Downloaded 21 times
![Industry and Association News
Local ingredients at Wells Fargo Center, p.24
Member Highlight:
Dennette Thornton and John Farrell, p.28
Washington State University leads by example
On the heels of a $65 million stadium renovation, WSU is a leading standard of the Pac-12 construction boom
“We need to continue to
cultivate our fans and provide
the unique perspectives that
you can only get inside the
facility.”
– John Johnson,
Washington State University
Premium Seating
The keystone of the Martin Stadium improvements is a transformation from few premium
seats and only six small suites to 21 new suites,
1,183 outdoor club seats, 83 indoor club seats,
and 42 loge boxes that stretch from goal line
to goal line along the stadium’s south side. According to WSU Senior Associate Director of
Athletics John Johnson, this premium seating
20 | S E A T | www.alsd.com | #SEATWinter2013
Photo courtesy of Jason Krump, Washington State University
A
ccording to research from the Sports
Business Journal, the projected aggregate
of college football stadium construction
costs for 2012-2014 will eclipse $1.5 billion. The investment in facilities is especially
considerable in the Pac-12 Conference, where
along with Washington State, Cal, Washington, Arizona, Arizona State, USC, and UCLA
(who plays at the under-renovation Rose Bowl)
are all at different points along construction
timelines. In a message to Cougar fans on
www.thecougarfootballproject.org, Washington State Director of Athletics Bill Moos notes,
“There are roughly $1 billion in facility projects
that have been completed or nearing completion throughout the conference, and we can’t be
left behind.”
First out of the renovation gates this past
season was the $321 million overhaul of Cal’s
Memorial Stadium and $65 million in upgrades
at Martin Stadium in the center of Washington
State University’s campus. Although the WSU
project was less comprehensive, the attention to
premium seating was every bit as close.
As the college facility industry builds itself
out over the next few years, it will behoove athletic departments to look at the benchmarks set
and lessons learned at WSU in Pullman, Washington.
Cougar Den: Twenty-one new suites, 1,183 outdoor club seats, 83 indoor club seats, and 42 loge boxes now stretch from goal line to goal
line along the south side of Martin Stadium, overlooking the Washington State Cougars.
inventory is worth about $3 million annually to
the athletic department.
Suites, which range in size from 12-, 18-, and
24-person capacities, are priced from $30,000$50,000 annually which includes the ticket cost
and donation to the Cougar Athletic Fund
(CAF). The covered, open-air loge seating is a
$10,000 ($1,200 ticket cost; $8,800 CAF donation) annual cost for a four-person box and
$15,000 ($1,800 ticket cost; $13,200 CAF donation) for a six-person box. Both suites and
loge boxes are available on three-, five-, and
seven-year lease terms with pricing locked over
the length of the lease.
All club seats are renewable on an annual
basis with indoor seats priced at $2,500 and
outdoor seats ranging from $1,700-$2,000. All
club seat tickets cost $300 with CAF donation
requirements ranging from $1,400-$2,200.
Premium inventory is sold out with the exception of a few outdoor club seats which are
expected to also sell before next season.
Common and Cutting-Edge Amenities
Martin Stadium premium seating provides the
usual amenities – such as premium parking,
stylish furnishings, access to the 10,000 squarefoot Club Room, and an 80% tax deduction – as
well as some additional cutting-edge, high-tech
offerings. In the loge seating, indoor-outdoor
TVs are installed and can be viewed in any
type of weather. And all suites are equipped
with 3-D HD TVs linked to iPads that control
unique live-game-action feeds and replays from
multiple vantage points in 3-D and traditional
2-D formats. “Our fans, particularly the younger demographic, enjoy the opportunity to go
back and look at replays of a particular play or
focus on an individual player from four unique
camera angles,” Johnson explains.
The 3-D interactive was developed by Sankar Jayara, a WSU professor and co-founder
of 3D-4U, a company incubated in the WSU
Research & Technology Park which offers
start-up businesses affordable office space and
campus resources.
Martin Stadium is the first sports facility
to install the interactive; therefore, WSU took
baby steps implementing it, rolling out more of
its nuances as the season went along. Future opportunities exist for 3D-4U’s technology outside of the suite environment through handheld
and mobile devices. “That’s where our industry
needs to go,” contends Johnson. “We need to
continue to cultivate our fans and provide the
[continued on page 92]](https://image.slidesharecdn.com/seatwinter2013-140214171747-phpapp02/85/SEAT-Winter-2013-22-320.jpg)
![Industry and Association News
Birthday group sales bring life to the party
for MLL Champion Chesapeake Bayhawks
With assistance from Full House and its birthday lead list, the Bayhawks increased their group sales business by 160%
I
Celebrate
your birthday with
the bayhawks
aNd
Get in the Game!
affluent families in the area would have some
disposable income to take their kids to our
game for their birthdays,” says May. “[Birthday
parties] accounted for around 10% of our total
group sales this year.”
Getting in the Game
The Bayhawks worked hand in hand with Full
House Entertainment Database Marketing to
establish criteria for a birthday leads list. According to Full House, the target audience was
households with income over $90,000 that had
a son between the ages of 5-13 and a birthday
(turning 6-14) in May, June, or August– the duration of the Bayhawks’ season. This past season,
in which the team won the MLL Champion22 | S E A T | www.alsd.com | #SEATWinter2013
ship, the Bayhawks didn’t play any July home
games which is why the list was narrowed down
to three months. The geographical target was a
30-mile radius of Annapolis.
“Birthday parties have always been a strong
part of our group sales recommendations, especially to lacrosse, soccer, arena football, minor
league baseball, and hockey clubs,” notes Full
House President Ron Contorno. “A team not
only generates ticket revenue, but it is great
grassroots marketing for future birthday parties,
groups, and season ticket packages.”
After the list of 3,448 leads was purchased
from Full House, a postcard promoting birthday parties was mailed to those prospects. The
message of the mailer included a personal touch
Photo courtesy of Gail Sharpe
n Maryland, lacrosse is no casual pursuit.
Most young boys and girls growing up
in the Old Line State choose to pick up a
mesh-headed crosse over a baseball glove
or soccer ball. For them, lacrosse is a birthright.
And for some kids in the Annapolis area, it’s a
birthday theme as well.
In sports, group sales are essential lifeblood
for boosting ticketing revenue. Dave May,
Director of Ticket Sales for the Chesapeake
Bayhawks of Major League Lacrosse, realized
group sales was an area the organization needed
to improve and that birthday parties could help
grow those sales. “We knew some of the more
In the Game: The postcard on the left was mailed to 3,448 leads,
including Dylan Sharpe, shown here celebrating his 7th Birthday in
the Bayhawks Birthday Bash area.
“[Birthday parties] accounted
for around 10% of our total
group sales this year.”
– Dave May, Chesapeake Bayhawks
with each child’s last name variably printed on
the back of the jersey. “We had strong feedback
on the postcard,” May explains. “[The personalized jersey] hit home with a lot of the young
lacrosse players around here.”
The Birthday Bash
The Bayhawks hosted 5-10 birthdays per game
in their Birthday Bash area. Parties often exceeded the minimum guest list of ten; one
group hosted 50 people. The Birthday Bash
area is located in the parking lot of Navy-Marine Corps Memorial Stadium within a tailgate
area complete with an inflatable field and rock
climbing wall. For the parents and other adults,
[continued on page 92]](https://image.slidesharecdn.com/seatwinter2013-140214171747-phpapp02/85/SEAT-Winter-2013-24-320.jpg)
![Industry and Association News: ALSD Member Highlight
A Conversation with Dennette Thornton and John Farrell
Group Sales Manager and Premium Seating Manager
Atlanta Braves
By Jared Frank, Editor, SEAT Magazine
O
ne is a homegrown Georgia peach. The
other has lived all over. One is the proud
mother of two little boys. The other remains a kid at heart. It takes all types to
run a business.
With his laid back persona, ukulele lessons, and
preference for hot tea over coffee, you might be
surprised to learn that John Farrell is a road rager.
His car horn is allegedly on the mend, but this is
proven to be false a couple hours later while en
route to Tin Lizzy’s Cantina in Atlanta’s Grant
Park (Try the spicy tilapia tacos!). Sure the horn
is more of a Vespa beep than a train locomotive
whistle, and he has to cross a few exposed wires to
produce the audio, but it works. Drivers of Atlanta,
beware.
Thank goodness for the Atlanta Braves ticket
sales department’s den mother, Dennette Thornton, who along with John form the yin and yang
of Turner Field suites. Learn why with this duo of
ALSD vets, no conversation is complete without
sharing recipes or a few practical jokes.
SEAT: Word on the street is you’re a Broncos diehard? And a Michigan fan? How’d that happen?
John: Well, my uncle went to Michigan. And I
used to live out in Englewood [Colorado]. My
family moved there in 1982 – Elway’s rookie year.
Dennette: He has a little bit of a man crush.
John: Oh yeah, he’s the best athlete of all-time.
There was “The Drive”, “The Fumble”, then “The
Ass-Kicking.” But I don’t know if I should bring
that up. I know you’re from Cleveland.
SEAT: Not a good start for you Farrell. I think
we’ll be focusing this interview mostly on Dennette from this point on.
Dennette: Well, I’m a Michigan fan too, by marriage. So Farrell and I have that in common.
John: [Laughing] Yeah, what does your husband
do for a living?
Dennette: He works here with the Braves. We
met at Georgia Southern [University] and were
dating before we both started here. [The Braves]
knew we were dating and weren’t engaged at the
time, and they took a chance on hiring us.
It’s funny. A lot of people don’t even know we’re
married. The joke when our ticket sales trainees
start is how long will it take for them to figure
it out. We had one guy who for three months
thought we were brother and sister.
SEAT: What department does he work in? How
closely do you work together?
Dennette: He’s in ticket sales.
SEAT: Oh, so not that closely.
Dennette: [Laughing] Yeah, pretty closely.
John: But he handles the trainees and the brokers.
And she handles groups and premium with me.
So it works.
Dennette: It’s very business professional.
SEAT: Did you always want to work in sports?
Dennette: I’ve always wanted to work for the
Braves. I grew up 20 minutes from here, so this has
always been my team. I’m truly a homegrown fan.
“If I pick on you, it means
that I like you. It’s so tense
in sales, and sometimes
people freak out. You have
to have a little fun too. And
don’t forget, we’re selling
entertainment, so I like to
entertain.”
– John Farrell, Atlanta Braves
“I do a lot in [my kids’]
schools, their little leagues.
I won’t call myself a soccer
mom, but I do a lot of that
typical soccer mom stuff.
I’m the team mom for my
kids’ baseball teams; I’m
the treasurer of the PTO in
the elementary school.”
– Dennette Thornton, Atlanta Braves
28 | S E A T | www.alsd.com | #SEATWinter2013
SEAT: And I understand your family vacations
always include a trip to a baseball park?
Dennette: They do. I’ve got nine ballparks left to
go of the 30. My husband has 11.
SEAT: Oh, you’re winning.
Dennette: Yes, thanks to the ALSD, I am winning. I’ve got to check a few of them off when he’s
not there. My six year old has already been to 13
parks.
SEAT: What’s your favorite park that you’ve been
to?
Dennette: My favorite park is PNC [Park] [in
Pittsburgh]. It has a lot of the elements that I
feel stadiums need to have. It has the riverfront. It
has the view. It’s intimate, but it still holds about
39,000 people. It’s just a unique park.
SEAT: Do your boys get into it and really appreciate getting to see all the parks?
Dennette: My oldest does. My youngest is only
three, so he’s just now figuring it out. He’s just excited to stay in a hotel room at this point.
SEAT: Where’d you go last summer?
Dennette: We did Houston last year. We hooked
up with Clay [Kowalski] [at the Astros]. They have
a very nice park. It’s great for kids. We also went to
a Dynamo game and the [ Johnson] Space Center.
SEAT: John, a little birdie told me that you have
terrible road rage. You seem like such a chill guy,
you’ll have to explain that to me.
John: [With a smile] Road rage! Who told you
that?! It’s my New Year’s resolution. The traffic in
Atlanta stinks. And it seems like I’m always in a
rush to get somewhere. I’ve been going out for
more [sales] appointments, so it’s been frustrating.
You know what it is? It’s all the phones. When-](https://image.slidesharecdn.com/seatwinter2013-140214171747-phpapp02/85/SEAT-Winter-2013-30-320.jpg)
![Industry and Association News: ALSD Member Highlight
I love anything on the Food Network. I seriously probably will join the Bacon of the Month Club.
I was showing my husband, ‘Look at all these different bacons we can get.’ We’ve done the Wine of
the Month Club, Beer of the Month Club…
John: I didn’t even know there was a Bacon of the
Month Club.
Dennette: It’s from a store in Ann Arbor [Michigan], a sandwich shop up there called Zingerman’s
which was featured on the Food Network’s The
Best Thing I Ever Ate.
ever you look over, there’s always someone on their
phone, or they’re texting. We’ll let [Dennette]
drive to lunch today. You don’t want any part of
this. ( John actually ended up driving to lunch, and it
was without incident.)
SEAT: Fair enough, I’ll leave it at that. Let’s get
off this rage talk. You’re also known as a practical
joker. Do you have a favorite joke and/or person
to pick on?
John: If I pick on you, it means that I like you.
I’ve been in trouble since I was a little kid for that
kind of stuff. It’s so tense in sales, and sometimes
people freak out. You have to have a little fun too.
And don’t forget, we’re selling entertainment, so I
like to entertain.
Dennette: He’s actually had the best prank ever
played on him.
SEAT: Oh do tell.
John: Sherry [Millette], our IT Director, got me
good. I came back from a family vacation one year,
and I should have known right away. As soon as I
started walking down the hall, I see all these little
heads popping up. I was like, ‘They can’t be that
happy to see me.’ No one even said hi; they were
just watching me. When I turned the corner, my
cube was completely empty. [The IT Department]
had taken everything, put it in the empty cube
next to us, and put it up exactly how my cube was.
And they put a camera up, so they could see my
reaction. I knew right away. It was fantastic. I give
them credit for that. But I have the mind of an elephant. I’m not forgetting that. I will get them back.
My favorite thing, and it’s so childish, but it’s
fantastic: you know those little snappers that you
throw down and they pop, and the kids love them?
SEAT: The kids love them, right.
John: Right. Well, when I go to parties, I’ll go in
the restroom, lift the toilet seat up, and put a couple
underneath. I did this to [my wife] Jennifer’s good
friends. Her good friend’s boss was there. She said
she almost had a heart attack because when she sat
down, three of them popped.
SEAT: People are going to be on alert now at the
ALSD Conference.
John: Exactly. People are going to be asking,
‘Which one’s Farrell? Oh, he’s that clown right
there.’
SEAT: You have a nickname for everyone. What’s
Dennette’s nickname?
John: Tina! That was her name when I first met
her.
Dennette: Tina’s my first name. Dennette’s my
30 | S E A T | www.alsd.com | #SEATWinter2013
SEAT: Do you use as much butter as Paula Dean
does?
Dennette: I do not. I substitute EVOO, extra
virgin olive oil. Fancy, I know. But I used to use
butter; I’m not going to lie. I am from the South.
I mean, c’mon.
“I love good food. Whenever
I go on vacation, I look at the
Food Network website to see
where Diners, Drive-Ins, and
Dives has been. I even have
the app on my iPad.”
– Dennette Thornton, Atlanta Braves
middle name, so he calls me Tina. Only two people in the office call me Tina. [ John] and Little
Man.
SEAT: Wait, who’s Little Man?
John: That’s the nickname for our corporate partnerships manager.
SEAT: I saw on Facebook that you were looking
into joining the Bacon of the Month Club which
sounded awesome. Did that ever happen?
Dennette: It did not, but I’m still seriously considering it.
SEAT: Is it something that Paula Dean recommends?
Dennette: No, probably not now that she has diabetes.
SEAT: Do you have a favorite recipe?
Dennette: A favorite that I like to cook, and I
know that everyone in my family will actually eat
it, is Italian mac and cheese. It’s got three different
kinds of cheese in it, Italian sausage, mushrooms,
and garlic. It’s a Rachael Ray recipe, and I absolutely love it.
I love good food. Whenever I go on vacation,
I look at the Food Network website to see where
Diners, Drive-Ins, and Dives has been. I even have
the app on my iPad. All the MLB people made
fun of me the whole time we were in Minneapolis
[at the ALSD Conference] because I kept talking
about these meatball tacos.
John: She’s serious.
Dennette: I’m already scoping out places in Orlando. One time, we went 30 minutes out of the
way for a pizza. We ended up missing the next
[ALSD Conference] session, but it was cooked in
a copper oven thing. I had to go there.
SEAT: Favorite Pearl Jam album? Go, don’t think
about it.
John: Riot Act. It was different. Most people will
say Ten. Riot Act ruined some of their fans. A lot
of people jumped off the bandwagon because it
was a different sound. But looking back on it, it’s
fantastic.
SEAT: Are you learning to play the ukulele because you also have a man crush on Eddie Vedder?
John: He is who got me interested in even trying
it. I’m also taking guitar lessons. I have absolutely
zero musical talent, but I’m going to give it a go.
Dennette: I’ve heard him sing. He will occasion-](https://image.slidesharecdn.com/seatwinter2013-140214171747-phpapp02/85/SEAT-Winter-2013-32-320.jpg)
![Industry and Association News: ALSD Member Highlight
ally bust out in song.
John: I can sing when I need to. You know, like in
my car. That’s when people probably go nuts when
they see me driving because I’m singing half the
time.
SEAT: That’s probably why everyone is texting
and giving you road rage. They’re texting their
friends to tell them about this bozo singing in the
car next to them.
Dennette: No. He’s yelling at the people texting.
That’s not singing. That’s yelling.
SEAT: Tell me more about some of the things you
like to do outside of the office.
Dennette: Well besides cooking, it’s spending
time with my kids. I do a lot in their schools, their
little leagues. I won’t call myself a soccer mom, but
I do a lot of that typical soccer mom stuff. I’m the
team mom for my kids’ baseball teams; I’m the
treasurer of the PTO in the elementary school.
I also love my alma mater Georgia Southern.
I’m a member of three different boards at the
school. I run our alumni association here in Atlanta. I also helped with a [fellow Georgia Southern alumnus] Adrian Peterson book signing, Don’t
Dis My Abilities. He’s a dear friend of mine, and I
took a great deal of pride in helping him promote
his book. We had 300 people come to the event.
So little things like that: planning events around
Atlanta for my alumni to get together are things
I love to do.
SEAT: How did you first meet Adrian Peterson?
Dennette: I was the equipment manager for the
football team. And they haven’t won a national
COMING UP NEXT:
THE HOME OF THE BRAVE
32 | S E A T | www.alsd.com | #SEATWinter2013
championship since I left.
SEAT: You have to be crazy organized to do that
job.
Dennette: Or I just like washing dirty clothes. It
was interesting because I am a woman… if you
didn’t know that.
SEAT: [Laughing] Now, is that on the record?
John: [Laughing louder] You have to print that: I
am a woman.
Dennette: [Laughing loudest] Woman, on the
record.
In the sports industry, in that field, you don’t
see very many head equipment managers who are
women. Now there were things I couldn’t do. For
example, when the team was in the locker room, I
wasn’t allowed to go in there. But working through
[the gender bias] has helped me develop a thicker
skin. Like when some of the players would say
stuff, I’d just dish it right back. I don’t really take
crap from anyone.
SEAT: You wouldn’t have made it in that position
around all those strong personalities if you weren’t
strong yourself. So I believe you’re a strong woman.
John: She just made me think; when you asked
about nicknames, I mentioned Tina, but really it’s
Den Mother. She organizes everything for us: our
holiday lunch, birthdays, phone trees if there’s ever
bad weather in Atlanta; she takes care of everything. So she’s our den mother. She made a little
board, which we’ll show you. You’ll think you’re
back in second grade. This department would be
screwed without her.
Dennette: Don’t knock my board out there.
John: She also gave me the greatest gag gift ever
which was a remote-controlled fart machine.
SEAT: I don’t mean to interrupt, but what do you
mean gag gift? That sounds pretty legit.
John: Well I mean, it was legit. It was a Secret
Santa gift, a $15 or less kind of thing. I opened
the fart machine, and I thought it was the great-
est thing ever. But everyone else was like, ‘He’s the
wrong person to have that.’
SEAT: Fart Machines. Wow, I’ve clearly lost control of this interview. Let’s change gears, and go
walk around the stadium.
Want to network with Dennette and John?
Here Are Their Business Cards:
Dennette Thornton
Group Sales Manager
P: 404-614-1493
dennette.thornton@braves.com
John Farrell
Premium Seating Manager
P: 404-614-1562
john.farrell@braves.com
Atlanta Braves
Turner Field
755 Hank Aaron Drive
Atlanta, GA 30315](https://image.slidesharecdn.com/seatwinter2013-140214171747-phpapp02/85/SEAT-Winter-2013-34-320.jpg)
![Industry and Association News: ALSD Member Venue Highlight
A Brave New World at Turner Field
Aligning with the industry trend to decrease the number of suites in favor of mid-priced inventory, the Atlanta
Braves are removing two suites and approximately 200 seats to build the Bobby Cox Club presented by Superior
Plumbing at Turner Field.
W
e’ve done a good job over the past few
years of revamping our inventory to
provide a lot of different [premium] options,” says Dennette Thornton, Group
Sales Manager for the Atlanta Braves. “The biggest push this year is filling the new club that’s
being built, filling those tables, and making sure
it’s sold out.”
The “new club” is the Bobby Cox Club presented by Superior Plumbing which is located on the
Club Level of Turner Field on the third base side
of home plate. The Bobby Cox Club will mirror
the successful Georgia’s Own Credit Union Club
(a concept borrowed from the Colorado Rockies’
Mountain View Club) on the first base side which
opened last season.
The Georgia’s Own Credit Union Club has
20 outdoor tables, under cover to protect guests
from the summer sun and backed up by an in-
Themed Suites
at Turner Field
Game Room Suite
•
36-Person Suite
•
Four HD Televisions
•
Two Trivia Games
•
Arcade Games: Golden Tee and Ms.
Pacman
•
Foosball Table
Bobby Cox Suite
•
40-Person Suite
•
Six HD Televisions
•
Life-Size Cutout of Bobby for Photo
Opportunities
•
A Timeline of Bobby’s Career
•
Bobby Pictures and Framed Poster
The Chairman’s Suite:
The Big Night Out
•
40-Person Suite
•
Cooking Demonstrations by AtlantaArea Celebrity Chefs
•
Fully Catered Suite with Menu
Designed Around the Visiting Team’s
Local Cuisine
Alcoholic and Non-Alcoholic Bever•
ages (Excludes Liquor Drinks)
•
Individual Tickets are $145 per person
(Includes Food, Beverage, and Parking)
34 | S E A T | www.alsd.com | #SEATWinter2013
Middle Ground: John Farrell explains the benefit of inventory between suites and club seats: “The clubs are the new way. They are a great
middle ground…and come with valet parking, in-seat service, and they’re really high-end.”
door club lounge. Two of the tables are two-tops,
while the remaining 18 are of the four-seat variety.
One table is ADA compliant, therefore not sold,
but the remaining available tables sold out before
Opening Day last season. The Braves are on track
to do the same in the Bobby Cox Club this season.
“The clubs are the new way,” contends John
Farrell, Premium Seating Manager for the Braves.
“They are a great middle ground for those companies that can no longer afford or no longer desire a
suite but still like some of the amenities. The new
clubs come with valet parking, in-seat service, and
they’re really high-end.”
Both the Georgia’s Own Credit Union Club
and the Bobby Cox Club open up to a welcome/
concierge area adjacent to a bar through glass
doors, exposing their lounges to curious onlookers walking the Club Level concourse. There are
no restrooms in the clubs, but facilities are a short
walk down the concourse. At each table are televisions and power outlets to charge mobile devices
and laptaps in case patrons wish to do a business
presentation or just follow their fantasy teams.
Wi-Fi service is free on the Club Level.
Price points are $29,000 and $31,000 per year
for a table of four in the Georgia’s Own Credit
Union Club and the Bobby Cox Club respectively. Clients must purchase the entire table. Every
ticket comes loaded with a $30 food and beverage
credit that can also be used on merchandise. The
credits do not rollover and must be used for that
game.
Turner Field Suites
“[The Bobby Cox Club] helps us too in regards to
suites because we had to knock out two suites to
accommodate the club, so it shrinks our inventory
and increases the demand,” expounds Thornton.
After the completion of the Bobby Cox Club,
Turner Field will have 53 suites, 15-20 of which
the sales team tries to sell on a per-game basis.
“We keep some inventory open for daily rentals,”
Thornton says. “We really have five suites open
that we try to sell as season leases because they are
in prime locations.”
Sun Trust Club
Turner Field is also home to some of the best seats
in baseball. The first row of the 145 Henry Aaron
seats is 45 feet from the catcher, closer than the
pitcher who stands 60 feet, 6 inches from home
plate.
Underneath the sold-out seating area is the Sun
Trust Club, a six-year-old lounge with carving stations, tables open for reservations, and a full bar.
Sun Trust Club memberships can be purchased
for three, five, or seven years. According to Farrell,
the Sun Trust Club continues to be a hit this offseason with four contracts already renewing fiveyear deals. “[The Sun Trust Club] is our baby,” he
continues. “We’re actually turning the camera well
into a few more seats next season.”
— Jared Frank](https://image.slidesharecdn.com/seatwinter2013-140214171747-phpapp02/85/SEAT-Winter-2013-36-320.jpg)
![Supporting Role: Twenty wooden auxiliary
seats, not marketed to the public, are sold to
existing Club clients, corporate partners, or
suite holders on a game-by-game basis.
Premium Club Amenities
100 High-Back Leather Permanent Seats: Sold as season tickets
20 Auxiliary Seats: Sold to existing Club clients, corporate partners, or suite
holders on a game-by-game basis
• Wooden seats located at the far end of the Club
• Seats not marketed to the public
• Auxiliary seat holders can also sit in any of the 85 not-for-purchase
seating options below*:
1. Half-moon tables with four stools, adjacent to drink rails behind
permanent leather backs
2. Two locations of semi-private networking areas with a love seat, club
chairs, coffee table, and no TV for private conversations and meetings
3. Highboys, some with stools, some without
4. Restaurant-style four tops with standard chairs
Exclusive Restrooms in the Hallway Just Outside the Club Entrance
Parking: The Indians are anticipating guaranteed parking spots will be included in the ticket price
All-Inclusive Food and Beverage:
• Upscale menus infused with regional or “opponent” flair and dishes
indigenous to Cleveland
• Menus that change each game; 8-12 menus rotate during the season
• Food Network offerings like the popular Hot Dog Bar
• Beverages, including beer, wine, bottled water, and soda through
the middle of the 7th inning
8-10-Inch, Deluxe Drink and Dining Rails
Between Seat Side Tables for F&B, Smartphones, and Personal Belongings
Opening Day Gift
Electronic Tickets and Ticket Transfers (No Hard Tickets)
Concierge Desk
20 High-Definition Televisions
L-Shaped Bar, Easily Servicing 120 Clients
Retractable Floor-To-Ceiling Glass Kept Fully Open in Favorable Climates
Debossed and Embroidered Logos in Exclusively Designed Furniture
by a Local Company
Views of Pre- and Post-Game Shows on SportsTime Ohio (STO)
• The STO studio is adjacent and exposed (through glass) to the Premium Club
• Shows will be piped into the club up to a half hour before the club
closes post-game
• Indians alumni will visit the studio often and sign autographs and take
photos in the Premium Club
*The Indians could sell the inventory behind the permanent seating, which would nearly double the
sellable inventory and revenue. The team has opted not to at this time, based on seat holders who
need the tables or couch seating for business meetings and networking.
68 | S E A T | www.alsd.com | #SEATWinter2013
was essentially a traditional 18-person suite that was sold by
the seat for $350 per game. In its second year, the idea was
expanded to a second suite, where the number of seats sold
tripled. That same philosophy is now how Robbins is treating
the Premium Club.
The Make, Model, and Marketing
Much credit for the new premium product goes to Alex King,
Vice President of Marketing and Brand Management for the
Indians, who was formerly in Brand Management at Procter
& Gamble. As Robbins explains, the final design, menus, seating, amenities, and F&B options stem from client surveys and
focus groups conducted by King. Designers and architects for
the Premium Club renovation proceeded only after clients’
wishes were examined (See sidebar on page 70 for full design
team). Ideas were amassed, and a combination of a loft theme
and sports bar emerged with high ceilings and wood paneling.
Robbins adds, “There is a craft beer craze going on in
Cleveland. We are working on the Premium Club’s beer selection with Delaware North Companies. As big as craft beer
is, we are doing all we can to ensure options are plentiful and
congenial to clients’ newly crafted pallets.” Currently Progressive Field serves craft beer, including local Ohio brewers,
throughout the ballpark.
According to Robbins, many current Indians premium
clients have an appetite for something more unique than a
traditional suite, so the club’s initial target clients were existing
suite holders, diamond box seat holders, and club seat holders.
“We haven’t had any [cannibalization],” Robbins contends. “A
former suite partner who decided not to purchase a suite did
buy in the Premium Club, but the revenue is more now because of the package they had in their suite.”
That particular client had a quarter-season suite package,
whereas the Premium Club only offers full-season packages.
Additionally, there are no discounts offered in the club; although, 3-year contracts do offer escalator protection, and
shared packages are offered. “If a client wants eight halves, we
create a partnership where essentially it is four fulls,” explains
Robbins. “My team can match them up with other clients
who want a similar package, or the client can find a partner
who will purchase the other half season.”
To attract the high-level business customer for the Premium Club, a wave of marketing – direct mail, email, videos, and
phone calls – is taking place. In addition to current customers,
the following are being targeted:
• Top Industries: Robbins worked on top industry
categories, using SIC codes and demographics
like location, revenue, and employee size, with Full
House Entertainment Database Marketing and](https://image.slidesharecdn.com/seatwinter2013-140214171747-phpapp02/85/SEAT-Winter-2013-71-320.jpg)
![sales training with bill guertin
Suite Sales Reps:
Whose Story Are You Selling?
W
hen the early pioneers came
across the Great Plains, they
had to figure out most everything for themselves. There
was no “Handbook of Pioneering” to refer to,
no friendly Indian guide to lead the way, or
even a map to follow. Trial and error was a way
of life.
Today’s suite prospects – the people we sell
to – can’t afford to be pioneers.
They have no budget or patience for trial and
error. In their minds, pioneers are the ones who
get shot full of arrows. They want the benefit
of knowing what mistakes others have made
when using a suite or premium seats, so they
know what to avoid. In their world, “best practices” are not just a nice thing to know; they are
essential to the buying process.
So whose “pioneer tales” are you selling? Are
they the ones from you, the sales rep, that are
naturally biased toward spinning a positive
outcome? Or are they the ones your prospects
really want to hear, from real people that have
experienced the positives and negatives about
your suites, who’ve been to the mountain and
back?
If your presentation includes only information from the team or venue, you’re leaving out
a vital piece of sales data. Who else in a similar situation has experienced success with your
suites, and how have they made it happen?
If Others Say It, It Must Be True
Testimonials, success stories, and before/after statistics from real customers can be some
of your most powerful sales information. The
late Chet Holmes called it “social proof ” in his
book, The Ultimate Sales Machine. In order to be
more credible, many successful organizations
use the authentic stories of others to communicate value to their prospects.
Getting these golden “social proof ” pieces,
however, can sometimes be as daunting as the
sale itself. Who should you single out, and how
should you go about getting their story for use
in your marketing efforts?
90 | S E A T | www.alsd.com | #SEATWinter2013
Some good questions to ask for possible inclusion in the piece might be: “What are your
general impressions of the venue?”, “What do
your guests/users like best about your seats?”,
“What would you tell other businesses about
the venue/team?”, and “What advice would
you have for other businesses looking for (insert company’s business objective here)?”
Consider videotaping your contacts while
asking them these questions, using their logo in
the background of the shots to give their companies the props they deserve. Get a few excellent quotes, and be sure to have each of them
sign a waiver OK’ing you to use their likeness
and quotes. Finally, produce the piece (whether
in video or printed form) and get their OK on
the final version.
Lay out the recipe for success
as if the person who’s reading
is seeing a “cheat sheet” on
how to do premium seating
the right way from someone
who’s been there before.
How to Gather “Social Proof”
First, identify those on your current customer
lists that would make good testimonial prospects, with a good mix of tenure, experience,
and seating goals. Approach them to make sure
they’re receiving the kind of ROI that would
be print-worthy, and if so, ask if they would be
interested in being a part of your team’s marketing collateral, spotlighting them as a “forward-thinking” company. Most who are asked
are flattered that you’ve thought of them and
appreciate the positive publicity.
Next, interview 3-4 contacts within the
company that have connection with their venue investment, including the administrator of
the seats, the decision-maker(s), and those who
have directly used the seats to achieve the company’s objectives.
Checklist for the Final
Product
In your final, BRIEF video or printed version
for use by your sales team, here are some of
the elements your prospects will want to know
about your “pioneering” current customers:
COMPANY INFO: Don’t assume that everyone will know the company and what they do.
Include their primary business category, number of locations, and number of employees as
well as how long they’ve been associated with
your team. Names and titles of decision-makers (with head shots) can significantly add to
the piece’s credibility.
GREAT PHOTOS: If you’re creating a onesheet, don’t skimp on the photos. If you have
a professional photographer internally, that’s
great. But if you don’t, hire someone who
knows what they’re doing. Take a few FAB-ulous photos of the client(s) and/or their premium seating guests, getting waiver signatures
from them as well.
OBJECTIVES: What do they want to accomplish with your team each season? Be as quantitative as you can with percentage increases
in sales/closing ratios/retention/satisfaction,
[continued on page 92]](https://image.slidesharecdn.com/seatwinter2013-140214171747-phpapp02/85/SEAT-Winter-2013-93-320.jpg)
![Washington State University
[continued from page 20]
Chesapeake Bayhawks
[continued from page 22]
Sales Training with Bill Guertin
[continued from page 90]
unique perspectives that you can only get inside
the facility.”
a band plays at the tailgate, and alcoholic beverages are available.
Waiting for the birthday child in his or her
reserved party space was a team-signed jersey
and card signed by the entire Bayhawks’ front
office. Every child guest received a team-signed
poster. After presents were opened, it was time
to eat pizza and a personalized cake from team
marketing partners Papa John’s and Caroline’s.
Branding for both sponsors was included on
the postcard and throughout the Birthday Bash
area.
Pricing for the Birthday Bash package is $30
per guest for bench seating tickets and $35 per
guest for seatback tickets. Eighty-percent of
the groups purchased the $35 per ticket option.
One group purchased a suite in the stadium for
the evening instead of having the party out in
the Birthday Bash area.
decreases in turnover/absenteeism/HR costs, or
other measurables.
Market Survey
Washington State University sits in a unique
market. Pullman has a population of only
29,000 people. The post-renovation capacity of
Martin Stadium is 33,522. So the size of the
City of Pullman can double on gameday with
some suite holders with business ties and affiliations in Eastern Washington coming to town
from larger markets such as Seattle and Portland. Thirty-percent of WSU’s season ticket
holders drive three hours or longer to come to a
game. With so many out-of-market fans, WSU
hired Conventions, Sports & Leisure International (CSL) to conduct an analysis to ascertain
demand for premium products.
“One of our smarter moves was doing a market survey,” Johnson says. “Not only did it help
us build a facility that’s efficient, but it also gave
us credibility going to the bond market.” Construction was financed largely by the sale of $80
million in bonds, which will be paid off with the
revenue generated by the new Pac-12 television
contract as well as through donations. No tax
dollars were used in financing.
A Bright and Sustainable
Future
Overall, Martin Stadium serves as a great example to those Pac-12 athletic departments and
others around the country pursuing similar premium seating upgrades. Working with ALSC
Architects in Spokane, AECOM in Kansas
City, and Hoffman Construction, Inc. in Portland, the renovation was designed and built in
only 17 months with construction concluding
three weeks ahead of schedule. The facility investment is part of a sustainable financial future
for the entire athletic department and brings a
new face to Washington State University and
its football program. “It completely changed
the image and atmosphere of our stadium,” says
Johnson. “We’re excited for what [the renovation] will do for the future of our program.”
–– Jared Frank
For additional information on the Martin Stadium renovations, including the second project of
the Martin Stadium Football Facilities Improvements: a $61 million Football Operations Building, visit www.thecougarfootballproject.org.
92 | S E A T | www.alsd.com | #SEATWinter2013
A Feather in the Bayhawks’ Cap
“With what we paid for the list, I was expecting
a return of 3-4 to 1, revenue to dollars spent,”
admits May. “We greatly exceeded that goal.”
In fact, the Bayhawks were rewarded with an
8:1 return on investment. And moreover, the
team’s birthday party revenue contributed to a
160% increase in group sales.
Full House has a new division called Full
House Direct that offers full-service direct mail
campaigns, including variably printed, personalized postcards. The Bayhawks chose to do
the postcard printing on their own because of
a prior arrangement with a team sponsor who
handles all print materials.
METHODOLOGY: Who decides how the
company uses their seats? What criteria do they
use? What have they found to be the most successful formulas for utilization and return? Lay
out the recipe for success as if the person who’s
reading is seeing a “cheat sheet” on how to do
premium seating the right way from someone
who’s been there before.
RESULTS: Just as in the Objectives section, be
as specific as you can with quantifiable numbers
and details. (Notice we haven’t said anything
about your amazingly talented sports team, your
record, or even your sport).
PLANS FOR THE FUTURE: Will the company be back? What will they be changing?
Adding on? Doing differently?
Video is becoming more and more prominent in decision-making, so give serious consideration to 2-3 good video pieces in lieu of (or in
addition to) one-sheets. Consider these pieces
to be your audition tape/resume for the prospect. How would you want to be portrayed? Put
your team’s unique spin on the finished product.
Whether it’s a printed piece or a video, be sure
to give it your “brand”, whatever that may be.
Pioneering may have won the West, but in
the case of selling our premium inventory, it
won’t often win a client. Put them at ease with
proof that others have blazed a trail before
them, and you’ll close more deals.
Hawk-Eye to the Future
In addition to the birthday leads, the Bayhawks
have considered different group and season
ticket databases through Full House. The team
plans to invest in another 4,000-6,000 names to
add to the list purchased this past championship season and do another mailer in 2013 and
the years to come.
Contorno is high on all event marketing initiatives. “Don’t stop with kid’s birthdays. Teams
can also market adult birthday parties, company anniversaries, ethnic heritage, networking
events [industry-specific, chambers, alumni],
bar mitzvahs, and business/executive recognition parties.”
–– Jared Frank
How do you sell your current customers’ stories to a prospective client?
Write to Bill at bill@The800PoundGorilla.com.
Bill Guertin is CEO (Chief Enthusiasm Officer)
of Stadium Gorilla – a sales training and consulting firm to dozens of teams in the professional
sports industry. He is the author of two books,
including The 800-Pound Gorilla of Sales:
How to Dominate Your Market, and speaks
regularly to corporate and conference audiences
on improving sales performance. Learn more at
www.StadiumGorilla.com or reach Bill directly at
bill@The800PoundGorilla.com.](https://image.slidesharecdn.com/seatwinter2013-140214171747-phpapp02/85/SEAT-Winter-2013-95-320.jpg)
Uploaded byJared Frank
SEAT Winter 2013
The document provides a sneak peek at the 2013 ALSD Conference and Tradeshow program including: - A preliminary schedule of events with session descriptions and venue tours planned for attendees in Orlando/Tampa. - An overview of how the corporate ticket marketplace has changed dramatically over the past two decades and where it may be headed. - Details on the new Premium Club being opened by the Cleveland Indians for the 2013 season to address changes in premium customer demands.
More Related Content
SEAT Winter 2013
- 1. A SNEAK PEEKOF THE 2013 ALSD CONFERENCE AND TRADESHOW S E AT leading the premium seat industry www.alsd.com Page 36 winter 2013 P u b l i s h e d b y t h e A s s o c i at i o n o f L u x u r y S u i t e D i r e c t o r s THE CORPORATE TICKET MARKETPLACE PAGE 47 Member Highlight: Southern Hospitality from Chef Tina & the Practical Joker PAGE 28 The Premium Club: Decreasing Suites But Not Revenues In the Club: A Coast-To-Coast Network With Year-Round Benefits PAGE 64 PAGE 78
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- 9. WINTER S E AT 2013 Published by the Association of Luxury Suite Directors COVER STORY 47 THE CORPORATE TICKET MARKETPLACE How the corporate fan handles his ticket assets has changed dramatically over the past two decades. Where does he go from here? BY BILL DORSEY FEATURES 3 6 PRELIMINARY ALSD 2013 CONFERENCE PROGRAM The ALSD is planning another great show for 2013. Here’s a sneak peek at the schedule of events, session descriptions, and venue tours awaiting attendees in Orlando/Tampa. 64 A PREMIUM ON NEW CLUBS On Opening Day 2013, the Cleveland Indians will usher in the exclusive Premium Club which addresses changes in premium customer demands. 36 BY AMANDA VERHOFF 7 4 GETTING FROM STREET TO SUITE Part I: Parking. Yes, we really are talking about parking in this article. While it might not sound exciting, it is of noted importance to premium seat customers. BY PETER TITLEBAUM, Ed.D. AND DEBBIE TITLEBAUM 7 8 CLUBCORP STADIUM CLUBS GOT GAME… AND MUCH MORE The “World Leader in Private Clubs” has partnered with college athletic departments to operate stadium clubs that provide amenities outside of just the home venue on gameday. BY PATTY JERDE SPORTS TECHNOLOGY CORNER 86 UPGRADING (AND UPSELLING) FROM THE CHEAP SEATS 47 Seat-upgrade apps provide fans more control over their game experience, and teams more opportunities to capture data and upsell ticket packages. BY TREVOR ALLISON SALES TRAINING 88 MORE FISH BOWLS BY CARY KAPLAN 90 SUITE SALES REPS: WHOSE STORY ARE YOU SELLING? BY BILL GUERTIN A bout the Cover: The Commissioners Club at MetLife Stadium demonstrates dramatic shifts in corporate ticket assets. As a result of these changes, the ALSD is presenting a one-day Corporate Ticket Impact Conference (CTIC). 78 Contents continues on overleaf #SEATWinter2013 | www.alsd.com | S E A T | 7
- 10. S E AT 2013 WINTER Published by the Association of Luxury Suite Directors Association of Luxury Suite Directors Chairman Bill Dorsey Executive Director Amanda Verhoff President Scott O’Connell, Minnesota Twins VP, Business Development Pat McCaffrey VP, Sales Scott Hinzman Director, Sponsor and Partnership Development Dene Shiels Editor of SEAT and ALSD.com Jared Frank Design Carole Winters Art + Design Director of Finance Dan Lindeman Financial Account Manager Vickie Henke Director of Interactive Media John Tymoski Executive Committee Jennifer Ark, Green Bay Packers Chris Bigelow, Bigelow Companies Brian Bucciarelli, Hersey Entertainment & Resorts Greg Hanrahan, United Center 28 Tom Kaucic, Mira Winery Pat McCaffrey, ALSD EPARTMENTS D Board of Directors 10 NEW ALSD MEMBERS 14 ALSD STAFF EDITORIAL Janie Boles, Auburn University Matt Borgard, Crown Imports, LLC Natalie Burbank, Utah Jazz/Salt Lake Bees Editor’s Note: Knocking on Opportunity’s Door Anne Campbell, Detroit Lions/Ford Field Rebecca Caven, Spurs Sports & Entertainment BY JARED FRANK Richard Dobransky, Vision for Venues Trent Dutry, US Airways Center 16 ALSD MEMBER Q&A Lauren Fisher, Atlanta Hawks/Philips Arena 20 INDUSTRY AND ASSOCIATION NEWS Washington State University leads by example Birthday group sales bring life to the party for MLL Champion Chesapeake Bayhawks Feature Recipe: Wells Fargo Center chef brings local ingredients to his hometown arena Shannon Hansen, BI-LO Center/Charter Amphitheatre Mike Guiffre, American Airlines Center Karyl Henry, Oklahoma State University Michele Kajiwara, STAPLES Center/AEG Adam Kellner, Chicago Bears 24 Gerald Kissel, Northwood University Tim Maloney, Delaware North Companies, Sportservice Debbie Massa, ROI Consulting Bryant Pfeiffer, Major League Soccer Brian Sandy, Portland Trail Blazers Blair Schmitz, University of Wisconsin Tom Sheridan, Chicago White Sox Peter Titlebaum, University of Dayton 26 THE ALSD ONLINE 28 ALSD MEMBER HIGHLIGHT SEAT visits with: Dennette Thornton Group Sales Manager John Farrell Premium Seating Manager Atlanta Braves 96 COMING ATTRACTIONS ALSD 2013 STEERING COMMITTEE Bobby Bridges, Orlando Magic Katie Stocz Miller, Orlando Magic Ben Milsom, Tampa Bay Buccaneers Matt Hill, Tampa Bay Lightning Jamie Spencer, Tampa Bay Lightning Stan Macko, University of Central Florida Please Recycle This Magazine 8 | S E A T | www.alsd.com | #SEATWinter2013 Published by Venue Pub. Inc. Copyright 2013. (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. Association of Luxury Suite Directors 10017 McKelvey Road, Cincinnati, OH 45231 513 674 0555 amanda@alsd.com
- 11. Personalized Dynamic BrandActivation Dugout Club Full Season BIND AREA Book # 124 Account # 2041184 liate Triple-A Affi ers.com tacomaraini Erasmo RAMIEREZ Alex Book # 6 Account # 155721 BIND AREA Dugout Club Full Season LIDDI TACOMA RAINIERS vs. SALT LAKE BEES THURSDAY SECTION 8 ROW AAAFBEAFEABAABAEFFAAFAFEABAEABEBEA BIND AREA 963872883884 TACOMA RAINIERS vs. SALT LAKE BEES THURSDAY SECTION 6 APRIL 5, 2012 ROW 3 SEAT 1 7:05 PM DUGOUT CLUB TACOMA RAINIERS vs. SALT LAKE AAAFBEAEABEBEFBAAAFAAFFAAAFAAFFAEA RHUBARB 968436221100 2012 SECTION 6 ROW SEAT 3 APRIL 5, 2012 7:05 PM ACCT# 155721 1 SECTION TACOMA RAINIERS vs. SALT LAKE BEES FRIDAY 6 APRIL 6, 2012 ROW 3 SEAT 1 7:05 PM TACOMA RAINIERS vs. SALT LAKE BEES SATURDAY DUGOUT CLUB TACOMA RAINIERS vs. SALT LAKE AAAFEBAEEBABEBABEAEBFABEAAFAAFBEEA 693419902140 SECTION 6 ROW SEAT 3 APRIL 6, 2012 7:05 PM ACCT# 155721 1 SECTION ROW 6 APRIL 7, 2012 SEAT 1 7:05 PM DUGOUT CLUB TACOMA RAINIERS vs. SALT LAKE AAFAFAABEEABFABAEEBBAEBFEAAAFBEAEA 556115166396 SECTION 6 ROW SEAT 1 3 APRIL 7, 2012 7:05 PM ACCT# 155721 FRIDAY SECTION 8 2 APRIL 5, 2012 7:05 PM ACCT# 2041184 SECTION 6 APRIL 8, 2012 8 ROW EAFAEABFBAEAAFBEAEA SECTION 8 ROW TACOMA RAINIERS vs. SALT LAKE BEES SATURDAY SECTION ROW 8 SEAT 2 APRIL 7, 2012 3 7:05 PM DUGOUT CLU B TACOMA RAINIERS vs. SALT LAKE Dugout Club Full Season SECTION ROW SEAT 8 2 3 AAAFBEAFEABABEEBABEEBABEBEAAFBEAEA APRIL 7, 2012 7:05 PM ACCT# 2041184 963868689596 TACOMA RAINIERS vs. SALT LAKE BEES SUNDAY SECTION 8 ROW SEAT 2 APRIL 8, 2012 DUGOUT CLU B 3 1:35 PM TACOMA RAINIERS vs. SALT LAKE Book # 140 Account # SECTION 3084914 ROW SEAT 8 2 3 BIND AREA AAEBAFAEAFBAEBABEFAABEAEBEBEFBAAEA APRIL 8, 2012 1:35 PM ACCT# 2041184 895019189436 SEAT Erasmo 1 RAMIEREZ 1:35 PM DUGOUT CLUB TACOMA RAINIERS vs. SALT LAKE AAABBEEBEAAFBBEAEEAEBBFEAABEABFAEA 762143573180 SECTION 6 ROW 3 SEAT 1 APRIL 8, 2012 1:35 PM ACCT# 155721 TACOMA RAINIERS vs. SALT LAKE BEES THURSDAY SECTION 5 ROW 688189736108 SEAT 2 APRIL 5, 2012 AABEEBAFAAEBEBAFABBAEEBEEABBAEFAEA C SEAT 2 3 APRIL 6, 2012 7:05 PM ACCT# 2041184 826295518396 3 3 7:05 PM TACOMA RAINIERS vs. SALT LAKE RAMIEREZ 3 AAEBAEBAFEABBEB ROW SEAT 2 DUGOUT CLU B Erasmo SEAT ROW SECTION APRIL 6, 2012 TACOMA RAINIERS vs. SALT LAKE TACOMA RAINIERS vs. SALT LAKE BEES SUNDAY TACOMA RAINIERS vs. SALT LAKE BEES 3 7:05 PM DUGOUT CLU B ICKETS SEASON T LUB DUGOUT 3 SEAT 2 APRIL 5, 2012 DUGOUT CLU B 1 7:05 PM TACOMA RAINIERS vs. SALT LAKE SECTION 5 ROW 2 SEAT 1 APRIL 5, 2012 7:05 PM ACCT# 3084914 TACOMA RAINIERS vs. SALT LAKE BEES FRIDAY SECTION 5 ROW AAAFBEAAFABEAFABEBFAAEEABBEEFBAAEA 962929231036 SEAT 2 APRIL 6, 2012 DUGOUT CLU B 1 7:05 PM TACOMA RAINIERS vs. SALT LAKE SECTION 5 ROW SEAT 2 1 APRIL 6, 2012 7:05 PM ACCT# 3084914 TACOMA RAINIERS vs. SALT LAKE BEES SATURDAY SECTION 5 ROW SEAT 2 APRIL 7, 2012 1 7:05 PM DUGOUT CLU B AAFAFAAAAEFBABFAEFAEBAFBAEABAEBEEA TACOMA RAINIERS vs. SALT LAKE BEES SUNDAY 550746588348 5 ROW SEAT 2 1 APRIL 7, 2012 7:05 PM ACCT# 3084914 AABABEEAEEBBAABEFAFAFAFAEABEFAABEA 756774995132 Branded TicketsTM is a full color personalization service that seamlessly integrates with your basic ticket design to allow Suite, Club and Premium Seat clients to “Brand” their tickets by adding logos, images or messages. High Impact, Premium Quality, Astonishingly Affordable John Watlington 30 Mill Street john@ptx.cc Wheatland, Pa. 16161 804.598.9107 Toll Free: 800.941.1070 www.ptx.cc Fax: 724.346.1672 5 ROW 2 DUGOUT CLU B TACOMA RAINIERS vs. SALT LAKE SECTION SECTION APRIL 8, 2012 SEAT 1 1:35 PM TACOMA RAINIERS vs. SALT LAKE SECTION 5 ROW SEAT 2 1 APRIL 8, 2012 1:35 PM ACCT# 3084914
- 12. New ALSd Memberswinter 2013 Tyler Wilson Student Temple University 965 Main Street Peckville, PA 18452 P: 320-745-6375 tyler.wilson@temple.edu Matt Patrone Manager of Premium Services Buffalo Bills Ralph Wilson Stadium One Bills Drive Orchard Park, NY 14127 P: 716-312-8906 matt.patrone@bills.nfl.net Elizabeth Schulz Premium Seating Service Representative Minnesota Timberwolves Target Center 600 1st Ave. N Minneapolis, MN 55403 P: 612-673-1284 schulz@timberwolves.com Kyle Haygood Premium Sales Executive Los Angeles Angels of Anaheim 2000 Gene Autry Way Anaheim, CA 92806 P: 714-940-2094 kyle.haygood@angels.com Glenn Griffith Premium Sales Executive Los Angeles Angels of Anaheim 2000 Gene Autry Way Anaheim, CA 92806 P: 714-940-2057 glenn.griffith@angels.com Kyle Rogers Assistant Director Gators Boosters P.O. Box 13796 Gainesville, FL 32604 kyler@gators.uaa.ufl.edu Erica Lundblad Premium Services Account Manager Miami Heat 601 Biscayne Boulevard Miami, FL 33132 elundblad@heat.com Omaar Yemini Premium Services Account Manager Miami Heat 601 Biscayne Boulevard Miami, FL 33132 oyemini@heat.com 10 | S E A T | www.alsd.com | #SEATWinter2013 April Josey Manager of Suite Sales and Development Houston Rockets Toyota Center 1510 Polk Street Houston, TX 77002 P: 713-758-7219 aprilj@rocketball.com Rory O’Neill General Manager Texas Tech Club East Stadium 2508 Sixth Street Suite 417, Box 45301 Lubbock, TX 79409 P: 877-696-0858 rory.oneill@ourclub.com Joe Connell General Manager The University of Texas Club 2108 Robert Dedman Drive Austin, TX 78712 P: 512-477-5800 joe.connell@ourclub.com Tracy Marple Regional Manager University Center Club Florida State University Doak Campbell Stadium UCB 4th Floor Tallahassee, FL 32308 P: 850-644-8529 tracy.marple@ourclub.com Ben Kensell Commercial Operations Manager Arsenal Football Club Highbury House 75 Drayton Park London, UK N5 1BU P: 020-7704-4552 bkensell@arsenal.co.uk Jim Harding Head of Premium Sales Arsenal Football Club Highbury House 75 Drayton Park London, UK N5 1BU P: 020-7704-4552 jharding@arsenal.co.uk Tom Haines Partner LuxBx P.O. 1414 Manhattan Beach, CA 90267 P: 213-536-7328 tom@luxbx.com Brian Amanatullah LuxBx P.O. 1414 Manhattan Beach, CA 90267 P: 310-409-6766 brian@luxbx.com Priscilla Dominguez Guest Services & Premium Seating Manager Rushmore Plaza Civic Center 444 Mt. Rushmore Road Rapid City, SD 57701 P: 605-718-7104 priscillad@rushmore.com Nicholas P. Wierciak Director of Suite Sales & Premium Seating St. Louis Blues Scottrade Center Events/Peabody Opera House 1401 Clark Avenue at Brett Hull Way St. Louis, MO 63103 P: 314-622-2516 nwierciak@stlblues.com nwierciak@scottradecenter.com Leslie Villone New Business Project Manager Sportservice Business Development Delaware North Companies 40 Fountain Plaza Buffalo, NY 14202 P: 716-858-5185 lvillone@dncinc.com Stephanie Manzo Manager, Suite Services MetLife Stadium One MetLife Stadium Drive East Rutherford, NJ 07073-5102 P: 201-559-1567 smanzo@metlifestadium.com Jeremy Mottola Vice President Bon Chef, Inc. 205 Route 94 Lafayette, NJ 07848 P: 973-968-7123 jmottola@bonchef.com Kaya Gross National Accounts Manager Bon Chef, Inc. 205 Route 94 Lafayette, NJ 07848 P: 973-968-7111 kgross@bonchef.com Sal Torre Owner Bon Chef, Inc. 205 Route 94 Lafayette, NJ 07848 P: 973-383-8848 storre@bonchef.com Amy Passafaro Director of Sales Administration Bon Chef, Inc. 205 Route 94 Lafayette, NJ 07848 P: 973-968-7138 apassafaro@bonchef.com Roberta Mand Centre Suites Director Tallahassee-Leon County Civic Center P.O. Box 10604 Tallahassee, FL 83392 P: 850-487-1691 rmand@tlccc.org McKenzie Rowley Premium Seating & Suite Sales Manager Reliant Park SMG One Reliant Park Houston, TX 77054 P: 832-667-1640 mrowley@reliantpark.com Linda McIntyre Director, Sales & Event Management Calgary Exhibition & Stampede 1410 Olympic Way SE Box 1060/Station M Calgary, AB T2G 2W1 Canada lmcintyre@calgarystampede.com Jeff Robinson Principal Real Marketing, LLC Stack-Cup USA 5426 Silver Moon Lane Raleigh, NC 27606 P: 919-413-1104 jeff.robinson@realmarketingnow.com Fritz Owen National Sales Manager – AE Products American Seating Company 401 American Seating Center Grand Rapids, MI 49504 P: 616-732-6722 fritz.owen@amseco.com Alex Cann Client Service Account Representative TD Garden Boston Bruins 100 Legends Way Boston, MA 02114 P: 617-624-1896 acann@dncboston.com
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- 14. New ALSd Memberswinter 2013 Wes Meisnitzer Premium Sales Manager Detroit Lions Ford Field 2000 Brush St, Suite 200 Detroit, MI 48226 wmeisnitzer@detroitlions.com Dan Sylvester Director of Ticket & Suite Sales Detroit Lions Ford Field 2000 Brush St, Suite 200 Detroit, MI 48226 P: 313-262-2255 dsylvester@detroitlions.com Bob Raymond Vice President of Business Operations Detroit Lions Ford Field 2000 Brush St, Suite 200 Detroit, MI 48226 P: 313-262-2244 braymond@detroitlions.com Justin Rode Account Executive, Premium Sales Cleveland Indians Progressive Field 2401 Ontario Street Cleveland, OH 44115-4003 P: 216-420-4254 jrode@indians.com Jeff Kauzlarich Account Executive, Premium Sales Cleveland Indians Progressive Field 2401 Ontario Street Cleveland, OH 44115-4003 P: 216-420-4165 jkauzlarich@indians.com Jennifer LeMaster Director of Communications Georgia World Congress Center Authority 285 Andrew Young International Blvd. Atlanta, GA 30313 P: 404-223-4000 jlemaster@gwcc.com Laura Raymond Suite Sales & Service Coordinator HP Pavilion at San Jose San Jose Arena Management 525 W. Santa Clara Street San Jose, CA 95113 lraymond@svse.net Tyler Charrasse Georgia Dome Sales Executive One Georgia Dome Drive Atlanta, GA 30313 P: 404-223-8122 tcharrasse@gadome.com Kevin Matchett Director, New Stadium Development Hamilton Tiger-Cats Football Club One Jarvis Street Hamilton, ON L8R 3J2 P: 905-547-2287 x232 kmatchett@ticats.ca Rebecca Batterman Marketing Director Modern Line Furniture 1060 Brickell Ave, Unit 1505 Miami, FL 33131 P: 800-637-5596 rebecca@modernlinefurniture.com Eric Deutsch Executive Vice President Dayton Dragons Fifth Third Field P.O. Box 2107 Dayton, OH 45401 P: 937-228-2287 eric.deutsch@daytondragons.com Sean M. McGowan Manager, Premium Sales New York Mets Citi Field New York, NY 11368 P: 718-656-4359 smcgowan@nymets.com 12 | S E A T | www.alsd.com | #SEATWinter2013 2013 Buyers Guide Corrections It has come to the attention of SEAT Magazine that a few of the listings included in the 2013 Buyers Guide in our fall 2012 issue contained outdated or incorrect contact information. Please update the following in your records. Stack-Cup USA 5426 Silver Moon Lane Raleigh, NC 27606 P: 919-413-1104 Contact Name: Jeff Robinson jeff.robinson@realmarketingnow.com www.usa.stack-cup.com American Seating Company 401 American Seating Center Grand Rapids, MI 49504 P: 616-732-6600 Contact Name: Fritz P. Owen fritz.owen@amseco.com www.americanseating.com Rosseto 3600 West Pratt Avenue Lincolnwood, IL 60712 P: 847-763-1215 Contact Name: Paul Bolgert paul@rosseto.com www.rosseto.com Gasser Chair Company, Inc. 4136 Logan Way Youngstown, OH 44505 P: 877-509-1440 Contact Name: Dan Vass dvass@rumpussports.com www.rumpussports.com
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- 16. Editor’s note byJared Frank Knocking on Opportunity’s Door T here are seemingly infinite ways to compartmentalize human beings. I like to debate with friends that the most telling categorization of our nature has three groups: the initiators and innovators, the complainers then forgetters, and the apathists or don’t-give-a-shitters. What’s interesting is each group believes it is entitled to the same promotions, the same accolades, the same reputations. But it doesn’t work that way. Other ways to describe these three classifications are the self-motivated, those who must be motivated by others, and those who cannot be motivated at all. Now ask yourself: Which one am I? Which one do I want to be? In my high school statistics class, I learned about normal distribution – the famous bell curve that magically maps data sets with remarkable precision. Now, I have neither the memory to recall how it works, nor you the desire to read about it, so this note isn’t a math lesson. Quickly though, what I do remember to be important from probability theory is if we take a representative sample of an entire population, in embarrassingly simplistic terms, approximately 70% of the set will fall within one standard deviation from the mean, or average. And, again using the same generous rounding, the remaining 30% of the set falls equally within either tail of the curve. Now why the heck am I bringing any of this up? Well, I don’t have any empirical evidence to support the following claim other than my undocumented personal observations, but I see the 70% bell curve majority of Americans as problem ignorers – or status-quo maintainers if you require a slightly more positive spin. This assertion states bluntly that in any population (sportsbiz included), over three-quarters of us are NOT agents of change by ourselves. We require the poke of a cattle prod to initiate action. What separates the doers from the bystanders is frequently the willingness to take risks. Most people don’t take significant chances because with risk comes inevitable and recurrent mistakes. But keep in mind the depth of any mistake is matched by the potential height of an action’s success. If you want to experience 14 | S E A T | www.alsd.com | #SEATWinter2013 great achievement, you have to risk tanking greatly. Now more than ever, we – sportsbiz specifically and across the board – need risk-takers. Leaders with initiative. Leaders who create. Leaders who listen to and observe a marketplace, identify its gaps, and deliver solutions. Leaders who dramatically pursue their instincts and ideas with thoughtful confidence and with decisive haste. Now, you don’t have to be Tim Leiweke to strive for risk tolerance. We all can be leaders for risk on relative scales. One of my personal gauges to distinguish calculated from reckless risk starts with a simple question: Does this decision have the potential to cost the company significant money? If the answer is between “no way” and “not likely” (and many are), then I go for it. I don’t need every action that I take to be validated, and neither do you. Don’t let perfection become the enemy of completion. This approach is an overly-simplistic way to self-develop a comfort zone that accommodates risk. For all you managers out there, full disclosure: I have little management experience. But I’ve produced my best work and achieved my greatest success in environments that encourage risk-taking and creative freedom, while showing clemency for minor mistakes. If you want to be a part of the leading 15% for positive change, you must be a person of motion. You must proactively go knocking on opportunity’s door rather than waiting for it to come to you. It is action that abuts success. The movers and shakers, not the onlookers, are the ones who reach higher levels of prosperity. By doing more, trying more, innovating more, risking more, the doers inevitably make more mistakes. But because they also don’t stagnate, they generate more success as well. How does your team tolerate and encourage risk and creativity? Email me at jared@alsd.com. Connect with me on www.linkedin.com/in/jaredfrank and follow me on Twitter @JChrstophrFrank. Here is a sampling of my tweets: University of Cincinnati hopes to add suites to Nippert Stadium. Premium seating and other stadium improvements are needed to sustain UC’s financial future. Graffiti art and suites? This mural in an executive box at Liverpool’s Anfield is pretty gnarly. A new home for the Detroit Red Wings is pitched to State lawmakers. The new multipurpose events center would be part of a much larger entertainment district. Sketches of a new NBA/NHL arena in Seattle are released. The current building site is the SODO neighborhood south of Safeco Field. UNLV Now could add $400 Million into the Las Vegas area. The project includes a proposed stadium that could attract 15-20 big events annually. The Phoenix Suns are having “Satisfaction Guarantee Night” on December 6th against the Mavericks. If fans don’t like the game experience, they can get their money back. Excited to connect with the Indians and ALSD member Ryan Robbins to discuss the new Premium Club at Progressive Field. Looks to be a great addition for the Northeast Ohio market. The seat-upgrade app space is getting crowded. Add Mascot Secret to the list. Legends is meeting with Sioux Falls-area businesses about the new Denny Sanford Premier Center. The interviews will help determine the premium seating details in the arena.
- 18. ALSD Member Q&A QuestionTopic: ACCESSIBILITY IN SUITES Q: What are your accessibility standards in suites? A: You access our suites by elevator or escalator. Once you enter your suite, there is an indoor seating area as well as two rows of outdoor seating that are similar to our club seats (chairback stadium seats). The two seats on the aisle in the back row are removable so that a wheelchair can be placed where the chairs were previously located. Most guests usually tell us ahead of time if one of their guests requires ADA seating so that we can already have the seats removed and placed elsewhere. A: In our suites, there is one seat in each suite that can be removed to accommodate a wheelchair. It is the seat in the top row of the suite on the aisle. A: Our suite level has easy access for a guest who is wheelchair bound. Once inside the suite, we have a pair of removable seats that allows the guest to sit in the exterior of the suite and watch the game. We continue to stress the need for notification in advance so we are prepared for the guest’s arrival. A: Each of our suites includes one removable ADA seat out of a total of twelve seats on each seating porch. The remainder of the suite fixtures is compliant with the 1995 ADA standards (with a few retrotfits here and there). Question Topic: SUITE HOLDER BENEFITS Q: What other benefits do you provide your luxury suite holders besides tickets and parking passes? E.G.: Attending practice, pre-game access, etc. A: The following is an aggregate list of the amenities and benefits included in member answers: 16 | S E A T | www.alsd.com | #SEATWinter2013 • Alumni autograph items • Alumni Meet & Greet: On gameday, we have alumni back for autographs and photos on our club level • Ambassador Line: A “human tunnel” formed by suite holders for player introductions • Appreciation Events: Events held in our Hall of Fame during the offseason • Client Contact Lunches: We meet for lunch with a small number of suite holders to share ideas • Contract renewal delivery • Cookie & Bagel Drops • Dedicated Alumni Visits: We visit 15 suites per game with special suite-only alumni guests • Draft Event: We host a draft party here opening night of the NFL Draft • Family Night Tickets: Comp tickets for their suite location for intrasquad scrimmage • Fan Fest tickets • Flag holding during the National Anthem • Hall of Fame Dinner: Induction banquet for the newest members of our Hall of Fame • Massages: We offer complimentary chair massages on gameday, once a month during the season • Mid-season survey prize drawings • Luncheon Series: We host a luncheon five times a year to connect with clients • Non-gameday suite usage • Pilot suite visits • Pre-game field passes • Pre-game field photos • Random Acts of Kindness: We drop off a bottle of wine, cupcakes, cookies etc. on gameday as a thank you • Renewal gift • Suite tasting • Training camp sideline visits • Away game trip • Food & Beverage credits • Super Bowl tickets • Locker room tour • First right to purchase additional lower bowl event tickets • Complimentary snack mix and sodas for every event • Opportunity to brand suite interior and company sign on outside of suite • Complimentary use of Suite Conference Room and other meeting facilities • Personal Suite Service Manager • Invitations to VIP suite holder events • Suite concierge on-site for every event • Full menu catering options • Four guest passes per game • In-suite TV welcome featuring company logo • Guaranteed giveaway items in the suite Question Topic: BROKER SUITES ON CLIENT’S BEHALF Q: Does anyone broker their suites on behalf of their clients? • If so, what are the advantages and are there any significant disadvantages? • How is the fee split? A: We don’t do it here (we may need to start soon), but when I was with another team, we would allow this. It worked like this: We would sell the suite on behalf of the client. We backed out the price of the tickets in the suite and split the overage 50/50 with the client. They had two choices on how to receive their half: by check or by food credit. Almost everyone chose the food credit. Example: • 18pp suite sells for: $3,000 • Tickets are $45 each: $810 • Overage is: $2,190 • Client split is: $1,095 A: We offer a brokerage program on behalf of our suite clients. It allows the suite owner to generate a little revenue if they are not able to use their suite for a particular event. It also allows us to capitalize on additional food and beverage revenue. Typically, a business that is renting on a “per-event” basis will have a higher per-cap for food and beverage. We have a rental request posted on our website that allows interested parties to request a suite for an event. I then organize the requests based on event dates and priority customers. Once the suite owner provides me with the
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- 20. ALSD Member Q&A datesthey want to lease, I contact all interested parties to try and get the best price for the suite owner. If there are several requests for the same date, I send out an email and sell it at a suggested price on a first response basis. Sometimes this creates a sort of bidding war which becomes very time consuming, so it’s best if you start out with the highest price you think the suite would go for which will eliminate those clients that want to “make a deal” over a hundred dollars. It’s a good idea to set a minimum price and don’t ever sell below to maintain value. I believe it’s best to let the suite sit empty for a night versus decreasing the value of your inventory. The suite owner signs a rental agreement and releases all of their suite tickets and suite access. If I am not successful in filling the suite 14 days prior to the event, the suite is returned to the suite owner. We broker with a 60/40 split. Positives • Brokering provides another service for your suite owners • Generates additional revenue • Builds a database to market other premium seating opportunities Negatives: Time consuming Self- brokering: Even though it’s stated in the suite owners contract that they are not allowed to sub-license their suite for events, this goes on behind the scenes which deflates the value for other suite owners that are following procedure. I once received a marketing piece in the mail from a suite owner (by accident) in which they were marketing their suite for several events. It was such a beautiful piece I wanted to call them and rent their suite or find out who produced the piece and offer them a job! Question Topic: HOLIDAY GIFTS Q: In terms of holiday gifting: •What has been your team/venue’s most successful gift for clients? •What gift has gotten the best client response? •Do you send out gifts to prospects, and if so, what has been successful? A: We send our holiday gift immediately after Thanksgiving, so we are the first holiday gift 18 | S E A T | www.alsd.com | #SEATWinter2013 our clients receive. We do one gift for administrators and a separate gift for decision makers. A: We have found that suite holders look forward to the gift so much and it is so popular that we don’t change it from year to year: • For administrators, we send a package of gift wrap, bows, and ribbons to use for holiday gift giving. • For our decision makers, we work with a local vendor to create hand-painted, teamthemed sugar cookies in a commemorative holiday tin. We get a tremendous response because the cookies are both beautiful and delicious! A: I think the most important thing we key in on is that we like to be sure that the gifts we are sending are something unique – something that you can’t go to the team store and buy. Most of our clients have the means to access team “gear”, so we want them to receive something from us that they can’t find/buy anywhere. A: Our most successful gift was a permanent wine opener in each client’s suite. We installed these because of major client concerns about having to wait for a wine key. To announce the gift to our clients, we hand-delivered to each client’s office a bottle of wine with a custom label and a note stating that the opener had been installed in their suite. We commissioned an artist to create a Leroy Neiman-type painting representing players from our two franchises for the label. A: The gift that received the best response was spa and restaurant gift certificates. We received more thank you’s on these than any other gift. A: The gift that received the best feedback was a Kanata blanket with our logo. They are very soft, luxurious blankets. A: This year, we had custom waffle makers made that burn our logo into the waffles. A: We try to center our gift around team milestones: No Hitters, World Championship, Cy Young Winners, Team Anniversaries, Hosting the All-Star Game, and so on. We also try to create something that can’t be bought, since our clients are the “have-it-all” types. Our most successful gifts have been an etched champagne bottle after the 2010 Championship and a plaque commemorating Sanchez’s no hitter. A: We are repeating our 2011 client gift again this year – a box of custom-made cookies with a personally signed card. We had tremendous response last year from such a simple gift. We do also send this to some prospects and clients who may have taken a year off. A: In the past four years, we have given to our suite holders, suite administrators, and Champions Club members: • 2011: Electronic photo frame with thirty team selected photos preloaded. The frame holds 200-plus photos. • 2010: Glass baseball and stand • 2009: Player-signed baseball and upscale display case • 2008: Etched bottle of wine A: One of our more successful gifts was a pair of really nice binoculars with our logo on them. Clients can keep them in their suites, and they really enjoyed having them throughout the season. For expanded and additional answers to all these questions, visit www.ALSD.com. DO YOU HAVE A QUESTION YOU WOULD LIKE TO ASK THE ALSD MEMBERSHIP? • Send your Member Question exactly how you want it posted to members to Amanda Verhoff at amanda@alsd.com OR • Visit us on the web and submit your Member Question at www.alsd.com/content/member-questions. Please note – members must be logged in to www.ALSD.com to submit questions.
- 21. Speak a common language with your clients through your partnership with Spotlight Ticket Management. Assure your customers achieve their goals with your experiences. A PARTNERSHIP WITH SPOTLIGHT: • Sports Tickets Drive Business – the numbers prove it. Give your customers the tools they need to effectively manage their tickets. Offer Spotlight to your suite owners and add value to your partnership • Assure Renewal – Sports tickets and suites are a vital corporate spend. Buying tickets provide a positive ROI, and Spotlight continually highlights this fact. • True Partnership – Create a true partnership between venue and customer to assure goals and a long term relationship. Create added-value benefits for your partners. 8 7 7. 4 2 3 . 4 8 6 8 info@SpotlightTMS.com www.SpotlightTMS.com
- 22. Industry and AssociationNews Local ingredients at Wells Fargo Center, p.24 Member Highlight: Dennette Thornton and John Farrell, p.28 Washington State University leads by example On the heels of a $65 million stadium renovation, WSU is a leading standard of the Pac-12 construction boom “We need to continue to cultivate our fans and provide the unique perspectives that you can only get inside the facility.” – John Johnson, Washington State University Premium Seating The keystone of the Martin Stadium improvements is a transformation from few premium seats and only six small suites to 21 new suites, 1,183 outdoor club seats, 83 indoor club seats, and 42 loge boxes that stretch from goal line to goal line along the stadium’s south side. According to WSU Senior Associate Director of Athletics John Johnson, this premium seating 20 | S E A T | www.alsd.com | #SEATWinter2013 Photo courtesy of Jason Krump, Washington State University A ccording to research from the Sports Business Journal, the projected aggregate of college football stadium construction costs for 2012-2014 will eclipse $1.5 billion. The investment in facilities is especially considerable in the Pac-12 Conference, where along with Washington State, Cal, Washington, Arizona, Arizona State, USC, and UCLA (who plays at the under-renovation Rose Bowl) are all at different points along construction timelines. In a message to Cougar fans on www.thecougarfootballproject.org, Washington State Director of Athletics Bill Moos notes, “There are roughly $1 billion in facility projects that have been completed or nearing completion throughout the conference, and we can’t be left behind.” First out of the renovation gates this past season was the $321 million overhaul of Cal’s Memorial Stadium and $65 million in upgrades at Martin Stadium in the center of Washington State University’s campus. Although the WSU project was less comprehensive, the attention to premium seating was every bit as close. As the college facility industry builds itself out over the next few years, it will behoove athletic departments to look at the benchmarks set and lessons learned at WSU in Pullman, Washington. Cougar Den: Twenty-one new suites, 1,183 outdoor club seats, 83 indoor club seats, and 42 loge boxes now stretch from goal line to goal line along the south side of Martin Stadium, overlooking the Washington State Cougars. inventory is worth about $3 million annually to the athletic department. Suites, which range in size from 12-, 18-, and 24-person capacities, are priced from $30,000$50,000 annually which includes the ticket cost and donation to the Cougar Athletic Fund (CAF). The covered, open-air loge seating is a $10,000 ($1,200 ticket cost; $8,800 CAF donation) annual cost for a four-person box and $15,000 ($1,800 ticket cost; $13,200 CAF donation) for a six-person box. Both suites and loge boxes are available on three-, five-, and seven-year lease terms with pricing locked over the length of the lease. All club seats are renewable on an annual basis with indoor seats priced at $2,500 and outdoor seats ranging from $1,700-$2,000. All club seat tickets cost $300 with CAF donation requirements ranging from $1,400-$2,200. Premium inventory is sold out with the exception of a few outdoor club seats which are expected to also sell before next season. Common and Cutting-Edge Amenities Martin Stadium premium seating provides the usual amenities – such as premium parking, stylish furnishings, access to the 10,000 squarefoot Club Room, and an 80% tax deduction – as well as some additional cutting-edge, high-tech offerings. In the loge seating, indoor-outdoor TVs are installed and can be viewed in any type of weather. And all suites are equipped with 3-D HD TVs linked to iPads that control unique live-game-action feeds and replays from multiple vantage points in 3-D and traditional 2-D formats. “Our fans, particularly the younger demographic, enjoy the opportunity to go back and look at replays of a particular play or focus on an individual player from four unique camera angles,” Johnson explains. The 3-D interactive was developed by Sankar Jayara, a WSU professor and co-founder of 3D-4U, a company incubated in the WSU Research & Technology Park which offers start-up businesses affordable office space and campus resources. Martin Stadium is the first sports facility to install the interactive; therefore, WSU took baby steps implementing it, rolling out more of its nuances as the season went along. Future opportunities exist for 3D-4U’s technology outside of the suite environment through handheld and mobile devices. “That’s where our industry needs to go,” contends Johnson. “We need to continue to cultivate our fans and provide the [continued on page 92]
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- 24. Industry and AssociationNews Birthday group sales bring life to the party for MLL Champion Chesapeake Bayhawks With assistance from Full House and its birthday lead list, the Bayhawks increased their group sales business by 160% I Celebrate your birthday with the bayhawks aNd Get in the Game! affluent families in the area would have some disposable income to take their kids to our game for their birthdays,” says May. “[Birthday parties] accounted for around 10% of our total group sales this year.” Getting in the Game The Bayhawks worked hand in hand with Full House Entertainment Database Marketing to establish criteria for a birthday leads list. According to Full House, the target audience was households with income over $90,000 that had a son between the ages of 5-13 and a birthday (turning 6-14) in May, June, or August– the duration of the Bayhawks’ season. This past season, in which the team won the MLL Champion22 | S E A T | www.alsd.com | #SEATWinter2013 ship, the Bayhawks didn’t play any July home games which is why the list was narrowed down to three months. The geographical target was a 30-mile radius of Annapolis. “Birthday parties have always been a strong part of our group sales recommendations, especially to lacrosse, soccer, arena football, minor league baseball, and hockey clubs,” notes Full House President Ron Contorno. “A team not only generates ticket revenue, but it is great grassroots marketing for future birthday parties, groups, and season ticket packages.” After the list of 3,448 leads was purchased from Full House, a postcard promoting birthday parties was mailed to those prospects. The message of the mailer included a personal touch Photo courtesy of Gail Sharpe n Maryland, lacrosse is no casual pursuit. Most young boys and girls growing up in the Old Line State choose to pick up a mesh-headed crosse over a baseball glove or soccer ball. For them, lacrosse is a birthright. And for some kids in the Annapolis area, it’s a birthday theme as well. In sports, group sales are essential lifeblood for boosting ticketing revenue. Dave May, Director of Ticket Sales for the Chesapeake Bayhawks of Major League Lacrosse, realized group sales was an area the organization needed to improve and that birthday parties could help grow those sales. “We knew some of the more In the Game: The postcard on the left was mailed to 3,448 leads, including Dylan Sharpe, shown here celebrating his 7th Birthday in the Bayhawks Birthday Bash area. “[Birthday parties] accounted for around 10% of our total group sales this year.” – Dave May, Chesapeake Bayhawks with each child’s last name variably printed on the back of the jersey. “We had strong feedback on the postcard,” May explains. “[The personalized jersey] hit home with a lot of the young lacrosse players around here.” The Birthday Bash The Bayhawks hosted 5-10 birthdays per game in their Birthday Bash area. Parties often exceeded the minimum guest list of ten; one group hosted 50 people. The Birthday Bash area is located in the parking lot of Navy-Marine Corps Memorial Stadium within a tailgate area complete with an inflatable field and rock climbing wall. For the parents and other adults, [continued on page 92]
- 25. Nearly 2,000 years inthe making…. construction on the coliseum began in 72AD and in 2012 Sports cRm was released ….don’t wait another 2,000 years to ensure a full house. IF you’Re conceRned aBouT eFFecTIvely: · Managing Inventory: game day suite inventory, bookings and invoicing for suites and other products. · Increasing Sales: developing cross-sell programs or increasing sales by creating up sell programs. · Handling Service Requests: tracking and quickly resolving customer issues. · Scheduling Events: managing renewal and other customerspecific events to create the ultimate customer experience. · Streamlining Internal Operations: coordinating staff and organizing tasks prior to critical events to improve efficiencies. We have the answers. “The Boston Red Sox organization is driven to ensure that every fan has a consistent, high quality experience each time they visit Fenway Park. The improved visibility into the consumer preferences of our fans is helping us achieve that goal.” Ron BumgaRneR SenioR Vice PReSident/ticketing the BoSton Red Sox www.greenbeacon.com • 617-485-5000
- 26. Industry and AssociationNews: feature recipe Wells Fargo Center chef brings local ingredients to his hometown arena ARAMARK’s Rich Friedrich shares the recipe for this season’s most popular dish A Philadelphia native, Rich Friedrich didn’t have to travel far to find his dream job as ARAMARK Executive Chef at the Wells Fargo Center, home of the Philadelphia Flyers and the 76ers. After graduating from the Culinary Institute of America in Hyde Park, New York, Chef Friedrich worked at Mezzanotte Restaurant in Philadelphia, where he further developed his passion, drive, and skill for his craft. From there, he joined ARAMARK as the Garde Manger Chef at the Blue Line Club in the Spectrum, followed by the Stadium Club in the First Union Center (now the Wells Fargo Center). Sixteen years later, Chef Friedrich is the ARAMARK Executive Chef at the Wells Fargo Center, where he oversees a culinary team of 80. Although he develops menu concepts for every food experience at the Wells Fargo Center (concessions, clubs, and suites), he is most proud of the food served at the arena’s fine dining restaurant – the Cadillac Grille. It’s here where he can make local ingredients shine and tap into current food trends to create outstanding seasonally-inspired dishes. “Guests attending events at the Wells Fargo Center are so diverse and come from so many different backgrounds that it allows us to remain on the cusp of trends and try new techniques,” says Chef Friedrich. “Because of the Chef Rich Friedrich, ARAMARK Executive Chef, Wells Fargo Center popularity of celebrity chefs and cooking shows, our guests are much more into food than they have ever been before, and they truly appreciate a great meal.” It’s the guests’ culinary knowledge that led to the increased use of locally grown ingredients at the Wells Fargo Center. “The demand in our region for local and sustainable ingredients made us look at the ingredients we were using, and we realized there was an opportunity to feature more of the fantastic seasonal items on our menus from local farms in Pennsylvania and New Jersey,” says Chef Friedrich. “It was an easy transition to make because there is such a diverse offering in our area.” Unlike a traditional restaurant that will serve guests throughout the night, the Cadillac Grille has a two and a half hour service window with 350-450 covers. This fast-paced atmosphere lends itself well to a menu that features slowcooked flavor profiles and simple, time-honored cooking techniques, like those used to create the popular Cadillac Grille Braised Short Ribs. “Our Braised Short Ribs are a seasonal dish featuring roasted bone marrow, locally grown winter root vegetables, and a cabernet reduction sauce,” says Chef Friedrich. “They’re perfect for this type of restaurant environment because they taste even more delicious the longer they’ve been braised.” In addition to dreaming up delicious dishes, Chef Friedrich is committed to mentoring the next generation of chefs. He serves as the onboarding coach for new ARAMARK chefs in the Philadelphia region, walking them through an onboarding plan, and introducing them to the corporate and sports and entertainment environment. “The best part of my job is creating food that people love and helping young chefs grow,” says Chef Friedrich. Cadillac Grille Braised Short Ribs Ingredients: 6 pounds beef short ribs, cut into 1-rib pieces Salt and freshly ground black pepper 1 tablespoon olive oil 3 medium onions, chopped 4 large garlic cloves, minced 1½ cups dry red wine 1 (28- to 32-ounce) can whole tomatoes including liquid coarsely pureed in a blender 1½ cups beef broth 2 tablespoons Worcestershire sauce 6 (3- by 1-inch) strips fresh orange zest removed with a vegetable peeler 2 teaspoons chopped fresh rosemary leaves or 1 teaspoon dried rosemary, crumbled 1 (1-pound) bag peeled baby carrots Finely chopped fresh parsley leaves, for garnish 24 | S E A T | www.alsd.com | #SEATWinter2013 Directions: 1. Pat short ribs dry and season with salt and pepper. In a heavy 6-quart kettle, heat oil over moderately high heat until hot but not smoking and brown ribs in batches, transferring with tongs to a large bowl. 2. Add chopped onions to kettle and cook over moderate heat, stirring, until golden. 3. Add garlic and cook, stirring, one minute. Add wine, tomatoes, broth, Worcestershire sauce, zest, rosemary, and salt, and bring to a boil. 4. Add ribs, including any juices that have accumulated in the bowl and simmer, covered, 30 minutes 5. Add carrots, stirring and pushing down to make sure they are covered by liquid, and simmer, covered, 3 ½ to 4 hours, or until meat is tender. 6. Transfer meat with a slotted spoon to a large bowl. 7. Reduce braising liquid, if necessary. Return meat to kettle and cook over low heat, stirring occasionally, until heated through. Servings: 6 Entrée size portions Wine suggestion: Californian Syrah – Recipe by Chef Rich Friedrich
- 28. the alsd online Onfacebook: on alsd.com: ALSD Social Media conference news www.alsd.com/content/conference UP-TO-THE-MINUTE INDUSTRY AND ASSOCIATION NEWS Connect with the ALSD on LinkedIn: Association of Luxury Suite Directors Group Page: www.linkedin.com/groups?about=&gid=918457 www.alsd.com/news University of Cincinnati Hopes to Add Suites to Nippert Stadium New Home for the Detroit Red Wings Pitched to State Lawmakers Amanda’s Visit to Progressive Field Sketches of a New NBA/NHL Arena in Seattle Are Released ALSD MEMBER Q&A Bill Dorsey: www.linkedin.com/pub/bill-dorsey/6/125/76a Amanda Verhoff: www.linkedin.com/in/amandakuntzverhoff Scott O’Connell: www.linkedin.com/pub/scott-o-connell/6/45/560 Pat McCaffrey: www.linkedin.com/pub/pat-mccaffrey/9/27b/54b www.alsd.com/content/member-questions RESEARCH Jared Frank: www.linkedin.com/in/jaredfrank www.alsd.com/research Dene Shiels: www.linkedin.com/pub/dene-shiels/10/b97/b8 on Twitter: @THEALSD Jared’s Field Trip at Turner Field Follow us and the hash tag #SEATWinter2013 to discuss this issue of SEAT and for the latest conference and association news and promotions, such as: Welcome Back NHL! Early Bird Prices for our NHL Members have been extended through the end of the month. #ALSD2013 http://conta.cc/13gf1hM Follow the ALSD on Twitter: Association of Luxury Suite Directors: www.twitter.com/TheALSD Jared Frank: www.twitter.com/JChrstophrFrank ALSD Dallas enjoying a Mavericks game tonight. @AACPlatinum puts together a great experience. #sportsbiz Like the ALSD on Facebook: Association of Luxury Suite Directors Group Page: www.facebook.com/AssociationOfLuxurySuiteDirectors ALSD Dallas: (Pictured from the left) Mike Guiffre (American Airlines Center), Kerrie Bryant (Dallas Cowboys), Ryan Mirabedini (American Airlines Center), and Jared Frank (ALSD). 26 | S E A T | www.alsd.com | #SEATWinter2013
- 30. Industry and AssociationNews: ALSD Member Highlight A Conversation with Dennette Thornton and John Farrell Group Sales Manager and Premium Seating Manager Atlanta Braves By Jared Frank, Editor, SEAT Magazine O ne is a homegrown Georgia peach. The other has lived all over. One is the proud mother of two little boys. The other remains a kid at heart. It takes all types to run a business. With his laid back persona, ukulele lessons, and preference for hot tea over coffee, you might be surprised to learn that John Farrell is a road rager. His car horn is allegedly on the mend, but this is proven to be false a couple hours later while en route to Tin Lizzy’s Cantina in Atlanta’s Grant Park (Try the spicy tilapia tacos!). Sure the horn is more of a Vespa beep than a train locomotive whistle, and he has to cross a few exposed wires to produce the audio, but it works. Drivers of Atlanta, beware. Thank goodness for the Atlanta Braves ticket sales department’s den mother, Dennette Thornton, who along with John form the yin and yang of Turner Field suites. Learn why with this duo of ALSD vets, no conversation is complete without sharing recipes or a few practical jokes. SEAT: Word on the street is you’re a Broncos diehard? And a Michigan fan? How’d that happen? John: Well, my uncle went to Michigan. And I used to live out in Englewood [Colorado]. My family moved there in 1982 – Elway’s rookie year. Dennette: He has a little bit of a man crush. John: Oh yeah, he’s the best athlete of all-time. There was “The Drive”, “The Fumble”, then “The Ass-Kicking.” But I don’t know if I should bring that up. I know you’re from Cleveland. SEAT: Not a good start for you Farrell. I think we’ll be focusing this interview mostly on Dennette from this point on. Dennette: Well, I’m a Michigan fan too, by marriage. So Farrell and I have that in common. John: [Laughing] Yeah, what does your husband do for a living? Dennette: He works here with the Braves. We met at Georgia Southern [University] and were dating before we both started here. [The Braves] knew we were dating and weren’t engaged at the time, and they took a chance on hiring us. It’s funny. A lot of people don’t even know we’re married. The joke when our ticket sales trainees start is how long will it take for them to figure it out. We had one guy who for three months thought we were brother and sister. SEAT: What department does he work in? How closely do you work together? Dennette: He’s in ticket sales. SEAT: Oh, so not that closely. Dennette: [Laughing] Yeah, pretty closely. John: But he handles the trainees and the brokers. And she handles groups and premium with me. So it works. Dennette: It’s very business professional. SEAT: Did you always want to work in sports? Dennette: I’ve always wanted to work for the Braves. I grew up 20 minutes from here, so this has always been my team. I’m truly a homegrown fan. “If I pick on you, it means that I like you. It’s so tense in sales, and sometimes people freak out. You have to have a little fun too. And don’t forget, we’re selling entertainment, so I like to entertain.” – John Farrell, Atlanta Braves “I do a lot in [my kids’] schools, their little leagues. I won’t call myself a soccer mom, but I do a lot of that typical soccer mom stuff. I’m the team mom for my kids’ baseball teams; I’m the treasurer of the PTO in the elementary school.” – Dennette Thornton, Atlanta Braves 28 | S E A T | www.alsd.com | #SEATWinter2013 SEAT: And I understand your family vacations always include a trip to a baseball park? Dennette: They do. I’ve got nine ballparks left to go of the 30. My husband has 11. SEAT: Oh, you’re winning. Dennette: Yes, thanks to the ALSD, I am winning. I’ve got to check a few of them off when he’s not there. My six year old has already been to 13 parks. SEAT: What’s your favorite park that you’ve been to? Dennette: My favorite park is PNC [Park] [in Pittsburgh]. It has a lot of the elements that I feel stadiums need to have. It has the riverfront. It has the view. It’s intimate, but it still holds about 39,000 people. It’s just a unique park. SEAT: Do your boys get into it and really appreciate getting to see all the parks? Dennette: My oldest does. My youngest is only three, so he’s just now figuring it out. He’s just excited to stay in a hotel room at this point. SEAT: Where’d you go last summer? Dennette: We did Houston last year. We hooked up with Clay [Kowalski] [at the Astros]. They have a very nice park. It’s great for kids. We also went to a Dynamo game and the [ Johnson] Space Center. SEAT: John, a little birdie told me that you have terrible road rage. You seem like such a chill guy, you’ll have to explain that to me. John: [With a smile] Road rage! Who told you that?! It’s my New Year’s resolution. The traffic in Atlanta stinks. And it seems like I’m always in a rush to get somewhere. I’ve been going out for more [sales] appointments, so it’s been frustrating. You know what it is? It’s all the phones. When-
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- 32. Industry and AssociationNews: ALSD Member Highlight I love anything on the Food Network. I seriously probably will join the Bacon of the Month Club. I was showing my husband, ‘Look at all these different bacons we can get.’ We’ve done the Wine of the Month Club, Beer of the Month Club… John: I didn’t even know there was a Bacon of the Month Club. Dennette: It’s from a store in Ann Arbor [Michigan], a sandwich shop up there called Zingerman’s which was featured on the Food Network’s The Best Thing I Ever Ate. ever you look over, there’s always someone on their phone, or they’re texting. We’ll let [Dennette] drive to lunch today. You don’t want any part of this. ( John actually ended up driving to lunch, and it was without incident.) SEAT: Fair enough, I’ll leave it at that. Let’s get off this rage talk. You’re also known as a practical joker. Do you have a favorite joke and/or person to pick on? John: If I pick on you, it means that I like you. I’ve been in trouble since I was a little kid for that kind of stuff. It’s so tense in sales, and sometimes people freak out. You have to have a little fun too. And don’t forget, we’re selling entertainment, so I like to entertain. Dennette: He’s actually had the best prank ever played on him. SEAT: Oh do tell. John: Sherry [Millette], our IT Director, got me good. I came back from a family vacation one year, and I should have known right away. As soon as I started walking down the hall, I see all these little heads popping up. I was like, ‘They can’t be that happy to see me.’ No one even said hi; they were just watching me. When I turned the corner, my cube was completely empty. [The IT Department] had taken everything, put it in the empty cube next to us, and put it up exactly how my cube was. And they put a camera up, so they could see my reaction. I knew right away. It was fantastic. I give them credit for that. But I have the mind of an elephant. I’m not forgetting that. I will get them back. My favorite thing, and it’s so childish, but it’s fantastic: you know those little snappers that you throw down and they pop, and the kids love them? SEAT: The kids love them, right. John: Right. Well, when I go to parties, I’ll go in the restroom, lift the toilet seat up, and put a couple underneath. I did this to [my wife] Jennifer’s good friends. Her good friend’s boss was there. She said she almost had a heart attack because when she sat down, three of them popped. SEAT: People are going to be on alert now at the ALSD Conference. John: Exactly. People are going to be asking, ‘Which one’s Farrell? Oh, he’s that clown right there.’ SEAT: You have a nickname for everyone. What’s Dennette’s nickname? John: Tina! That was her name when I first met her. Dennette: Tina’s my first name. Dennette’s my 30 | S E A T | www.alsd.com | #SEATWinter2013 SEAT: Do you use as much butter as Paula Dean does? Dennette: I do not. I substitute EVOO, extra virgin olive oil. Fancy, I know. But I used to use butter; I’m not going to lie. I am from the South. I mean, c’mon. “I love good food. Whenever I go on vacation, I look at the Food Network website to see where Diners, Drive-Ins, and Dives has been. I even have the app on my iPad.” – Dennette Thornton, Atlanta Braves middle name, so he calls me Tina. Only two people in the office call me Tina. [ John] and Little Man. SEAT: Wait, who’s Little Man? John: That’s the nickname for our corporate partnerships manager. SEAT: I saw on Facebook that you were looking into joining the Bacon of the Month Club which sounded awesome. Did that ever happen? Dennette: It did not, but I’m still seriously considering it. SEAT: Is it something that Paula Dean recommends? Dennette: No, probably not now that she has diabetes. SEAT: Do you have a favorite recipe? Dennette: A favorite that I like to cook, and I know that everyone in my family will actually eat it, is Italian mac and cheese. It’s got three different kinds of cheese in it, Italian sausage, mushrooms, and garlic. It’s a Rachael Ray recipe, and I absolutely love it. I love good food. Whenever I go on vacation, I look at the Food Network website to see where Diners, Drive-Ins, and Dives has been. I even have the app on my iPad. All the MLB people made fun of me the whole time we were in Minneapolis [at the ALSD Conference] because I kept talking about these meatball tacos. John: She’s serious. Dennette: I’m already scoping out places in Orlando. One time, we went 30 minutes out of the way for a pizza. We ended up missing the next [ALSD Conference] session, but it was cooked in a copper oven thing. I had to go there. SEAT: Favorite Pearl Jam album? Go, don’t think about it. John: Riot Act. It was different. Most people will say Ten. Riot Act ruined some of their fans. A lot of people jumped off the bandwagon because it was a different sound. But looking back on it, it’s fantastic. SEAT: Are you learning to play the ukulele because you also have a man crush on Eddie Vedder? John: He is who got me interested in even trying it. I’m also taking guitar lessons. I have absolutely zero musical talent, but I’m going to give it a go. Dennette: I’ve heard him sing. He will occasion-
- 34. Industry and AssociationNews: ALSD Member Highlight ally bust out in song. John: I can sing when I need to. You know, like in my car. That’s when people probably go nuts when they see me driving because I’m singing half the time. SEAT: That’s probably why everyone is texting and giving you road rage. They’re texting their friends to tell them about this bozo singing in the car next to them. Dennette: No. He’s yelling at the people texting. That’s not singing. That’s yelling. SEAT: Tell me more about some of the things you like to do outside of the office. Dennette: Well besides cooking, it’s spending time with my kids. I do a lot in their schools, their little leagues. I won’t call myself a soccer mom, but I do a lot of that typical soccer mom stuff. I’m the team mom for my kids’ baseball teams; I’m the treasurer of the PTO in the elementary school. I also love my alma mater Georgia Southern. I’m a member of three different boards at the school. I run our alumni association here in Atlanta. I also helped with a [fellow Georgia Southern alumnus] Adrian Peterson book signing, Don’t Dis My Abilities. He’s a dear friend of mine, and I took a great deal of pride in helping him promote his book. We had 300 people come to the event. So little things like that: planning events around Atlanta for my alumni to get together are things I love to do. SEAT: How did you first meet Adrian Peterson? Dennette: I was the equipment manager for the football team. And they haven’t won a national COMING UP NEXT: THE HOME OF THE BRAVE 32 | S E A T | www.alsd.com | #SEATWinter2013 championship since I left. SEAT: You have to be crazy organized to do that job. Dennette: Or I just like washing dirty clothes. It was interesting because I am a woman… if you didn’t know that. SEAT: [Laughing] Now, is that on the record? John: [Laughing louder] You have to print that: I am a woman. Dennette: [Laughing loudest] Woman, on the record. In the sports industry, in that field, you don’t see very many head equipment managers who are women. Now there were things I couldn’t do. For example, when the team was in the locker room, I wasn’t allowed to go in there. But working through [the gender bias] has helped me develop a thicker skin. Like when some of the players would say stuff, I’d just dish it right back. I don’t really take crap from anyone. SEAT: You wouldn’t have made it in that position around all those strong personalities if you weren’t strong yourself. So I believe you’re a strong woman. John: She just made me think; when you asked about nicknames, I mentioned Tina, but really it’s Den Mother. She organizes everything for us: our holiday lunch, birthdays, phone trees if there’s ever bad weather in Atlanta; she takes care of everything. So she’s our den mother. She made a little board, which we’ll show you. You’ll think you’re back in second grade. This department would be screwed without her. Dennette: Don’t knock my board out there. John: She also gave me the greatest gag gift ever which was a remote-controlled fart machine. SEAT: I don’t mean to interrupt, but what do you mean gag gift? That sounds pretty legit. John: Well I mean, it was legit. It was a Secret Santa gift, a $15 or less kind of thing. I opened the fart machine, and I thought it was the great- est thing ever. But everyone else was like, ‘He’s the wrong person to have that.’ SEAT: Fart Machines. Wow, I’ve clearly lost control of this interview. Let’s change gears, and go walk around the stadium. Want to network with Dennette and John? Here Are Their Business Cards: Dennette Thornton Group Sales Manager P: 404-614-1493 dennette.thornton@braves.com John Farrell Premium Seating Manager P: 404-614-1562 john.farrell@braves.com Atlanta Braves Turner Field 755 Hank Aaron Drive Atlanta, GA 30315
- 35. Our chefs areat the tOp Of their field. and diamOnd. and rink. and cOurt. and ballrOOm... Imagine 250 chefs – trained at the highest levels of culinary education, and featured at the biggest sports and entertainment events around the world – ready to serve you. That’s what Delaware North Companies can bring to your next major event, gala or celebration. It’s what we do every day. To learn more, contact Tim Maloney, Director of Business Development, at 716-858-5588. www.DelawareNorth.com A globAl leAder in hospitAlity And food service
- 36. Industry and AssociationNews: ALSD Member Venue Highlight A Brave New World at Turner Field Aligning with the industry trend to decrease the number of suites in favor of mid-priced inventory, the Atlanta Braves are removing two suites and approximately 200 seats to build the Bobby Cox Club presented by Superior Plumbing at Turner Field. W e’ve done a good job over the past few years of revamping our inventory to provide a lot of different [premium] options,” says Dennette Thornton, Group Sales Manager for the Atlanta Braves. “The biggest push this year is filling the new club that’s being built, filling those tables, and making sure it’s sold out.” The “new club” is the Bobby Cox Club presented by Superior Plumbing which is located on the Club Level of Turner Field on the third base side of home plate. The Bobby Cox Club will mirror the successful Georgia’s Own Credit Union Club (a concept borrowed from the Colorado Rockies’ Mountain View Club) on the first base side which opened last season. The Georgia’s Own Credit Union Club has 20 outdoor tables, under cover to protect guests from the summer sun and backed up by an in- Themed Suites at Turner Field Game Room Suite • 36-Person Suite • Four HD Televisions • Two Trivia Games • Arcade Games: Golden Tee and Ms. Pacman • Foosball Table Bobby Cox Suite • 40-Person Suite • Six HD Televisions • Life-Size Cutout of Bobby for Photo Opportunities • A Timeline of Bobby’s Career • Bobby Pictures and Framed Poster The Chairman’s Suite: The Big Night Out • 40-Person Suite • Cooking Demonstrations by AtlantaArea Celebrity Chefs • Fully Catered Suite with Menu Designed Around the Visiting Team’s Local Cuisine Alcoholic and Non-Alcoholic Bever• ages (Excludes Liquor Drinks) • Individual Tickets are $145 per person (Includes Food, Beverage, and Parking) 34 | S E A T | www.alsd.com | #SEATWinter2013 Middle Ground: John Farrell explains the benefit of inventory between suites and club seats: “The clubs are the new way. They are a great middle ground…and come with valet parking, in-seat service, and they’re really high-end.” door club lounge. Two of the tables are two-tops, while the remaining 18 are of the four-seat variety. One table is ADA compliant, therefore not sold, but the remaining available tables sold out before Opening Day last season. The Braves are on track to do the same in the Bobby Cox Club this season. “The clubs are the new way,” contends John Farrell, Premium Seating Manager for the Braves. “They are a great middle ground for those companies that can no longer afford or no longer desire a suite but still like some of the amenities. The new clubs come with valet parking, in-seat service, and they’re really high-end.” Both the Georgia’s Own Credit Union Club and the Bobby Cox Club open up to a welcome/ concierge area adjacent to a bar through glass doors, exposing their lounges to curious onlookers walking the Club Level concourse. There are no restrooms in the clubs, but facilities are a short walk down the concourse. At each table are televisions and power outlets to charge mobile devices and laptaps in case patrons wish to do a business presentation or just follow their fantasy teams. Wi-Fi service is free on the Club Level. Price points are $29,000 and $31,000 per year for a table of four in the Georgia’s Own Credit Union Club and the Bobby Cox Club respectively. Clients must purchase the entire table. Every ticket comes loaded with a $30 food and beverage credit that can also be used on merchandise. The credits do not rollover and must be used for that game. Turner Field Suites “[The Bobby Cox Club] helps us too in regards to suites because we had to knock out two suites to accommodate the club, so it shrinks our inventory and increases the demand,” expounds Thornton. After the completion of the Bobby Cox Club, Turner Field will have 53 suites, 15-20 of which the sales team tries to sell on a per-game basis. “We keep some inventory open for daily rentals,” Thornton says. “We really have five suites open that we try to sell as season leases because they are in prime locations.” Sun Trust Club Turner Field is also home to some of the best seats in baseball. The first row of the 145 Henry Aaron seats is 45 feet from the catcher, closer than the pitcher who stands 60 feet, 6 inches from home plate. Underneath the sold-out seating area is the Sun Trust Club, a six-year-old lounge with carving stations, tables open for reservations, and a full bar. Sun Trust Club memberships can be purchased for three, five, or seven years. According to Farrell, the Sun Trust Club continues to be a hit this offseason with four contracts already renewing fiveyear deals. “[The Sun Trust Club] is our baby,” he continues. “We’re actually turning the camera well into a few more seats next season.” — Jared Frank
- 37. Reward Suite Loyalty withLuxury Let Rymax help your venue increase suite holder renewals with memorable gifts that drive loyalty and leave a We are the direct source for all of your suite owner renewal gifts with merchandise from over 250 brand names, at price points to fit FOREVER BETTER lasting impression. every budget, no order minimums, and fast and reliable shipping guaranteed. Apple® www.rymaxinc.com • 973.582.3201 • jbrenner@rymaxinc.com Copyright © 2013 Rymax Marketing Services, Inc. All rights reserved.
- 38. Reward Suite Loyalty withLuxury Let Rymax help your venue increase suite holder renewals with memorable gifts that drive loyalty and leave a We are the direct source for all of your suite owner renewal gifts with merchandise from over 250 brand names, at price points to fit FOREVER BETTER lasting impression. every budget, no order minimums, and fast and reliable shipping guaranteed. Apple® www.rymaxinc.com • 973.582.3201 • jbrenner@rymaxinc.com Copyright © 2013 Rymax Marketing Services, Inc. All rights reserved.
- 39. Conference and TRADESHOW Hilton Orlando June30 – July 3, 2013 Your Week in the Sun Continuing the tradition of holding its conference where the best venues of the year are, the 23rd Annual ALSD Conference and Tradeshow will visit Orlando and Tampa in 2013. Located in Orlando is the Amway Center, home of the Orlando Magic, considered by many to be one of the top arenas in the world. Our college division is included in the venue tours this year with a day trip to the University of Central Florida in Orlando. “We looked at a half-dozen cities very closely, and we chose Orlando,” says Bill Dorsey, Chairman of the ALSD. “Amway Center is a top-flight arena; we have not been in the Southeast for several years; and Orlando is one of the top family destination sites on the planet.” “In addition, there are more than 1,600 hotels in Orlando,” continues Dorsey. “We selected the brand new Orlando Hilton which was rated by various travel sites as the third highest rated hotel in the area. This is one of the top three hotels we have ever gone to and the rates are outstanding.” Besides Orlando, the ALSD will also take a day trip to Tampa, home of the Buccaneer’s Raymond James Stadium and the Lightning’s Tampa Bay Times Forum. “This is a short, easy drive and well worth the trip,” states Dorsey. “People will be impressed with what Tampa has to offer. As usual, we are providing something for everyone.” Please Note: All events and times are tentative and subject to change. We understand travel plans are being made and will update you via ALSD.com, email, and print pieces on schedule changes and updates throughout the coming months. 36 | S E A T | www.alsd.com | #SEATWinter2013
- 40. Sunday, June 30 2:00p.m. Board of Directors Meeting 3:00 p.m. New Attendee Meeting 4:00 p.m. – 7:00 p.m. Opening Reception in Exhibit Hall Food and Drinks Provided Signature Cocktails Networking Sponsored by: Delaware North Sportservice 7:00 p.m. Buses Depart for Venue Tour and Reception Amway Center #SEATWinter2013 | www.alsd.com | S E A T | 37
- 41. Monday, July 1 8:00a.m. – 3:30 p.m. League Meetings Leagues and Teams Only National Football League National Hockey League National Basketball Association Major League Baseball Major League Soccer/International Football College/University Minor League, Concert, Racing, and Alternative Venues Venue Tour University of Central Florida Athletic Facilities UCF Arena & Bright House Networks Stadium Food and Beverage 8:00 a.m. Colleges, Minor League, Racing, Concert, and Alternative Venues: Buses Depart for Venue Tour University of Central Florida Athletic Facilities UCF Arena & Bright House Networks Stadium 11:00 a.m. – 1:00 p.m. Keynote Lunch and Award Show Keynote Speaker and Visionary Award Winner: Bernie Mullin (see sidebar opposite for details) 4:00 p.m. – 7:00 p.m. Exhibit Hall Reception Networking Events Mixology Experience! The Making of a Great Cocktail New Attendee Introductory Event You Only Live Once! The YOLO Group, led by a few fresh and energetic ALSD members, is simply a circle of existing and new friends (no cliques allowed) looking for a fun, ice-breaking, networking experience. All attendees are cordially invited, and prerequisites include, but are not limited to: “Must have fun and not be afraid of a little light-hearted humor, at anyone’s expense!” This event will kick off with a toast in the ALSD Exhibit Hall. 38 | S E A T | www.alsd.com | #SEATWinter2013
- 42. Tuesday, July 2 8:00a.m. – 9:00 a.m. Fan Experience Super Panel Conference and TRADESHOW Today’s catchphrase is Fan Experience. How can we get customers off the couch in this era where 30 million fantasy sports playing consumers are happy in their lavishly appointed home theatres with 72inch flat screens? Panelists discuss topics such as fantasy lounges in football stadiums, mobile device capabilities, treatment of your VIPs, turnkey systems to enhance the fan experience, targeting the right customers, and branding your product. Hilton Orlando June 30 – July 3, 2013 Keynote Lunch and Award Show Keynote Speaker and Visionary Award Winner: Moderator: Bill Sutton, Principal, Bill Sutton Associates Bernie Mullin Founding Director, Sport and Entertainment Management MBA Program at University of South Florida Chairman and CEO The Aspire Group Panelist: Stewart Clark, Vice President, SeaWorld Parks & Entertainment in charge of Discovery Cove Panelist: San Francisco 49ers Panelist: Sporting Kansas City Bernie Mullin’s résumé precedes him. Dubbed “The Sports Marketing Guru” by Sports Illustrated, his expertise stems from presidencies with the Atlanta Hawks, former Atlanta Thrashers, and former Denver Grizzlies (IHL). Additionally, Mullin has served in Senior Vice President roles for the NBA, Colorado Rockies, and Pittsburgh Pirates. To boot, Mullin played semi-professional soccer for Oxford City FC in England. Bill Sutton Bill Sutton Associates Stewart Clark SeaWorld Parks & Entertainment Bernie Mullin is currently Chairman and CEO of The Aspire Group (TAG), a leading global management and marketing consulting business which partners with its clients in implementing “Next-Practices” to produce winning brands, revenue enhancement, and strong sales and service cultures. TAG maximizes organizational and marketing effectiveness, growing revenues, and building an avid and sustainable fan base. Under his guidance, TAG has clients located in seven countries on four continents that represent best-in-class leagues, teams, and brands. Bernie Mullin’s Record: • President/CEO, Atlanta Hawks (NBA), Atlanta Thrashers (NHL), and Philips Arena • SVP, Marketing and Team Business Operations, National Basketball Association • Vice Chancellor of Athletics, University of Denver • President/General Manager, Denver Grizzlies • SVP, Business, Colorado Rockies • SVP, Business Operations, Pittsburgh Pirates “Does anyone else have the breadth of knowledge of the total sports marketplace? If we are comparing résumés, Bernie Mullin’s is at the top of the stack. He is one of only two people who have been team presidents in three different leagues. Once a semi-pro footballer from England, Bernie now owns a Ph.D. and a very successful business, The Aspire Group, which grew from 30 employees to about 200 in a year.” – Bill Dorsey, ALSD Chairman #SEATWinter2013 | www.alsd.com | S E A T | 39
- 43. 9:00 a.m. –11:30 a.m. Brunch in the Exhibit Hall Sales and Technology Track Technology: A Necessity, Not an Amenity Learn About: 10:30 a.m. – 11:30 a.m. Solutions: What Works If you want to really see what works, the ALSD has put together a series of seminars that have verifiable results from teams. All you need is one idea. We’ve got four programs for you to choose from: • Wi-Fi • Fantasy Sports and Gaming • Social Media: What’s Working and What’s Not • Tablets and Smart Devices • Paperless and Mobile Ticketing and Seat Upgrades Architectural, Food and Beverage, and Technology Track Sales Track Best Seat in the House Audience participation is encouraged, as this idea session discusses successful (and unsuccessful) packaging options and sales techniques. What’s working and what’s not: Learn about premium “neighborhoods” for every price point. Also learn which seats help sell the most food and beverage and why. A panel of architects, big food and beverage, and salespeople share success stories. Which premium seats are most popular and why? • Bundling vs. De-Bundling • Suites: Traditional, Mini, and Party • Flex Billing • Loge Boxes • Ticket Utilization Tools • Clubs Seats • Added Value, Added Access • 365 Clubs • Reward, Loyalty, and Membership Programs Adam Kellner Chicago Bears • Sponsored/Branded Premium Spaces Packaging and Flexibility: What’s Selling? • Shorter Lease Terms Brent Centlivre Disney Institute • Incentive Packages and Early Renewal Deals • Seat Licenses • Friends and Family Deals • Per Event vs. Multiple Year Agreements 1:00 p.m. – 2:00 p.m. Staggered Bus Schedule Depart for Tampa • Suites By-The-Seat • Suite Re-Sell Programs Moderator: Adam Kellner, Director of Stadium Sales & Services, Chicago Bears Service Track The Not So Basics: Questions You Need the Answers To Karyl Henry Oklahoma State University Learn About: •Disney Institute: Common Sense, But Not Common Practice 2:00 p.m. – Evening Venue Tours in Tampa On-Site Interactive Education, Renovation Tours, and Receptions Raymond James Stadium, Home of the Tampa Bay Buccaneers Tampa Bay Times Forum, Home of the Tampa Bay Lightning See Tod Leiweke’s bio for renovation details •15 Mistakes to Avoid When Gifting High-Level Executives • Real Salt Lake: 100 Lions Club and Premium Custom Service Moderator: Karyl Henry, Director of Premium Services, Oklahoma State University Panelist: Brent Centlivre, Account Manager, Disney Institute Trainers of Super Bowl, World Cup, and Numerous Team Employees Panelist: John Ruhlin, Founder, The Ruhlin Group Lauren Fisher Philips Arena/Atlanta Hawks Panelist: Patti Benson, Director, 100 Lions Club and Premium Seating, Real Salt Lake 40 | S E A T | www.alsd.com | #SEATWinter2013 Keynote Speaker: Tod Leiweke, Chief Executive Officer, Tampa Bay Lightning
- 44. Conference and TRADESHOW Hilton Orlando June30 – July 3, 2013 Keynote Lunch Tod Leiweke Chief Executive Officer Tampa Bay Lightning Tod Leiweke was named Chief Executive Officer of Tampa Bay Sports and Entertainment, which includes the Tampa Bay Lightning, Tampa Bay Storm, and the Tampa Bay Times Forum, in 2010. Leiweke, who is in his 30th season in professional sports, has led the team’s transformation off the ice which has resulted in the more than doubling of the team’s season ticket base while vastly increasing its footprint in the community. Under Lieweke’s guidance, the Lightning have seen a nearly 20-percent increase in overall attendance from 2009-10 through 2011-12. Instrumental in kick-starting the transformation of the franchise, Lieweke helped to develop the Bolt’s new jersey system and logo, with all Season Ticket Members receiving their own revolutionary jersey with a chip implanted in the sleeve that grants them access to a variety of discounts and benefits. Tod Leiweke’s Record: • CEO, Seattle Seahawks and Vulcan Sports & Entertainment, which oversees the Seahawks, Seattle Sounders FC, and Portland Trail Blazers • President, First & Goal Inc., which operates Qwest Field and Qwest Field Event Center • President, Minnesota Wild; Chief Operating Officer, Minnesota Sports & Entertainment • Executive with: PGA Tour, Vancouver Canucks, Golden State Warriors • Street & Smith’s 2009 Sports Executive of the Year Finalist • Puget Sound Business Journal CEO of the Year • Seattle Sports Commission CEO of the Year The Tampa Bay Times Forum itself underwent a $42 million, privatelyfunded renovation during the summer of 2011 and received: • A new $5 million high-definition center-hung scoreboard • The Coors Light Between the Pipes, a signature stage with pipe organ • New seats throughout the arena • Reconstructed executive suites • The Bud Light Party Deck, a paradise deck overlooking downtown • A grand entry with an improved, guest-friendly McDonald’s Ticket Office and merchandise store #SEATWinter2013 | www.alsd.com | S E A T | 41
- 45. Wednesday, July 3 EndUser Wednesday Ultimately, the person you are pleasing, the person you need to hear from is The Customer. Not necessarily the teams, not necessarily the vendors, not all the time at least. The ALSD will provide End User Panelists in Wednesday’s sessions. Because, in the end, nothing works so well as a happy customer. 8:30 a.m. – 9:30 a.m. Shannon Hansen BI-LO Center and Charter Amphitheatre Sales and Service Track Retention: The Art of Consistency Does your venue have and stick to a culture? The successful management of the customer experience throughout the entire venue, and especially on the premium levels, is the only way you can take a swing at being consistent for your guests. Learn the best practices for retaining customers and developing brand loyalty. Presenter: Chris Bryant, Chief Experience Officer, Bryant Group Sales and Technology Track What You Need to Know About Your Evolving Customer: • Market Segmentation • Demographics • High Net Worth Individual Profiling • CRM • Analytics Gathering • Market Automation: Prospecting, Scoring, and Tracking Service Track Chris Bryant Bryant Group 9:45 a.m. – 10:45 a.m. Shock and Delight: Differentiate Your Service Your customers have nearly seen it all. They deserve new, never-before-seen amenities that they can’t get elsewhere. This session will highlight events, services, and products that are sure to shock and delight your clients. • Loyalty Programs and Amenities • Outsourcing Concierge Service • Special Events and Access • VIP Treatment Service Track Treat and Train the Suite Holder and the Suite Administrator What you want to do is exceed the expectations of your suite holder, but by doing that, you need to train your suite administrator to educate your suite holder. Customer service requires training. A premium seat manager needs to know what the suite holder needs and wants. Those needs and wants may well be different depending upon how you “read” the customer. Good service provides; great service anticipates. Moderator: Lauren Fisher, Senior Manager of Suite Services, Philips Arena/Atlanta Hawks Service and Food and Beverage Track Food and Beverage and Customer Service Summit Service staffs and food and beverage staffs need to establish and maintain an all-for-one goal. This interactive session will allow the two entities to ask questions of one another to determine how to improve the relationship and the end goal of providing the best service to the premium customer. Moderator: Shannon Hansen, Premium Services Manager, BI-LO Center and Charter Amphitheatre Panelist: Kristin Loeser, Director of Suite Services, Milwaukee Brewers Moderator: Danielle Kloke, University of Dayton Sales, Food and Beverage, and Architectural Track Anne Campbell Detroit Lions Moderator: Dr. Peter Titlebaum, Associate Professor, University of Dayton Panelist: Matt Borgard, Channel Sales Manager, Venues, Crown Imports Unconventional Strategies to Increase Revenues • Non-Game Day Use of Your Premium Areas • All-Inclusive Clubs and Suites • Custom Food and Beverage Build-Outs • In-Seat Service: What’s Working • Street Trucks Concepts • Innovative Food Ordering • Providing/Crafting Signature Beverages Chris Bigelow Bigelow Companies 42 | S E A T | www.alsd.com | #SEATWinter2013 Panelist: Anne Campbell, Manager, Sponsorship & Suite Services, Detroit Lions Panelist: Chris Bigelow, President, The Bigelow Companies Panelist: Brian Crow, Associate Professor, Slippery Rock University
- 46. Conference and TRADESHOW Hilton Orlando June30 – July 3, 2013 11:00 a.m. – 12:00 p.m. Sales Track The New Sale: Adapting to Your Market • Selling on the Local Level • Outsourcing • Local Rewards Programs • Sponsorship and Premium Seating Packages • Local Sponsorship Programs • Dynamic Pricing Sales and Food and Beverage Track Through the Eyes of the Customer Do you really know your customers’ needs in terms of food and beverage? You need to. Discussed in this session are your customers thoughts on: • Pricing and Packages • New Offerings and Trends • The Future of F&B Alcohol Requirements 12:15 p.m. – 1:15 p.m. General Session Technology and Food and Beverage Track Touch Versus Technology: How Digital Effects Premium General Session The Industry: Past, Present, and Future Is the past, prologue? Is what came before a harbinger of where the industry is headed? Or has the industry so evolved in today’s present that the past is no longer relevant, and the future is simply something no one has any idea of what is to come. This research panel will show past trends, present day reality, and future ideas. This is a big picture session – a history lesson. Will history repeat itself? Find out. The Secret Sauce Everyone always says there is no “secret sauce” to sell premium inventory. That’s probably true. But there are ideas out there that are new and that few teams know about. Tap into some new ideas which the ALSD has collected over the past year. You may be surprised. Let the ALSD serve up our own secret sauce from a menu of options. Learn five things you don’t know about the future of the industry. Moderator: Bill Dorsey, Chairman, ALSD Panelist: Dr. Peter Titlebaum, Associate Professor, University of Dayton Panelist: Dr. Heather Lawrence, Associate Professor, Ohio University Panelist: Ron Contorno, President, Full House Entertainment Database Marketing #SEATWinter2013 | www.alsd.com | S E A T | 43
- 47. About the HiltonOrlando Boasting a modern design to accommodate both the most active visitors or people in search of some quality R&R, the Hilton Orlando features a comprehensive 15,000-square-foot Spa and Fitness Center, two resort pools, a lazy river, nine-hole executive golf course, a jogging track, and basketball, tennis, and bocce ball courts. Additionally, seven creative dining options provide fresh and creative cuisine. Consistent with the hotel’s contemporary design, upscale accommodations furnish the interior of the 1,400 wellappointed guestrooms, including 53 suites. In-room amenities include the Hilton’s Serenity Bed™, in-room refrigerators, Cuisinart dual-cup single-brew coffee maker, desk area with nesting table and Herman Miller ergonomic chair, programmable safes, and large 37” LCD TVs. In less than two years of operation, Hilton Orlando recently ranked #1 on TripAdvisor’s rankings of Orlando hotels, has received a AAA Four Diamond rating for its luxurious amenities and top-notch service, was named the second best in Central Florida to work by the Orlando Business Journal, and has received multiple awards from Hilton Worldwide for its overall performance and outstanding customer service. Hilton Orlando 6001 Destination Parkway Orlando, FL 32819 To Make Your Reservations: • Visit https://resweb.passkey.com/go/ALSD2013CONF or • Call 888-488-3509 Group Name: ALSD or Association of Luxury Suite Directors Annual Meeting Group Rate: $165/night Come to the Conference, Bring the Family, Stay for the Attractions The ALSD has made arrangements with Walt Disney World, SeaWorld, and Universal Studios for discounted and hopper tickets for you and your traveling companions during your stay in Orlando. So come early, stay late. Take the kiddos to meet Mickey, Shamu, and Harry Potter. Visit ALSD.com for all the information for each theme park. 44 | S E A T | www.alsd.com | #SEATWinter2013
- 48. the 23rd Annual AlSdConference & tradeshow Sunday, June 30 – Wednesday, July 3, 2013 Hilton orlando orlando • tampa RegiStRAtion FoRm Registration fees include all seminars, course materials, venue tours, and hospitality receptions. Attendee Sign-up Please complete a registration form for each attendee. Payment information only needed once if paying for all attendees from a team/company. CAnCellAtion Thirty (30) or more days before show: 75% refund. Less than thirty (30) days before show: Credit for following year’s show; no monetary refund. Organization ___________________________________________ Name _________________________________________________ Title ___________________________________________________ Address ________________________________________________ City____________________________________________________ pRiCing: no. of Attendees november 1, 2012 – december 31, 2012 First ALSD Member Add’l ALSD Member Non-ALSD Member $700 $650 $825 _____ _____ _____ January 1, 2013 – march 16, 2013 First ALSD Member Add’l ALSD Member Non-ALSD Member $750 $700 $875 _____ _____ _____ march 16, 2013 – AlSd Conference First ALSD Member Add’l ALSD Member Non-ALSD Member $800 $750 $925 _____ _____ _____ gRoup diSCount: Sign up 3 Attendees at Regular price, get the 4th for ½ price and the 5th for FRee AlSd guest/Family plan: If you bring a guest(s), that person(s) will need ALSD credentials. Extra credentials are $200 each and will grant guest(s) access to all tours and receptions. Kids under the age of 14 are Free. Guest Name: _________________________________________________________ State _____________Zip Code______________________________ Guest/Spouse $200 E-mail _________________________________________________ Total: $_______ Phone _________________________________________________ Cell Phone ______________________________________________ ___ Yes, I would like text messages during the ALSD Conference *ALSD will have an opt-in Text Program. Texted updates/information sent to your cell phone (Ex. "ALSD buses depart 5:00 p.m for Venue Tour" or "2:30 Sales Session moved to Conference Room #2") Member: __Yes __ No __ I would like to sign up for membership; please send materials Please check one: __ NFL __ NBA __ NHL __ MLB __ MLS __ College __ Minor League __ Racing __ F&B __ IT __ International __ Other: _____________ ___ Check here if this will be your FiRSt AlSd Conference. _____ pAYment ___ American Express ___ Discover ___ Mastercard ___ Visa Card Number: _____________________________________________________ Exp. Date: _____________________________________________ Cardholder Name: ______________________________________ Cardholder Signature: ___________________________________ ___ Check made payable to: ALSD or Association of Luxury Suite Directors Host Hotel information: Hilton Orlando 6001 Destination Parkway Orlando, FL 32819 Reservations: Website: https://resweb.passkey.com/go/ALSD2013CONF Phone: 888-488-3509 Rate: $165/night Fax, e-mail or mail form to: Amanda Verhoff ALSD 10017 McKelvey Road, Cincinnati, OH 45231 E: Amanda@alsd.com P: 513-674-0555 x104 F: 513-674-0577
- 49. ta n ge n t designed by an OFs brands™ company 800.327.2548 | loewensteininc.com
- 50. THE CORPORATE TICKET MARKETPLACE Justas dramatic as the sports venue evolution of the past 20-plus years are the dramatic changes in how the corporate fan handles his ticket assets. So how did we get here? And, more importantly, where do we go from here? Every team’s approach to how they do business with these most-valued customers depends on the answers. By Bill Dorsey, Chairman, ALSD MetLife Stadium is home to the NFL's New York Jets and Giants and the Commissioners Club, one of the most exclusive premium seating areas in all of sports hospitality.
- 51. THE CORPORATE TICKETMARKETPLACE: The following is not a fairy tale… even if it almost reads like one. O nce upon a time, a sports fan – a person who bled for his team – was known by various names. Joe Six Pack was the generic name for all these fans. Some names though were more specific: Cheeseheads braved the frozen tundra of Green Bay and sat on cold, wooden benches without backs, while the Dog Pounders of Cleveland competed against the Terrible Towelers of Pittsburgh for status as the hardiest and huskiest of fans. But over the last 20 years, a new fan has emerged: The Corporate Fan. Now, the corporate fan is not someone who paints his face, and he is not someone who sits in the cheap seats, where he can look out over the stadium rafters and see Russia. No, the corporate fan is someone who entertains clients at a game. The corporate fan is someone who is creating a captive market situation for himself and the company he represents. It does not mean the corporate fan is not a fan, but he also has another prime directive. That directive is to drive business. The corporate fan’s goal is not primarily the game; the corporate fan’s primary function is to create commerce for the company he is representing. A corporate fan’s tickets are called assets. These assets are tracked, just like any other investment. No one really talks about who wins the game or not; a corporate fan talks about ROI of these assets. Tickets Become Business Assets It’s an investment of sorts in human capital; “relationship marketing” it’s sometimes called. As with any investment, it is expected to pay off down the road. As such, a corporate fan’s tickets are called assets. These assets are tracked, just like any other investment. No one really talks about who wins the game or not; a corporate fan talks about ROI of these assets. How many clients did the corporation entertain? What were the results of these interactions? Did the corporation secure any new business or maintain existing business? The corporate fan that uses these tickets usually needs to file expense reports. He needs to track usage. He needs to file reports on who was at the event and what the business relationship is. He is cognizant of compliance issues, of Dodd-Frank regulations about entertainment expenditures. If he does not use the tickets properly, the corporate fan can, upon occasion, lose his job. Upon occasion, the corporation sends people to the suite to oversee their investments. Sometimes, it’s done clandestinely: a kind of secret shopper program for the corporate world. 48 | S E A T | www.alsd.com | #SEATWinter2013 The First Generation of the Marketplace: Contractually Obligated Income A person, who uses corporate tickets, in most cases, sits in expensive premium seats. These seats can be suites, but also club seats, loge boxes, field boxes, or courtside seats. There are many rooms in the corporate fan’s house these days. The food that is ordered is also plentiful and more upscale than the fare offered to Joe Six Pack. Many food options are available, and if the corporate fan orders far enough in advance, almost anything can be brought in: the best wines, the best food, the best of everything. The best of everything costs money. It is not unusual for corporations to own multiple suites in multiple venues that cost millions of dollars. Some of the larger corporations spend up to $100 million for all their sponsorships and premium seats. It’s big business. Corporate users comprise what is now called the Corporate Ticket Marketplace. It’s been a booming business for more than two decades now. The Contractually Obligated Income (COI) created by long-term suite leases is what fueled the stadium boom in the 1990s. Whereas in 1990 when the corporate VIP marketplace was considered only about 3% of the marketplace, a new world-class professional venue now usually has nearly 20% of its seats considered “premium.” Those 20% of seats often equate to somewhere around 40%-50% of the total ticket revenues created. And those ticket revenues often do not include things such as Personal Seat Licenses (PSLs) (see sidebar) that exist in many new venues, primarily in the NFL, where approximately half of the teams now have raised capital for these new sports cathedrals through PSLs. THE SECOND GENERATION OF THE MARKETPLACE: TECHNOLOGY AND FAN EXPERIENCE The gentrification of the venue marketplace is alive and well. Besides a few icons (e.g., Wrigley Field, Fenway Park, Lambeau Field, Madison Square Garden, Dodger Stadium), nearly every team in the country now has itself a venue no more than 25 years old, dating back to the Palace of Auburn Hills in Detroit which opened in 1988 when the Corporate Ticket Marketplace really began. And even the iconic venues are receiving facelifts. After around two decades, the early adopters are going through another round of renovations. Not always new builds (although San Francisco, Minneapolis, Seattle, Las Vegas, and Milwaukee all seem to be planning new venues at the moment), many venues seem to be receiving a facelift of sorts. The shelf life for a new venue is very short these days – less than 20 years. Much of that is based on the new sports mantra called Fan Experience. As player salaries have gone up over the past two decades, the need for buildings to generate revenue has escalated. As prices have gone up though, some fan amenities, including technology in the venues have not kept pace. The result? Fans will NOT come to the venues if their cell phones don’t work. High definition television, games on the Internet, and less costly F&B
- 52. Personal Seat Licenses PersonalSeat Licenses (PSLs), sometimes called Charter Ownership Agreements, are stadium financing tools, primarily existing in NFL venues. Approximately half of NFL venues (15 teams) have raised capital through PSLs to construct these buildings. There are two or three teams currently building new venues which will also offer them: San Francisco 49ers, Minnesota Vikings, and whatever team ends up in Farmers Field in Los Angeles. PSLs are not only for the corporate fan. They are sold to nearly everyone in the venue. But the corporate fan is the person who is charged the most, especially in markets such as Dallas and New York, where PSLs can reach six figures for the absolute best seats in the house. Because a PSL is needed to obtain a good seat in many NFL venues, they can be purchased as a commodity. Several companies offer them similarly to buying a ticket on the secondary market. Always In Style: Being special is no longer an amenity; it’s a necessity. In the 10,700-square-foot Commissioners Club, members enjoy a destination of luxury with dark rich wood and plush velvet and leather furniture. NFL Teams with PSLs Dallas Cowboys New York Giants New York Jets Carolina Panthers Oakland Raiders St. Louis Rams Baltimore Ravens Tennessee Titans Philadelphia Eagles Chicago Bears Houston Texans Pittsburgh Steelers Cleveland Browns Cincinnati Bengals Seattle Seahawks Average PSL Revenue Per Team: $144.2 million Average Number of PSLs Sold Per Team: 48,221 Teams Using or Potentially Using PSLs in the Future: San Francisco 49ers Minnesota Vikings Los Angeles franchise (Farmers Field) #SEATWinter2013 | www.alsd.com | S E A T | 49
- 53. Whereas in 1990when the corporate VIP marketplace was considered only about 3% of the marketplace, a new world-class professional venue now usually has nearly 20% of its seats considered “premium.” Those 20% of seats often equate to somewhere around 40%-50% of the total ticket revenues created. Who Occupies Premium Inventory? Realistically, there is only a small percentage of the corporate market that can afford suite ownership. Consider the following breakdown: Assume your suites lease for an average of $200,000 per year. How much revenue would a company have to generate to afford such a level of investment? The answer depends on the profit margin of their industry, but we will use 1% of gross sales (that would equate to 5% of net sales if profit margin is 20%). So to be considered a legitimate lease candidate, a company should generate at least $20 million in sales. Eliminating non-prospects such as retail, churches, schools, etc., there are a total of 4.9 million businessto-business (B2B) organizations in the United States. Of the 4.9 million companies, only 2.5% (124,824) have sales of $20 million or more. By changing our parameters to those companies with minimum sales of $40 million, only 1.2% of companies would qualify. These figures may seem discouraging, but they confirm that suite sales professionals must become more flexible and creative moving into the future. One way to capitalize on the wants of companies to be suite holders without being limited to the size of the markets listed above is to offer suite sharing opportunities. Suite sharing allows multiple partners to enjoy all the amenities associated with a suite at a fraction of the cost. 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. 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 (7.7%) companies generate at least $6 million in sales. A lot has changed over the past five years. Companies that were once premium customers could be out of business now; and some industry segments that were booming are suffering now. In addition, countercyclical industries have emerged, are now thriving, and are a viable target for suite sales. Below are business categories occupying premium space in four segments: growing, shrinking, and status quo as well as counter-cyclical. 50 | S E A T | www.alsd.com | #SEATWinter2013 Growing Industries Attorneys/Legal Services Insurance Business/Management Consulting Services Accounting, Auditing & Bookkeeping Telecommunications Beer, Ale, Wine & Liquor Distributors Doctors Offices Shrinking Industries Banks, Bank Holding Companies & Credit Unions Television, Radio & Newspaper Finance & Investments General Contractors & Home Builders Real Estate Agencies & Managers Car Dealers Mortgage Brokers & Loans Real Estate Developers Title Companies Plumbing, Heating & Air Conditioning Contractors Status Quo Industries Casinos Business Services NEC Restaurants & Caterers Holding Companies & Other Investors Manufacturing Categories Counter-Cyclical Industries Computers/High-Tech Collection Agencies Credit & Debt Counseling Services Pawnbrokers Check Cashing Service Apartment-Related Companies Educational/Training Companies Discount Chains Fast Food Restaurants Auto Repair Medical-Related Remodeling Contractors Self-Storage – Ron Contorno, Full House Entertainment Database Marketing and Dr. Heather Lawrence, Ohio University
- 54. have all startedto keep both the casual fan and now even the corporate fan at home. Teams are beginning to realize that if you charge more, you have to provide more. Corporate fans especially realize this reality because they are buying the boxes or the club seats in many cases to impress the people they invite. It has to be special. Being special is no longer an amenity; it’s a necessity. And so the 21st century venue, in order to cater to the companies who can afford these high prices, is attempting to provide a truly unique experience. Nowhere is this more evident than for the corporate fan. The corporate fan coming to a game today often has access to the following: • The best seats in the house • The players and the field • Their suite during non-gamedays • Special clubs or nightclubs at the venue • High-tech innovations such as fantasy game rooms or iPads in the suite or loge box • Mobile food ordering systems • Added-value amenities such as holiday gifts, food tastings, golf outings, etc. • Rights of first refusal for non-contracted events: concerts, major events such as the Super Bowl or the Final Four (in some cases), and other events • The ability to hold meetings with full Internet access • Wi-Fi installations for full reception on mobile phones Occupancy Rates and Lease Lengths Decrease Clearly, the corporate fan is catered to…at a price. There’s the rub. Teams, with the ongoing and seemingly endless task of raising revenue, have continued to raise prices for premium seats. This has not been an easy thing to do during the Great Recession of the past five years. And some teams –specifically those in the largest markets such as New York City – have apparently gone too far. While the rest of the bowl is nearly full, the most valued tickets in some of these markets are going unsold. Corporations – despite all the amenities they receive – are cutting back in some of these markets. New York City has had the most difficulty in this area. MetLife Stadium had significant occupancy issues when it opened, especially for the New York Jets. The New York Yankees too have had their premium seat issues; although to be fair, Madison Square Garden was actually able to raise premium prices. The reason teams/venues no longer can “build it and they will come” is partially money, partially political correctness (the corporate fan doesn’t want to appear as Nero while Rome burns), and partially because they have been there and done that. The secondary market has also emerged with a ready supply of tickets available, at least for club seats. Many companies simply cherry pick the games they want. There is probably not one reason just as there is assuredly not one magic bullet to get lost customers back. Occupancy rates have dropped in many cases, although they have stabilized from a couple years ago. But while occupancy rates have somewhat stabilized, the term length of the lease has gone down. Gone are the days of the 10-year lease, except for new builds in major markets for the biggest of sports such as the San Francisco 49ers in the NFL. Most teams today accept much shorter lease terms. Contracts with corporations also often allow for suite sharing. In some cases, they are now even allowing suite re-selling, especially for those companies who have long-term leases and cannot get out of their lease because of their contractual obligations. Specific contracts with corporations are also custom written in some cases. The buyers, i.e., the big corporations, often have a great deal more power in negotiations than they once did. The The Big Event: A Super Bowl suite usually commands upwards of $300,000 for prime locations. The Commissioners Club will certainly qualify as a prime location when MetLife Stadium hosts Super Bowl XLVIII in 2014. #SEATWinter2013 | www.alsd.com | S E A T | 51
- 55. The Top 20Business Categories Buying Premium Seats The answer to the question, “Who buys premium seating?”, is further investigated here, listing not only the top 20 business segments, but additional breakdowns, including employee size, annual sales revenue, and business status (headquarters, branch, independent). The top 10 industries alone represent 35% of all the business types that buy premium seating. These new insights are the result of Full House Entertainment Database Marketing partnering with the Ohio University Center for Sports Administration. Over 13,000 professional sport premium seating customers have been analyzed, and Full House and Ohio University are excited to share the top industries that lease suites and other premium inventory (club seats, VIP clubs, etc.): Attorneys/Legal Services Insurance General Contractors & Home Builders Oil Business & Management Consulting Services Doctor’s Offices Banks, Bank Holding Companies & Credit Unions Real Estate Agencies Food and Grocery Manufacturers & Distributors Finance & Investments Manufacturers of Industrial & Commercial Machinery Accounting, Auditing & Bookkeeping Television, Radio & Newspapers Plumbing, Heating & Air Conditioning Contractors Restaurants & Caterers Engineering Services Trucking Car Dealers Electrical Work (Electricians) Dentist Offices Overall Analysis: ALL Business/Corporate Premium Seating Customers Employee Size: Less than 5 Employees: 26% 5 - 9 Employees: 11% 10 - 19 Employees: 11% 20 - 49 Employees: 16% 50 - 99 Employees: 11% 100+ Employees: 25% Sales Volume: Less than $1 Million: 28% $1 - 2.5 Million: 13% $2.5 - 5 Million: 10% $5 - 10 Million: 10% $10 - 20 Million: 9% $20 - 50 Million: 9% $50 Million+: 21% Location Type: Headquarters: 15% Branch: 14% Independent: 71% – Ron Contorno, Full House Entertainment Database Marketing and Dr. Heather Lawrence, Ohio University contracts often favor the buyer. Corporations, who recognize they have newfound leverage, are negotiating better deals for themselves. And teams tend to acquiesce. It’s not unusual to have many versions of the standard suite contract in the same venue. What kinds of changes are being made to contracts? The escalator clauses in the contracts have gone away or are very small; suite owners, in some cases, are given renewal credits or are allowed to re-sell their suite; and sometimes, they can negotiate the “big events” coming up years in advance. That is something that would never have happened back in the take-it-or-leave-it glory days from 1990 to around 2007. Retention Becomes the Watchword of the Day Times have changed. The market has changed. The way teams do business needs to change. And in many respects, it has changed. First off, customer service has evolved tremendously. No longer do teams sign contracts and then virtually ignore the customer until the contract comes up. Now, the teams specifically reach out and “touch” the customer multiple times. The suite directors charged with this task, at least the good ones, get to really know their customers, including birthdays. They are professional concierge assistants. Meanwhile, a new title has emerged over the past couple of 52 | S E A T | www.alsd.com | #SEATWinter2013 years: the “retention” expert. Because it is much easier to keep an existing customer than to find a new one, retention has become the watchword of the day. And in places such as Oklahoma City, the Thunder in the NBA have hired not one or two retention experts, but 14 of them. The days when business is taken for granted are long gone. The days when premium staffs were one person are nearly gone. Staffing has gone up; customer service has improved; and corporations are the beneficiaries of teams who need to work harder to maintain their business revenues. The Corporate Ticket Marketplace Becomes a $10 Billion Industry There are many factors to consider when judging the actual size of the premium seat market. Depending upon your definition of premium seating, it is determined that there are approximately 30,000 suites and 800,000 club seats in the five major sports, plus colleges, minor leagues, racing venues, and portable hospitality. This equates to a $10 billion industry. Of this $10 billion, about $5 billion is in the professional ranks, $5 billion among the remaining levels. While stadiums, especially in the college ranks, have built out new premium spaces in recent years, many teams have downsized their premium offerings. The
- 56. two trends tendto offset each other. The professional ranks have 141 teams; the college ranks include about 500 universities. Minor leagues also contribute heavily to the $5 billion. For example: there are more total suites in minor league baseball than there are in MLB because the number of teams is so much higher. But minor league suites tend to cost only about 33% (or even less than that) of suites at a MLB stadium. Premium seating consists of both club seats (including courtside) and suites, loge boxes, field boxes, and various “clubs” which exist in the venue. Club seating, the most expensive seat in the house on a square footage basis, is about 60% of the total marketplace. Too many teams, realizing this, have built out too many club seats in the past. This problem also is being rectified. Sponsored spaces and naming rights in premium spaces is not included here. Neither are Personal Seat Licenses and season ticket bases which have existed for generations. Also not included here is the concert industry which varies greatly depending upon the touring acts and the price points for those acts. The Big Events The concert marketplace is very much like the event marketplace for sporting events. What the Super Bowl is to premium, the Rolling Stones are to concert venues. The cost of premium seats, not included in this $10 billion fee, is enormous. A Super Bowl suite usually commands upwards of $300,000 for a decent between-the-20s location. For major events such as the Super Bowl or Final Four, corporations often are given the option to purchase suites at very high rates. Those who don’t take the option, give up their suites for the events. Many teams, cognizant of what major events are in their buildings years in advance, make sure their leases with the corporations take the major event into account in several ways: 1) they use the event as a bonus for signing a long-term lease, and 2) they include the event and justify a much higher cost for the lease than the market would normally bear. The Next Few Years Negotiating leverage will continue to be on the side of the corporate consumer for the next few years it now appears. But teams are getting smarter. They are beginning to custom build venues specific for their marketplace, with just the right number of premium seats that the market will bear. They are offering more and more value to corporations, especially in the way of unique amenities. And they are beginning, through sophisticated database techniques, to distinguish between the business-to-business customer and the more casual business-to-consumer customer. As a result, occupancy rates seem to be going back up for the teams. And if there is anything the teams do understand, it is the concept of leverage. So corporations need to understand better what is available to them and what is not. It’s a give and take world out there, and corporations need to know if they are the giver or the taker these days. # The $10 Billion Industry: In North America, there are approximately 30,000 suites and 800,000 club seats in the five major sports, plus colleges, minor leagues, racing venues, and portable hospitality. This equates to a $10 billion industry. How is your team adjusting to the changing Corporate Ticket Marketplace? Write to Bill at bill@alsd.com, and connect with him on LinkedIn at www.linkedin.com/pub/bill-dorsey/6/125/76a. #SEATWinter2013 | www.alsd.com | S E A T | 53
- 57. THE CORPORATE TICKETMARKETPLACE: An Insider’s Perspective of Premium Seating Usage by Fortune 100 Companies The following information contains highlights and insights gathered from interviews with 15 Fortune 100 company insiders. Why do companies invest in premium seating, i.e., what are your primary objectives? Primary objectives include: 1. Driving business growth and adding new business 2. Retaining and providing hospitality to current clients to nurture an established relationship 3. Establishing relationships with teams and properties 4. Accessing premium space for business entertainment 5. Developing client loyalty Do companies use premium seating inventory as an employee incentive? For the most part, companies are discouraged and hesitant due to IRS regulations requiring reporting of gifts over $25. Several compliance departments prevent this practice, and they have policies that dictate that this resource is used for business first. Several companies offer employees tickets at the last minute, but these practices are not used as an incentive. The majority of insiders are using tracking software to monitor attendance, employee usage, and unused, used, and charitable tickets. The biggest reason for using ticketing software is for ease of auditing. Does your company use return on investment (ROI) when evaluating the value of your premium seating? In some instances, companies track data to show the impact to business, but this evaluation still only provides one data point. An area of agreement among the participants is that there is not an exact science to determine ROI on premium seating; however, each company should find what works best for their senior management. How important is activation (reinvestment) relative to premium seating? Most of the insiders feel money and time are being 54 | S E A T | www.alsd.com | #SEATWinter2013 wasted without activation. The goal is to exceed a standard experience and provide a premium experience that attendees will remember for years to come. Premium seating is an important tool to distinguish a business deal from other options a client may have, so company employees need to use premium seating as a tool to do their jobs more effectively. What have been the best activation examples involving premium seating within your company? Activation can be as simple as staging events or meetings for clients and prospects because the suite environment impacts them more than being in a conference room. Further, it becomes a great touch point to use a player or coach because these appearances make those in the suite feel special. Providing key clients with tickets to entertain their own clients also goes a long way. Another form of activation is to offer prizes in the suite during the game as an added value to those in attendance. As a leader in luxury suite ownership in multiple facilities, what tool/method do you use to manage your ticket inventory? The majority of insiders are using tracking software to monitor attendance, employee usage, and unused, used, and charitable tickets. The most referenced software programs are Spotlight, Ovations, and TicketOS. The biggest reason for using ticketing software is for ease of auditing. There are still some companies that use spreadsheets and a listing of available games to distribute on a first-come, first-served basis. Others indicate they set up a matrix and identify the tickets for each game, splitting them between divisions of the company. Some companies are donating tickets to charity. If your company has done this, how do you track the value of the tickets? There are differing procedures amongst the participants; some track them and some do not. Some examples of responses include: 1. The tickets are not tracked unless they are going to go unused 2. The cost is tracked at either the retail price or the cost of standing room only 3. The 5031C number is entered in the database and the tickets are released to the charity
- 58. The most importantthing to keep in mind is that an investment in premium seating is about creating a unique experience and not always about the game or matchup. Leveraging the connection to the team is the critical element. 4. 5. The value is based on the overall value of the partnership, not the individual value of a ticket Goodwill cannot be measured; it is a great gesture when the tickets would otherwise go unused How has being linked to premium seating and corporate sponsorship in sports changed in light of today’s economic challenges? The biggest change is being forced to be more practical and accountable. Since the senior executives are more accountable, others in the company have to show value in what they are doing. Overall, premium seating inventory has been decreased due to pressures related to spending and low usage rates. One concern from the insiders is that prices have increased. Also reported is the greater difficulty to fill a suite than three years ago. It is more challenging to find clients willing to attend; either they are not willing, or internal rules and company policies have changed, making it difficult for them to attend. What do you think the person/company with one suite can learn from Fortune 100 companies that own multiple suites? It is critical that the person/company that has the suite establish objectives before buying and have a tracking mechanism to ensure tickets are being utilized for the intended purpose(s). Tickets should not be given to people who are not influencers in the decision-making process of buying the person’s/company’s products/services. Tickets should be annually rotated, allowing one to hit different targets. The most important thing to keep in mind is that an investment in premium seating is about creating a unique experience and not always about the game or matchup. Leveraging the connection to the team is the critical element. – Dr. Peter Titlebaum, University of Dayton, Dr. Heather Lawrence, Ohio University, Dr. Christopher Moberg, Ohio University, and Ms. Christina Ramos, Ohio University Branding Bullseye: At Target Field, home of the Minnesota Twins, Cambria uses its suite as a “design studio” to activate its brand for guests 100-125 times a year. #SEATWinter2013 | www.alsd.com | S E A T | 55
- 59. THE CORPORATE TICKETMARKETPLACE: How Large Is the Corporate ticket Marketplace? The Corporate Ticket Marketplace in stadiums and arenas in the top 75 markets in the United States is a $10 billion industry that consists of approximately 30,000 suites and 800,000 club seats. Below is a summary of market breakdown analyses from the ALSD Research Division. The Changing Landscape: Changing Premium Seat Paradigm • 1990: 3% of all seats were Premium Analysis: Size of Luxury Suite Market Top 75 Markets • 2012: About 20% of all seats in newly constructed venues are Premium • Total Number of Suites: 30,000 Breakdown of Suites • Total Number of Suites in the Five Major Sports: 12,000 Suites • Will increase 10-20% in next 6 years to approximately 14,000 Suites • Total Number of Remaining Suites: College Market Approximately 12,000 Suites Racing, Golf, Minor Leagues At least 6,000 Suites Premium Seating 56 | S E A T | www.alsd.com | #SEATWinter2013 • NOT including Play Games, Concert Marketplace Number of Premium Seats (Club Seats): At least 800,000 in top 75 markets
- 60. A newly constructedvenue normally dedicates nearly 20% of its seating bowl to the premium markets. In terms of dollar volume, a new venue’s revenue can attribute close to 50% of its attendance revenue to premium seating. This percentage can be even more if you include premium seat financial tools that generate income such as Personal Seat Licenses (PSLs). Market Size By 2008 • Approximately $10 billion total Total Ticketing Revenue for Premium Seating approaches between 33.33% to 66.67% for most new venues • Professional Sports: $5 billion • Remaining Markets: $5 billion The five major sports have become dependent on premium seating revenue as construction has trended upwards in recent years as evidenced by the data below. Size of Marketplace Number of Suites/Premium Seats Going Higher Overall Premium Seat Growth Total Suites Growth Rate Total Club Seats Growth Rate Total Premium Seats Growth Rate 1997 8585 - 199484 - 331844 2002 11257 31.12% 387287 99.14% 568999 71.47% - 2007 12175 8.15% 480595 24.09% 675395 18.70% 2012 14152 16.24% 620865 29.19% 847297 25.45% Overall Luxury Suite Growth #SEATWinter2013 | www.alsd.com | S E A T | 57
- 61. THE CORPORATE TICKETMARKETPLACE: Changes in Premium Seating Ownership Conditions in the premium seating industry might be characterized in a single statement: Times are changing. Common thought has always dictated that, if you secure a client, they are yours for a long-term deal. This is true today for a few select markets only. For the vast majority, it is the exception, not the rule. The old rules for prospecting clients, selling suites, measuring value, and servicing clients are outdated. The landscape of premium seat ownership has changed. The current economy, along with the aging of some venues, requires that sales professionals look to the research and become more educated about current trends in order to retain customers. The economic recession of the last five years has had an impact on the premium seating industry. Companies must now justify their expenditures to their boards, customers, and even the public more than they ever have in the past. It is up to sales professionals to understand and translate the value of ownership to assist owners in justifying continued spending in this area. Premium seating sales professionals must know how their clients plan to grow their business. Most importantly, they must be able to clearly articulate how the suite plays a critical part in achieving their objectives. Companies must justify their expenditures to their boards, customers, and even the public. Sales professionals must translate the value of ownership to assist end users in justifying continued spending. The industry is getting creative in its approach to changing trends. Venues are offering variable terms to get owners to commit to renewing premium seating. Some teams are already reducing suite ownership to sharing arrangements that could result in as much as 50% or less ownership. Some companies may divest its suites entirely as they choose to use their limited resources elsewhere. Other solutions are possible. Teams have to understand the importance of suite administrators to the suite industry. These individuals are the link between the suite purchasers, users, and team and are in the trenches of suite management on a day-to-day basis. The owner can also be more effective by explaining the underlying reasons why premium seating was purchased and how to best manage this inventory. The end result is a win-win situation for all involved and a greater understanding of what is going on behind the purchase. 58 | S E A T | www.alsd.com | #SEATWinter2013 Another little-considered factor is food and beverage (F&B) service. Most do not know or understand the role that F&B plays in the premium seating industry. The expectation is for the highest quality product with impeccable execution; however, most are unaware of all the preparation that goes into preparing for the event. A great deal happens behind the scenes from the management to the service to the training of the employees. The end result is obvious, people eating and drinking, but the daunting preparation that goes into each game is not. Over the last few years, revenues from premium seating have faced significant pressure due to economic turbulence and rampant corporate downsizing. Service representatives have the opportunity to turn the challenges of the last decade into an additional stream of revenue for the sporting organization/venue. The strategies examined to leverage new industry conditions will help all premium sales and service representatives achieve greater results and increase sales. Premium seating sales executives who understand their current and future clients and are willing to meet their wants/objectives will stand apart from others and solidify profitable and long-term mutually beneficial relationships with their most valuable clients. Take-a-ways on winning in today’s corporate ticket marketplace: 1. Teams need to understand it takes more to keep a customer today. 2. Stop assuming those who purchased premium seating know how to activate their purchase. 3. A plan is needed by those who purchase premium seating to payoff long term. 4. The suite administrators should know the goal of the purchase of premium seating which helps in making sure ticket inventory does not go unused. 5. Food and beverage has the power to make an event special. Insight is needed in creating value by varying the menu. 6. The three most important perks to purchasers of premium seating is free parking, high-end gifts and experiences like traveling with the team, and getting down to the playing field. 7. Billing is an issue for premium seating customers who believe they should not be given different bills for tickets and food and beverage. 8. Many top executives do not believe ROI is the best way to evaluate a premium seating purchase; they seem more comfortable with a ROO model. – Dr. Peter Titlebaum, University of Dayton
- 62. Premium Seat FactSheet • There are approximately 30,000 suites and 800,000 clubs seats that comprise the premium seat marketplace in North America. • In terms of dollar volume, the market has been conservatively estimated to generate $10 billion per year which only accounts for sports, not the concert or entertainment side of the equation. • For a new building in a major market, premium seating now generates nearly 50% of the total ticketing revenue. Much of this income is not considered part of revenue sharing with the league or its franchises. • In the past 20 years, nearly every sports team in the country has constructed a new building, almost entirely as a result of premium seating and the contractually obligated income (COI) it creates. • Premium seating consists of both luxury suites and club seating. Club seating, individual seats in great locations in the venue, are 60% of the marketplace. • If sold on a per-square-foot basis, club seating is the most expensive seat in the house. The most expensive club seating is courtside seats. Often, the front row of courtside seats is more than double the cost of the second row of courtside seats. • The most expensive suites are for the Super Bowl. However, the greatest revenue brought in for suites in the US Open tennis tournament. Suites for this event are sold twice a day for a two-week period. • Food and beverage is a large component of the suite marketplace. Nearly 20% of the total cost of a suite can be allocated to F&B alone. • Occupancy for the premium seat marketplace has dropped a bit since the fall of 2008. But a second generation of premium seating is now being developed with new innovative approaches. • The face value of the average ticket owned by a business is $154. • The average ticket owned by a business is used to entertain $107,624 in potential or current revenue. • The average ticket bought on the secondary market by a business is $366 per ticket. #SEATWinter2013 | www.alsd.com | S E A T | 59
- 63. THE CORPORATE TICKETMARKETPLACE: WHAT DO COMPANIES DO WITH $20 BILLION IN SPORTS TICKETS? According to the trash can, sports tickets aren’t worth much. Companies throw away more tickets than most fans will see in a lifetime. In fact, 43% of all tickets owned by businesses go unused. The average businessperson uses only 7.8 tickets total each year. But if tickets are used correctly, they are worth every penny. When a businessperson invites a guest to a game, that guest represents $161,544 in revenue for the company. An average luxury suite at just one game costs a company $3,080 and hosts $2.58 million in potential revenue. The following graphical information comes courtesy of Spotlight Ticket Management’s corporate customer study which pulled data from over 4,000 companies and 5 million tickets. This sample is the broadest scope of corporate ticket data available from 2012 and includes a range of small companies with hundreds of tickets to enterprise giants with tens of millions dedicated to entertainment spend annually. All ticket data is anonymous. Spotlight has maintained the integrity of data by adjusting for outliers and understanding the economic differences between each major region. WHO DO COMPANIES GIVE TICKETS TO? Marketing 1% Other 6% Business Development 58% Sponsorship 12% Personal Use 4% Our team executives believe that 42% of the tickets used by business are used for revenue growth. In fact: 3 out of every 4 tickets a company owns go to potential or current customers. Companies plan early for the most valuable tickets: Of the 76% of tickets going to business development, almost all are distributed within the company a month or longer before the event Employee Reward 12% New Clients 5% Charitable Donation 2% Business Development Employee Reward Marketing Charitable Donation Personal Use Other New Clients Sponsorship More than 90% of tickets used for Employee Rewards are given out at the last minute AND THE MOST POPULAR LEAGUE IS… 35% Ticket numbers only go so far. We don’t just track the ticket assets themselves, we also measure the demand. 30% 25% 20% 10% 5% 0% 30% 30% 15% 17% 6% College Sports 12% 4% MLB NBA NFL NHL Other* For a not-so-popular game, you may have one person asking for one ticket while the big game has fifty staffers fighting over the same ticket. The NFL is far and away the most popular league for corporate entertainment today with over 5 people asking for each ticket. The next closest: the NBA with 1.4 people asking per ticket *Other includes Golf, Concerts, Broadway Shows, and other live events purchased regularly by businesses 60 | S E A T | www.alsd.com | #SEATWinter2013
- 64. IF YOU HAVEN’TGOTTEN THAT INVITE YET… Most believe tickets are a last minute item. That is not the case for businesses. In fact, most companies know who is going to the game more than a month in advance. 25% 20% 15% 10% 24% 13% 5% 0% 23% 20% 0 to 7 Days 8 to 14 Days 11% 15 to 30 Days 31 to 60 Days 61 to 90 Days 9% 90+ Days There’s a good chance the person you see up in the suite works in finance. Telecom Insurance 3% 3% Technology 3% Real Estate Professional 4% Services Consumer Products 15% 4% Banking 5% Energy & Utilities 14% Health Care 5% Financial Services 11% Media 8% Construction 5% Leisure 8% Food & Beverage 6% Over half of all sports tickets are owned by only 5 industries: 1. PROFESSIONAL SERVICES 2. ENERGY AND UTILITIES 3. FINANCIAL SERVICES 4. MEDIA 5. LEISURE Automotive 6% *Ticket ownership by industry represents the number of tickets owned by each industry as classified by Dun & Bradstreet. Each firm is represented in their Dun & Bradstreet industry in the study with over 1000 firms used to compile data. #SEATWinter2013 | www.alsd.com | S E A T | 61
- 65. Announcing a NewCorporate Ticketing Conference 2013 CTIC: Corporate Ticket Impact Conference CTIC Corporate Ticket Impact Conference April 16, 2013 MetLife Stadium For buyers and sellers of premium seating intended to maximize the value of corporate ticket assets The Corporate Ticket Marketplace is undergoing a paradigm shift. What used to work no longer works as well when it comes to selling premium seats. As a result of the marketplace shift, the ALSD is presenting a one-day Corporate Ticket Impact Conference (CTIC, pronounced C-tick) intended to solve the pain points that many corporations feel currently when it comes to the millions of dollars of ticket assets they purchase. This is a show with a point-of-view from the premium seat ticket end user. Subjects covered at this April 16th conference at MetLife Stadium, home of Super Bowl 2014, will include: • Ticket Utilization • ROI and ROO • Ticket Management, De-Bundling • Electronic Ticket Transfer • Sourcing Inventory for Major Events • How to Truly Entertain Your Best Customers • Tickets and Technology • The Fan Experience • Buyer Meets Seller 62 | S E A T | www.alsd.com | #SEATWinter2013 “We decided to do this show after we could clearly see that the corporations and teams were not on the same page in terms of marketing objectives,” says Bill Dorsey, Chairman of the ALSD. “Teams were too often selling real estate; corporations were buying the experience and return on their business objectives.” “What is needed is a better understanding of business goals and objectives,” continues Dorsey. “Our annual Suite Holder Focus Group at the ALSD Conference each year is almost always our most highly attended session. We wanted to expand upon what we have learned from these sessions. CTIC allows us to do that. Teams can understand better the corporate objectives, and corporations can better understand how the teams operate.” CTIC is expected to draw between 300 and 500 attendees. More corporations than teams are expected to attend. There is a $500 cost for the day at MetLife Stadium; it does include breakfast, lunch, and a reception and tour of the $1.6 billion MetLife Stadium. Also included are nearly 50 speakers and 20 sessions. For more information, go to www.CTIC2013.com. Or call: Bill Dorsey Chairman ALSD 513-674-0555 x102 Bill@alsd.com
- 66. Put More Butts in your seats PremiumSeating Leads • Group Sales Leads Season Ticket Sales Leads • Business Email Campaigns Current Fan Profile Reports Full House Entertainment Database Marketing (312) 360-0001 • info@fillthe house.com www.fillthehouse.com ALSD Research Partner Since 2007
- 67. A premium on newclubs A Premium Club: Progressive Field’s new 5,000-square-foot premium product combines a loft theme with a sports bar, incorporating high ceilings, dark grey floor tile and carpet, maple wood paneling, solid surface countertops, and brown and blue accent tile. There exists an industry-wide conflict between a surplus of suites and a lack of venues adapting with innovative premium products. On Opening Day 2013 at Progressive Field, the Cleveland Indians will usher in the exclusive new Premium Club which serves as another leading example of addressing changes in premium customer demands. By Amanda Verhoff, Executive Director, ALSD Quick Hits The Cleveland Indians will decrease the suite total at Progressive Field by 15 in 2013, replacing this inventory with a new Premium Club. The Premium Club, whose final name is still being decided upon, is a new product whose quality and value is somewhere between a club seat and a suite. The Premium Club price point is $150/seat per game. Only full-season packages are sold, but 3-year contracts do offer escalator protection, and shared packages are available. The Premium Club incorporates all-inclusive food and beverage concepts, including 8-12 menus rotating during the season and changing each game. W hen Progressive Field was built in 1994, it had 132 suites. By 2012, that number had dropped to 111. And with lingering concerns over an industry that is not operating like it did in the 1990s, when suites sold out on 10-year leases, the home of the Cleveland Indians will again decrease its suite inventory by 15 in 2013. In response to clients unable to tolerate long-term leases and still too much suite supply, the Indians are unveiling what they hope is a solution to the current climate in sports economics: the Premium Club. The construction of Progressive Field’s new Premium Club, located directly adjacent to the Press Box, on the first base side of home plate, follows an industry trend to decrease the number of luxury suites in North American sports venues. “It’s not a Cleveland issue,” says Ryan Robbins, Director of Premium Sales & Service for the Indians. “It’s an industry-wide issue to decrease suites.” Because the Indians are embracing evolving trends and diminished customer budgets, Robbins believes the organization will deliver a desirable atmosphere in the Premium Club’s inaugural year. 64 | S E A T | www.alsd.com | #SEATWinter2013 A New Wave The Cleveland Indians Premium Club, whose final name is still being decided upon, appeases some customers’ desires for a new product whose quality and value is somewhere between a club seat and a suite. What’s more, the new Club will help the team’s bottom line as well. At $150/seat per game, Robbins favorably asserts that the Premium Club “will fill a gap in current ticket inventory while also accomplishing the team’s goal of generating additional revenues.” To determine the price point and amenities for the 5,000-square-foot, climate-controlled, fully furnished Premium Club, the Indians researched other MLB ballparks, including Great American Ballpark (Cincinnati Reds), PNC Park (Pittsburgh Pirates), Safeco Field (Seattle Mariners), and Comerica Park (Detroit Tigers). The Silver Suite Ryan Robbins is versed in selling a suite turned club. While with the Oakland Raiders as Director of Premium Seating from 2009 to 2012, Robbins sold the Silver Suite, which
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- 69. Never Too Muchof a Good Thing: Pending the success of the Premium Club, more suites could be removed and replaced in the future with two or three similar clubs. “We are continually looking to develop different products to fit the segment that demands a fresh alternative to the traditional suite.” – Ryan Robbins, Cleveland Indians Have a Seat: The Premium Club contains 85 not-for-purchase seating options, including restaurant-style tables with standard chairs, highboys and drink rails with stools, half-moon tables with stools, and two semi-private networking areas with a love seat, club chairs, and a coffee table. 66 | S E A T | www.alsd.com | #SEATWinter2013
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- 71. Supporting Role: Twentywooden auxiliary seats, not marketed to the public, are sold to existing Club clients, corporate partners, or suite holders on a game-by-game basis. Premium Club Amenities 100 High-Back Leather Permanent Seats: Sold as season tickets 20 Auxiliary Seats: Sold to existing Club clients, corporate partners, or suite holders on a game-by-game basis • Wooden seats located at the far end of the Club • Seats not marketed to the public • Auxiliary seat holders can also sit in any of the 85 not-for-purchase seating options below*: 1. Half-moon tables with four stools, adjacent to drink rails behind permanent leather backs 2. Two locations of semi-private networking areas with a love seat, club chairs, coffee table, and no TV for private conversations and meetings 3. Highboys, some with stools, some without 4. Restaurant-style four tops with standard chairs Exclusive Restrooms in the Hallway Just Outside the Club Entrance Parking: The Indians are anticipating guaranteed parking spots will be included in the ticket price All-Inclusive Food and Beverage: • Upscale menus infused with regional or “opponent” flair and dishes indigenous to Cleveland • Menus that change each game; 8-12 menus rotate during the season • Food Network offerings like the popular Hot Dog Bar • Beverages, including beer, wine, bottled water, and soda through the middle of the 7th inning 8-10-Inch, Deluxe Drink and Dining Rails Between Seat Side Tables for F&B, Smartphones, and Personal Belongings Opening Day Gift Electronic Tickets and Ticket Transfers (No Hard Tickets) Concierge Desk 20 High-Definition Televisions L-Shaped Bar, Easily Servicing 120 Clients Retractable Floor-To-Ceiling Glass Kept Fully Open in Favorable Climates Debossed and Embroidered Logos in Exclusively Designed Furniture by a Local Company Views of Pre- and Post-Game Shows on SportsTime Ohio (STO) • The STO studio is adjacent and exposed (through glass) to the Premium Club • Shows will be piped into the club up to a half hour before the club closes post-game • Indians alumni will visit the studio often and sign autographs and take photos in the Premium Club *The Indians could sell the inventory behind the permanent seating, which would nearly double the sellable inventory and revenue. The team has opted not to at this time, based on seat holders who need the tables or couch seating for business meetings and networking. 68 | S E A T | www.alsd.com | #SEATWinter2013 was essentially a traditional 18-person suite that was sold by the seat for $350 per game. In its second year, the idea was expanded to a second suite, where the number of seats sold tripled. That same philosophy is now how Robbins is treating the Premium Club. The Make, Model, and Marketing Much credit for the new premium product goes to Alex King, Vice President of Marketing and Brand Management for the Indians, who was formerly in Brand Management at Procter & Gamble. As Robbins explains, the final design, menus, seating, amenities, and F&B options stem from client surveys and focus groups conducted by King. Designers and architects for the Premium Club renovation proceeded only after clients’ wishes were examined (See sidebar on page 70 for full design team). Ideas were amassed, and a combination of a loft theme and sports bar emerged with high ceilings and wood paneling. Robbins adds, “There is a craft beer craze going on in Cleveland. We are working on the Premium Club’s beer selection with Delaware North Companies. As big as craft beer is, we are doing all we can to ensure options are plentiful and congenial to clients’ newly crafted pallets.” Currently Progressive Field serves craft beer, including local Ohio brewers, throughout the ballpark. According to Robbins, many current Indians premium clients have an appetite for something more unique than a traditional suite, so the club’s initial target clients were existing suite holders, diamond box seat holders, and club seat holders. “We haven’t had any [cannibalization],” Robbins contends. “A former suite partner who decided not to purchase a suite did buy in the Premium Club, but the revenue is more now because of the package they had in their suite.” That particular client had a quarter-season suite package, whereas the Premium Club only offers full-season packages. Additionally, there are no discounts offered in the club; although, 3-year contracts do offer escalator protection, and shared packages are offered. “If a client wants eight halves, we create a partnership where essentially it is four fulls,” explains Robbins. “My team can match them up with other clients who want a similar package, or the client can find a partner who will purchase the other half season.” To attract the high-level business customer for the Premium Club, a wave of marketing – direct mail, email, videos, and phone calls – is taking place. In addition to current customers, the following are being targeted: • Top Industries: Robbins worked on top industry categories, using SIC codes and demographics like location, revenue, and employee size, with Full House Entertainment Database Marketing and
- 72. YOU CAN’T BUY LOYALTY* *BUTWE CAN HELP YOU EARN IT Real time integration with ticketing systems and POS data Connect with split-ticket partners Reward fans with prizes and experiential activities Recognize fans with tiers of achievement Target messages and offers to specific fan segments, including suite holders Full auction and mobile capabilities Improve ROI by streamlining asset management Improve retention, accelerate cash flow and gain incremental growth with a loyalty platform to engage fans—that’s something you just can’t buy. E Group is working with the Nashville Predators, the Minnesota Wild and the Cleveland Indians to help them reach their business goals and build long-term fan relationships. Let us help your fans get in the game. We’ll show you how to motivate fan behavior and quickly deliver an ROI—one that your finance people will trust. To find out more, contact Lars at efan@egroupnet.com or call 612-339-4777. E Group, 110 North Fifth Street, Sixth Floor, Minneapolis, MN 55403 egroupnet.com
- 73. Through the Looking-Glass:Premium Club members are afforded a benefit unique to Progressive Field: views of pre- and postgame shows in the SportsTime Ohio studio exposed to the Club through glass. did his own analysis to produce a Cleveland Top 10 Industry List. • Corporate Databases: The Indians use Hoovers databases. Categories are split by sales reps. • Sales Navigations: Indians sales reps are matched up with Indians executives’ LinkedIn profiles and personal connections. Reps can also search LinkedIn by industry for a small fee. • Cancel Lists: Five-year season ticket holder cancel lists are mined and marketed to. Marketing a high-end product requires face-to-face meetings as well. “After all,” Robbins contends, “you can’t sell a $200,000 suite or full-season club package over the phone.” In saying so, Robbins makes outside sales calls and includes a leave-behind for prospects and clients. Under Construction: Construction of the Premium Club, including its L-shaped bar that will easily service 120 patrons, will be completed by Opening Day. Premium Club Design-Build Team • Construction Manager: Gilbane Building Company (Cleveland) • Architect of Record: ka architecture (Cleveland) • Mechanical, Electrical, and Structural Engineer: Thorson Baker & Associates (Richfield, Ohio) • Interior Architect and Conceptual Designer: POPULOUS (Kansas City) FOLLOW @THEALSD ON TWITTER OR LIKE US ON FACEBOOK TO SEE A PHOTO OF AMANDA’S VISIT WITH RYAN ROBBINS AND THE INDIANS AT PROGRESSIVE FIELD 70 | S E A T | www.alsd.com | #SEATWinter2013 Suites at Progressive Field Despite the fact that many teams are christening ballpark clubs while tearing down suites, there will always be a need for traditional suites. Clients are simply demanding more for their money in today’s economic climate. When Robbins is asked, as he often is, “How can you fix my suite cost?”, he replies, “What can the Indians offer you that would deliver more value?”. Robbins knows that personalization is key. In saying so, the Indians offer: • Half- and quarter-season suite leases • Food and beverage credits, especially for long-term clients • Food packages on a fixed price point • Mascot visits which are popular on Sunday games with families and guests • Opening Day, bi-annual suite administrator, holiday, and other touch point gifts • Rental suites at variable/dynamic prices • Considerations for flex suite plans for 10-, 25-, and 50-games with lower price points as the number of games increases
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- 75. Ryan Robbins explainsthat the Premium Club only decreases suites, not revenue: “It will fill a gap in current ticket inventory while also accomplishing the team’s goal of generating additional revenues.” Dedicated to Premium Clevelander Ryan Robbins brought a repertoire of premium knowledge back home with him when he joined the Indians in 2012. Robbins previously spent time with the Cleveland Browns, Chicago Fire, and Oakland Raiders. With both the Raiders and Indians, he has initiated true premium departments. Whether the departments were either under a general sales blanket or there simply were not enough staffers to meet client demands, Robbins was part of a restructuring process that defined premium as its own entity. At the Indians, Robbins currently works with three newly hired sales executives but is also fortunate that his group, season, and inside staffers are proficient in all premium products, so he can rely on them to sell rentals and lowerticket premium products. Robbins is the first premium director the Indians have had in six years. Previously the ticket sales director controlled all accounts. The philosophy Robbins is working to instill is that while education on all products is key, differentiation in departments is necessary for sales efficiency. Connect with Ryan Robbins: Ryan M. Robbins Director of Premium Sales & Service Cleveland Indians Baseball Office: (216) 420-4154 Mobile: (216) 469-8497 Email: rrobbins@indians.com COMING UP NEXT: GETTING FROM STREET TO SUITE 72 | S E A T | www.alsd.com | #SEATWinter2013 The Master Plan The master plan at Progressive Field is to create neighborhoods to fit all budgets by offering options to general and premium fans alike. Finding the right number of suites to fit the market is one focus of the ballpark restructure. Pending the success of the Premium Club, more suites could be removed and replaced with two to three similar clubs. “Ninety suites are still too many for our market,” says Robbins. “So we are continually looking to develop different products to fit the segment that demands a fresh alternative to the traditional suite.” Additionally, the current Terrace Club, which houses over 2,000 club seat holders, could get a facelift. Robbins explains, “The club was built in the 1990s. Today, we can’t be as exclusive as we would like with the amenities. Because of the large fan base in the club, it is very difficult for the food to be high-end enough to maintain the business clients who are entertaining and networking with their clients and who desire more than ballpark fare.” Ultimately, the Indians are committed to maintaining Progressive Field as one of the premier ballparks in the country. The Premium Club is merely the beginning of a venture to transform the overall ballpark blueprint. By continuing to listen to the needs and desires of fans, the organization hopes to create the most dynamic mix of premium neighborhoods and fan-friendly seating for all fans. # How is your venue decreasing suites but not revenues? Write to Amanda at amanda@alsd.com.
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- 77. Getting From Street toSuite Part I: Parking Yes, we really are talking about parking in this article. While it might not sound exciting, it is of noted importance to premium seat customers, helps set the tone for the overall event experience, and is a profitable revenue stream for new and older facilities. By Peter Titlebaum, Ed.D, University of Dayton and Debbie Titlebaum, MBA Quick Hits In a recent research project to uncover the purchase expectations of premium seat holders, parking was noted as an important factor for these top customers. Newer facilities have a far greater number of premium parking spaces than in past decades to capture the profit potential of this revenue stream. Older facilities have options available to upgrade their parking services without substantial renovations. Some teams now offer valet parking. The Texas Rangers manage valet services while creating profit opportunities by linking parking to Lexus, a luxury sponsor. Editor’s Note: There have been no buzzwords used as frequently as “Fan Experience” over the past couple years in the sports industry. But what exactly is the fan experience for premium customers? And what should it be? Over the course of this series of articles researched by Dr. Peter Titlebaum and Debbie Titlebaum, SEAT will investigate all the nooks and crannies of the event experience from soup to nuts, from street to suite. There are many critical components, but it starts, as does our series, with parking. Check back in the spring issue as the series continues. L uxury is the expectation set at the time of a premium seat purchase. But even before the event begins, it can be muddied by parking difficulties, customer service shortfalls, and other value-losing logistical mistakes. Think of parking as a necessary evil. It is like a referee: we all know that they are important to the game, but no one wants them deciding the outcome. The same can be said for parking. Many older facilities are hampered by the fact that parking was not part of their upkeep program; therefore, little attention was given to the quality or flow of parking services. While many people come early to the game, generally, everyone leaves as soon as the game con- 74 | S E A T | www.alsd.com | #SEATWinter2013 cludes. Facility administration has tried in vain to convince people to stay longer; however, when the event is over, many guests prefer to leave the arena or stadium immediately. This often creates a bottleneck when as many as 100,000 fans try to leave at once. Different factors affect parking depending on the sport. In the NFL, with only ten games a season, fans seem to be more reconciled to stay through the end of the game. But in a sport like baseball with more than eight times the game/event frequency, some are inclined to leave after the 7th inning stretch. If the facility staff shifts from service mode to clean-up detail, it encourages the public to follow suit. The First Event Touch Point In a recent project, our research group uncovered the purchase expectations of premium seat holders and contrasted them with the actual experiences from the perspective of those who sell luxury seats. A total of 49 professional sports organizations responded to the survey out of a possible 122. All of the “Big Four” leagues were represented: NFL (14), MLB (13), NBA (11), and NHL (11). Little variation was found in the responses between the
- 79. Parking is anissue that doesn’t always garner a great deal of attention, but a bad experience is long remembered. MORE RESEARCH ON ALSD.COM: WWW.ALSD.COM/ RESEARCH COMING UP NEXT: GOIN’ CLUBBIN’ “Big Four” professional sports leagues, demonstrating they have more in common than is generally considered. Parking was noted to be an important factor for premium seating ticket holders. It is the first personalized touch point between the suite holder and the venue and sets the stage for the event experience. A friendly greeting at the garage entrance sets the mood properly and can provide helpful information to help the fan avoid frustration. This encounter can be further enhanced by a good plan using traffic lights or police to keep traffic moving. While most tolerate without reprisal some congestion, they want to avoid the inconvenience of a significant traffic backup. Customer service is kept in the forefront of parking by putting the same people at the same places to build relationships with the fan base. Because these people are the front line, they get all kinds of questions. Develop a cheat sheet that has all information on it. We know most are dealing with temporary workers, but teams can still engage them and make them feel good about answering customers’ questions. It seems small, but it is the little things that make a big difference. And it gets everything off to a good start. The last thing a team wants is for its best customers to come and tell them about their bad experience in the parking lot. Parking as a Key and Profitable Feature Additional research has shown that new facilities more recently built have a far greater number of premium parking spaces than in past decades. Significant and proven profit potential is likely the cause. Further, if much of the investment in building is geared towards the customers, the rest of their experience should also be considered. When building a new facility or anytime a venue is looking to obtain and retain premium customers, it is important to first determine the factors that drive value and will therefore heighten the user experience. Service is one critical area, and it starts with parking. Several facilities have embraced the concept of parking as a key feature of the premium seating offering. The Amway Center in Orlando built their parking garage adjacent to the arena with an over-street walkway, leading right up to the premium level. The Dallas Cowboys located their ample parking facility inside the building itself, shielding fans from the elements and lengthy walks to their seats. The Miami Heat provide parking beneath the building while providing direct access for the best customers. For each of these teams, as soon as their premium customers enter the garage, they are in the team’s care. Older facilities also have options available to upgrade their parking services without substantial renovations. One example 76 | S E A T | www.alsd.com | #SEATWinter2013 is a Park and Ride and VIP-quality shuttle, as is done in Nashville at LP Field, home of the Tennessee Titans, through an agreement with the local public works department. A bridge with easy access from downtown is closed to all but buses going to and from the stadium, allowing clear traffic routes to the stadium and alleviating some traffic pressure from local streets. There is nothing impeding a good experience. The surface lot for premium ticket holders is separate from general traffic, facilitating easy departures when exiting the stadium. Valet Parking Some teams have started implementing valet parking for premium seat holders. For example, the Texas Rangers developed Lexus Valet Parking, available on each side of Rangers Ballpark in Arlington, at a cost of $40 per vehicle. Parking spots can be purchased in advance. Through a sponsorship with Lexus, they maintain the cachet of a high-end product by linking parking to a brand known for luxury. This team figured out how to manage valet services and simultaneously create profit opportunities. The Miami Dolphins also offer valet parking as a pre-paid service available only with certain Club Level Memberships. A valet parking option provided by the Tennessee Titans ensures that cars will be parked in a fully-secured lot with a short walk to LP Field. From Street to Suite and Back Again Finally, when premium seat holders are ready to leave the game or the event, let them leave on their own accord. Service should continue until all have departed, and the event experience has reached a natural conclusion. Their exit should be as hassle-free as their arrival, leaving the venue with a positive review, regardless of the on-field performance. The journey from the street to the suite and back again should not overshadow the activities on the field. Parking is an issue that doesn’t always garner a great deal of attention, but a bad experience is long remembered. # Are you a team, venue, or company interested in participating in future research in the areas of premium product ownership, sales, and marketing? Write to Dr. Peter Titlebaum at peter.titlebaum@notes.udayton.edu. This article could not be written without the support of Russ Simons with the Venue Solutions Group and Eddie Stewart from Stewart Transportation Solutions.
- 80. Find the Right, WealthyProspects for Every Marketing Outreach Take advantage of WealthEngine’s integrated solutions to drive premium seating and luxury suite sales. www.wealthengine.com Analytics Use WealthEngine’s Solutions to: Target marketing efforts to those most likely to opt for high-end seating Utilize direct mail, email, & digital marketing strategies Drive incremental revenue & increase ROI info@wealthengine.com Research Marketing 800.933.4446 Consulting
- 81. And Much More:In addition to their home clubs, ClubCorp stadium club members also have access to a network of private golf and country clubs, including the notable Firestone Country Club in Akron, Ohio, pictured here. CLUBCORP STADIUM CLUBS GOT GAME… AND MUCH MORE The “World Leader in Private Clubs” has partnered with college athletic departments to operate stadium clubs that provide amenities outside of just the home venue on gameday. At a growing number of facilities, members now benefit from year-round access to a nationwide network of golf clubs, dining clubs, hotels, and more. By Patty Jerde, Communications Specialist, ClubCorp Quick Hits ClubCorp-operated stadium clubs on university campuses, such as the University of Texas, offer members a place to work and play throughout the year, not just an amenity on gameday. The stadium clubs serve academics and athletics as well as each community’s civic and social needs. Club member benefits include access to more than 150 private golf and country clubs, business clubs, and resorts as well as more than 1,000 hotels, restaurants, and entertainment venues. ClubCorp generally will lease space from the university, who receives a percentage of gameday and non-gameday revenue as well as annual membership dues. O n home gamedays, The Texas Tech Club in Lubbock – located in AT&T Stadium on the Texas Tech campus – is swarming with premium ticket holders cheering on their beloved Red Raiders while enjoying panoramic views of the game, gourmet cuisine from the club buffet stations, and beer, wine, and signature cocktails like the Starlite Red Raider Martini. Meanwhile, adjacent to the northwest corner of the stadium, Texas Tech Club members and members of other clubs in the ClubCorp network are taking advantage of the Masked Rider’s Hideout, an exclusive upscale tailgating tent, featuring a buffet and full bar of its own with live music. But it isn’t just during gamedays that the club is a flurry of activity. Throughout the year, the private club serves its more than 1,950 members – including alumni, faculty, and staff along with the Lubbock professional, civic, and social community – as the pre-eminent spot in town to connect with one another through a variety of dining, social, and networking events. Since opening in 2010, The Texas Tech Club, a member of the ClubCorp family of clubs, has quickly become an integral part of the university and the community. 78 | S E A T | www.alsd.com | #SEATWinter2013 A Home Away from Home ClubCorp, the World Leader in Private Clubs, has pioneered professional management of the private club industry for more than 55 years and currently owns or operates a network of more than 150 golf and country clubs, business clubs, sports clubs, and alumni clubs in 23 states, the District of Columbia, and two foreign countries. So, it comes as no surprise that the company brings a unique and beneficial approach to operating private clubs on university campuses. “ClubCorp brings not only a great value to the members of stadium clubs but also to the universities and stadium owners which are benefitting from a year-round everyday club concept, premium suite services, and an enhanced revenue stream,” says Dave Woodyard, ClubCorp Executive Vice President, Business and Sports Clubs. “Stadium clubs also serve as ‘hubs’ for the worlds of university academics and athletics as well as each community’s professional, civic, and social needs.” In addition to The Texas Tech Club, alumni stadium clubs in the ClubCorp family include The University of Texas Club in Austin and The University Center Club at Florida State University in Tallahassee, while non-stadium university clubs include The University of Massachusetts Club, Boston Col-
- 83. “Stadium clubs alsoserve as ‘hubs’ for the worlds of university academics and athletics as well as each community’s professional, civic, and social needs.” – Dave Woodyard, ClubCorp lege Club, and The Carolina Club at the University of North Carolina in Chapel Hill. With a total of more than 14,000 members, alumni clubs represent one of the company’s most dynamic business segments. For those members, the alumni clubs serve as a “homeaway-from-home” – within the spirited tradition of their alma maters – where they can connect, work, host, play, and celebrate throughout the year. Bon Appétit: Clubs, such as The Boston College Club (top) and The University of Texas Club (bottom), feature superior dining facilities, open throughout the week, for business meetings and civic gatherings. 80 | S E A T | www.alsd.com | #SEATWinter2013 The University of Texas Club The University of Texas Club, with an elegant décor, combining warm cherry wood with granite and rustic tile with the Longhorn logo and UT memorabilia incorporated throughout, provides the perfect backdrop for members to commemorate the traditions and spirit of the university by connecting with fellow members and the community. Business events at the club include young executive mixers, weekly networking breakfasts, business leader luncheons, and area-Rotary Club dinners, while members just wanting to socialize can attend one of the many wine dinners, member parties, or holiday celebrations. For the hardcore Bevo sports fanatics, the club holds pep rallies prior to home football games, watch parties on away gamedays, and even “flashback” viewing parties when mem-
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- 85. MORE COLLEGE NEWS ONALSD.COM: UNIVERSITY OF CINCINNATI HOPES TO ADD SUITES TO NIPPERT STADIUM Hook ’Em: The University of Texas Club is the perfect backdrop to commemorate university traditions with fellow alumni or impress clients at business events. ClubCorp Alumni/Stadium Clubs At A Glance ClubCorp helps universities and sports teams by reinventing existing clubs or creating new clubs from the ground up. These stadium clubs provide alumni, faculty, owners, and fans a place to celebrate and support the university or sports team on gameday as well as a year-round facility for dining, meetings, civic, social, and educational events. In addition, club members have access throughout the year to a network of more than 150 private golf and country clubs, business clubs, and resorts across the country. There are currently more than 14,000 members at the following six top-tier university clubs: The University of Texas Club Austin, Texas The Boston College Club Boston, Massachusetts The Carolina Club Chapel Hill, North Carolina The University of Massachusetts Club Boston, Massachusetts The University Center Club at Florida State University Tallahassee, Florida The Texas Tech Club Lubbock, Texas 82 | S E A T | www.alsd.com | #SEATWinter2013 bers and their guests watch classic UT football and reminisce about games gone by while enjoying draft beer and a happy hour buffet. The Longhorn spirit continues through basketball season when the club offers a basketball buffet and shuttle to the men’s games. Similar events and activities take place every day at the alumni clubs across the country. More Than Just a Gameday Club The clubs also feature superior dining facilities, open throughout the week, with innovative menus offering both traditional and regional gourmet cuisine such as Savannah Style Crab Bisque (The Carolina Club), Quesadilla Style Pulled Brisket Sandwich (The Texas Tech Club), and the Blackened Grouper Sandwich (University Center Club at Florida State). With amenities that include multimedia-capable meeting and conference rooms along with full catering service, the clubs also serve as the ideal locations for educational seminars, business meetings, and professional gatherings. But the stadium club member benefits go far beyond the first-class amenities of their home club. Members also have access to ClubCorp’s industry-leading network of more than 150 owned or operated private golf and country clubs, business clubs, and resorts in the country as well as more than 1,000 hotels, resorts, restaurants, and entertainment venues. Notable properties include Firestone Country Club in Akron, Ohio, Mission Hills Country Club in Rancho Mirage, California, Capital Club Beijing, and Metropolitan Club Chicago.
- 87. “The members bringthe energy and life to the club. For them, the club serves as a welcoming home-away-fromhome that feels like it has been in their families for generations.” – Dave Woodyard, ClubCorp Top: Additional notable golf properties in the ClubCorp network include Mission Hills Country Club in Rancho Mirage, California. Bottom: The Texas Tech Club is the pre-eminent spot in Lubbock to connect with the university and the community at large through a variety of networking events. A Revenue Stream for the University While the members have fun and enrich their lives through their memberships and the accompanying benefits, the university and their supporters enjoy significant benefits as well. ClubCorp brings to the table – in addition to the worldwide network of member benefits – a membership dues-based business model, collaborative relationships with multiple general concession operators and vendors, industry-leading sales practices, member programming, cost controls and vendor pricing, and, of course, a recurring revenue stream to the university. Though the structure of the stadium clubs vary, ClubCorp generally will lease space from the university, make an initial capital investment, put together and train a team of employees, and, moving forward, oversee operations, procurement, and accounting, while the university receives a percentage of gameday and non-gameday revenue as well as annual membership dues. “The success of our stadium clubs is really just a matter of maximizing the utilization of a space that, for many, holds significant meaning, emotions, and prestige,” Woodyard says. “ClubCorp provides the know-how to make the club run smoothly and profitably, while the members bring the energy and life to the club. For them, the club serves as a welcoming home-away-from-home that feels like it has been in their families for generations.” # How do your stadium clubs generate revenue and offer member benefits on nongamedays? Write to Patty at patty.jerde@clubcorp.com. COMING UP NEXT: SEATING APPS ON THE UPGRADE 84 | S E A T | www.alsd.com | #SEATWinter2013
- 89. sports technology corner Upgrading(and Upselling) from the Cheap Seats In-venue seat-upgrade apps have emerged. These applications provide fans more control over their game experience, and teams more opportunities to capture data and upsell ticket packages. By Trevor Allison, Ticket Sales Professional E Quick Hits Seat-upgrade applications create a market for a team’s distressed inventory through use of mobile apps which can only be accessed by fans that are already in attendance at the game. The value of next-level seats is more tangible in-house than it is on any seat map. Upgrades are the ideal impulse purchase. Most companies have a price-share model with the teams, and there is no cost to get started. The Golden State Warriors have had over 300 fans that have logged on to their app during this season. veryone’s been there before: you take a look at the calendar, find the perfect game to attend with your buddies, and put together the entire grandiose night, only to find out that your seats don’t exactly match your expectations. There was a time when that situation might ruin your entire experience. But that isn’t the case anymore. Over the course of the past few years, a ticket application market has emerged which ranges across the board from ticket sales to paperless ticketing. One particular segment of the ticket application market that has been gaining traction recently is in-venue seat-upgrade apps. The idea of such applications is to create a market for a team’s distressed inventory on a particular night at its venue through use of mobile application(s) which can only be accessed by fans that are already in attendance at that night’s game. This is a particularly interesting space for teams, as it provides an opportunity for both single game buyers as well as season ticket holders to sit in seats that they may have never thought they could attain. According to Nick Young, the President of Second Seats, the model relates to what the airline industry has been using for several years now to offer upgraded seat options for passengers. “Airlines have focused relentlessly on pricing and customer loyalty because the margins are so low and the competition is so fierce,” Young explains. “In the last few years, similar pain points have emerged in live sports and entertainment, and we’ve seen similar innovation.” The average purchasing decision for tickets to a game or concert is made from a desk in between calls and emails at work or from a laptop on the couch in between episodes of SportsCenter. That is far from the case when using apps like Pogoseat and the aforementioned Second Seats. According to Young, “The upgrade market exists because the value of next-level seats is more tangible in-house than it is on any seat map. Throw in the sunk cost of the original tickets, limited inventory, clear competition from other fans, a limited sales window, and the ease of mobile, and it’s a pretty clear picture: upgrades are the ideal impulse purchase.” Clearly, ticket upgrading is far more tangible than the initial ticket buying process. In many cases, a fan can literally see the seats that they are looking to purchase from their original seats. And the product is not only simple for the consumer, it is a rather painless transition for the team or venue to get started as well. 86 | S E A T | www.alsd.com | #SEATWinter2013 According to Evan Owens, Founder of Pogoseat, there’s a simple four-step process for a team to get activated into using their application during their games. “The first step is to design a unique seating map into our cloud-based system to correlate with the team or venue seating map,” says Owens. “Once the seating map is designed, we build the inventory and pricing set up. From there, it’s as easy as training the ushers and implementing a marketing plan in the arena.” Most of the companies in this market have even taken to a price-share model with the teams, so there is literally no cost to get started. When you combine the low cost to the team with the impressive accessibility that cloud-based systems offer, it’s pretty clear that this market has huge growth potential. Implementation has gone well for the teams that have opted to begin using a seat-upgrade application. For example, the Golden State Warriors have partnered with Pogoseat for this 2012-13 NBA season. According to Owens, the Warriors have had over 300 fans that have logged on to their app during any given game this season, and approximately 40 fans per game are actually upgrading their seats. While the 40 seat upgrades may seem marginal from a revenue standpoint, the data that can be captured from these transactions proves valuable. Once fans upgrade their seats, their information is plugged into the team’s Ticketmaster (Archtics) system and CRM system as well. This creates a golden opportunity for a team sales representative to approach this customer about purchasing season tickets, or if they are already a season ticket holder, upgrading their current season ticket plan. Sports teams aren’t the only viable market for these applications either. Expect to see seat-upgrade apps make a big splash in the concert and touring events industry as well. Pogoseat has already secured a partnership with Ticketmaster and Live Nation to support concerts in venues across the country, while Second Seats has been partnering with the WWE. “Second Seats is bullish on our growing partnership with World Wrestling Entertainment and the product we’ve built for the touring space,” says Young. “The upgrading setup on tour has more moving parts, but fans respond well because each show has that one-night-only type of buzz.” # Are you interested in learning more about seat-upgrade apps? Write to Trevor at trevor.allison@yahoo.com.
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- 91. sales training withCARY KAPLAN More Fish Bowls M “Never answer an anonymous letter” Yogi Berra — ost of us recognize that few things are as potent or effective as exceptional customer service. As a result, we treat our premium seat holders with tremendous respect. We provide great seats, pleasant hospitality, quality food, exclusive offers, unique experiences, and other great benefits with the objective of making an evening at our game one that will be remembered for a long time. Unfortunately, memory is nothing if not fleeting. Most of those who we entertain, while they may have had a great experience, will rapidly move on to other things. Sadly for us, the amazing experience that was created for them will erode rapidly as soon as the next week, the next day, even the next hour. For the one or two people who purchased the suite, we will send thank you notes, offer our appreciation, and invite them back for future visits. But in a suite of 15 people, that means we only have a relationship with 5%-10% of those attending, 5%-10% of those who had a great time. When we put this into the context of other businesses, it is apparent how absurd this is. Imagine for a moment that you are flying cross country. How comfortable would you be if the airline let just anyone walk on and only knew 5% of the people on the plane? No chance right? Now I am not suggesting that we as suite directors adopt the rigorous screening procedures of airlines (talk about a nightmare as far as fan experience), but there are some things we can do to improve the 5%-10%. Many restaurants have the time-honored tradition of a fish bowl on the counter where businesspeople can deposit their business cards. Sure you could win a free lunch, but more importantly, the restaurant subtly learns who some of their clientele are. Now remove the fish bowl, offer a bigger prize, make it fun, and we create the ability to find out the vast majority of attendees rather than strictly the hosts. Instead of a free lunch, imagine giving away a team autographed jersey, 88 | S E A T | www.alsd.com | #SEATWinter2013 Be it through traditional channels or through advanced technology, in order to provide sustained and exceptional customer service, we must know who our customers are, and 5%-10% is not enough. an opportunity to meet the player of the game, an LCD TV, or a high-end BBQ. The huge upside of getting to know our clientele far outweighs the nominal cost (which should be less anyways as most will be donated by sponsors) of providing these prizes to suite holders. Sports teams have a powerful tool that many businesses can only dream of. Would Gilette or Coca-Cola or McDonalds not salivate at the ability to know the names, phone numbers, and emails of even a fraction of their customers? For them, it is awkward, cumbersome, and in most cases, unacceptable. Not for us; most executives, even those at a senior level, generally protective of their respective identities, are in a particularly relaxed state of mind at a game as they “escape” the day-to-day rigors of life. The following statement is not intrusive, but rather exciting, if delivered correctly: “Sir/Miss, sorry to bother you, but we are running an exciting promotion at today’s game. If you have a moment to provide us with your business card, one fan at today’s game in one of the suites will be winning a state-of-the-art BBQ (or a trip for two to the World Series, or a $1,000 airline voucher, or a weekend getaway)”. Now you may be saying this isn’t a very new concept. To that I would say two things: 1) Are you doing it? 2) Let’s be creative and go beyond the traditional approach. The digital media world allows for a multitude of ways to be creative, fun, and exciting in the area of name capturing. Specifically, one of the major trends in our premium seating industry has been increasing the use of Wi-Fi broadband capabilities in our suites; in some cases, for the entire facility. Generally, the rationale is that we want our fans to be able to stay connected while they are at the game, tweet something cool they just experienced to their friends, check the scores of out of town games, or see how the play on the field is affecting the world of fantasy sports. All good things. But why stop short? Are we maximizing this opportunity and creating a “fishbowl?” What if to gain full access to free Wi-Fi, all you had to do was input your name, phone number, email, and seat location. Do you think people would mind? While I understand that the previous example can be expensive for some venues, the point here is the need to be creative. Be it through traditional channels or through advanced technology, in order to provide sustained and exceptional customer service, we must know who our customers are, and 5%-10% is not enough. So stop what you are doing, head over to your local pet store and buy a fish bowl (no fish or water required). What are some other creative ways to capture customer names? Write to Cary at ckaplan@cosmossports.com.
- 93. sales training withbill guertin Suite Sales Reps: Whose Story Are You Selling? W hen the early pioneers came across the Great Plains, they had to figure out most everything for themselves. There was no “Handbook of Pioneering” to refer to, no friendly Indian guide to lead the way, or even a map to follow. Trial and error was a way of life. Today’s suite prospects – the people we sell to – can’t afford to be pioneers. They have no budget or patience for trial and error. In their minds, pioneers are the ones who get shot full of arrows. They want the benefit of knowing what mistakes others have made when using a suite or premium seats, so they know what to avoid. In their world, “best practices” are not just a nice thing to know; they are essential to the buying process. So whose “pioneer tales” are you selling? Are they the ones from you, the sales rep, that are naturally biased toward spinning a positive outcome? Or are they the ones your prospects really want to hear, from real people that have experienced the positives and negatives about your suites, who’ve been to the mountain and back? If your presentation includes only information from the team or venue, you’re leaving out a vital piece of sales data. Who else in a similar situation has experienced success with your suites, and how have they made it happen? If Others Say It, It Must Be True Testimonials, success stories, and before/after statistics from real customers can be some of your most powerful sales information. The late Chet Holmes called it “social proof ” in his book, The Ultimate Sales Machine. In order to be more credible, many successful organizations use the authentic stories of others to communicate value to their prospects. Getting these golden “social proof ” pieces, however, can sometimes be as daunting as the sale itself. Who should you single out, and how should you go about getting their story for use in your marketing efforts? 90 | S E A T | www.alsd.com | #SEATWinter2013 Some good questions to ask for possible inclusion in the piece might be: “What are your general impressions of the venue?”, “What do your guests/users like best about your seats?”, “What would you tell other businesses about the venue/team?”, and “What advice would you have for other businesses looking for (insert company’s business objective here)?” Consider videotaping your contacts while asking them these questions, using their logo in the background of the shots to give their companies the props they deserve. Get a few excellent quotes, and be sure to have each of them sign a waiver OK’ing you to use their likeness and quotes. Finally, produce the piece (whether in video or printed form) and get their OK on the final version. Lay out the recipe for success as if the person who’s reading is seeing a “cheat sheet” on how to do premium seating the right way from someone who’s been there before. How to Gather “Social Proof” First, identify those on your current customer lists that would make good testimonial prospects, with a good mix of tenure, experience, and seating goals. Approach them to make sure they’re receiving the kind of ROI that would be print-worthy, and if so, ask if they would be interested in being a part of your team’s marketing collateral, spotlighting them as a “forward-thinking” company. Most who are asked are flattered that you’ve thought of them and appreciate the positive publicity. Next, interview 3-4 contacts within the company that have connection with their venue investment, including the administrator of the seats, the decision-maker(s), and those who have directly used the seats to achieve the company’s objectives. Checklist for the Final Product In your final, BRIEF video or printed version for use by your sales team, here are some of the elements your prospects will want to know about your “pioneering” current customers: COMPANY INFO: Don’t assume that everyone will know the company and what they do. Include their primary business category, number of locations, and number of employees as well as how long they’ve been associated with your team. Names and titles of decision-makers (with head shots) can significantly add to the piece’s credibility. GREAT PHOTOS: If you’re creating a onesheet, don’t skimp on the photos. If you have a professional photographer internally, that’s great. But if you don’t, hire someone who knows what they’re doing. Take a few FAB-ulous photos of the client(s) and/or their premium seating guests, getting waiver signatures from them as well. OBJECTIVES: What do they want to accomplish with your team each season? Be as quantitative as you can with percentage increases in sales/closing ratios/retention/satisfaction, [continued on page 92]
- 95. Washington State University [continuedfrom page 20] Chesapeake Bayhawks [continued from page 22] Sales Training with Bill Guertin [continued from page 90] unique perspectives that you can only get inside the facility.” a band plays at the tailgate, and alcoholic beverages are available. Waiting for the birthday child in his or her reserved party space was a team-signed jersey and card signed by the entire Bayhawks’ front office. Every child guest received a team-signed poster. After presents were opened, it was time to eat pizza and a personalized cake from team marketing partners Papa John’s and Caroline’s. Branding for both sponsors was included on the postcard and throughout the Birthday Bash area. Pricing for the Birthday Bash package is $30 per guest for bench seating tickets and $35 per guest for seatback tickets. Eighty-percent of the groups purchased the $35 per ticket option. One group purchased a suite in the stadium for the evening instead of having the party out in the Birthday Bash area. decreases in turnover/absenteeism/HR costs, or other measurables. Market Survey Washington State University sits in a unique market. Pullman has a population of only 29,000 people. The post-renovation capacity of Martin Stadium is 33,522. So the size of the City of Pullman can double on gameday with some suite holders with business ties and affiliations in Eastern Washington coming to town from larger markets such as Seattle and Portland. Thirty-percent of WSU’s season ticket holders drive three hours or longer to come to a game. With so many out-of-market fans, WSU hired Conventions, Sports & Leisure International (CSL) to conduct an analysis to ascertain demand for premium products. “One of our smarter moves was doing a market survey,” Johnson says. “Not only did it help us build a facility that’s efficient, but it also gave us credibility going to the bond market.” Construction was financed largely by the sale of $80 million in bonds, which will be paid off with the revenue generated by the new Pac-12 television contract as well as through donations. No tax dollars were used in financing. A Bright and Sustainable Future Overall, Martin Stadium serves as a great example to those Pac-12 athletic departments and others around the country pursuing similar premium seating upgrades. Working with ALSC Architects in Spokane, AECOM in Kansas City, and Hoffman Construction, Inc. in Portland, the renovation was designed and built in only 17 months with construction concluding three weeks ahead of schedule. The facility investment is part of a sustainable financial future for the entire athletic department and brings a new face to Washington State University and its football program. “It completely changed the image and atmosphere of our stadium,” says Johnson. “We’re excited for what [the renovation] will do for the future of our program.” –– Jared Frank For additional information on the Martin Stadium renovations, including the second project of the Martin Stadium Football Facilities Improvements: a $61 million Football Operations Building, visit www.thecougarfootballproject.org. 92 | S E A T | www.alsd.com | #SEATWinter2013 A Feather in the Bayhawks’ Cap “With what we paid for the list, I was expecting a return of 3-4 to 1, revenue to dollars spent,” admits May. “We greatly exceeded that goal.” In fact, the Bayhawks were rewarded with an 8:1 return on investment. And moreover, the team’s birthday party revenue contributed to a 160% increase in group sales. Full House has a new division called Full House Direct that offers full-service direct mail campaigns, including variably printed, personalized postcards. The Bayhawks chose to do the postcard printing on their own because of a prior arrangement with a team sponsor who handles all print materials. METHODOLOGY: Who decides how the company uses their seats? What criteria do they use? What have they found to be the most successful formulas for utilization and return? Lay out the recipe for success as if the person who’s reading is seeing a “cheat sheet” on how to do premium seating the right way from someone who’s been there before. RESULTS: Just as in the Objectives section, be as specific as you can with quantifiable numbers and details. (Notice we haven’t said anything about your amazingly talented sports team, your record, or even your sport). PLANS FOR THE FUTURE: Will the company be back? What will they be changing? Adding on? Doing differently? Video is becoming more and more prominent in decision-making, so give serious consideration to 2-3 good video pieces in lieu of (or in addition to) one-sheets. Consider these pieces to be your audition tape/resume for the prospect. How would you want to be portrayed? Put your team’s unique spin on the finished product. Whether it’s a printed piece or a video, be sure to give it your “brand”, whatever that may be. Pioneering may have won the West, but in the case of selling our premium inventory, it won’t often win a client. Put them at ease with proof that others have blazed a trail before them, and you’ll close more deals. Hawk-Eye to the Future In addition to the birthday leads, the Bayhawks have considered different group and season ticket databases through Full House. The team plans to invest in another 4,000-6,000 names to add to the list purchased this past championship season and do another mailer in 2013 and the years to come. Contorno is high on all event marketing initiatives. “Don’t stop with kid’s birthdays. Teams can also market adult birthday parties, company anniversaries, ethnic heritage, networking events [industry-specific, chambers, alumni], bar mitzvahs, and business/executive recognition parties.” –– Jared Frank How do you sell your current customers’ stories to a prospective client? Write to Bill at bill@The800PoundGorilla.com. Bill Guertin is CEO (Chief Enthusiasm Officer) of Stadium Gorilla – a sales training and consulting firm to dozens of teams in the professional sports industry. He is the author of two books, including The 800-Pound Gorilla of Sales: How to Dominate Your Market, and speaks regularly to corporate and conference audiences on improving sales performance. Learn more at www.StadiumGorilla.com or reach Bill directly at bill@The800PoundGorilla.com.
- 96. From the peoplewho brought Draft Tables to the US, we present to you The Mobile Beer Wall Mobile Draft Table Fixed Beer Wall nd ue a ce! n uniq ely experie u A tr able r emo m Ellickson Beverage Systems, The Leader in Self-Serve Mobile Technology. Products Perfect for Sporting Events! Imagine each suite or party area where your customers can interact with a touch screen tablet at each tap to: ❖ Pour their own beer using a 4 tap self-contained refrigerated beer dispense unit ❖ Order food at the beer wall in their suite ❖ Order team & event merchandise – delivered to the suite! ❖ Play music – jukebox options ALL OF THESE CAPABILITIES, ALL IN ONE SYSTEM! New mob bee ile r wa ll lso ll you it a Did we te eer?! pours b Thirsty for more? sales@ellicksonusa.com
- 97. coming attractions In FutureIssues of SEAT: The Conference Preview Issue: Plan Your Trip to Orlando/Tampa The Future of How Teams Will Sell Sponsorships and Premium Seats State of the Industry Survey Results From Victus Advisors PLUS: The Next Installment of our From Street to Suite Series The Next Sales Training Lesson from Bill Guertin Where Palm Trees Sway: The ALSD Conference and Tradeshow in Orlando/Tampa will be here before you know it. As of the print deadline for this issue of SEAT, there are 156 days, 9 hours, and 1 minute until show time. 94 | S E A T | www.alsd.com | #SEATWinter2013
- 99. Take your luxurysuite catering to the next level! MARCH 10 – 13, 2013 Las Vegas Enhance your catering offerings with hundreds of exciting sessions covering creative presentation ideas, new menu items, cooking and transportation, sales strategies and more. MEMBERS ALSD Chairman Bill Dorsey will present his session Catering the Big Event: Learning from Stadium Strategies that will explain how to design menus that have creative spark but are appropriate for large-scale production, how to train part-time staff to be sure your guests are getting professional service, the key communications pieces necessary between the sales, operations and culinary departments to ensure the event’s success. Save $50 on Conference registration with promotional code ALSD13 Vendors on the Tradeshow floor showcase thousands of hot new products, equipment, foods and beverages to bring your business to the next level. Inspiring events and networking opportunities let you discover the latest trends in action and offer valuable resources you’ll have for years to come! Register today for additional savings, promotional offers and more! For more information and to register visit www.catersource.com 800.932.3632 • registration@catersource.com presented in partnership with NICA National Ice Carving A S S O C I A T I O N NICA National Ice Carving A S S O C I A T I O N
- 100. IN ST ST RY’ UST S BE D 3YEAR FULL 3 YEARS, 6 YEARS ON SEALED SYSTEM RANT Y W W W W AR Introducing the Industry’s Best Warranty...Again Perlick’s Industry leading warranty just got better. We’re proud to announce that Perlick will now back every residential product with a Full 3-Year Warranty* and 6 Years on the Sealed Refrigeration System. Why? Because we are confident in the quality and craftsmanship of every cabinet that leaves our factory, and we want our customers to feel it too. Our new 3-Year warranty* will take effect on February 1st, 2012 and applies to all new Perlick Residential cabinets (excluding Factory Seconds). Please visit www.perlick.com for warranty information. celebrating 1917 Since years -2 012 *You must register your product within 90 days of purchase to recieve the Full Three Year Warranty. Without registration, you will receive the standard Full Two Year Warranty with the additional Third through Sixth Year Limited Parts Only Warranty. 191 Commercial • Hospitality • Residential www.Perlick.com • 800.558.5592 7
- 101. We furnish someof America’s greatest sporting venues. How can we help you? Hazeltine National Golf Club Salt River Fields at Talking Stick TCF Bank Stadium Target Field TARGETCOMMERCIALINTERIORS.COM For more information, contact John.jurgensen@targetinteriors.com