing.
The document provides definitions and explanations of key marketing concepts and terms. It defines customer satisfaction, brand loyalty, and macromarketing. It explains the concept of economies of scale and different economic systems. It also outlines the five stages in marketing evolution, including the simple trade era, production era, sales era, marketing department era, and marketing company era. The document emphasizes building customer value and loyalty through understanding customer needs.
This document discusses risk management concepts and the 1972 Munich Olympics terrorist attack. It provides discussion questions about slip-and-fall accidents, stadium incidents, and the definition and goals of risk management. It then summarizes the 1972 Munich Olympics terrorist attack where Black September members took Israeli athletes hostage, resulting in all the athletes' deaths. The document asks how the terrorist attack was mishandled from an event management and security standpoint. It discusses the duties of a sports facility manager to keep premises safe and inspect for hazards. The primary goal of a risk manager is to reduce risks of injury or loss while managing a sports facility.
This document provides an overview of key concepts in event management. It defines sport event management and stakeholders. It discusses how tools like the event triangle and festival frame can help event managers. The 4 phases of event planning and importance of strategic planning are also covered. Finally, it addresses staffing, challenges of major events, and pre-event briefings.
This document contains discussion questions about marketing concepts including:
1. The four major areas of the external market environment: economic, technological, political/legal, and cultural/social.
2. The three basic objectives that provide guidelines for setting a firm's objectives: engage in socially and economically useful functions, develop an organization to carry out business strategies, and earn enough profit to survive.
3. Key components of a mission statement: identifying target customers, describing products/services, and distinguishing features that make products/services unique.
The document discusses Chapter 4 discussion questions from a textbook or class. It covers topics like public subsidies for sports facilities, the first professional sports team to move from the Midwest to the West Coast (the Cleveland Rams), potential economic and psychic benefits of sports franchises and facilities, and different tax methods used to subsidize professional sports such as sales taxes, tourism taxes, and sin taxes."
The document discusses key concepts from marketing including the 4 areas of the external market environment, the 3 basic objectives that guide a firm's objectives, and the definition of a mission statement. It also summarizes Franklin Pierce University's mission statement and provides examples of mission statements from other companies. The effects of technology and competition on marketing are summarized as well as definitions for competitor analysis, competitive rivals, and competitive barriers.
The document contains discussion questions about topics from Chapter 12 including immunity, sleep disorders, sleep habits of college students, stress, and time management. It defines key terms like immunity, stress, stressors, eustress, distress, and outlines the three stages of the General Adaptation Syndrome. Several questions ask about sleep recommendations from the National Sleep Foundation, effects of sleep deprivation, and costs of stress in the United States.
The document discusses key concepts from Chapter 3 of an innovation textbook. It provides definitions for innovation, paradigm change, and systematic abandonment. It also lists Drucker's 7 key sources of opportunities for innovation, which include the unexpected, industry disparities, process vulnerabilities, incongruities, demographic shifts, changes in perception, and new knowledge. Finally, it discusses how companies like Starbucks, Kimberly-Clark, and Peapod exemplify these concepts of innovation through paradigm change and systematic abandonment.
The document discusses several key topics related to sports fandom, including the 8 basic motives that drive sports consumption, concepts like social identity theory, BIRGing and CORFing, types of fans like "deep fans" and fan groups for different sports. It also examines the differences between play, spectacle and sociology as it relates to sports. In summary, the document seeks to understand the psychological and sociological reasons behind intense sports fandom and fan behavior through exploring fan motives, identity, and the role of sports in society.
The document contains 15 discussion questions about managing sport and entertainment facilities. The questions cover key topics such as the goal of facility managers being to generate revenue in excess of expenses, tickets being the lifeblood of facilities, and common revenue sources like concessions, parking, merchandising, and tickets. Data on NFL and MLB attendance in 2012 is also presented.
The document discusses various chapter 4 discussion questions related to public financing of sports facilities, including how taxes can be used to subsidize stadiums through sales, property, tourism, and sin taxes. It also addresses the economic and psychic benefits teams and facilities provide as well as questions raised by economists about the true economic impact of sports franchises and stadiums.
The document discusses public financing of professional sports facilities through various taxation methods. It provides examples of specific stadiums that were financed through certain taxes, such as sales taxes (Denver's Invesco Field), tourism taxes (Seattle's Safeco Field), and sin taxes like cigarette and liquor taxes (Cleveland's Quicken Loans Arena and Jacobs Field). It also examines the economic and psychic benefits that sports facilities and franchises can provide to communities, as well as questions raised by sport economists about opportunity costs and actual economic impacts.
The document discusses various methods of public financing for professional sports facilities, including taxes such as sales taxes, tourism taxes, and sin taxes. It describes how certain stadiums like Invesco Field at Mile High and Safeco Field were partially funded through tax increases. The best method of public financing is considered to be entertainment taxes placed directly on ticket purchases.
The document contains 20 discussion questions about various aspects of professional sports, including definitions of key terms like professional athlete and sport leagues. It asks questions about the history of professionalism in sports dating back to Ancient Greece, the first professional teams and leagues in different sports, and how the business of professional sports has evolved with television contracts and revenue sources.
The document discusses different types of managers and CEOs. It describes four types of managers: the performer, the dreamer, the cheerleader, and the super achiever. Each type has different strengths and weaknesses in how they motivate employees. The document also summarizes Drucker's view that each knowledge worker should think and behave like a CEO, and that successful CEOs must have three key qualities - being visionary, symbolic, and influential.
The document outlines key concepts in event management, including defining sport event management, identifying stakeholders and their needs using tools like the event triangle and festival frame, the 4 phases of event planning, important elements of strategic planning and staffing, the need for pre-event briefings, and using contingency planning to address potential issues. It provides definitions and explanations of these core event management topics.
The document discusses questions about management expert Peter Drucker and Chapter 1 of an unknown work. It asks about key terms Drucker coined, his legacy, background, education, consulting work, and awards. For Chapter 1, it asks about defining management and factors influencing its evolution. It also asks about the "Silent Revolution," successful organizations, Home Depot's logistics strategy, and how businesses operate in a modular "Lego world" in the 21st century.
The document discusses the history and evolution of corporations from their origins in Europe to modern times. It explores how corporations originally arose amid corruption but became powerful economic entities during the Industrial Revolution. It also examines how corporations have been viewed as "persons" legally and have developed branding and social responsibility practices to shape their public perceptions.
Crowd management involves implementing strategies and procedures to ensure a safe and enjoyable environment for event guests. This includes managing guest movement, assisting in emergencies, and addressing specific concerns. Prudent managers must be able to foresee and anticipate crowd-related incidents. The SEC fines schools if fans rush the court after basketball and football games. In Bearman v. University of Notre Dame, the court found the university responsible for protecting invitees from negligent third-party acts, like an intoxicated spectator injuring another, because alcohol was served making such incidents foreseeable.
The document discusses the importance of professional preparation for students pursuing careers in sport management. It recommends gaining relevant work experience through internships and other extracurricular activities during college. Students are also advised to develop a professional attitude and observe proper etiquette to make a strong first impression with potential employers. Career planning is also essential to manage the large number of applicants for sport management jobs.
The document discusses key concepts in sport marketing including defining sport marketing as designing and implementing activities related to the 4 P's (product, price, place, promotion) to satisfy consumer needs and achieve company objectives. It also addresses marketing mix elements, the importance of mission statements and goals/objectives, components of a SWOT analysis, and effective communication practices in sport marketing.
The document provides definitions and explanations of key marketing concepts and terms. It defines customer satisfaction, brand loyalty, and macromarketing. It explains the concept of economies of scale and different economic systems. It also outlines the five stages in marketing evolution, including the simple trade era, production era, sales era, marketing department era, and marketing company era. The document emphasizes building customer value and loyalty through understanding customer needs.
This document discusses risk management concepts and the 1972 Munich Olympics terrorist attack. It provides discussion questions about slip-and-fall accidents, stadium incidents, and the definition and goals of risk management. It then summarizes the 1972 Munich Olympics terrorist attack where Black September members took Israeli athletes hostage, resulting in all the athletes' deaths. The document asks how the terrorist attack was mishandled from an event management and security standpoint. It discusses the duties of a sports facility manager to keep premises safe and inspect for hazards. The primary goal of a risk manager is to reduce risks of injury or loss while managing a sports facility.
This document provides an overview of key concepts in event management. It defines sport event management and stakeholders. It discusses how tools like the event triangle and festival frame can help event managers. The 4 phases of event planning and importance of strategic planning are also covered. Finally, it addresses staffing, challenges of major events, and pre-event briefings.
This document contains discussion questions about marketing concepts including:
1. The four major areas of the external market environment: economic, technological, political/legal, and cultural/social.
2. The three basic objectives that provide guidelines for setting a firm's objectives: engage in socially and economically useful functions, develop an organization to carry out business strategies, and earn enough profit to survive.
3. Key components of a mission statement: identifying target customers, describing products/services, and distinguishing features that make products/services unique.
The document discusses Chapter 4 discussion questions from a textbook or class. It covers topics like public subsidies for sports facilities, the first professional sports team to move from the Midwest to the West Coast (the Cleveland Rams), potential economic and psychic benefits of sports franchises and facilities, and different tax methods used to subsidize professional sports such as sales taxes, tourism taxes, and sin taxes."
The document discusses key concepts from marketing including the 4 areas of the external market environment, the 3 basic objectives that guide a firm's objectives, and the definition of a mission statement. It also summarizes Franklin Pierce University's mission statement and provides examples of mission statements from other companies. The effects of technology and competition on marketing are summarized as well as definitions for competitor analysis, competitive rivals, and competitive barriers.
The document contains discussion questions about topics from Chapter 12 including immunity, sleep disorders, sleep habits of college students, stress, and time management. It defines key terms like immunity, stress, stressors, eustress, distress, and outlines the three stages of the General Adaptation Syndrome. Several questions ask about sleep recommendations from the National Sleep Foundation, effects of sleep deprivation, and costs of stress in the United States.
The document discusses key concepts from Chapter 3 of an innovation textbook. It provides definitions for innovation, paradigm change, and systematic abandonment. It also lists Drucker's 7 key sources of opportunities for innovation, which include the unexpected, industry disparities, process vulnerabilities, incongruities, demographic shifts, changes in perception, and new knowledge. Finally, it discusses how companies like Starbucks, Kimberly-Clark, and Peapod exemplify these concepts of innovation through paradigm change and systematic abandonment.
The document discusses several key topics related to sports fandom, including the 8 basic motives that drive sports consumption, concepts like social identity theory, BIRGing and CORFing, types of fans like "deep fans" and fan groups for different sports. It also examines the differences between play, spectacle and sociology as it relates to sports. In summary, the document seeks to understand the psychological and sociological reasons behind intense sports fandom and fan behavior through exploring fan motives, identity, and the role of sports in society.
The document contains 15 discussion questions about managing sport and entertainment facilities. The questions cover key topics such as the goal of facility managers being to generate revenue in excess of expenses, tickets being the lifeblood of facilities, and common revenue sources like concessions, parking, merchandising, and tickets. Data on NFL and MLB attendance in 2012 is also presented.
The document discusses various chapter 4 discussion questions related to public financing of sports facilities, including how taxes can be used to subsidize stadiums through sales, property, tourism, and sin taxes. It also addresses the economic and psychic benefits teams and facilities provide as well as questions raised by economists about the true economic impact of sports franchises and stadiums.
The document discusses public financing of professional sports facilities through various taxation methods. It provides examples of specific stadiums that were financed through certain taxes, such as sales taxes (Denver's Invesco Field), tourism taxes (Seattle's Safeco Field), and sin taxes like cigarette and liquor taxes (Cleveland's Quicken Loans Arena and Jacobs Field). It also examines the economic and psychic benefits that sports facilities and franchises can provide to communities, as well as questions raised by sport economists about opportunity costs and actual economic impacts.
The document discusses various methods of public financing for professional sports facilities, including taxes such as sales taxes, tourism taxes, and sin taxes. It describes how certain stadiums like Invesco Field at Mile High and Safeco Field were partially funded through tax increases. The best method of public financing is considered to be entertainment taxes placed directly on ticket purchases.
The document contains 20 discussion questions about various aspects of professional sports, including definitions of key terms like professional athlete and sport leagues. It asks questions about the history of professionalism in sports dating back to Ancient Greece, the first professional teams and leagues in different sports, and how the business of professional sports has evolved with television contracts and revenue sources.
The document proposes building the first soccer-specific stadium in New York City for New York City FC. It would be located in the Bronx and cost $229 million to construct. It would seat 25,000 fans and include premium amenities like suites, club seats, and concessions. Building a new stadium would solve problems like scheduling conflicts at Yankee Stadium and allow NYCFC to have its own dedicated home field and generate more revenue. The market analysis found strong demand for soccer in the area given population and income demographics. The proposed stadium design would include team facilities, media areas, and a five-story structure on the west side operating year-round.
This document contains 10 multiple choice questions about professional sports. It asks about the origins of professional athletes and teams, including the first professional baseball team (Cincinnati Red Stockings in 1869) and league (National League in 1876). It also mentions the Negro National League, founded in 1887 as an outlet for African American baseball players, and the first women's professional league (All-American Girls Professional Baseball League in 1943).
This document discusses how publishers can use esports to retain players in their ecosystem. It provides 4 key reasons for publishers to invest in esports: 1) It is cheaper to retain current players than attract new ones, 2) Content is consumed faster than it is produced, 3) Esports offers new experiences for players and viewers, 4) Players remain in the publisher's ecosystem even when they stop playing. It also outlines the top sources of monetization for publishers in esports through partner contracts, selling rights, bets, prize money, and selling tickets/merchandise.
The four key aspects that distinguish professional sport from other industries are:
1) Interdependence between teams
2) Unique league structures and governance
3) Complex labor-management relations
4) Heavy reliance on electronic and new media
The document provides information on various building design topics including defining ancillary space, explaining primary usage of a building, categories of locker rooms, ADA requirements for toilets and showers, considerations for traffic flow, and factors that determine how a building is constructed and utilized. It also discusses the differences between front and back offices in an organization and the three basic utilities required for offices to function.
The document provides details about the 2016 MLB World Series between the Cleveland Indians and Chicago Cubs. It describes the format of a best-of-seven series and the schedule of games played in Cleveland and Chicago. It discusses the participants in the event including fans, players, broadcasters and how winning the World Series is meaningful for the teams and their fans. It also outlines the governance structure of MLB, the internal and external stakeholders, and personnel needed to operate the event such as security, ushers, concessions and maintenance staff.
The document contains 20 discussion questions about various topics related to sports facility planning and management. Some key points addressed in the questions include the importance of athletic facilities for student recruitment and retention; determining a facility's purposes before construction; integrating expandability and renovation potential in designs to prevent obsolescence; and the Phoenix Coyotes' relocation from Winnipeg to Arizona and issues with their original arena.
This was a project done for my 2nd year Marketing for Sport & Recreation course at Humber College in the Sport Management program. This is a marketing audit researched about the Ontario Hockey League's Oshawa Generals.
This was a project for my 2nd year Marketing for Sport & Recreation course at Humber College. This marketing audit was researched on the Ontario Hockey League's Oshawa Generals. Throughout this project I dove into various analysis', identified the Generals Target Market and sought out their marketing mix.
The document discusses the future of sports and new technologies that may impact the industry. It begins with quotes about how sports are forging a planetary identity and how the future is unpredictable. The rest of the document is divided into several sections:
- An introduction discusses publishing a report on the future of sports and realizing they had more questions than answers, inspiring a second edition.
- An overview provides brief explanations of seven technologies that are on the verge of widespread adoption and how they could change sports, including AI, sensors, immersive computing, and more.
- An editors' letter discusses how new ancillary businesses are generating billions from sports but contributing little to leagues and teams, and how a turf war has
Ryan Curtin proposes a $15 million facility plan to renovate Lantz Arena at Eastern Illinois University. The plan focuses on men's basketball, one of the only two college sports that consistently generates revenue. Key features include expanding seating capacity, adding premium seating options, improving amenities like bathrooms and concessions, and installing a videoboard and improved sound system to enhance the fan experience. These upgrades aim to increase ticket and merchandise sales, attract more donors and sponsors, and boost the university's reputation—all helping to generate a return on the investment. Locating additional facilities like a spirit store in the arena also creates new revenue opportunities. The plan draws on examples from successful renovation projects at other universities to argue it can
The document contains 20 discussion questions related to facility planning and construction. Some key points addressed include the importance of athletic facilities for student recruitment/retention, determining a facility's purpose before construction, integrating flexibility into designs to prevent obsolescence, and the relocation of the Winnipeg Jets NHL team to Phoenix in 1996. Other topics covered are eminent domain, the Kelo v. New London Supreme Court ruling, preparing building sites, and the differences between general obligation and revenue bonds.
The document discusses various topics related to indoor facility surfacing and flooring materials. It addresses the main categories of indoor surfaces, distinct areas that require different types of surfaces, factors that should dictate flooring choices, considerations that have allowed synthetic floors to challenge hardwood floors, differences between point-elastic and area-elastic surfaces, the meaning of "attractive life", criteria for selecting flooring materials, what comprises a surface's life-cycle cost, the purpose of a tribometer, the inability of gym surfaces to absorb sound, factors in selecting windows, and common methods to control light passing through windows.
The Red Bull Invasion Series is a nationwide paintball tournament series featuring 12 weekend tournaments played in extreme outdoor environments across 6 US regions, culminating in a championship. The tournaments will include unique "invasion" style gameplay, be streamed live on Redbull.tv, and include an expo atmosphere to engage both adventure seekers and esports fans. The goal is to elevate paintball and create a new demand for Red Bull's content by bridging adventure, esports, and paintball through an innovative tournament format and experience.
This document discusses the commercial targeting of children through advertising. It notes that corporations spend $15 billion annually advertising directly to children, using various mediums. Children are exposed to 40,000 TV ads per year by age 8, and 80% of global brands use "tween marketing" strategies to target 12-19 year olds. The document also examines marketing techniques like "cradle to grave" branding, exploiting children's insecurities, and the "nag factor" of pestering parents. It identifies 4 types of parenting approaches to dealing with children's consumerism. Overall, the document critically analyzes how corporations prey on children through advertising to influence their purchases and brand loyalty.
The document discusses premises liability and negligence. It defines premises liability as the legal responsibility a facility or event manager owes to individuals utilizing the venue. Negligence deals with avoidable accidents that should have been anticipated and prevented through reasonable precautions. For negligence, there must be a duty, a breach of that duty, proximate causation, and damages. The four elements of negligence are: 1) duty, 2) breach of duty, 3) proximate cause, and 4) damage.
The document discusses key aspects of emergency management for sport facilities and events. It defines FEMA as the Federal Emergency Management Agency, formed in 1979 to coordinate federal response to major disasters that overwhelm local/state authorities. The four phases of emergency management are outlined as mitigation, preparedness, response, and recovery. Emergencies can range from local to major to catastrophic depending on their scope and impact. Proper training is emphasized as critical to overcoming fear and responding effectively in emergency situations.
The document discusses different types of capital needed for businesses, including fixed capital for permanent assets, working capital for short-term operations, and growth capital for expansion. It compares equity capital, which involves giving up ownership stake, versus debt capital through loans. Sources of equity include angel investors, corporate venture capital, and venture capital firms. The document also outlines several federal loan programs targeted at small businesses, including EDA, HUD, USDA, SBIR, and STTR grants. It provides an example of how The Boston Beer Company supports small businesses through microloans and speed coaching services.
This document contains chapter discussion questions and information about ethics and decision making. It asks questions about externalities, the Anderson v. General Motors case, cost-benefit analysis, and the "science of exploitation". It defines key terms like objective decision making, ethics, morality, utilitarianism, and the golden rule. It also discusses offshoring, layoffs, animal testing, and how corporations legally are considered persons but cannot make ethical decisions themselves.
The document discusses consumerism in America and the power of consumers. It notes that corporations hold the most power in the economy, but consumers ultimately determine pricing and financial success through their purchasing decisions. However, consumers infrequently exert their power due to fostering of materialism and desire for goods/services. Studies show rising levels of materialism among adolescents and college students pursuing degrees primarily to make money rather than help others.
This document discusses various marketing concepts and strategies used to target consumers, especially children. It explains that the goal of marketing is to build brand awareness, adoption, and loyalty in order to persuade customers to purchase products. Marketers closely study demographics and psychographics to identify target markets. The document also examines how corporations extensively market directly to children, exploiting their vulnerabilities, and how parents influence children's purchasing behaviors. It suggests companies seek to commodify all aspects of people's lives in order to maximize lifetime customer value.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help regulate emotions and stress levels.
This document summarizes key concepts around pricing strategies. It discusses the three forces of pricing: price conveys image, competition influences pricing, and focus on providing value. It also outlines three objectives for establishing a new product's price: getting the product accepted, maintaining market share as competition grows, and earning a profit. Finally, it describes three basic strategies for setting a new product's price: market penetration pricing, skimming pricing, and sliding down the demand curve.
The document discusses different types of business capital and financing options for small businesses. It defines equity capital as financing obtained through the sale of stock, while debt capital involves borrowing money that must be repaid. Sources of equity capital mentioned include individual angel investors, corporate venture capital firms, and venture capital companies. Federal loan programs aimed at small businesses that are outlined include those from the Economic Development Administration (EDA), Department of Housing and Urban Development (HUD), US Department of Agriculture (USDA), Small Business Innovation Research (SBIR) program, and Small Business Technology Transfer (STTR) program. The document also defines three types of capital that entrepreneurs need - fixed capital for permanent assets, working capital for short-term operations,
The document discusses chapter 3 discussion questions about externalities, a lawsuit against General Motors, jury awards in the lawsuit, the "science of exploitation" applied to Nike, the 1911 Triangle Shirtwaist Factory disaster, US labor laws passed in 1938, the percentage of sweatshops in NYC, and the level of compliance with US labor laws. It also defines objective and subjective decision making, ethics, morality, rationalization, the golden rule, utilitarianism, ethical decisions corporations need to make, offshoring, layoffs, animal testing, and indirectly marketing adult products to minors.
This document contains information about risk management, facility management, and event security. It discusses the DIM process for developing a risk management plan, which involves three steps: developing, implementing, and managing the plan. It also outlines the three steps for developing a risk management plan: identifying risks, classifying risks, and selecting treatments for the risks. The document provides information on controlling access within facilities and managing the risks of injury and loss.
This document discusses pricing strategies and objectives. It outlines 3 forces of pricing: price conveys image, competition & pricing, and focus on value. It also discusses 3 objectives for establishing a new product's price: getting the product accepted, maintaining market share as competition grows, and earning a profit. Finally, it explains 3 basic strategies for establishing a new product's price based on whether the product is revolutionary, evolutionary, or me-too.
The document discusses various topics related to crowd management at sporting events including:
- Ohio State University's policy of allowing students to celebrate on the field after victories despite attempts to keep them off.
- The SEC's 2004 policy fining schools if fans storm the court/field after basketball and football games, with fines increasing for repeat offenses.
- The definition of crowd management as an organizational strategy to provide a safe and enjoyable environment for guests through implementing facility/event policies and procedures.
- Festival seating, where seating is up next to barricades in front of stages, which can create problems if crowds rush forward.
- Factors like crowd movement, emergencies, and addressing guest concerns that
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Early Life and Backgrounds
Orpah Winfrey: From Humble Beginnings to Media Mogul
Orpah Winfrey, often known as Oprah due to a misspelling on her birth certificate. was born on January 29, 1954, in Kosciusko, Mississippi. Raised in poverty by her grandmother, Winfrey's early life was marked by hardship and adversity. Despite these challenges. she demonstrated a keen intellect and an early talent for public speaking.
Winfrey's journey to success began with a scholarship to Tennessee State University. where she studied communication. Her first job in media was as a co-anchor for the local evening news in Nashville. This role paved the way for her eventual transition to talk show hosting. where she found her true calling.
Dwayne Johnson: From Wrestling Royalty to Hollywood Superstar
Dwayne Johnson, also known by his ring name "The Rock," was born on May 2, 1972, in Hayward, California. He comes from a family of professional wrestlers, with both his father, Rocky Johnson. and his grandfather, Peter Maivia, being notable figures in the wrestling world. Johnson's early life was spent moving between New Zealand and the United States. experiencing a variety of cultural influences.
Before entering the world of professional wrestling. Johnson had aspirations of becoming a professional football player. He played college football at the University of Miami. where he was part of a national championship team. But, injuries curtailed his football career, leading him to follow in his family's footsteps and enter the wrestling ring.
Career Milestones
Orpah Winfrey: The Queen of All Media
Winfrey's career breakthrough came in 1986 when she launched "The Oprah Winfrey Show." The show became a cultural phenomenon. drawing millions of viewers daily and earning many awards. Winfrey's empathetic and candid interviewing style resonated with audiences. helping her tackle diverse and often challenging topics.
Beyond her talk show, Winfrey expanded her empire to include the creation of Harpo Productions. a multimedia production company. She also launched "O, The Oprah Magazine" and OWN: Oprah Winfrey Network, further solidifying her status as a media mogul.
Dwayne Johnson: From The Ring to The Big Screen
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In the early 20
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Leonardo DiCaprio, A name synonymous with Hollywood excellence. is not only known for his stellar acting career but also for his impressive real estate investments. The "Leonardo DiCaprio house" is a topic that piques the interest of many. as the Oscar-winning actor has amassed a diverse portfolio of luxurious properties. DiCaprio's homes reflect his varied tastes and commitment to sustainability. from retreats to historic mansions. This article will delve into the fascinating world of Leonardo DiCaprio's real estate. Exploring the details of his most notable residences. and the unique aspects that make them stand out.
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Leonardo DiCaprio House: Malibu Beachfront Retreat
A Prime Location
His Malibu beachfront house is one of the most famous properties in Leonardo DiCaprio's real estate portfolio. Situated in the exclusive Carbon Beach. also known as "Billionaire's Beach," this property boasts stunning ocean views and private beach access. The "Leonardo DiCaprio house" in Malibu is a testament to the actor's love for the sea and his penchant for luxurious living.
Architectural Highlights
The Malibu house features a modern design with clean lines, large windows. and open spaces blending indoor and outdoor living. The expansive deck and patio areas provide ample space for entertaining guests or enjoying a quiet sunset. The house has state-of-the-art amenities. including a gourmet kitchen, a home theatre, and many guest suites.
Sustainable Features
Leonardo DiCaprio is a well-known environmental activist. whose Malibu house reflects his commitment to sustainability. The property incorporates solar panels, energy-efficient appliances, and sustainable building materials. The landscaping around the house is also designed to be water-efficient. featuring drought-resistant plants and intelligent irrigation systems.
Leonardo DiCaprio House: Hollywood Hills Hideaway
Privacy and Seclusion
Another remarkable property in Leonardo DiCaprio's collection is his Hollywood Hills house. This secluded retreat offers privacy and tranquility. making it an ideal escape from the hustle and bustle of Los Angeles. The "Leonardo DiCaprio house" in Hollywood Hills nestled among lush greenery. and offers panoramic views of the city and surrounding landscapes.
Design and Amenities
The Hollywood Hills house is a mid-century modern gem characterized by its sleek design and floor-to-ceiling windows. The open-concept living space is perfect for entertaining. while the cozy bedrooms provide a comfortable retreat. The property also features a swimming pool, and outdoor dining area. and a spacious deck that overlooks the cityscape.
Environmental Initiatives
The Hollywood Hills house incorporates several green features that are in line with DiCaprio's environmental values. The home has solar panels, energy-efficient lighting, and a rainwater harvesting system. Additionally, the landscaping designed to support local wildlife and promote
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Leonardo DiCaprio is synonymous with Hollywood stardom and acclaimed performances. has a unique connection with one of America's most beloved sports events—the Super Bowl. The "Leonardo DiCaprio Super Bowl" phenomenon combines the worlds of cinema and sports. drawing attention from fans of both domains. This article delves into the multifaceted relationship between DiCaprio and the Super Bowl. exploring his appearances at the event, His involvement in Super Bowl advertisements. and his cultural impact that bridges the gap between these two massive entertainment industries.
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Leonardo DiCaprio: The Hollywood Icon
Early Life and Career Beginnings
Leonardo Wilhelm DiCaprio was born in Los Angeles, California, on November 11, 1974. His journey to stardom began at a young age with roles in television commercials and educational programs. DiCaprio's breakthrough came with his portrayal of Luke Brower in the sitcom "Growing Pains" and later as Tobias Wolff in "This Boy's Life" (1993). where he starred alongside Robert De Niro.
Rise to Stardom
DiCaprio's career skyrocketed with his performance in "What's Eating Gilbert Grape" (1993). earning him his first Academy Award nomination. He continued to gain acclaim with roles in "Romeo + Juliet" (1996) and "Titanic" (1997). the latter of which cemented his status as a global superstar. Over the years, DiCaprio has showcased his versatility in films like "The Aviator" (2004). "Start" (2010), and "The Revenant" (2015), for which he finally won an Academy Award for Best Actor.
Environmental Activism
Beyond his film career, DiCaprio is also renowned for his environmental activism. He established the Leonardo DiCaprio Foundation in 1998, focusing on global conservation efforts. His commitment to ecological issues often intersects with his public appearances. including those related to the Super Bowl.
The Super Bowl: An American Institution
History and Significance
The Super Bowl is the National Football League (NFL) championship game. is one of the most-watched sporting events in the world. First played in 1967, the Super Bowl has evolved into a cultural phenomenon. featuring high-profile halftime shows, memorable advertisements, and significant media coverage. The event attracts a diverse audience, from avid sports fans to casual viewers. making it a prime platform for celebrities to appear.
Entertainment and Advertisements
The Super Bowl is not only about football but also about entertainment. The halftime show features performances by some of the biggest names in the music industry. while the commercials are often as anticipated as the game itself. Companies invest millions in Super Bowl ads. creating iconic and sometimes controversial commercials that capture public attention.
Leonardo DiCaprio's Super Bowl Appearances
A Celebrity Among the Fans
Leonardo DiCaprio's presence at the Super Bowl has noted several times. As a high-profile celebrity. DiCaprio attracts
1. CHAPTER 5 DISCUSSION QUESTIONS
1) What is the goal of any facility manager?
2) What is the lifeblood of sport & entertainment facilities?
3) What is the most important marketing concept that any business should
remember?
4) What are mini-plans?
5) What reasons are a season ticket beneficial to the organization?
6) What does the underground luxury suites at The Palace of Auburn Hills lack?
7) What do club seats offer the patron?
8) What is often the most important revenue source for many facilities?
9) What is a per cap analysis?
10) What do some teams charge fans in addition to the fee for entering the parking
lot?
11) What is one of the most important revenue sources for most facilities?
12) One of the critical components of maximizing the answer to Question 11 is to
police the facility for illegal sales of what?
13) What can sport & entertainment facilities provide a sponsor access to?
14) What was the company, team, & year the first time a company agreed to pay to
have its name attached to a professional sport facility?
15) What was the issue with SF Candlestick Park agreeing to naming rights?
16) What was the issue with the Houston Astros selling the naming rights to its
stadium?
2. 1) WHAT IS THE GOAL OF ANY FACILITY MANAGER?
-TO GENERATE REVENUES THAT EXCEED EXPENSES.
-PROJECTING REVENUE &
EXPENSES IS ONE OF THE
MOST IMPORTANT ASPECTS
OF MANAGING A
SPORT/ENTERTAINMENT
FACILITY.
4. THE 4 AREAS OF FACILITY RETAIL OPERATIONS
1) CONCESIONS 2) PARKING 3) MERCHANDISING 4) TICKETS
-TICKET OFFICE IS THE HEART OF SPORTS ENTERPRISE & KEY
TO FINANCIAL SUCCESS.
5. 2) WHAT IS THE LIFEBLOOD OF SPORT/ENTERTAINMENT
FACILITIES?
TICKETS
9. 1) Starting June 1, what will be the new name of the Home Depot Center?
-STUBHUB CENTER
2) What was the value of the agreement that Home Depot signed in 2003?
-$70 MILLION OVER 10 YEARS
3) What 2 MLS teams play home games at the stadium?
-LOS ANGELES GALAXY & CHIVAS USA
4) Who is StubHub's parent firm?
-EBAY
5) Announced in November, StubHub became the official ticket reseller for all venues
owned by what company?
-AEG GLOBAL PARTNERSHIPS
10. 6) What is the name of the entertainment district across the street from the Staples
Center?
-L.A. LIVE
7) Where is StubHub based?
-SAN FRANCISCO, CA
8) What company did StubHub hire to help develop concepts related to activation of its
sponsorship?
-CAA SPORTS CONSULTING
9) Who was the first ticketing company to put its name on a major league sports facility?
-STUBHUB
10) What MLB teams pulled out of the StubHub-MLB deal when it was renewed in
December?
-YANKEES & ANGELS
11. “MOVING IN OUTFIELD FENCES GIVES PADRES ROOM FOR NEW SEATING”
SBJ: MARCH 4-10
PAGE: 13
12. 1) The Padres moved the outfield fences how many feet closer to home plate?
-11 FEET
2) What is being installed just behind the right-field fence to fill the space left by the shift?
-14 4-SEAT TABLES & 7 2-SEAT HIGH-TOP TABLES & STANDING ROOM FOR 10 PEOPLE
3) What is the name of the seating vendor that was hired to install the tables?
-4TOPPS
4) How will be Padres be able to generate revenue with the new right-field wall?
-LED DISPLAY: A 105-FOOT-LONG, 7-FOOT HIGH SLECTRONIC SIGN WITH A 14-FOOT-LONG STRIP CARVED OUT FOR LIVE
VIDEO
5) What companies teamed up to produce the 105-foot-long, 7-foot-high electronic sign?
-DAKTRONICS & SONY
6) The new 6 boxes behind the Home Plate Club will be sold as all-inclusive season-ticket packages & cover the cost of what?
-FOOD, BEER & WINE, IN-SEAT SERVICE, 1 PARKING PASS, & ACCESS TO THE OMNI PREMIER CLUB
7) What company owns the naming rights to the Padres stadium?
-PETCO
13. 3) WHAT IS THE MOST IMPORTANT MARKETING CONCEPT
THAT ANY BUSINESS SHOULD REMEMBER?
THE MOST DIFFICULT & EXPENSIVE THING TO DO IS MAKE
THE FIRST SALE.
-A CONSIDERABLE INVESTMENT OF TIME & MONEY IS
REQUIRED TO TO GET A CONSUMER TO OVERCOME
INITIAL RESISTANCE TO BUYING INTO A
PRODUCT/SERVICE, BUT…
-ON AVERAGE IT COSTS 5X MORE TO GET A NEW
CUSTOMER THAN IT DOES TO KEEP AN EXISTING ONE.
-IF CUSTOMERS HAVE A POSITIVE EXPERIENCE DURING
THEIR FIRST VISIT THEY ARE MUCH MORE LIKELY TO BE
REPEAT CUSTOMERS.
15. 1) Besides the Heat, how many other franchises currently offer a 3-year season-ticket renewal plan
across all season-ticket price points?
-NONE
2) What does the 3-year season-ticket renewal deal provide the Heat?
-ASSURED TICKET REVENUE
3) What does the deal lessen for the Heat?
-THE SEASON-TICKET ADMINISTRATIVE BURDEN ON THE CLUB
4) How do the ticket holders benefit from the long-term deal?
-LOCKS IN RATES COUNTERING ANY PRICE INCREASES THAT MIGHT COME DOWN THE LINE
(PLAYOFF TICKETS AT REGULAR-SEASON PRICES)
5) The Heat also sold 3-year season-ticket plans after winning its first NBA title in 2006. What was
different with that plan offering than the current deal?
-NO PRICE INCREASE INCREASES FOR THE TICKETS ACROSS THE SPAN OF THE DEAL
16. 6) Along with having a star-laden team, how else has Miami increased demand for
Heat season tickets?
-LIMITING THE SEASONLONG INVENTORY THAT’S AVAILABLE FOR THE CLUB
7) The Heat hold back much of the nightly ticket inventory to maximize revenue
through what 2 types of ticket-pricing efforts?
-VARIABLE & DYNAMIC PRICING
8) Heading into this season, how many teams were projected to have sales of at
least 10,000 full-season equivalent tickets?
-15
9) What NBA team offers a 3-year plan for their higher-end, "all-access" season
seats?
-BROOKLYN NETS
18. 4) WHAT ARE MINI-PLANS?
A SERIES OF TICKETED EVENTS DURING THE SEASON.
19. ESCALATOR APPROACH
-A SALES APPROACH THAT
ATTEMPTS TO MOVE A
CUSTOMER UP THE “TICKET
ESCALATOR” ONE STEP AT A
TIME (SINGLE GAME TO MINI-
PACKS TO FULL SEASON).
20. VARIABLE & DYNAMIC TICKET PRICING
-TICKET SELLING STRATEGIES THAT USE ADVANCED COMPUTER
PROGRAMMING TO MAKE PRICE ADJUSTMENTS BASED ON CERTAIN
DEMAND FACTORS (DAY OF THE WEEK, MONTH, OPPONENT, HOW
WELL THE TEAM IS PLAYING, ETC.)
-VARIABLE: PRICES ARE SET AT THE BEGINNING OF THE SEASON
-DYNAMIC: PRICES ARE ADJUSTED DURING THE SEASON, SOMETIMES
AS LATE AS THE DAY OF THE GAME
-MORE THAN 1/2 OF MLB TEAMS UTILIZE DYNAMIC PRICING
21. 5) WHAT REASONS ARE A SEASON TICKET BENEFICIAL TO THE
ORGANIZATION?
-USUALLY PURCHASED PRIOR TO THE START OF THE SEASON SO THE
ORGANIZATION RECEIVES ALL OF THE MONEY FOR THE TICKET
SALES PRIOR TO PAYING EXPENSES FOR THE GAMES.
-SOLD FOR THE ENTIRE SEASON: THE SALES STAFF DOES NOT NEED
TO WORRY ABOUT SELLING THE SEAT
-ASSIST THE GAME OPERATIONS STAFF TO PREPARE FOR
ANTICIAPTED CROWDS
22. RED SOX SEASON TICKET WAITING LIST
-CURRENTLY OVER 7,000 PEOPLE ON THE RED SOX SEASON TICKET
WAITING LIST.
-THE RENEWAL RATE: ABOUT 98%, AMONG THE HIGHEST IN MLB.
-AT THAT RATE, ABOUT 400 RED SOX SEASON TICKETS ARE NOT
RENEWED EACH YEAR.
-SINCE MOST PEOPLE BUY SEASON TICKETS IN PAIRS, ABOUT 200
FANS ADVANCE THROUGH THE WAITING LIST YEARLY.
-THAT MEANS IT COULD TAKE UP TO 20 YEARS FOR A PERSON ON
THE WAITING LIST
-CHICAGO CUBS HAVE LARGEST SEASON TICKET WAITING LIST IN
MLB AT ABOUT 120,000.
23. PERSONAL SEAT LICENSES (PSL)
AN ADVANCED PAYMENT FOR THE RIGHT TO PURCHASE A
SEASON TICKET FOR THE SEAT.
COWBOYS STADIUM
-$4,000-50,000/SEAT
-MOST EXPENSIVE CLUB SEATS:
-30 YEAR, $50,000 PSL/SEAT
-$340/SEAT
METLIFE STADIUM
-$1000-20,000/SEAT.
-52% OF SEATS WILL COST $5K.
-EST. REVENUE: $317 MILLION
25. HOUSTON ASTRODOME
“THE 8TH WONDER OF THE WORLD”
-FIRST STADIUM TO HAVE LUXURY SUITES (53).
-FIRST DOME STADIUM.
-OFFICIALLY OPENED ON 04/12/1965.
26. THE PALACE OF AUBURN HILLS
-180 TOTAL LUXURY SUITES.
-OFFERS 13 UNDERGROUND LUXURY SUITES.
-5 OPENED IN 2005 (450 SQUARE FEET RENTING FOR $450,000/YEAR).
-8 OPENED IN 2006 (800-1,200 SQUARE FEET RENTING FOR
$350,000/YEAR).
6) WHAT DOES THE UNDERGROUND SUITES LACK?
A DIRECT VIEW OF THE BASKETBALL FLOOR
27. PETERSEN EVENTS CENTER
-12,508 SEAT MULTI-PURPOSE ARENA ON CAMPUS OF UNIVERSITY OF
PITTSBURGH.
-FEATURES 18 LUXURY SUITES.
-5 COURTSIDE LUXURY SUITES (ONLY COLLEGE ARENA WITH
COURTSIDE LUXURY SUITES).
-ONE 193 SEAT SUPERSUITE.
28. CLUB SEATS
7) WHAT DO CLUB SEATS OFFER THE PATRON?
-THE OPPORTUNITY TO SIT IN THE MAIN SEATING SECTIONS OF THE
FACILITY BUT IN A MORE EXPENSIVE SEAT.
-WAITER SERVICE.
-SEPARATE CONCESSIONS.
-VIDEO SCREENS.
29. 8) WHAT IS OFTEN THE MOST
IMPORTANT REVENUE SOURCE FOR
MANY FACILITIES?
CONCESSIONS
31. CONCESSIONS
•2ND IN IMPORTANCE TO FINANCIAL SUCCESS.
(#1: TICKETS)
CONCESSION MANAGERS MUST UNDERSTAND:
1) HOW TO SERVE GOOD FOOD AT REASONABLE PRICE
2) DEVELOPMENT OF MARKETING STRATEGY
3) FINANCIAL MANAGEMENT
4) BUSINESS PLANNING
5) PURCHASING
6) INVENTORY CONTROL
7) BUSINESS LAW
8) HEALTH CODES
9) OSHA REGULATIONS
10)CONVENIENCE FOODS
33. 1) When did the Cubs first test dynamic pricing?
-LAST YEAR
2) What seats did they test dynamic pricing?
-BLEACHER SEATS (5,000)
3) For 2013, what seats will the Cubs price using dynamic pricing?
-ALL SEATS (41,210)
4) The Cubs reduced all ticket prices by an average of what %?
-2%
5) Bleacher seats were reduced by what %?
-10%
34. 6) By using dynamic pricing, will the Cubs be increasing or decreasing ticket prices during the season?
-INCREASING (“PRICING ONLY GOES UP.”)
7) Like that of other teams, what is the Cubs strategy with dynamic pricing?
-PROVIDE AN INCENTIVE FOR FANS TO BUY TICKETS EARLY
8) Who was the first MLB team to use dynamic pricing?
-SAN FRANCISCO GIANTS (2009)
9) How many individual tickets do the Giants dynamically price?
-10,000-12,000
10) Unlike the Cubs, what will the Giants do with dynamic pricing?
-DROP PRICES ON THE FLY
11) The Giants have a consecutive sellout streak dating to when?
-OCTOBER 1, 2010
35. WHAT ARE CONCESSION SHORTCOMINGS
1) NOT ENOUGH STANDS
2) INADEQUATE KITCHEN LOCATION & SPACE
3) NO INSTALLATION OF FLOOR DRAINS IN KITCHEN & STAND AREAS
4) NO COMMISSARY FOR EMPLOYEES
5) SERVCE ELEVATORS LOCATED AWAY FROM STORAGE
6) NO PROVISIONS FOR EXHAUST
7) LOADING DOCKS & STOREROOMS ON DIFFERENT FLOORS
8) INADEQUATE VENTILATION
9) INSUFFICIENT ENERGY &
WATER AVAILABILITY
10)CONCOURSES TOO NARROW
36. CONCESSION STANDS SHOULD BE
1) CONVENIENTLY LOCATED (40-60 SEC)
2) WELL ORGANIZED LINE DIRECTIONS
3) BRIGHT, SIGNS, ATTRACTIVE
4) GENERATE AROMA TO CONCOURSE
5) BE ABLE TO BE SERVED BY SINGLE PERSON IN EACH SELLING STATION
6) MENU BOARDS (PRODUCTS & PRICES)
7) ATTENTION GRABBERS
38. ALCOHOL MANAGEMENT
-BEARMAN V. UNIVERSITY NOTRE DAME
-ARAMARK LAWSUIT
-MLB ALCOHOL IN CLUBHOUSES
•DRAM SHOP STATUTES:
ALLOW INJURED PLAINTIFFS
TO BRING
SUIT AGAINST
ESTABLISHMENTS THAT ALLOW
DEFENDANT
•SOCIALDRUNK
TO GET HOST LIABILITY:
ALLOWS INJURED PLAINTIFF TO SUE DEFENDANT WHO
KNOWINGLY SERVED ALCOHOL TO MINOR THAT
CAUSED INJURY OR DAMAGE TO PROPERTY
39. ALCOHOL SALES STRATEGIES
•TO SELL OR NOT TO SELL
•PROCEDURES TO PREVENT
OUTSIDE ALCOHOL FROM
ENTERING VENUE
•CROWD MANAGEMENT
PROCEDURES
•STRONG EJECTION POLICY
•SUPERVISE TAILGAITING
•DESIGNATED DRIVER PROGRAM
•CONSUMPTION POLICIES
40. 9) WHAT IS A PER CAP ANALYSIS?
DIVIDES THE TOTAL CONCESSION SALES BY THE NUMBER
OF ATTENDEES IN ORDER TO DETERMINE THE AVERAGE
ATTENDEE PURCHASE.
41. PARKING AS REVENUE
2ND TO THE BOX OFFICE IN TERMS OF
DIRECT CONTACT BETWEEN THE
FACILITY & THE PATRON.
42. THE PARKING OPERATION
-2 MAIN GOALS FOR A WELL DESIGNED & MANAGED PARKING
OPERATION:
1) INCREASE ATTENDANCE
2) EASE CROWD TENSION
43. 10) WHAT DO SOME TEAMS CHARGE FANS IN ADDITION TO THE FEE
FOR ENTERING THE PARKING LOT?
TAILGATE FEE
47. SPONSORSHIP
13) WHAT CAN SPORT & ENTERTAINMENT FACILITIES PROVIDE A
SPONSOR ACCESS TO?
A TARGET MARKET AUDIENCE
(I KNOW THE BOOK SAID SOMETHING DIFFERENT.)
48. CAN YOU ANSWER THE FOLLOWING QUESTIONS ABOUT
NFL SPONSORS?
49. WHO IS THE NFL’S LONGEST ACTIVE SPONSOR (SINCE 1983)?
50. WHO IS THE NFL’S OFFICIAL SPORTS/ENERGY DRINK SPONSOR?
FOR THE 7TH CONSECUTIVE YEAR SCORED THE HIGHEST
OVERALL AWARENESS MARK OF ANY LEAGUE SPONSOR BY
FANS
51. WHO IS THE NFL’S OFFICIAL SOFT DRINK (SODA) SPONSOR?
2012: STARTED A NEW 10-YEAR RENEWAL PLAN WITH NFL
52. WHO IS THE NFL’S OFFICIAL BEER SPONSOR?
2012: THERE WERE ON AVERAGE 2 BUD LIGHT ADS IN EVERY NFL
GAME BROADCAST
56. WHO IS THE NFL’S OFFICIAL WIRELESS SERVICE SPONSOR?
2012: FOR THE FIRST TIME VERIZON ENABLED FANS TO LIVE
STREAM THE SUPER BOWL
57. WHO IS THE NFL’S OFFICIAL SHIPPING SERVICE SPONSOR?
58. WHO IS THE NFL’S OFFICIAL PIZZA SPONSOR?
PAPA JOHN’S SUPER BOWL XLVII COIN TOSS EXPERIENCE: ALLOWED
FANS TO VOTE HEADS/TAILS ON PAPAJOHNS.COM & FACEBOOK PAGE.
WINNERS RECEIVED FREE LARGE ONE-TOPPING PIZZA
60. WHO IS THE NFL’S OFFICIAL FAST-FOOD RESTAURANT SPONSOR?
2007-2011: VACANT SINCE BURGER KING’S SPONSORSHIP CONTRACT
ENDED AFTER THE 2007 SEASON
2012: MCDONALD’S SIGNED MULTIYEAR DEAL
61. NAMING RIGHTS
-KEY ELEMENTS: LENGTH OF CONTRACT,
CONSIDERATION($), SIGNAGE RIGHTS & LIMITATIONS,
RENEWAL OPTION.
CITIGROUP: 20 YEARS, $400 MILLION
63. WRIGLEY FIELD
-WEEGHMAN PARK FROM 1914-1920.
-CUBS PARK FROM 1920-1926.
-RENAMED WRIGLEY FIELD IN 1926 FOR TEAM OWNER &
CHEWING GUM MAGNATE, WILLIAM WRIGLEY JR.
64. BUSCH STADIUM
-SPORTSMAN’S PARK (1920-1953) HOME OF THE ST. LOUIS
CARDINALS.
-RENAMED BUSCH STADIUM IN 1953 FOR TEAM OWNER
GUSSIE BUSCH.
65. 14) THE FIRST TIME A COMPANY AGREED TO PAY FOR NAMING
RIGHTS TO A PROFESSIONAL SPORT FACILITY (THE COMPANY, TEAM,
& YEAR)?
TEAM: BUFFALO BILLS
COMPANY: RICH PRODUCTS CORPORATION
YEAR: 1973
67. BROADCAST RIGHTS
•MAJOR REVENUE SOURCE FOR PROFESSIONAL &
INTERCOLLEGIATE SPORTS.
•BROADCASTING EXECS LINK AUDIENCE SIZE &
REVENUE TOGETHER.
•THE CONTRACT FOR BROADCASTING RIGHTS IS BASED
ON THE POTENTIAL FOR GENERATING ADVERTISING &
GAINING HIGH TV RATINGS.
•THE LARGER THE AUDIENCE THE HIGHER THE
POTENTIAL FOR REVENUE FROM ADVERTISING.
•BROADCASTERS SEEK PROGRAMMING THAT WILL
APPEAL TO LARGER MORE VALUABLE AUDIENCES.
69. -SINCE 1990 EXCLUSIVE BROADCAST RIGHTS WITH NOTRE
DAME FOOTBALL.
-CURRENT CONTRACT ENDS AFTER 2015 SEASON.
-CONTRACT TERMS HAVE NEVER BEEN PUBLICLY
RELEASED.
70. -STARTING IN JANUARY 2011 THROUGH JANUARY 2014,
EXCLUSIVE BROADCAST RIGHTS FOR BCS GAMES.
-CONTRACT: $125 MILLION/YEAR.
71. -BECAME OFFICAL BROADCASTER OF NHL IN 2005.
-CONTRACT: $72.5 MILLION/YEAR.
-CONTRACT ENDED AFTER 2010-11 SEASON.
-NBC SPORTS RENEWED DEAL AFTER IT PURCHASED VERSUS.
-THE DEAL GOES THROUGH THE 2020-21 SEASON & IS WORTH NEARLY
$2 BILLION.
-VERSUS HAS BEEN RENAMED NBC SPORTS NETWORK.
72. BIG $ OPPORTUNITIES = NEW BROADCAST FORUMS
REGIONAL CABLE TV CHANNELS OWNED BY TEAMS