seat spring 2012

S E A Tleading the premium seat industry www.alsd.com spring 2012

p u b l i s h e d b y t h e a s s o c i a t 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

bbVa compass stadium:a new icon for a club,

a city, and a leaguepage 70

sports technology corner:Venue technology group,

mobile apps, and crmpage 52

renewable resources:how to retain existing clients

with stand-alone departmentspage 62

minnesota timberwolVes premium seating: a portrait of the community page 32

community curriculum: the 2012 alsd conference program has arriVed PAGE 38plan your trip to minneapolis, home of the #1 stadium experience in north america

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#SEATSpring2012 | www.alsd.com | S E A T | 5

S E A TPublished by the Association of Luxury Suite Directors

COVER STORY

38 THE COMMUNITY It’s time to register for the 22nd Annual ALSD Conference and Tradeshow in Minneapolis. Check out this year’s schedule of events, sessions, tours, and keynote speakers.

FEATURES

62 BUILDING A SALES RETAINING WALL Recently, some teams have constructed stand-alone retention departments to resist decreases in season ticket renewal rates.BY RYAN MIRABEDINI

70 IN A FIRST FLUSH OF LUXURY SUITES The new BBVA Compass Stadium is ushering in a new premium era for the Houston Dynamo and for MLS and is a new icon for the City of Houston. BY JARED FRANK

82 STRATEGIES AND BEST PRACTICES TO KEEP SPONSORS COMING BACK

A recent survey completed by 38 teams from MLB, MLS, NBA, NFL, and NHL sheds light on the best approaches for retaining sponsors.BY DR. PETER TITLEBAUM AND TODD C. KOESTERS, MSA, JD

86 INTRODUCING THE SPONSORSHIP HEALTH REPORT Former Bank of America executive, Ray Bednar, says it’s time to focus on corporations’ objectives throughout the life of their marketing investments. And he has developed a program that does just that. INTERVIEW BY BILL DORSEY

SPORTS TECHNOLOGY CORNER

52 WHO OWNS YOUR APP? Teams and venues need to consider owning their own mobile applica-tions to ensure a desired fan experience and new revenue stream isn’t lost. BY PAUL KAPUSTKA

54 THE BEST OF BOTH WORLDSThe Venue Technology Group has its own division within the ALSD and its own community. Check out this year’s schedule of events, sessions, tours, and keynote speakers.

60 THE CORNERS OF THE DATABASE MARKETING AND CRM MARKETS

Learn all the options your organization needs to consider when address-ing your data management situation.BY BOBBY WHITSON About the Cover: The ALSD Conference features a visit to Target Field this year, which in 2010,was rated the number one stadium experience in North America by ESPN The Magazine.

spring 2012

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6 | S E A T | www.alsd.com | #SEATSpring2012

ASSociATion of Luxury SuiTE DirEcTorS Chairman Bill DorseyExecutive Director Amanda VerhoffPresident Jennifer Ark, Green Bay Packers VP, Business Development Pat McCaffreyDirector, Sponsor and Partnership Development Dene ShielsEditor of SEAT and ALSD.com Jared FrankNational Sales Manager Scott HinzmanMembership Director Ryan MirabediniMarketing Assistant Anne CorallDesign Carole Winters Art + DesignDirector of Finance Dan LindemanFinancial Account Manager Vickie HenkeDirector of Interactive Media John Tymoski

ExECuTIVE CoMMITTEEChris Bigelow, Bigelow CompaniesBrian Bucciarelli, Hershey Entertainment & ResortsGreg Hanrahan, united CenterTom Kaucic Pat McCaffrey, ALSDKim Reckley

BoARD oF DIRECToRS Janie Boles, Auburn universityNatalie Burbank, utah Jazz / Salt Lake BeesRichard Dobransky, Delaware North CompaniesTrent Dutry, uS Airways CenterChris Granger, National Basketball AssociationMIke GuiffreAdam Kellner, Chicago BearsGerald KisselDebbie Massa, RoI ConsultingScott O’Connell, Minnesota Twins Baseball ClubMike Ondrejko, Legends Premium SalesTom Sheridan, Chicago White SoxPeter Titlebaum, university of Dayton

ALSD 2012 STEERING CoMMITTEESue Brown, Levy Restaurants Britt Carlson, Minnesota TimberwolvesRichard Dobransky, Delaware North CompaniesRachael Johnson, Minnesota WildScott O’Connell, Minnesota Twins Baseball ClubTanesha Wade, university of Minnesota Athletics

Published by Venue Pub. Inc. Copyright 2012. (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 Directors10017 McKelvey Road, Cincinnati, oH 45231513 674 0555 [email protected]

DEPARTMENTS

8 NEW ALSD MEMBERS

12 ALSD STAFF EDITORIALEditor’s Note BY JARED FRANK A Note from the PresidentBY JENNIFER ARKRocket Science:The Byzantine World of TicketingBY BILL DORSEY

20 ALSD MEMBER Q&A

24 INDUSTRY AND ASSOCIATION NEWS

ALSD veteran Rick Lassiter is cut from a different moldXL Center holds grand opening for Webster Bank Lounge during March MadnessFeature Recipe: Fenway Park chef celebrates 100th anniversary of America’s Most Beloved Ballpark

30 THE ALSD ONLINE

32 MEMBER HIGHLIGHTSEAT visits with: Britt Carlson and StaffDirector of Premium SeatingMinnesota TimberwolvesBY JARED FRANK

92 COMING ATTRACTIONS

S E A TPublished by the Association of Luxury Suite Directors

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VEnuE TEcHnoLoGy GrouP2012 STEErinG AnD confErEncE coMMiTTEERick Temple, Venue Technology Group Executive Director; RKT Consulting Services, Inc.Matt Lukens, ZixiJim Ibister, Minnesota WildScott Jablonski, National Hockey LeagueMark DiMaurizio, Comcast-SpectacorJohn Tymoski, ALSDRon Contorno, Full House Entertainment Database MarketingBobby Whitson, Whitson SportsJason Koettel, Legends Hospitality ManagementJohn Avenson, Minnesota Twins Baseball ClubJason Coleman, orlando MagicRussell Scibetti, New York JetsMark Feller, Arizona Cardinals

Please Recycle This Magazine

This

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Ad

to fa

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This side of Ad to face spine.

Spring USA Seasons Ad ALSD Winter 2011 8.5” x 11” Trim


Jenny JaletDirector, Premium Seating & Transportation Teamuniversity of Michigan Athletic Department1000 S. State StreetAnn Arbor, MI 48109P: [email protected]

Traci SauerteigSupervisor, Suites & Party FacilitiesColorado Rockies Baseball ClubCoors Field2001 Blake StreetDenver, Co 80205P: [email protected]

Ryan BarefootSenior Director of Premium SeatingDenver Broncos1701 Bryant St, Suite 100Denver, Co 80204-1752P: [email protected]

Chris FaulknerManager, Club Seat Sales and ServicesDenver Broncos 1701 Bryant St, Suite 100Denver, Co 80204-1752P: [email protected]

Marcus LyonsDirector of Premium Sales & ServiceColumbus Blue Jackets200 W. Nationwide Boulevard Columbus, oH 45215P: [email protected]

William MetropulosCEoSmart Bar uSA796 Tek Dr, Suite 100Crystal Lake, IL 60014P: [email protected]

Chris MorrisseyPresidentBig Dog Branding2201 Dover DriveFort Collins, Co 80526P: [email protected]

Minkun ZhangStudentColumbia Graduate School of Business509 West 110th, Apt. 6D New York, NY 10025P: [email protected]

Terrence McDermottStudentMichigan State university4651 Little Harbor Drive SEGrand Rapids, MI 49512-9761P: [email protected]

Jeffery BrennerSenior Director of Corporate Solution SalesRymax Marketing Services, Inc.19 Chapin Rd, Building BPine Brook, NJ 07058P: [email protected]

John Jurgensen Director of Marketing Target Commercial Interiors81 S. 9th St, #350 Minneapolis, MN 55402 P: 612-343-7339 [email protected]

Brenna Haussman Suite Services Coordinator Texas Motor Speedway Po Box 500 FT Worth, Tx 76101 P: [email protected]

Evan ColborneTeam Services Coordinator Cosmos Sports1690 Bonhill Road Mississauga, oN L5T 1C8CanadaP: 905-564-4660 x237 [email protected]

Cary KaplanPresidentCosmos Sports1690 Bonhill Road Mississauga, oN L5T 1C8CanadaP: [email protected]

Bryan ApgarDirector of Sales and Chat InnovationWebsiteAlive2100 West Loop South, Suite 900Houston, Tx 77027P: 888-696-4513 [email protected]

Adam StassCEoWebsiteAlive2100 West Loop South, Suite 900Houston, Tx 77027P: 888-696-4513 [email protected]

Bruce WeenerAmerican Seating401 American Seating CenterGrand Rapids, MI 49504P: [email protected]

Linda Dickson Vice President, Business Development Axiom Insurance Managers1701 Golf Rd, Suite 1-1112Rolling Meadows, IL 60008 P: 847-621-6420 [email protected]

David FriebergSystems Administratoroakland Athletics7000 Coliseum Driveoakland, CA 94621P: [email protected]

Kristin ScottDirector of Development – Annual Funduniversity of Minnesota Intercollegiate Athletics 516 15th Ave, Suite 275Minneapolis, MN 55455P: [email protected]

Daniel ZausnerManaging DirectoruSTA Billie Jean King National Tennis CenterFlushing Meadow Corona ParkFlushing, NY 11368P: [email protected]

Melissa GaleCoordinator of Suite SalesSt. Louis Blues Hockey ClubScottrade Center1401 Clark AvenueSt. Louis, Mo [email protected]

Bobby WhitsonCEoWhitson Sports1018 Steeplechase DriveBrentwood, TN [email protected]

Lauren BirnieCoordinator, Premium Seatingohio State Athletics555 Borror Dr, Room 1020Columbus, oH 43210P: [email protected]

Matt LukensVice President, Business DevelopmentZixi950 Winter St, Suite 3102Waltham, MA 02451P: [email protected]

Jerry GaleAlpha Video 7711 Computer Avenue Edina, MN 55435 P: 952-841-3357 [email protected]

Jeff VolkAccount ExecutiveAlpha Video7711 Computer AvenueEdina, MN 55435P: [email protected]

nEw ALSD MEMbErS SPrinG 2012

TA N G E N TDESIGNED BY


Darren WhittenAccount ExecutiveAlpha Video7711 Computer AvenueEdina, MN 55435P: [email protected]

Kevin GrovesVice President & Chief operating officer Alpha Video7711 Computer AvenueEdina, MN 55435P: [email protected]

John KolakowskiMarketing DirectorGreen Beacon Solutions255 Washington St, #245Newton, MA 02458P: [email protected]

Dane KoepkeVice President of Channel DevelopmentGreen Beacon Solutions255 Washington St, #245Newton, MA [email protected]

Brian MillerInside Sales RepresentativeGreen Beacon Solutions255 Washington St, #245Newton, MA [email protected]

Mike TomonSenior Vice President, PremiumAEG/Staples Center1111 S. Figueroa St, Suite 3100Los Angeles, CA 90015P: [email protected]

Jason DiplockVice President, Ticket Sales & Service Toronto Blue Jays1 Blue Jays Way, Suite 3000Toronto, oN M5V 1J3 Canada [email protected]

Russ SimonsManaging PartnerVenue Solutions Group8161 Hwy 100, #184Nashville, TN 37221-4213P: [email protected]

Ian J. ProbertTheStadiumBusiness101 Stratton HeightsCirencesterGloucestershireGL7 2RWunited KingdomP: +44 (0) 20 3239 [email protected]

Doug RempelDirector of SalesFriesensone Printers Way Altona, MB R0G 0B0 CanadaP: [email protected]

Jody PennerGeneral ManagerFriesensone Printers WayAltona, MB R0G 0B0Canada P: [email protected]

Rachel WendelMarketing/PR SpecialistStratacache2 Riverplace, Suite 200Dayton, oH 45405P: [email protected]

Lis HatfieldMarketingGrand Rapids Chair Company625 Chestnut Street SWGrand Rapids, MI 49505 P: [email protected]

Tom SouthwellVice President, Sales/Marketing Grand Rapids Chair Company625 Chestnut Street SWGrand Rapids, MI 49505 P: [email protected]

Steve HaithNational Sales Manager Grand Rapids Chair Company625 Chestnut Street SWGrand Rapids, MI 49505 P: [email protected]

Lauren PhilippiMYdrap 306 Jersey AvenueSpringlake, NJ 07762P: [email protected]

Debra MacKinnanPresidentMYdrap 306 Jersey AvenueSpringlake, NJ [email protected]

Allen uhlerExecutive Sales MYdrap 306 Jersey AvenueSpringlake, NJ [email protected]

Jacqueline KimSales ManagerMYdrap 306 Jersey AvenueSpringlake, NJ [email protected]

Jillian HalbigProcurement ManagerMYdrap 306 Jersey AvenueSpringlake, NJ [email protected]

David BloovmanVice PresidentFresh Towel, Inc.3313 W. Stokley StreetPhiladelphia, PA 19140P: [email protected]

Scott BrownFresh Towel, Inc.3313 W. Stokley StreetPhiladelphia, PA [email protected]

Larry Silverman Fresh Towel, Inc.3313 W. Stokley StreetPhiladelphia, PA [email protected]

Paul Grossman Fresh Towel, Inc.3313 W. Stokley StreetPhiladelphia, PA [email protected]

James ZilliCEoZilli Hospitality Group613 N. Grandview BoulevardWaukesha, WI 53188P: [email protected]

Sue VershumAssistant Director of Premium Seatinguniversity of Michigan Athletic Department1000 S. State StreetAnn Arbor, MI 48109-2201P: [email protected] Paul MochoDirector, Suite Sales & ServicesCleveland Browns100 Alfred Lerner WayCleveland, oH 44114P: [email protected]

nEw ALSD MEMbErS SPrinG 2012


EdiTor’S noTE by JArEd FrAnk

Any big idea can be traced back to a small moment of insight. A spark of imagination is the root of all creation. It’s one of life’s

paradoxes. Like when a brief glint occurs after retreating to a child-like worldview where time seems to stretch on forever, or when a flash of brilliant detail emerges only when releasing life’s trivial details. To understand the trees, you have to see the forest first. And it’s impossible to deduce the depth and breadth of the forest if you’re in deep amongst the trees.

Most people keep themselves busy water-ing their own trees, even on a rainy day. You don’t have to be a botanist to know that doesn’t make sense. Clearly, busy doesn’t equal productive. Speaking generically, many Americans are fettered workers, chained to desks for eight hours; else, they’re considered lazy by their boss and their culture. No one wants to be labeled lazy, so they water their own trees, even when it’s not necessary, just to appear busy.

Obviously, the sports industry is not your garden-variety American work environment in terms of time commitment. When’s the last time you worked an eight-hour day? Probably before you entered the sports world. But the idea is transferable. Maybe for us, the ques-tion isn’t how busy are you really? But instead, how much time are you wasting? How many times is it really necessary to check your email during the course of a day? How many pictures on Facebook of dogs and baby bumps is the threshold between entertainment and shame?

Why not instead replace those time-wasting, faux-work moments with taking a walk, daydreaming, igniting creativity. By doing less, we accomplish more both in terms of quantity and quality. Work smarter, not harder as we say in the ALSD office. And who knows? Maybe the next big revenue generating sales strategy or food and beverage pairing comes to you during this moment of Zen.

Many Fortune 500 companies encourage

such moments. 3M, for example, allows its employees one hour per day to themselves to explore personal creativity (naps are allowed), so this idea isn’t magazine editor fodder. 3M has a 1-to-1 product-to-employee ratio, so I’d say they know how innovation works.

Ironically, 3M is headquartered in the Twin Cities of Minnesota, also host to this year’s ALSD Conference and Tradeshow, themed “The Community.” The ALSD is a commu-nity, a forest of unique trees – some planted in professional sports, some in collegiate athletics; some grown in big markets, some in small markets – all unified together. We are a gestalt that cannot possibly be described merely as a sum of our members.

The 2012 ALSD and Venue Technology Group Conference Program begins on page 38 of this issue of SEAT. Read-through it; review the sessions, speakers, and venue tours; register and book your hotel room if you haven’t already. This is one of your best oppor-tunities, if not your only opportunity, to take a break from watering your own tree to see the entire forest where the next aha moment and subsequent big idea awaits.

I’m as excited for this year’s show as I’ve ever been for a show before. After you read through the schedule of events, I know you’ll agree. I can’t wait to see everyone soon in Minneapolis.

How do you ignite creativity in your daily routine?Email me at [email protected].

Do you see the forest or just your tree?

Connect with me on www.linkedin.com/in/jaredfrank

and follow me on www.twitter.com/SEAT_Editor

for daily updates. Here is a sampling of my tweets:

We just finished a great meeting with Scott O’Connell and staff. I can’t wait for the Target Field tour at

#ALSD2012. Get ready for Targetinis!

Texas Tech reopens Dan Law Field. Renovated space includes ten new suites and a 75-person capacity

club suite.

San Francisco 49ers could generate $500M in seat license revenue. It’s reported that they have sold

$79M so far.

LSU Tiger Athletic Foundation unanimously approves expansion of Tiger Stadium. Additions to include

4,000 club seats and 60 suites.

Philadelphia 76ers unveil Franklin Club & FranklinKIDS for STH. Benefits include private team

functions and an event with Dr. J.

University of Illinois eyes renovation. Wish list includes premium seating which would pay for the

bulk of the project.

St. Louis Rams reject $124M renovation plan for Edward Jones Dome. Team has until May 1 to submit

its own plan.

Cal Memorial Stadium will be “game-ready” by September 1 opener. Eighty-five-to-ninety percent of

“rough-in” work is finished.

The preliminary agreement on a new Vikings stadium includes 150 suites and 7,500 club seats.

Chicago Fire are building 150-person stadium club at Toyota Park. Packages range from $6,500-$7,500.

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noTE From ThE PrESidEnT by JEnniFEr ArkExperience the power of the ALSD Conference and Tradeshow

The success of the ALSD Confer-ence and Tradeshow is what you, the member, make of it. The goals of the ALSD center on informa-

tion, creativity, collaboration, education, and networking. Information is the power that will assist you when implementing a true relationship partnership with your clients that will last a lifetime. To do this, you need awareness of fresh ideas, innovative approach-es and resources through inspiring vendors and counterpart relationships. The ALSD brings that to you throughout the year via valuable online and print updates, in addition to the annual conference. Back in the Fall 2009 issue of SEAT Magazine, I mentioned that, "The ALSD can only be successful if its members offer their valuable insight. Team-work is necessary to help collaborate on new ideas as well as the challenges we have."

Get involved! Reach out to us to find out how you can showcase your organization's premium seating successes and challenges to support, share, and assist other members going down a similar path. We would truly enjoy your participation.

Setting the StageIt's time to set the stage and prepare to con-nect at this year’s conference in Minneapolis. Each year brings something different. Your team may be in a state of renewal or, perhaps, you need to focus on new sales or enhanced programming to engage and validate your clients' premium seating investments. From premium seating sales, service, operations, food and beverage, and IT, the ALSD staff has it covered. The ALSD team has been working diligently to design thorough programming for all the divisions of our vast premium seating family from across the globe. The conference program may be viewed in its entirety starting on page 38.

League Day really has taken off where league office representatives have truly become involved in the premium seating meetings by listening, presenting, learning, and sponsoring lunches for their league's

attendees. Attendees on both the league and team side have commented on how valu-able that time has been to listen, to learn, to understand, and to brainstorm.

Keynote speakers bring enlightening perspectives. Are you familiar with Rick Burton, Jack Morris, Chris Wright, and Rick Krezwick? Check out www.ALSD.com to learn about the credentials of this year's ALSD speakers.

A huge attraction of the ALSD Confer-ence and Tradeshow is the spectacular venues we visit. New and old, we all live through the phases of our venues, and much adjusting takes place during the premium seating cycles we all experience. We can learn from each venue this year depending on where we are in that progression. So where are we going?

Did you know the Xcel Energy Center,

home of the Minnesota Wild, was named the best overall sports venue in the U.S. by ESPN The Magazine in 2004? We also will see the home base of the Minnesota Golden Gophers at TCF Bank Stadium which was completed for the 2009 season. Premium spaces at “The Bank,” such as the luxurious DQ Club, rival most professional stadiums. All ALSD attendees will also have the opportunity to explore Target Field where the Minnesota Twins Baseball Club resides. In 2010, ESPN The Magazine rated Target Field the number one stadium experience in North American professional sports.

And don't forget our very important trade-show. Our vendors and sponsors are integral to the success of the conference. I highly encourage you to network and inform your-self on the valuable amenities and benefits available to enhance your current premium programs. Maybe your program doesn't need that specialized item now, but the cycle con-tinues, and soon you will.

The ALSD Conference and Tradeshow is designed to be a destination to network, educate, and entertain to better your premium seating programs in your venues. I welcome each of you to utilize the ALSD resources, contribute your assets, and catch innovation to develop your premium seating amenities and your client relationships.

The Minneapolis stage is almost ready for you!

Want to network with our President at the ALSD Conference?Here is her business card:Jennifer ArkPresident, ALSDDirector of Stadium and Guest Experience, Green Bay Packers1265 Lombardi AvenueGreen Bay, WI 54304(O): 920-569-7270(E): [email protected]

COMing UP neXt:ROCKet SCienCe:the BYZantine WORLDOF tiCKeting

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EdiToriAl by bill dorSEyRocket science: the byzantine world of ticketing

Ticketing – putting butts in seats as they say – would seem a simple enough concept: people who want to go to a game buy a ticket. That

ticket has an assigned seat to it in most cases. The people who buy a ticket then go to the game and sit in that seat.

Oh, but I wish it were that easy.Ticketing in the real world, I am afraid is a

byzantine process or as one wag who worked on dynamic pricing told me at PACnet (the ticketing conference run by Paciolan): “It re-ally is rocket science.”

Let’s try to explain how this came about.Not too many years ago, the ticketing

world was much simpler. If you wanted a ticket, you called a team who owned them, or you went to a team’s box office and purchased them. Then, the most complicated thing

you could do was perhaps buy a ticket from a street scalper on game day. They stood surreptitiously outside the stadium on street corners with a cardboard sign and sold tickets that they somehow collected through their own entrepreneurial ways and means. You could walk up to one of these sort-of-shady, “hey-buddy-need-a-ticket” guys and buy some product from him. Usually, they went for a little above face value if they were good tickets or under face value if the game was about to start and the scalper needed to get rid of the tickets or get burned with a product that was nearly valueless as soon as the game began.

Simple enough. The days of scalpers, which

Ticketing has become very complicated; so much so that an entire new classification has emerged: the ticket management companies. These companies not only track usage, but they handle compliance issues for major corporations and can, in some cases, resell excess inventory. Top: The ticketing landscape that a major corporation now must face is presented. Bottom: Spotlight TMS’ solution to the end user, where the company becomes the distributor to multiple outlets. Charts courtesy of Spotlight TMS

time was, ticketing used to be such a simple thing. But not anymore. One wag at a conference i attended, talking about dynamic ticket pricing, actually looked at his audience and said: "it really is rocket science."

still exist, were simple. Everyone knew the rules. Then things changed.

Instead of teams controlling their own tickets, national companies called primary ticket companies began to work on the teams’ behalf and sell tickets. Now you could get tickets from the team’s box office, or some-times, you could get them from these central-ized portals which no longer just sold one team’s tickets, but many teams’ tickets; and in some cases, also concert and event tickets.

As the years have gone by, four or five pri-mary ticket companies have emerged. These companies operate a little differently than the team box office. Some of these big primaries (and we all know who) market tickets to a centralized brand. Other primaries work on behalf of the team and drive business to the teams’ brands. And some teams, because of software advances, are now their own ticket-ing primary.

Still pretty simply, huh? There were the primaries with two ways of doing business, and then there were the street vendors trying to time the market by buying low inventory and selling higher inventory.

Thus was the end of the 20th Century. Then around the year 2000, the Internet came into being, and ticketing became trickier.

Suddenly, a whole group of really smart kids (in most cases) were able to build websites and sell tickets over the Internet. The teams thought they were online ticket scalpers, and initially, they were considered evil…in part because they one-upped the teams and the big primaries who were caught with their digital pants down.

This was the start of the hated secondary ticket market. While the teams hated it, the fans, who did not have to go skulking down back alleys, loved it.

The secondary market grew. Really grew. There are now literally thousands of sites which sell tickets. And it began organizing. It formed its own association; it has its own conferences; secondary market companies began buying and selling tickets amongst themselves just like any other commodity. They had, in effect, their own ad hoc com-modity marketplace.

The teams hated them for stealing business from them, cannibalizing their own prod-ucts. For awhile. Then something happened again. The teams started to work with these secondary companies. They became, in some instances, the team’s and even the primary company’s unofficial “feet on the street.” The secondary companies were “connected” in a way the primary and teams’ sites were not. They outhustled the primaries and the teams to some extent, and they began bringing in business.

So much so that the teams began to change

the way they do business. Under the guise of sponsorship, the teams often offload inven-tory to the secondary companies when they need to put butts in seats. Meanwhile, the primaries began to buy into the marketplace and started to purchase or partner with already established secondary companies. You may think this is a conflict of interest, and indeed it may be, but in the end, this was another way to reach the customer.

The secondary market companies grew more sophisticated and started to create very well thought out exchanges for fans to market their inventory, one-on-one without the middleman. Actually, the middleman was now the secondary company, not the primary company. The secondary companies took a transaction fee from both sides; it was a great business.

Of course, this clearly cannibalizes the market for the teams and the primaries, but not necessarily for the teams who are already sold out. For those teams, they could use these fan exchanges as retention tools for their customers who wanted to buy season tickets but did not want to go to all the games.

Fan exchanges have become very popular. So much so that entire leagues have gotten into the act. Leagues, such as MLB, now own their own digital rights for all the teams’ tick-eting. In this scenario, the teams no longer even control their own brands. Instead, each team owner is a fractional owner of MLBAM and its centralized ticketing source. Now,


this got me thinking: am i the only one out there who is confused? i’ve been in the business for two decades, and i’ve never been more confused? i guess i’m not a rocket scientist.

When the internet came into being, ticketing became trickier. now an entire group of really smart kids were able to build websites and instantly become online ticket scalpers. the teams, who were caught with their digital pants down, initially considered them evil.

Once the fans began to control the ticketing experience, the teams and the big primary ticketing companies became strange bedfellows with their evil nemesis: the secondary ticket market. today, the distinction between the two is more blurred than ever. Most primaries and many teams are now partners with secondary market companies to some extent.

Fan exchanges of some type are now the rule, not the exception. it’s clearly a double-edged sword. While the fan exchanges can clearly cannibalize a team’s own excess inventory, it can also help make their existing customers happy that they can dump their unwanted inventory at any time. and a happy customer is a customer that re-ups.


and for some time, MLBAM owns its own secondary rights and exchanges. The prima-ries pay a lot of money to own the exchange rights in the business.

Confused yet? Well, it gets more compli-cated.

Gradually, more sophisticated and targeted tools have come into the ticketing game. There are those discount services which can offload excess inventory for teams at steep discounts. Four or five of those companies now exist. They work with teams. You know their names.

Then there is a company which now sells a bidding service like Priceline.com. You don’t quite know what you are buying, but you know about what you are buying. And if you bid the right price and the team has enough excess inventory, you may be rewarded with a great ticket price for a game or a concert.

Recently, the teams have had some second thoughts about secondary markets which have made more than a few geeks very, very wealthy, albeit not as wealthy as the athletes

who really benefit from high ticket prices.Thus ushered in the brave new world of

dynamic pricing. In a sense, dynamic pric-ing is in itself a team sponsored secondary market. It’s based on the theory that you can change the price of tickets daily or even hourly based on supply-demand curves and algorithms that really are rocket science. Several companies have developed these

products, and they are increasingly more sophisticated. For example, we know of one team who only sells dynamically-priced seats where the TV cameras are, thus creating the illusion of a sold-out or nearly sold-out venue. As everyone knows, if you create scarcity, you will also create demand. That’s why venues for sports with major multiple events, such as MLB venues, have dropped the number of seats they contain.

Dynamic pricing has several offshoots to it. One is, or could be, paperless ticketing – one of the new kids on the block. There are several versions of paperless ticketing out there, and just about as many lawsuits of companies who claim they own the technology.

No matter. Fans don’t care about lawsuits. They care about convenience. And paper-less creates, for a certain class of fan, a lot of conveniences. And again, if controlled by the team itself, it can create its own secondary exchange in which the fan offers the ticket, but the team gets a cut of the action.

Tickets can be transferred in the paperless world digitally. Paperless cuts out the street scalper who has nothing to sell on a street outside the building, but it can create some confusion for kids at a concert because it re-quires an ID or a barcode to enter the event; else, you need to get your tickets from Will Call before the event.

With paperless, tickets are easily trans-ferred over an email or even transferred by bar codes to smart phones. The beauty of paper-less though is that the database records are owned by the primary. Paperless is tough on the secondary companies. Ironically, the edge they had originally, the ability to move and distribute tickets over the Internet, has now been co-opted by the primaries. Cell phone ticketing has come of age.

Cell phones now can be scanned at venues who own the right technology, and of course, in a few years, that will just about be all ven-ues. As we know, you cannot do anything to inconvenience the customers.

The age of cell phone ticketing is here now, so ticketing needs to be coded to the big primaries API. More issues. But as that’s hap-pening, some new things are coming online. One startup company has developed a prod-uct which will allow seat or ticket upgrades inside the venue once the game has begun (or almost begun). Like an airline ticket where

you upgrade coach to first class, you will now be able to do the same thing coming to a venue near you.

Confused yet? I am. We now have four or five reasonably large ticket inventory companies who work for major corporations and make sure their tickets are used properly. Some of these ticket inventory companies have their own exchanges. On these ex-changes, they sell not just to the primary, but also the secondary markets and the discount houses.

But there is more. Tickets are sold to promoters and then re-sold in various chan-nels in the concert industry in what I call a pre-sale market.

The major events work with large hospital-ity companies and package tickets with hotel rooms, pre- and post-parties, parking passes, and celebrity groups. Golf outings and other added-value goodies are also part of these packages.

technology is playing a role now and will in the future. Phone apps are becoming very big in the ticketing space.

Suites break the ticketing mold in that they are leased products, not day-to-day ticket sales. they come with added-value amenities: golf outings, tastings, celebrity sightings, 24-hour access, split leasing, per-event leasing, suite sharing, fractionalized seats in the suites, premium seat clubs, major event hospitality passes. Let’s not even get into personal seat licenses, in which you have to buy a ticket to well…buy a ticket. Or equity seat rights, in which you buy a ticket like you would buy a house with a mortgage payment. the list goes on and on as everyone tries to put butts in seats.

[continued on page 90]

in the past few years, there are many ticketing variations on a theme: dynamic pricing, paperless, discount pricing through multiple outlets, and even really clever new ideas such as ticket bidding and seat upgrading.

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AlSd mEmbEr Q&AQuestion topic: UniQUe tiCKet PaCKaging

Q: Regarding how you have packaged tickets for the 2012 season:• Please pass along ticket packaging ideas

that have “wowed” clients.• If you have samples, photos or company

recommendations, please pass along.• If you have budgetary recommendations,

please pass along.

A: We have done a really wide variety of packag-ing for our premium tickets since we opened our suites in 1997. We have always felt that the investment level of our clients warrants a “vessel” that is both a treasured gift and a container that replaces a cardboard box or an envelope.

In the early days when we only had 25 suites, we went quite elaborate and had custom pine furniture made for contracted suite owners. These were fashioned after historically significant “western” items such as a rifle chest (sized to hold CDs), an explorer’s map chest (sized to hold letter-size files), and a wine rack. These were made locally by a furniture manufacturer and averaged around $500 per piece.

As we opened our club and private res-taurant venues in the early and mid-2000s and increased our client count to almost 500, we moved to a variety of vessels that were “boxes”: a custom-made slate box, a wooden box with room for tickets and two wine glasses, and wood boxes with room for tickets and bottle of wine.

Most recently, we have done a variety of leather items in which the tickets were placed: leather briefcases, leather travel toiletry kits, and a simple leather folder. Our budget is usually in the $50-$80 range per item, but we have blown the budget a few times too!

This year we are using three different items from Barrington – fantastic leather items, and they will customize these at very low numbers (as often the minimum quantities for custom items are just too high to be feasible). I did

see an ad for Barrington in a recent SEAT Magazine, but we sourced these through a local rep. We are doing the Locker Caddy, Traveler’s Organizer, and Captain’s Bag.

A: We have boxes created by Colad to put our suite tickets in each year. The boxes are pretty simple, but provide a really nice presentation, and we’ve received numerous compliments from our clients. We aim to personally give them to clients at our Kickoff Luncheon each year, but for those that can’t attend, the boxes fit perfectly in a large FedEx box.

We have a total of around 175 boxes made for around $9,000. I’ve quoted out other com-panies, including our exclusive promotional provider, and no one has come close.

Question topic: RePURPOSing PReMiUM SPaCe

Q: For those who have converted two or more luxury suites into a larger entertainment area:• What did you turn the new space into? A

Club Area? A Party Suite?• Did you sell it annually or event-by-event?• Did you sell it as a whole or individual

seat(s)?

A: We converted suites to a club about eight years ago.• We now have two areas of 125 guests that

are our version of club seats.• Because we only have ten football games,

we sold them as a season-ticket-only package at $4,800 per seat, per season. The club is all-inclusive with the exception of cocktails; non-alcoholic beverages, beer, wine, and food are all included. The club has sold out for seven of our eight years.

A: Two years ago we converted ten suites (five areas of two adjacent suites) into five larger party suites. • These are mainly sold on an IG basis, but

one suite holder relocated and bought it for the season.

• Sold as a whole – 20 seats with 4 SRO’s.• Being an older stadium, the feedback

received on these suites has been very positive. People have really liked the fact that we removed all fixed seats and replaced them with moveable tables and chairs which allows the suite to be more open, allows hosts to socialize with guests much easier, and creates a much more open atmosphere.

A: We turned four suites into what we call the Hall of Fame Suite in 2007.• This area has 96 tickets that can be pur-

chased as a season ticket ($2,500/season) or an individual ticket ($275/game). We do not offer a group discount.

• We sell this area out for each home regular season game, but about 75% of the seats are sold on an individual basis.

A: • We took six individual suites and con-

verted them to three Super Suites (40 person spaces).

• We sold them both annually and by event. We sold one out in shares, the others in rentals.

• We sold them as a whole. The standard price includes 30 tickets. Patrons also have the ability to add up to ten more at an incremental price. We have sold over 80% of available inventory.

A: We turned six suites into an all-inclusive club seat, including top-shelf liquor, wine, beer, and food.• We sell it annually. Only members can add

additional seats event-by-event.• We sell it as individual seats. We will only

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sell a half-season if we can find another business/individual to match-up.

The renovated space has been very success-ful. The key is making it small and intimate where a member feels like they are part of an exclusive club. There is a big emphasis put on networking with other members/business executives who also have seats. We also try to put our celebrities and former players in there wherever possible. Our owner’s suite is next door, so he is constantly popping in to talk to everyone as well.

Question topic: tiCKet RePRint anD ORDeRing POLiCieS

Q: For the general public and for premium clients:• What are your building’s ticket reprint

policies?• In your building, are clients allowed to

order on the day of a show/event, or is there a deadline to purchase by?

• Do you charge a late fee for those orders coming in after the deadline?

A:Our reprint policy is the same for both premium and public clients. If someone has lost their tickets, we ask that they send an email with the ticket locations that have been misplaced. We do charge $10 for each ticket that is reprinted. If the ticket is lost in the mail, and the client never received the tickets, we will reprint free of charge.

Our deadline is typically the business day before the event; however, we do sometimes make exceptions for suite holders. We do not charge a late fee.

A: Pricing for extra suite tickets is as follows:• Premium games such as the Opening Se-

ries, Closing Series, Dodgers, A’s, Phillies, and Cubs are $85 each.

• All other games are $70 each.• Only the suite licensee or designated

suite administrator may order these extra tickets. All ticket orders should be made at least 48 hours before the homestand. Orders received less than 48 hours before the homestand are subject to an increase in price by $5 per ticket.

Lost or stolen tickets:Suite tickets should be treated like cash. If a suite ticket is misplaced, it can be reprinted, but you must be able to provide the Suite Services office with the exact row and seat number of the missing ticket. The original ticket will then be disabled and turned away at the gates. Lost guest passes and parking passes are not replaceable. For stolen tickets, please contact the Luxury Suite office and be prepared to send a copy of the police report.

We can take orders on the day of game, but how quickly we can respond depends on the demands of the Game Day Supervisor. We avoid reprinting tickets for clients strictly to leave at will call, but if our clients are in a bind, we will do our best to help them out. If we have a reprint for lost/stolen tickets, we document it very well, so if the original tickets show up in our Ticket Services lobby, everyone has access to the history.

A:For the general public:Lost or forgotten tickets purchased through the Athletic Ticket Office may be replaced for full face value plus a $5.00 fee per ticket (paid at the time the replacements are issued). Tickets purchased at the window, through a second party, or at a ticket outlet may not be replaced, as there is not a seating record avail-able. Customers who locate and return their tickets within two weeks of the event will only be assessed the $5.00 fee. Stolen tickets will be replaced for a service fee of $5.00 per customer if a copy of the police report is submitted to the Athletic Ticket Office at the time of the request. In the absence of a police report, the above policy will apply. Laundered or mutilated tickets will be replaced for a service fee of $5.00 when pieces of the ticket are provided. If pieces of the ticket cannot be provided, it will be treated as a lost or forgot-ten ticket. Replacement tickets have prece-dence over the original tickets.

For premium clients:The above policy applies in print to our pre-mium clients; however, exceptions are made to this policy on a case-by-case basis. For premium clients, the ticket cost is defined as, just that, the ticket cost. The ticket cost does not include the amenities value, parking value, or gift value that many patrons see as their “premium season ticket cost.”

We do not sell premium seating on the day of the event.

DO YOU haVe a QUeStiOn YOU WOULD LiKe tO aSK the aLSD MeMBeRShiP?Let the ALSD help you reach all your fellow members at one time. We’ll help you find your answers. That’s the true benefit of mem-bership – not ALSD Member Questions, but ALSD Member Answers. Here’s how to submit your questions:• Send your Member Question exactly how

you want it posted to members to Amanda Verhoff at [email protected] 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.

• When submitting a question, include all contact information, including your Name, Organization, Title, Address, Phone and Email Address, so respondents can reach you in the way most appropriate to com-pletely answer the question.

• ALSD tracks all responses and archives answers on www.ALSD.com.

• Member Questions are sent to TEAM AND VENUE MEMBERS ONLY to avoid solicitations.

AlSd mEmbEr Q&A

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Rick Lassiter learned to sell at the ripe age of seven when, heeding his parent’s advice, he learned how to talk to all kinds of people about

all kinds of things. Selling was never top of mind; it was learning how to make conversa-tion and build relationships – the foundation of sales. “It’s more than the transaction, it’s about the relationship,” explains Lassiter.

Today, Sunrise Sports and Entertainment and the Florida Panthers employs Rick Las-siter as Vice President and Managing Direc-tor for 360 Premium Seating, a subsidiary company created to sell, market, manage, and operate the Executive Suites, ADT Club, Loge Boxes, SuperStar Lounge, Duffy’s Sky Club, and Club RED at the BankAtlantic Center.

CLUB ReD Lassiter is currently using his salesmanship to promote the ultra-premium, all-inclusive Club RED (opening August 2012) which is centered on five key pillars: Best Location, Best Entertainment, Best Cuisine, Best Ser-vice, and Best Overall Experience. “The club is center ice and center stage,” Lassiter says. “It’s located on the lower level, and it’s very exclusive. They’re the best seats in the house, in all of South Florida, where it’s all about

location, location, location.” The price to enter reflects the premium

location. An all-inclusive membership seat is priced from $17,500-$22,500 which aver-ages from $235-$300 per event. Clients may purchase incremental membership seats in the club that seats 672 for hockey and 732 for concerts and shows.

When asked if areas like Club RED are cannibalizing the suite market, Lassiter responds that opportunities like Club RED offer the former suite prospect “a middle

ground, tax-tag-and-title, out-the-door op-tion” where food and beverage and a unique seating opportunity exists.

Lassiter began marketing Club RED solo in November, and by February, was fully staffed. Upon review of the program, the need for package options – All Events, Hockey Only, Events Only – emerged. “[The different options] really helped us overcome the ‘no’ response,” says Lassiter.

Nearly as coveted as the location is the quality of the food and beverage. Centerplate stepped up, bringing in Senior Executive Chef, Lou Iaconetti, from Denver. From the hors d’oeuvres to the carving and action stations to the seafood presentations to the exquisite dessert and pastry selections, Chef Iaconetti created a look, feel, and taste to the cuisine that mirrors the club’s posh theme.

Club RED’s branding originates from the Panthers’ overall marketing campaign which started as “We See Red” and has evolved into “Believe Red.” The campaign, spearheaded by the team’s President and COO, Michael Yormark, melds passion, power, and a return-to-its-roots team concept. The lower bowl of the arena is outfitted with all new red seating; fans are encouraged to wear red jerseys and apparel; and the Panthers home team jerseys are red. It was only fitting to have red in the club’s moniker.

aLSD veteran Rick Lassiter is cut from a different moldThe relationship marketer is using his experience to promote the new Club RED at BankAtlantic Center

induSTry And ASSociATion nEwS Fenway Park celebrates 100th Anniversary, p.28

Member Highlight: Minnesota Timberwolves, p.32

Lassiter (far left) and his 360 Premium Seating team do more than just selling: “It’s more than a transaction, it’s about the relationship.”

[continued on page 90] Roll Out the Red Carpet: Club RED, soon to be one of South Florida’s most exclusive, ultra-premium seating options, is centered on five pillars: Best Location, Best Entertainment, Best Cuisine, Best Service, and Best Overall Experience.

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The Webster Bank Lounge, the new-est addition to the XL Center in Hartford, Connecticut, had its grand opening this past March during the

BIG EAST Women’s Basketball Champi-onship. The lounge area has high definition televisions, a cash bar, updated seating, and standing areas to watch events. The tip-off for the space proved to be a successful value-add for executive suite holders through increased socializing and networking opportunities. “Any time you get that cross-pollination, it helps,” says Michael Kassa, VP of Sales and Marketing for the XL Center. “The Webster Bank Lounge showcases a space that is new, that is fresh, and that is exciting to our suite holders because it provides them additional value to their premium seating experience.”

Without a professional team tenant, with the premium level at the top of the arena, and because the building is 35 years old, the XL Center (the home of the UConn Huskies and the AHL’s Connecticut Whale) is chal-lenged to sell premium space on a consistent basis. “Because of the building’s age, we are somewhat limited in our revenue driving opportunities,” Kassa explains. “We also don’t have any major league teams here, so we have to think of creative ways to add value to our suites.”

After observing that a few suites were previously unsalable due to obstructive views, the XL Center decided on the renovation to better fit the building layout and its clients’ needs. The unsalable suites were combined to create the new revenue opportunity where it isn’t imperative that the sightlines to the action be pristine.

The lounge creates a unique atmosphere for suite holders to mingle in before, during and after an event. This additional benefit provided by the Webster Bank Lounge helps companies justify the costs of suite ownership

and other expenses of hospitality packages, especially during difficult economic times. “The opportunity to network in this space adds value to our suite holders’ investments,” says Kassa.

To cut the ribbon on the new space, for the duration of the BIG EAST Championship, Webster Bank created a happy hour environ-ment with an open bar and free appetizers during the hour leading up to the beginning of every session. “We had a lot of positive feedback which is great, both from the suite holders and from Webster Bank,” Kassa states.

The XL Center’s food and beverage part-ner, Delaware North Companies Sportservice, views the Webster Bank Lounge as a small revenue driver, primarily on the beverage side, and staffs the lounge with a full-time bartender. With the bar centrally located on the suite level, the XL Center expects patrons to typically get a single-serve drink to bring back to their individual suites during the beginning parts of an event. “During the first half of events, whether they are basketball games or hockey games, it is more of a tran-sient space,” Kassa explains. “The single-serve drink opportunity is extremely popular, so that’s what we try to create with this space.”

Then as observed during the BIG EAST Championship, towards the end of an event,

more people are staying at the bar to socialize. “During the second half of events, all the stools are usually filled up, and people are hanging out and having a good time,” recalls Kassa. “They treat it as a high-end lounge type of environment which is exactly what we were hoping they would do.”

The success of the XL Center-Webster Bank partnership also spills out into the surrounding neighborhood. The economic development of Downtown Hartford is an important initiative for both partners. Web-ster Bank, which had a hand in the design concepts from the very beginning all the way to its completion, and the XL Center, which is owned by the City of Hartford, both felt it was important to hire locally for all the jobs created by the project, including the general contractor and architectural/design firm. “Our partners all worked together very well,” says Kassa. “And the bottom line is the space looks really great.”

All factors combined for an exceptional grand opening, and the Webster Bank Lounge appears set to provide value to the XL Center, its partners, and its suite holders during all future events.

– Anne Corall

induSTry And ASSociATion nEwS

XL Center holds grand opening for Webster Bank Lounge during March MadnessThe repurposed premium space drives increased value for suite holders

“the opportunity to network in this space adds value to our suite holders’ investments.”

– Michael Kassa, XL Center

Take It to the Bank: As evidenced by its grand opening, the Webster Bank Lounge promises to be a valuable asset for the XL Center, its sponsor, and its patrons.


Very few people get to live out their childhood dream. For Ron Abell, Se-nior Executive Chef for ARAMARK, his fantasy became a reality the day he

assumed the reigns of the kitchen at Fenway Park. Growing up in New England, Chef Abell has been a Boston Red Sox fan for as long as he can remember. Today, he’s combin-ing his love of the Red Sox and passion for cooking under one roof.

As Fenway Park’s top toque, Chef Abell’s influence can be found in the food offerings throughout every level of the ballpark, but none more so than in the premium dining ar-eas, including the suites, State Street Pavilion, and EMC Club. He infuses a personal pas-sion for local, seasonal cuisine into Fenway’s menus with produce from local farmers, sustainable seafood, and free-range organic chicken and pork, among other items.

This season marks the 100th anniversary of the opening of Fenway Park, America’s Most Beloved Ballpark. With more than 700 consecutive sellouts heading into the 2012 season, Chef Abell and his team are con-stantly challenged to satisfy the tastes of an entire nation, Red Sox Nation. And this year, his team will host additional special events to honor and celebrate the iconic venue.

Says Chef Abell, “In an environment like Fenway Park, where we are sold out for every game, you have to put your best foot forward everyday. I have the benefit of being surrounded by a stellar culinary team, all of

whom are Red Sox fans just like me, that recognizes the importance of paying attention to detail and meticulous execution day-in and day-out, regardless of the occasion or size of the event.”

A seasoned veteran of Boston’s finest din-ing establishments and recipient of ProChef Level III certification from the Culinary Institute of America, Chef Abell honed his talent at many of the city’s most renowned restaurants, including Biba, Maison Robert, and Icarus in Boston’s fashionable South End.

“My approach to managing the kitchen at Fenway is no different than working at a fine dining restaurant,” says Abell. “The volume is greater, but to do nice food, I like to keep it simple and encourage everybody to focus on their kitchen assignments.”

He takes pride in passing his knowledge and experiences onto the next generation of aspiring chefs. He established an intern-ship and mentoring program that gives local culinary students the opportunity to work in Fenway Park’s fast-paced, high profile kitchen. Chef Abell’s desire to give back to the community also extends to participating in charitable culinary events and supporting The James Beard Foundation in New York and fundraising events in the Boston area.

Chef Abell is continually in search of the next great menu item. Having perfected Fenway’s signature Lobster Roll and Clam Chowder, Chef Abell recently achieved suc-cess with one of Fenway’s featured desserts. The homemade Fenway Fudge Brownie, served in the EMC Club, State Street Pavilion and suites, is a moist, melt-in-your mouth, one-of-a-kind brownie that Chef Abell is willing to put up against any other in the Boston area. “It’s taken several differ-ent recipes and various adjustments to the ingredients, but I think we hit a homerun with this one.”

– Dave Freireich, ARAMARK

induSTry And ASSociATion nEwS: FEATurE rEciPE

Fenway Park chef celebrates 100th anniversary of america’s Most Beloved BallparkARAMARK’s Ron Abell brings passion, focus, and one of Fenway’s featured dessert recipes to yearlong celebration

Ingredients3 sticks Butter1/2 c Callebaut chocolate (dark chocolate)3 1/3 c Granulated sugar6 ea Eggs1 1/2 t Vanilla2 c 3 T All purpose flour1 1/3 c Cocoa powder3/4 t Salt

MethodPreheat oven to 350 degrees. Sift flour, cocoa powder, salt, and set aside. With whisk attach-ment, whip eggs, sugar, and vanilla together until light and fluffy. Melt butter and pour over chocolate to melt. Add melted chocolate mixture to the egg mixture and mix until combine. Add sifted dry ingredients and mix until incorporated. Spread mixture on one parchment lined and sprayed 9x13 pan. Bake at 350 degrees for about 30 minutes.

Ron Abell, Senior Executive Chef at Fenway Park

The Fenway Fudge Brownie, one of Fenway’s featured desserts served in the EMC Club, State Street Pavilion and suites, has been perfected for the park’s 100th anniversary season.

FenWaY FUDge BROWnie


ThE AlSd onlinE

on TwiTTer: @THeALSDThe ALSD now has its own Twitter account! Follow us and the hash tags #ALSD2012 and #TheCommunity today for the latest confer-ence and association news and promotions, such as:

It’s time to book your room now at the #ALSD2012 Host Hotel – the Minneapolis Hilton http://conta.cc/GEmoXc

#sportsbiz #TheCommunity

ALSD Early Bird Ends This Week! @EddieOsterland, America’s First Master Sommelier, Presents! http://conta.cc/y6ZnsT

#ALSD2012 #sportsbiz

Former USOC CMO Rick Burton has been added to this year’s #ALSD2012 Keynote Speaker List http://bit.ly/AoWidE

#sportsbiz #TheCommunity

ALSD launches new global division & Premium Seat Seminar in partnership w/ @stadiumbusiness in Turin in May http://

bit.ly/yTNFLx #sportsbiz

Send your entire staff to #ALSD2012 w/ our Group Discount! Your 4th attendee is 1/2 price. Your 5th is FREE! http://bit.ly/

ytUr8f #sportsbiz #TheCommunity

Also follow on Twitter:

@SEAT_EDITORJared Frank

@RYAN_ALSDRyan Mirabedini

on fAcebook:on LocATion in HoUSTon

Connect with the ALSD on LinkedIn:

Association of Luxury Suite Directors Group Page:www.linkedin.com/groups?about=&gid=918457

Bill Dorsey:www.linkedin.com/pub/bill-dorsey/6/125/76a

Amanda Verhoff:www.linkedin.com/in/amandakuntzverhoff

Jennifer Ark:www.linkedin.com/pub/jennifer-ark/6/44b/1b5

Pat McCaffrey:www.linkedin.com/pub/pat-mccaffrey/9/27b/54b

Jared Frank:www.linkedin.com/in/jaredfrank

Dene Shiels:www.linkedin.com/pub/dene-shiels/10/b97/b8

Ryan Mirabedini:www.linkedin.com/in/ryanmirabedini

Follow the ALSD on Twitter:

Association of Luxury Suite Directors:www.twitter.com/TheALSD

Jared Frank:www.twitter.com/SEAT_Editor

Ryan Mirabedini:www.twitter.com/Ryan_ALSD

Like the ALSD on Facebook:

Association of Luxury Suite Directors Group Page:www.facebook.com/AssociationOfLuxurySuiteDirectors

ALSD SociAL MeDiA

Jared tours BBVA Compass Stadium, home of the Houston Dynamo.

on LocATion in MinneApoLiS

Ryan, Jared, and Amanda visit with ALSD members at the Target Center, home of the Minnesota Timberwolves.

on ALSD.coM: Up-To-THe-MinUTe inDUSTrY AnD ASSociATion newSwww.alsd.com/news

conference newSwww.alsd.com/content/conference

ALSD MeMber Q&Awww.alsd.com/content/member-questions

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SEAT magazine ALSD:Layout 1 1/4/2012 1:04 PM Page 1


A conversation with the Minnesota Timberwolves:A Portrait of Our Community

our association of luxury suite direc-tors is one with common challenges and personalities. The ALSD selected Minneapolis to host our 22nd annual

conference and tradeshow surely because its state-of-the-art venues serve as a helpful backdrop for addressing those challenges, but it is also a true, representative illustration of our collective personality – a community with an unwavering work ethic and excellence conditioned into all of our daily activities. For example, look at our members at the Target Center – a pack of Timberwolves who have stuck out some recent lean years with an endurance that is now being rewarded on and off the court.

Yes, the TWolves are relevant again, cutting swaths throughout the NBA as they howl towards a potential playoff berth. Speaking with Director of Premium Seating Britt Carl-son and members of her hard-working staff, including Steve Beno, Laura Meyer, Scott McKone, Samantha Baugh, and Travis Smith around a round table in their Target Center offices, the community mantra is heard loud and clear. They are fertilizer for overcoming difficulty and for cultivating friendship. Learn why for this group, any problem can be solved with chocolate.

SEAT: My first question may not be my most important, but it is certainly my most curiosity-motivated question. Who are the Dumb and Dumber guys sitting courtside?Britt: They are courtside members. They wanted to inject some buzz into our games, and with their prime location, they had a spotlight to do just that. It was completely their idea, and we loved it. So for the first Dallas game, they ordered the outfits and ended up harassing the opposing players the whole game. Our players loved it. And [the Harry and Lloyd look-a-likes] ended up making ESPN and Sports Illustrated.

SEAT: What does it mean, not just for the organization, but for the entire community, to have a competitive team again, to beat traditional rivals like Dallas in front of the home crowd?Steve: A lot of times you hear that Minnesota sports fans are bandwagon fans. But what I’ll say to that is they’ve very eagerly and enthu-siastically jumped on board, and it’s been a lot of fun. My day-to-day is completely different this season. As opposed to making a bunch of phone calls, trying to get people to call me back, now while I’m still making x-amount of calls, I’m also returning emails and voicemails. People I’ve made contact with but hadn’t pre-viously gained any traction with are coming to me right now.

SEAT: What about from a service perspec-tive?Samantha: It’s not that we’re under a micro-scope now, but the service that we do provide is recognized that much more. Everyone is really enjoying the experience. [Premium seat holders] recognize what we did when it wasn’t a great product, and now that the team is doing well, the energy is that much higher. Especially for the people who have been here with us for the past few years, it’s exciting to see them get what they’ve been waiting for. Britt: When you’re winning, the food tastes a little bit better, and the beer is a little bit colder. You notice it everywhere: with our staff, with our clients, with the fans; winning makes everyone happy. Having said that, we focus mainly on what we can control, and

induSTry And ASSociATion nEwS: AlSd MEMbEr highlighT

By Jared Frank, Editor, SEAT Magazine

The Minnesota Timberwolves are guided by scrupulous core values. Indelibly stamped on their office wall are three sentences: We value an unwavering work ethic. We value excellence. We value the community. At the ALSD, we couldn’t have defined our 2012 conference theme better ourselves.

The Timberwolves premium staff includes (pictured here starting from the left) Steve Beno, Samantha Baugh, Britt Carlson, Scott McKone, Laura Meyer, and Travis Smith.


until they put me in the lineup, there isn’t much I can do about the outcome of our games. We consistently sell the ROI, which has very little to do with the scoreboard, and everything to do with truly understanding the needs of our clients and why they are actually doing business with us. Very few companies say that their top priority is to see a winning team. They want to drive revenue, create loyalty with clients, reward staff, etc. There are four professional sports teams and a major university in the Twin Cities – most of which are playing in new venues that compete with our older arena. During our challenging years, we learned the art of over-delivering in everything that we do and believe that we offer the best service, relationships, and value in this market. We appreciate the number of options our clients have and will bend over backwards, winning or not, to make sure that they continue to choose the Timberwolves.Steve: What I think is happening is sports fans, especially at a certain point, just want to know going to the game that they have at least a 50-50 chance to win. Obviously once

you’re established and a championship-caliber team, that’s not good enough. But to come from where we were is a really exciting thing.Britt: People like our players, too. Take our courtside members. They expect our players to recognize them and give them a high-five or say hello and make eye contact. When you’re losing, and you have players who aren’t doing that, it really makes them upset at the amount of money they’re paying. Now all of sudden, we’ve got these guys on our team who get the business side. They want to engage with our fans.

SEAT: Your President and 2012 ALSD Conference Keynote Speaker (shameless plug) Chris Wright, who has a great mus-tache by the way, emphasizes a culture of “one team, one voice, and one with the com-munity.” What are some specific examples of getting your players involved and tying them to the community?Britt: Around the holidays, we pair each of our players with a child in foster care. They have a Christmas dinner before taking the

kids on a shopping spree at Target to buy them Christmas presents. Laura: We also do a military Thanksgiving dinner every year, where the players serve the food. Britt: If you’re not already following Kevin Love on Twitter, you need to do so right away. He has started on his own, totally organically and authentically, tweeting out things like, ‘Hey fans, I’m going to be at the corner of Hennepin Avenue and Lake Street in 20 minutes. Whoever shows up will get autographs and free Timberwolves gear.’ And it’s not a paid appearance; it’s not a sponsored appearance. Kevin’s doing this on his own because he wants to engage with our fans.

We’ve also brought players in to make re-newal calls. Michael Beasley sat in my office, and we made calls to a handful of our clients. They could’ve been people on the fence about buying; they could’ve been renewals. It was good for Michael to hear directly from our highest level of clients and gain insight into the business of basketball. And, of course, being such a fun kid, he had even the most buttoned-up executives laughing. The ones that we left voicemails for were almost better because you know they’re going to replay that voicemail for 50 people. I was hoping I would then get to start at power forward, but, unfortunately, there was no reciprocal.

SEAT: How does feeling like you are a part of a community help you find professional success? And where do you think the conti-nuity you have here as a staff comes from?Scott: I’ve been a part of five or six different departments as we’ve restructured internally over the years. Just in the short time I’ve been in this department, it’s been so unique with all our different personalities and backgrounds. I feel comfortable asking any of these people anything. There’s something to be said for trusting each other to get your own work done, and at the same time as a team coming together and pulling through. Steve: I’ve been a part of a few different organizations, and it’s always been important that there’s a friends and business partners

Dumb & Dumber: Britt embraces courtside members dressed as Lloyd Christmas and Harry Dunne, often seen sitting courtside for big TWolves games.

“i believe in karma. i believe in positive thinking. i believe in visualization. And i believe that sometimes people just get lucky.”

– Steve Beno



The Timberwolves truly are one with their community. Pictured here are Britt Carlson and Timberwolves players with children in foster care doing some Christmas shopping at Target.

“when he starts wearing stilettos to the office, that’s when we’ll start saying, ‘Steve, that’s crossing the line.’”

– Britt Carlson

chemistry. The friendship part has been taken up a notch with this department. Every one of us knows that there’s an open door policy on the business side and the personal side. We have grown together because of that.Britt: Everyone has individual goals the way the comp plan is set up, but you need people who can see beyond that for the better good of the team. It’s incredible how everyone always keeps the team goals at the forefront and maintains respect for everyone as people.

Everybody comes from different back-grounds and has different personal life situa-tions. Some are married, some are single, kids, no kids, dogs, cats. We spend way more time together than we do with our own families. Sometimes I have to smuggle my dog in at night to work at the office.Samantha: You learn to rely on each other. We’re all in the same boat in terms of number of hours and stresses.Laura: We also start dressing alike… Samantha: …and finishing each other’s sentences. SEAT: (To Steve) You’re not wearing her clothes are you?

Steve: Not as far as anyone knows.Britt: When he starts wearing stilettos to the office, that’s when we’ll start saying, ‘Steve, that’s crossing the line.’

SEAT: To be fair to reality and before this turns into a huge like-fest, there is inevi-tability going to be conflict. How do you manage that conflict? Samantha: There’s an open crying policy. Britt: The girls, we do cry. Sam hides in closets. These things don’t happen often, but we are human, we are passionate about what we do and yes, sometimes a day will get the best of you. That’s when we are lucky to work with great people who talk you through it, give good advice, or find something to laugh about. Nobody has time to be frustrated for long. Samantha: Sometimes I just need a little mo-ment to clean myself up and come back out. Laura: Because we’re so friendly and on top of each other, we have no problems just com-ing out with issues. Scott: We’re a close enough department that we can just air it out when it comes along.

There’s not really time to let things drag on.Britt: Chocolate is big in our department. If you screw up, just bring in chocolate, and chances are good that’ll make it all better.Samantha: Also with us girls, if we’re crabby or not happy, the boys have to tell us we’re skinny, pretty and smart.Steve: That was actually the first thing that came to mind when you brought up the question. I’ve definitely told them before, ‘You’re really pretty. You’re really smart. And everything about you is perfect.’

SEAT: Steve, I hear you win all the sales contests around here. What’s the key to suc-cess? How do you win all the big screen TVs, the iPads, the trips to Europe? Steve: I do the best I can to put myself in a position to get lucky. I can guarantee I visual-ize myself winning more than anyone else to the point where I know what I need to do to put myself in a position to have a chance. There has been a couple times where I’ve had at least a 50% chance of winning, so it at least made sense that I won. But the second trip to Europe that I won, I was in the middle of the pack as far as percentage. I had an 8% chance to win, and I won.Britt: How do you remember this?Steve: I believe in karma. I believe in positive thinking. I believe in visualization. And I believe that sometimes people just get lucky.

SEAT: Samantha, Britt calls you the mayor of the suite level because of your great reputation for quality service. What is your advice for other service providers out there in the industry? How can they be elected mayor?Samantha: I take a vested interest in every-body I interact with. [Target Center suite holders] like to say that I’m Rain Man be-cause I remember everything. So I remember guest names or experiences they’ve had previ-ously, or I remember that three weeks ago, they told me they had a big meeting coming up and were really looking forward to it. Our


would you describe the organization?Laura: Wow, I like scrappy a lot. We are scrappy. But my word is ‘deliberate.’ We’ve had to become deliberate because of the challenges we’ve had to attack. We do a lot of data-driven decision making; we’re deliber-ate in our strategizing; we’re deliberate in all staff meetings to make sure everyone is on the same page, but it’s never scripted to the point where no one believes it. Everyone truly does believe that we offer the best value in the market.

Want to network with the TWolves? Chris Wright, PresidentTwitter: @WolvesPrez

Ryan Tanke, SVP, Ticket Sales and Premium Seating Twitter: @RyanTanke

Britt Carlson, Director of Premium SeatingTwitter: @brittcarlsonEmail: [email protected]

Steve Beno, Senior Account ExecutiveEmail: [email protected]

Scott McKone, Senior Account ExecutiveEmail: [email protected]

Laura Meyer, Ticket & Premium Seat SupervisorEmail: [email protected]

Samantha Baugh, Senior Service ExecutiveEmail: [email protected]

Travis Smith, Account RepresentativeEmail: [email protected]

guests feel special because I do remember. And I do it because I care about them and their experience and what they mean to the team.

Also, if [a suite holder] has invited a special client, I want to know what they are going to want to engage in. Is it going to be business talk? Is it going to be basketball talk? I do typically know who the suite holder is bring-ing into the suite and what they’re trying to accomplish.

SEAT: Scott, you’ve been a part of a num-ber of different departments within the organization. I won’t ask you to state for the record which one is your favorite, but I am interested in how you draw from such a wide array of past experiences to transfer your success to your current role?Scott: When I first started, we were at the peak of the franchise. My first year was 2003. So I jumped into a [Kevin Garnett] con-tract extension and the Western Conference Finals. We were rolling. To ride that wave for a year, then dive into the depths, and now climb out, more than just from the individual departments, what I’ve learned globally is the business side and how it’s changed to where we are now.

I’ve been fortunate enough to have many different leaders and managers from different backgrounds. That’s been very helpful. I’ve taken a piece of each department and each manager I’ve become close with and learned from their experiences.

SEAT: Travis, would you like to share your great nickname with me?Scott: This is on the record too by the way.Travis: Someone else has to share this story.Steve: We all have our own subscriptions to the Business Journal with our own names on the subscriptions. Somehow Travis Smith’s name turned into Smith as the first name, which I like, G. Travahous. Smith G. Trava-hous.Samantha: We went to an event that the Business Journal sponsored, and when we


checked in, his nametag said Smith G. Travahous. Britt: I finally had it changed, which Scott was mad about.

SEAT: Travis, you started in service and have since grown into a sales role. How does your experience in service assist in your suc-cess in sales?Travis: Our organization puts a lot of em-phasis on service and treating the client right. Coming from that background and learning the back-end processing and all the customer service pieces gave me a unique look. Most people when they come in, they start in inside sales and work their way through. I got to start out a little differently and learn about the customer service aspect and associate with a lot of customers. Translating that into sales, I got to learn how to have a relationship with high-ranking officials of business. The inside sales track is much more aggressive calls-wise, but relationships are really how I work and why I’ve been successful. I’m good with rela-tionships and strong at building them.

SEAT: Laura, you know I’m a University of Dayton graduate, right?Laura: [In a tone suitable for a rival Xavier University graduate] I do. You know Scotty went to Miami (OH)?Steve: I lived in Ohio for a year.SEAT: Hey that counts. You’re in the club.Laura: If you’ve eaten Skyline, it counts.SEAT: Oh no, Skyline is terrible. Don’t tell me you like Skyline.Laura: Strike two.Samantha: Oh no, you guys are fighting.SEAT: This is not going well. We’re going to need some of that conflict management we talked about earlier. I’ll bring you chocolate tomorrow… Before we get really far off in outer space here…Samantha: This is how all our meetings go. Then we bring it back.SEAT: …Britt describes your organization as “scrappy?” In a word or a phrase, how

MeeT THeM in perSon AT #ALSD2012: be A pArT of YoUr ALSD coMMUniTY coMinG Up neXT:THe #ALSD2012 conference proGrAM

“chocolate is big in our department. if you screw up, just bring in chocolate, and chances are good that’ll make it all better.”

– Britt Carlson

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In late June, early July, Minneapolis is a mid-summer night’s dream,” says Bill Dorsey, ALSD Chairman. “It’s absolutely beautiful; 30,000 city dwellers, all with flowers on their stoops. If we went to the urban centers of the

world the last two years, this year we move to one of the most livable cities in the country. It has wonderful venues, and it’s a part of the country we need to go to as we circulate the show. You will not be disappointed. Take off a few days. Stay on until July 4th and see the fireworks. Kayak down a river. Play some golf. Enjoy the green.”

“They sometimes call the Midwest flyover country. As a resident of the Midwest, people do not know what they are missing,” says Dorsey.

It’s time. The venues are outstanding, and room rates and costs of transportation...well...let’s just say aren’t New York or Los Angeles. The programming is outstanding. The speakers are relevant. Make your arrangements now. We look forward to seeing you in Minneapolis.

The show pattern has shifted this year. Every so often, the July 4th holiday falls mid-week, so we are shifting the show pattern back one day. Please make your travel plans accordingly.

The ALSD Conference and Tradeshow will begin on SATURDAY this year. Events and Sessions will continue through Tuesday evening.

The opening reception and first venue tour will take place Saturday, June 30.

League Day and our second venue tour will take place Sunday, July 1.

Our third venue tour will take place Monday, July 2.

General Session Days will take place Monday, July 2 and Tuesday, July 3.

The Tradeshow will be open Saturday, June 30, Sunday, July 1 and Monday, July 2.

SATURDAY, JUnE 30 – TUESDAY, JULY 3

The Community: Be Part of It!

It’s Time. The program has arrived and so should you.

It’s time to sign up for the show and make your hotel reservations.


The ALSD schedule of events is a living, breathing document, so please be aware that changes and updates are continual, and this outline is not final. Panelists and presenters will be announced and sessions will be added and tweaked in the coming months in print, online and email pieces. Stay tuned!

SATURDAY, JUnE 3011:00 a.m. – 3:30 p.m.

Exhibitor SetupALSD Appreciation Days: This year, exhibitors bring prizes to give away to attendees! Throughout exhibit hours, attendees meet and network with exhibitors. Attendees are then welcome to drop a business card in the fishbowl of the vendor they met with. Business cards are pulled on Appreciation Days – Sunday, July 1 during exhibit hours and Monday, July 2 during exhibit hours. Winners must be present to win!

4:00 p.m. – 7:00 p.m.

Exhibit Hall OpenOpening ReceptionSee all the latest and greatest products and services that your venue needs. Don’t miss amenities, incentive and gifting products, technology innovations, ticket management systems and providers, loyalty programs, food and beverage, and much more.

5:00 p.m. – 6:30 p.m.

ALSD First Timer networking Event First Time Attendees join Veterans for a Welcome, Introduction, and Toast in Exhibit Hall Welcome from: Jennifer Ark, ALSD President

7:00 p.m.

Buses Depart for Venue TourXcel Energy CenterHome of the Minnesota WildTour, Reception, NetworkingBuses will shuttle back from the venue at intervals beginning at 8:30 p.m. until 10:00 p.m.

Tentative Backroom IT Tour Sponsored and Presentation by AT&T Solutions Presented by Jim Ibister, VP, Facility Administration, Minnesota Wild

SUnDAY, JULY 18:00 a.m. – 3:45 p.m.

League DayAs anticipated, League Days will be held for your respective leagues.

national Hockey League Moderator: Beth Conroy, Director, Integrated Marketing, National Hockey LeagueModerator: Jeff Morander, Vice President - Ticketing Strategy, National Hockey LeagueModerator: Scott Jablonski, Director, Finance/Club Analytics & Reporting, National Hockey League

ALSD 2012 COnFEREnCE SCHEDULE OF EvEnTS

Jennifer Ark

Jim Ibister

Beth Conroy

Jeff Morander

Scott Jablonski


national Basketball AssociationModerator: Liliahn Majeed, Senior Director, Team Marketing and Business Operations, National Basketball Association

Major League BaseballModerator: Scott O’Connell, Director, Suite & Premium Seat Sales & Service, Minnesota Twins Baseball ClubModerator: Tom Sheridan, Director of Ticket Sales, Chicago White Sox

national Football LeagueModerator: Bobby Gallo, Director, Club Business & Corporate Development, National Football LeagueModerator: Laura Lefton, Director, Club Business & Corporate Development, National Football LeagueModerator: Brian Lefemina, Vice President - Club Business Development, National Football League

Minor Leagues and Alternative venues^Moderator: Brian Bucciarelli, Director, Corporate Partnerships/Premium Seating, Hershey Entertainment & Resorts Company

College and University^Moderator: Janie Boles, Director of Donor Services and Annual Giving, Tigers Unlimited, Auburn University Athletics Department

Major League SoccerModerator: Bryant Pfeiffer, Vice President, Club Services, Major League Soccer

Racing TBD

Food and Beverage^Moderator: Chris Bigelow, President, Bigelow Companies

venue Technology Group*

^Minor Leagues and Alternative Venues, College and University, and Food and Beverage League Day information and agendas can be found below.*The Venue Technology Group Stand-Alone Day agenda can be found starting on Page 54.

Minor Leagues and Alternative venues League DayThis year, your agenda will largely consist of roundtables. The ALSD and the League Day moderator will create a list of topics relevant to minor leagues, theatres, and alternative venues. If you aren’t sure if this is the meeting for you, just ask. We will point you in the right direction!

College and University League DayThe agenda is taking shape. Check out the following sessions that will surely be accompanied by other topics such as suite holder and donor events, staffing, and ticketing.

Collegiate Motivations of Luxury Suite OwnershipPresenter: Peter Titlebaum, Associate Professor, Department of Health and Sport Science, University of Dayton

Outsourcing and Outbound Sales OptionsPresenter: Jake Vernon, President, Get Real Sport Sales

Customer Service and Online Concierge Presenter: Bryan Apgar, Director of Sales and Chat Innovation , WebsiteAlivePresenter: Adam Stass, CEO, WebsiteAlive

Food and Beverage League Day Food and Beverage is one of the leading revenue sources in stadiums and arenas. The following topics and more will illustrate why teams and their F&B partners need to be creative, innovative, and forward-thinking with premium F&B offerings.

new Product Demonstrations 10-minute product demos will describe the latest in technology and F&B offerings.


Liliahn Majeed

Bryant Pfeiffer

Scott O’Connell


Upscale Your F&B RoundtablePremium applies to more than just seating. Clients expect food and beverage options that are superior in quality and taste. Plus, they are paying top dollar; they deserve more than general bowl fare. Learn what options fit into a premium menu and what beverages pair well with upscale food. Presenter: Matt Borgard, Channel Sales Manager – Venues, Crown Imports LLCPresenter: Eddie Osterland, Master Sommelier

Backroom Kitchen Tour: Minneapolis Hilton Hotels and sports venues share similarities in terms of hospitality, mass production and equipment needs. Learn about current culinary trends, hospitality innovations, and current client requests from the Hilton Minneapolis food and beverage staff. Presenter: Minneapolis Hilton Chef

Haute Food and Cool Presentations for Catering in Luxury SuitesStep outside the box of ballpark fare, and consider new and innovative menus and presentations for your luxury suite clientele. Linda and Jack will show you the latest trends in the off and on premise catering market and how you can adapt these ideas to the limited space of the suite environment. Short plates, mini vessels, updated platter presentations, and more are on the menu for this session. Presenter: Linda West, Director of Education, Catersource Magazine, Conference, and TradeshowPresenter: Jack Milan, Owner, Different Tastes, Boston, MA

11:00 a.m.

Buses depart (shuttling) beginning at 11:00 a.m. for Target Center

11:30 a.m. – 1:00 p.m.

All-League LunchLocation: Target Center Basketball Floor

Keynote Speaker:Chris WrightPresidentMinnesota Timberwolves This season marks Wright’s 22nd year with the Timberwolves organization and eighth as the team’s president. Wright is responsible for the day-to-day operations of the team. He leads a senior management group responsible for setting the strategic direction of the business operations. By developing a culture driven by the values of maximum effort, teamwork, passion for what we do, innovative thinking, fun, and integrity, Wright and his senior management team are integrating the business and basketball operations to meet the strategic and financial goals of the team. As President, Wright also articulates the mission for the organization, which is to creatively provide the ultimate sports and entertainment experience at exceptional value, with unparalleled customer service, while connecting with and engaging in our community. Wright believes in developing a culture that emphasizes “one team, one voice, and one with our community.”

A native of England, Wright came to the United States in 1978. Prior to joining the Timberwolves, he spent three years working for the State of Minnesota, first as a consultant working on bids for major national and international events, including the programming of the $17.4 million National Sports Center in Blaine, MN. Prior to that, Wright also served as General Manager for two Major Indoor Soccer League Teams – the Pittsburgh Spirit (1981-86) and the Minnesota Strikers (1986-87). Wright, who graduated from Carnegie College of Physical Education in Headingly, Leeds, Yorkshire, England, is involved with local charities and youth sports programs. He serves on the board of the Minneapolis Downtown Council and the Minneapolis Regional Chamber of Commerce. He resides in Eden Prairie with his wife Walla and daughter Christy. Wright also has two sons Ned and Jeff and daughters-in-law Lauren and Amy.

Chris Wright

Janie Boles

Dr. Peter Titlebaum

Chris Bigelow


ALSD visionary Award Presented: Rich KrezwickPresidentDevils Arena Entertainment, new Jersey Devils As President of Devils Arena Entertainment, Rich Krezwick is responsible for all operational aspects and overall programming and management of the Prudential Center as well as business operations of the New Jersey Devils. Krezwick joined the Devils after ten years with the FleetCenter and Boston Bruins (1996-2005) as President. Most recently, Krezwick completed a three-year stint with Anshutz Entertainment Group (AEG) as VP of Regional Operations. He also spent five years managing a group of radio stations in New England. While at the FleetCenter in Boston, Krezwick was responsible for all aspects of arena operations and team business. The FleetCenter replaced the historic Boston Garden, and Krezwick is credited with launching the new arena, which is now consistently ranked as one of the top facilities in the country. A graduate of Drexel University, Krezwick grew up in Philadelphia and started his career in sports and entertainment with the Philadelphia Flyers and Spectrum. The organization grew into Spectacor Management Inc. and eventually became SMG. Krezwick served in various management roles for over 12 years with the company.

4:00 p.m. – 7:00 p.m.

Exhibit Hall OpenALSD Appreciation Days: This year, exhibitors will bring prizes to give away to attendees! Throughout exhibit hours, attendees are encouraged to meet and network with exhibitors. Attendees are welcome to drop business cards in the fishbowls of vendors they meet with. Business cards are pulled on Appreciation Days – Sunday, July 1 and Monday, July 2 during exhibit hours. Winners must be present to win!

7:00 p.m.

Buses Depart for Venue TourTCF Bank StadiumHome of the University of MinnesotaTour, Reception, Networking Buses will shuttle back from the venue at intervals beginning at 8:30 p.m. until 10:00 p.m.

IT TourPresented by Michael McMillan, Director, Information Technology, University of Minnesota – Athletics Presented by Tadd Wilson, Event Producer, Daktronics

MOnDAY, JULY 27:45 a.m.

Leagues and Teams Only: Depart for Private All-League Breakfast

8:00 a.m. – 9:45 a.m.

Keynote Speaker, All-League Breakfast, and Best Practices Session BeginsLocation: W Hotel Sponsored by: RWB Hospitality

8:30 a.m.

Keynote AddressRick Burton, Former Chief Marketing Officer, US Olympic CommitteeProfessor of Sport Management, Syracuse University In his role as Chief Marketing Officer, Rick Burton directed the USOC’s Sales and Marketing Division, including the development and implementation of corporate sponsorship programs designed to deliver maximum return-on-investment to the USOC’s family of corporate partners. Additionally, Burton worked closely with USOC’s Chief Operating Officer in creating the revenue streams necessary to support the USOC’s digital media initiatives.

USOC former Chief Operating Officer Norman Bellingham described Burton as someone who is known internationally for his innovation and understanding of the opportunities, challenges, and trends facing the sports industry, knowledge critical in shaping marketing programs that fulfill the business objectives of corporate partners.

In addition to his role with the USOC, Burton was also formerly the Commissioner of the Sydney-based


Rich Krezwick

Rick Burton


National Basketball League from 2003-07, directed the University of Oregon’s Warsaw Sports Marketing Center from 1995-2003, and supervised major sports and entertainment accounts such as the National Football League, the Indianapolis Motor Speedway, Gillette, Sprint and Universal Studios while serving as a Vice President for sports and entertainment marketing agency Clarion Performance Properties from 1993-1995.

Currently, Burton is the David B. Falk Distinguished Professor of Sport Management in Syracuse University’s Falk College of Sport and Human Dynamics.

8:50 a.m.

ALSD Welcome and AnnouncementsSpeaker: Jennifer Ark, Director of Stadium and Guest Experience, Green Bay Packers; ALSD PresidentSpeaker: Amanda Verhoff, Executive Director, ALSD

9:00 a.m. – 9:45 a.m.

General Session All-League Best Practices SessionPresented by: ALSD Board of Directors 9:00 a.m. – 9:25 a.m.: One person from each league sits at a table with others from different leagues. Tables share best practices from the previous day’s meetings or from their own venues. Attendees are encouraged to bring collateral materials to the session; it will serve as a participatory learning session. 9:25 a.m. – 9:45 a.m.: One person (or as many as your table thinks has a best practice that deserves to be shared) will come up to the podium and share the best practice(s) from the group. Each table will record its best practices which will be collected and distributed to attendees post-conference. Moderator: Scott O’Connell, Director, Suite & Premium Seat Sales & Service, Minnesota Twins Baseball ClubModerator: Michele Kajiwara, Vice President, Premium Sales, STAPLES Center/AEG

8:30 a.m. – 9:45 a.m.

Venue Technology Group Attendees OnlyCRM: A Technical TopicModerator: Bobby Whitson, CEO, Whitson SportsPanelist: John Kolakowski, Marketing Director, Green Beacon Solutions

10:00 a.m. – 11:00 a.m.

Customer Service, Sales, and Food and Beverage Loyalty Programs Create Loyal CustomersHear case studies of new incentives and value-adds that are currently creating loyal customers and boosting revenues. Learn how the Lightning’s all-inclusive, but not unlimited, food and beverage program facilitates loyalty and how two technology-enhanced gifts improved sales and allegiance. Learn how the Twins “scored” and engaged account holders who were rewarded with high-impact experiential benefits based on spend, attendance, and activity. Also, learn how the Twins run campaigns against activity and monitor benefits from client feedback. Additionally, learn what to include on your loyalty cards and what events you can hold in the offseason to ensure your team stays front of your fans’ minds. Panelist: Brad Lott, Executive Vice President, Service and Operations, Tampa Bay LightningPanelist: Mike Clough, Director of Ticket Sales and Service, Minnesota Twins Baseball ClubPanelist: Maria Troje, Director of Fan Relations, Minnesota Wild

Amanda Verhoff

Michelle Kajiwara

Brad Lott


SalesSuccessful Grassroots Campaigns for new Sales and Renewals We are still chasing the elusive magic bullet, so until we catch it, check out a few unique premium sales ideas our members have come up with. Learn how the Hornets scored new sales with their 100 events in 100 days program. Learn how the Red Wings marketed and virtually sold out the Joe’s suites in just 18 months. Learn how the Sacramento Kings have launched a B2B campaign “Kings Business Advantage” focused on driving season ticket and premium sales revenue through packaging hospitality with marketing assets such as web advertising, social media, print advertising, and TV/radio exposure to drive incremental ticket revenue through their business community and B2B portfolio. Moderator: Ron Contorno, President, Full House MarketingPanelist: Rich Witmeyer, Senior Director of Premium Seating, New Orleans Hornets Panelist: Ryan Coyle, Director of Premium Sales, Olympia EntertainmentPanelist: Paul Epstein, Director, Ticket Sales & Premium Seating, Maloof Sports & Entertainment – Sacramento Kings

Sales, Operations, and ITTicketing and TechnologyCut through the clutter. Team case studies will outline ticketing system options and objectives. Additionally, dynamic pricing options will be discussed. Leave understanding your best options and what you need from a ticketing system. Moderator: Jane Kleinberger, Founder, PaciolanPanelist: Jim Willits, Vice President of Sales, Philadelphia Flyers

General SessionReport: Ranking Teams’ Premium-Specific WebsitesOhio University analyzed websites of teams and venues, looking specifically for premium-specific websites and premium information listed on traditional team sites. How suites and club seats are represented and sold via team websites was part of the analysis. Case studies for best-in-show will be presented as well as the most important elements for premium seating visibility, such as photos, price points, or F&B options. Lead Presenter: Ethan Olson, Ohio University

11:00 a.m. – 2:00 p.m.

Exhibit Hall OpenALSD Appreciation Days: This year, exhibitors will bring prizes to give away to attendees! Throughout exhibit hours, attendees are encouraged to meet and network with exhibitors. Attendees are welcome to drop business cards in the fishbowls of vendors they meet with. Business cards are pulled on Appreciation Days – Sunday, July 1 and Monday, July 2 during exhibit hours. Winners must be present to win!

1:00 p.m. – 2:30 p.m.

Case Studies, Brought to You By…Teams and venues have utilized products and services from ALSD vendors that have “changed the game.” See case studies from teams and venues on how a product or service has solved a challenge or enhanced the game-day experience. Each session is sponsored by an ALSD vendor and is an extension of the exhibit hall and educational sessions.

2:30 p.m. – 3:30 p.m.

Customer ServiceManaging the Customer Experience: Strategies from the Inside and Outside Three approaches to managing and exceeding customers’ expectations. From inside the industry, learn to train your game-day staff and connect with and incentivize your concierges and suite administrators. You need to invest in your first lines of defense in order to retain customers. From outside the industry, hear how one of the largest hotel chains creates customer loyalty and trains its employees, and how one of the country’s largest concierge providers deals with fulfillment and benefits packages on a large scale. Panelist: Kathy Burrows, President & CEO, Sold Out SeatingPanelist: Sadie Larson, Training Manager, Hilton Minneapolis


Ron Contorno

Paul Epstein

Jane Kleinberger


Panelist: Kate Urekew, Executive Director, Marketing and Partnerships, Circles

Salesnew Strategies on the Creation and Sale of Club SeatsListen to successful anecdotes, like the use of influencer groups, one-off deals, locking up long-term deals, inclusive programs, differentiating club and general seats, and many more. Case studies from different leagues will address different issues such as pricing, what to include in a package, value-adds, number of games, and multiple events. International, college, and professional sports points of view will be presented in this panel. Moderator: Rob Sine, President, Hands On Sports & Entertainment Panelist: Jim Harding, Head of Premium Sales, Arsenal Football ClubPanelist: David Crum, Associate Athletics Director – Development, University of Minnesota Athletics Panelist: Matt Goodman, Vice President, Corporate Hospitality Sales, Madison Square Garden

Operations, Sales, and Architectural It’s new to You: Renovation Case StudiesLearn how old or unused spaces provide the opportunity for new clubs and transformed suites, how to and who will outfit suites, and how brand design activation is possible in your venue. Additionally, understand why venues cannot afford not to renovate in order to provide premium clients the spaces they deserve and the premium seats they will invest in. Team case studies highlight this session. Moderator: Greg Hanrahan, Senior Director of Premium Seating, United CenterPanelist: Patrick Duffy, Senior Vice President of Corporate Sales and Marketing Partnerships, Tampa Bay LightningPanelist: Russ Simons, Managing Partner, Venue Solutions GroupPanelist: Stan Meradith, Principal, DLR Group

IT and Food and BeverageDigital Food and Beverage DevelopmentsWhen you talk about F&B and digital developments, you talk about ROI. Does the increased cost of digitalized video boards drive revenue? Is there a need for flexibility created by digital boards? Who are the leaders in the space? What is the future of the business? This seminar will look closely at solutions.• Points of Sale Systems• Menu Boards • Digital Food Selection Options: Phone, Tablets and

Handhelds, Touch Screen Television Panelist: Wayne Wichlacz, Director of Information Technology, Green Bay PackersPanelist: Charlie Freeman, Senior Vice President, Business Development, Orlando Magic

3:45 p.m. – 4:45 p.m.

Customer Service and SalesWhat Do Your Customers Want?Do you know the answer? Is it amenities, trips, or touch points? Is it more competitive pieces and added-value? Case studies will kick off this presentation, and panelists will share their experiences with client feedback, including an in-depth suite holder survey. Plus, you will be asked to participate. Come prepared with what your customers tell you on surveys, in face-to-face meetings, and during renewal negotiations.Moderator: Peter Titlebaum, Associate Professor, Department of Health and Sport Science, University of DaytonPanelist: Adam Kellner, Director of Premium Hospitality, Chicago BearsPanelist: Chris Todd, Business Development Director, Navigate MarketingPanelist: Bruce Ross, Director of Suite Sales & Service, San Jose Sharks

David Crum

Rob Sine

Jim Harding

Patrick Duffy

Bruce Ross


SalesSales Training: Revenue GenerationThis training on revenue generation for premium and luxury seating will address these topics and more: Moving towards a “Fan Centric” mentality; purchase motivation: ROI; customers, employees, prospects, and charity; the PAPE approach: Price, Access, Prize, and Exclusivity; “Yes Situations” mindset; respecting the chain – top customers; true superior customer service; revenue mentality – go beyond delivery; name capturing, prizing, commissions, and growth; company synergy: Connecting premium seats with sponsorship and ticket sales. Presenter: Cary Kaplan, Owner/Operator, Cosmos Sports

Sales, Customer Service, Food and Beverage, Venue Development, and ITPremium Level Technology Improvements The most innovative technology usually begins on the premium levels; learn why premium often leads the way in the world of IT. In this seminar, you will get a rundown on: • Bandwidth: A Premium Issue• Phone Systems and Usages• Multiple Channel and Camera Angle Televisions on

the Premium Levels• Equipped Suites: Wired Suites, Computer Hook-

ups, the Venue Leading the Way• Fan Experience Leading to Added Revenues• Online Ticketing Solutions, Mobile Apps, Bar

Codes, and Paperless Ticketing• Marketing Automation

Panelist: Jen Zick, Senior Director of Strategy & Business Development, FanOne MarketingPanelist: Nic Barlage, Sr. Director, Suites, Premium Sales, Service, Business Development, Cleveland CavaliersPanelist: Steven Wastie, Chief Marketing Officer, Xirrus


Food and Beverage and SalesCreating a True Partnership: Sponsored Spaces, Branded Build Outs, Refined Relationships Your food and beverage providers are team partners but not just for the food they provide. Teams not only need to learn how to create a cohesive relationship but also partner to create unique interactivity. Branded experiential spaces are one growing trend. Additionally, teams and food and beverage providers are pushing for local and sustainable partnerships in the marketplace. Learn innovative ways to refine the relationship and create unique offerings for your clients. Moderator: Richard Dobransky, Vice President, Food and Beverage, Delaware North Sportservice Panelist: Jennifer Ark, Director of Stadium and Guest Experience, Green Bay PackersPanelist: Carl Sacks, Director of the Catersource Consulting Unit, Catersource Magazine, Conference, and Tradeshow

5:00 p.m. – 5:45 p.m.

General Session: All Attendees InvitedPower Entertaining with Food and WineAre you still looking for one of the most important pieces of the business puzzle? Business entertaining is usually overlooked in executive and management training, and Eddie is the acknowledged expert on this subject. It’s more important than ever in this economy, when every meeting and entertainment dollar has to be carefully spent to obtain the highest result. Eddie will show you ways to stand apart from the competition while growing your business and building relationships through intelligent entertaining. Subjects include taking a client to lunch, tasting wine like a Master Sommelier, and the proper pairing of food with wine for powerful impact. Additionally, listen as Eddie details the menu and entertaining tips for the reception at Target Field following his presentation. Take note about how you can best utilize the reception as a training template.Presenter: Eddie Osterland, America’s First Master Sommelier

Cary Kaplan

Jen Zick

Richard Dobransky


6:00 p.m.

Buses Depart for Venue TourTarget FieldHome of the Minnesota Twins Tour, Reception, NetworkingBuses will shuttle back from the venue at intervals beginning at 7:00 p.m. until 9:30 p.m.

IT TourPresented by John Avenson, Vice President of Technology, Minnesota Twins

TUESDAY, JULY 38:30 a.m.

Keynote Speaker

9:00 a.m. – 10:00 a.m.

Sales By Market Size: Selling in Your Respective MarketNot all markets are created the same. Three roundtables, each one devoted to market sizes: small, medium, large. Discussions will reveal best practices and sales techniques for new sales, suite sharing and fractionalization, renewals, negotiations, prospecting and lead generation, and sales etiquette in your specific market size. Moderator: Rob Sine, President, Hands On Sports & Entertainment

Sales, Customer Service, and ITCRMBridge the gap between the database manager, the sales staff, and the senior executives. Get educated on CRM systems and how they can assist your department. Panelist: Jason Koettel, Vice President – Information Technology Systems, Legends Hospitality ManagementPanelist: Russell Scibetti, Director, Relationship & Database Marketing, New York JetsPanelist: Bobby Whitson, CEO, Whitson SportsPanelist: John Kolakowski, Marketing Director, Green Beacon Solutions

Food and Beverage, Sales, and Customer ServiceAll-Inclusives: What to IncludeIs your venue considering all-inclusives for suites and/or club seats? You will need to know what to charge, how to package the deal, what menus work best for both the team’s and client’s bottom line, whether to include alcohol, and how to add perceived or real value to your clients’ packages.

Venue Development and Architectural Experiential Spaces: The SpecificsWhen fans buy tickets, how can you give them more than just seats for a game? Architecturally, how can you add value? Learn how you can create Return On DesignTM from Rossetti. Learn how to create uniquely branded hospitality experiences in your venue – new or old – from a panel of architectural and design experts. Panelist: Kelly Deines, Design Principal, RossettiPanelist: Adam Stover, Associate, Populous

John Avenson

Jason Koettel

Russell Scibetti


10:15 a.m. – 11:30 a.m.

SalesTicketing: Is Outsourcing in Your Future? There seems to be a trend, especially in colleges but also on the professional level, to outsource ticket and premium seating sales. A half-dozen different companies have emerged in the last two years to fill this need. In premium markets, there are clearly certain advantages to utilizing outsourcing companies, one being the opportunity to work with companies who have already established relationships with major sponsors and clients. Is outsourcing in your future?Moderator: Cary Kaplan, Owner/Operator, Cosmos SportsPanelist: Bill Fagan, General Manager – Fan Relationship Management, The Aspire GroupPanelist: Jake Vernon, President, Get Real Sport SalesPanelist: Mark Washo, Managing Partner, Playbook Management International

Sales, Customer Service, and ITSuites and Sponsorships: Bang for Their BuckTimes have changed, and suites are no longer sold out. Packaging suites and sponsorships is a new and successful trend, as sponsorship and suite clients and prospects are often one in the same regarding their goals for exposure and spend potential. Learn how your department can benefit from joining forces with sponsorship or corporate sales. Moreover, technology can stretch a sponsor’s reach and frequency, resulting in greater ROI. Learn measurement and monitoring techniques and strategies for utilizing technology as part of sponsorships. Moderator: Dan Migala, Publisher, The Migala Report and Founding Partner, Property Consulting Group


Panelist: Anne Campbell, Manager, Sponsorship & Suite Services, Detroit LionsPanelist: Ray Bednar, President, Hyperion Marketing Returns – Rockefeller Consulting

Customer Service, Sales, Food and Beverage, and ITThe Future of Mobile Devices Tablets and mobile devices are the wave of the future. There are uses on the premium level and beyond, so you need to explore the technological issues as well as the options on what innovations offer you the best value and opportunity. In this session, learn tablet capabilities and uses such as:• Mobile Capabilities: Voice, Touch, Gesture Recogni-

tion/Response• Data and Analytics on Mobile Devices• Optimization, Simulation, and Storage of Data• Tablet and Handheld Ordering• Tablet Marketing: Presentations, Marketing and

SalesModerator: Jared Frank, Editor, SEAT Magazine, ALSDPanelist: Evan Karasick, President, Channel 1 Media Solutions Inc. Panelist: Nick Young, Founder, Second SeatsPanelist: Steve Nutt, CEO, Mobile Ticket AppPanelist: ARAMARK

Customer Service and SalesRetention: The True Cost of a Customer LostThe cost of finding a new customer has been estimated at six times the cost of retaining an existing customer. Yet so many teams spend so many of their resources prospecting instead of serving their existing base. Why is this so? What should you be doing? Listen to the pros who know how to keep what they have. • Fan Experience Case Study• Access: Give Your Clients Access Other Fans Can-

not Get Without Purchasing the Premium Ticket• Ticket Management Programs: Suite Holders Need

To Know How To Best Utilize Their Tickets

Jake Vernon

Anne Campbell

Dan Migala


11:30 a.m. – 12:30 p.m.

Lunch on your own

1:00 p.m. – 2:15 p.m.

Sales, Customer Service, and Food and Beverage non-Traditional Premium RevenuesDid you know a Minneapolis venue did over $4 million in non-game day revenue last year, with over 300 events – seven on one day alone once!? Did you know a New York venue did over $4.5 million in non-game day revenue? Learn how to sell and utilize space on non-event days, who to sell to, and how to market the space. Panelist: David Christie, Senior Manager, Target Field Events, Minnesota Twins Baseball ClubPanelist: Scott Schiff, Director of Ticket Sales, Harlem Globetrotters

Customer Service, Sales, and ITCustomer Engagement: Staying Connected Between visits Through Social MediaTeams need to foster connections between customer visits through social media. Learn more about your customer and vice versa through social media engagement and tailor experiences to their needs. Learn how your social media staffers can be more than just the voice of the organization but a sales and customer service arm as well. Moderator: Russell Scibetti, Director, Relationship & Database Marketing, New York JetsPanelist: Angelina Lawton, Founder and President, Sportsdigita

Sales, Marketing, and ITData-Driven Analysis: What It All MeansFinding new customers used to be an art, now it’s a science. Learn how to work smarter, not harder. Learn how the effectiveness of data-driven analysis will lead to more proactive sales calls. Marketing and sales can work cohesively, especially on the premium levels, using technological tools such as marketing automation, interactive marketing, and profile analysis once the leads are targeted for acquisition and upsell purposes. Moderator/Panelist: Mark DiMaurizio, Vice President, Technology Solutions, Comcast-SpectacorPanelist: Scott Jablonski, Director Club Analytics & Reporting, National Hockey League Panelist: Ron Contorno, President, Full House Entertainment Database Marketing

2:30 p.m. – 4:00 p.m.

Closing SessionSuite Holder Focus Group An ALSD tradition: Suite holders from local venues share their wants and needs, likes and dislikes with the crowd. Learn what your premium clients want more (or less) of, what strategies work best for getting butts in seats, what complaints premium clients have, and how you can more effectively sell suites!

5:00 p.m.

Optional networking Event/Social night

David Christie

Scott Schiff

Mark DiMaurizio


Minneapolis Did You Know?• The April 2011 issue of Men’s Journal lauded Min-

neapolis as the “Best Place to Live in a Big City Designed for Getting Outside.” Cited as reasons were Minneapolis’ parks, Chain of Lakes, numerous farmer’s markets and large biking community.

• Speaking of biking, with more than 120 miles of bikeways, Bicycling Magazine named Minneapo-lis America’s #1 bike city. The city has the largest bike-share program in the country and more bike parking per capita than any other city in the U.S.

• Minneapolis is one of the top-10 greenest cities in the U.S. according to Move.com. The online real estate site credits Minneapolis for being a com-muter’s paradise where more than 60-percent of downtown workers use public or alternative transportation.

• Minneapolis also finds itself in the top-10 for best markets for young professionals according to Forbes.

About the Hilton Minneapolis: Rising 25 stories, provid-ing stunning views of the Minneapolis skyline and a short distance from Target Field, Target Center and other downtown destinations, Hilton Minneapolis is the ideal location for the 22nd Annual ALSD Conference and Trade-show. Its 821 guest rooms provide luxurious amenities, and its 77,000 square-feet of meeting space afford the ALSD class and comfort for our exhibit hall, breakout ses-sions and networking events. Join us at 2012’s host hotel and enjoy a truly exquisite experience.

Hilton Minneapolis is within walking distance of many Minneapolis destinations, including:

• Nicollet Mall – pedestrian mall featuring shopping, restaurants and entertainment

• Orchestra Hall – home to Minnesota Orchestra• Target Field – home to Minnesota Twins Baseball• Hubert H Humprey Metrodome – home to

Minnesota Vikings Football• Target Center – home to Minnesota Timberwolves

and Lynx Basketball, concerts and other events• Walker Art Center – visual, performing and media

arts• A short light rail ride from Mall of America

shopping

Hilton Minneapolis1001 Marquette Avenue SouthMinneapolis, MN 55403-24401-888-933-5363 Group Name: ALSD or Association of Luxury Suite Directors Annual MeetingGroup Rate: $155/nightDates You Can Book: June 28 - July 4, 2012


Registration fees include all seminars, course materials, venue tours, and hospitality receptions.

ATTEnDEE SIGn-UPPlease complete a registration form for each attendee. Payment information only needed once if paying for all attendees from a team/company.

CAnCELLATIOnThirty (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 ___________________________________________

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Title ___________________________________________________

Address ________________________________________________

City____________________________________________________

State _____________Zip Code______________________________

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")E-mail __________________________________________

Member: oYes o No o I would like to sign up for membership; send materials

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o Collegeo Minor Leagueo Racingo F&Bo ITo Other: ______

PAYMEnTPayment Information:___ American Express ___ Discover ___ Mastercard ___ VisaCard Number: _____________________________________________________Exp. Date: ____________________________________________Cardholder Name: _____________________________________Cardholder Signature: __________________________________

___ Check made payable to: ALSD or Association of Luxury Suite Directors

Host Hotel Information:Hilton Minneapolis1001 Marquette AvenueMinneapolis, MN 554031-888-933-5363

Fax, E-mail or Mail form to:Amanda VerhoffALSD10017 McKelvey Road, Cincinnati, OH 45231E: [email protected]: 513-674-0555 x104 F: 513-674-0577

Reservations: Group Name: ALSD or Association of Luxury Suite Directors Annual Meeting

Group Rate: $155/night

PRICInG: no. of Attendees

January 1, 2012 – March 16, 2012First ALSD Member $750 _____Add’l ALSD Member $700 _____Non-ALSD Member $850 _____

March 16, 2012 – ALSD ConferenceFirst ALSD Member $800 _____Add’l ALSD Member $750 _____Non-ALSD Member $900 _____

ALSD Guest/Spouse Program: 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/Spouse $200 _____

Guest Name: _________________________________________________________

Total: $_______

The 22nd AnnualALSD Conference & TradeshowJune 30 – July 3, 2012 Minneapolis HiltonMinneapolis, Mn

REGISTRATIOn FORM

Group DiscountSign up 3 Attendees at Regular Price

Get the 4th for ½ Price and the 5th for FREE


Who oWns your

In this era of the always-connected fan, it’s pretty much a given that stadium owners and operators are going to have to ensure that there is adequate wireless network coverage in as many parts of their facilities as possible.

But building a network is only half the job. Owners and operators also need to own their main in-stadium app, both to ensure a better fan experience and also to reap possible new revenue streams that may make a wireless network a net positive asset.

First, a little background on the overall problem: Right now, it’s fair to guess that many stadium operators have been caught a bit off guard when it comes to the smart-phone revolution. They shouldn’t feel bad, because no-body really knew what was going to happen after Apple introduced the revolutionary iPhone back in 2007. Even the cellular companies themselves were caught off guard, as the huge data demands created by the graphically adept smartphones overwhelmed the historical wireless network infrastructure, leading to dropped calls and poor service that became instantly legendary.

And while the leading wireless service providers are doing a pretty good job of retooling their overall network infrastructure to handle the new surge in data demands

– AT&T, for example, has said that cell phone data on its networks has increased by more than 5,000-percent over the last three years – there are still places where the network can be quickly overwhelmed, such as at conventions or in large sports arenas. It’s a safe guess that many longtime season ticket holders are expressing frustration in stadiums across the country because they come to games and can’t get a signal on their shiny new phone.

To answer this demand, smart stadium operators are turning to service providers and technology partners to help improve cellular signals by installing networks of small

There are over 500,000 apps available for Apple’s iPhone, some useful for stadiums and arenas. But there isn’t yet a single mobile application that serves all areas of the in-venue fan experience. Teams and venues need to consider owning their own app to ensure a desired fan experience and new revenue stream isn’t lost.

By Paul Kapustka, Editor, Mobile sports report

SporTS TEchnology cornEr

APP?

If [teams] are not controlling that [app] screen, then someone else will be and will be first in line for that fan’s attention and discretionary game-day income.

antennas inside stadiums or building out a robust Wi-Fi network to cover as much of the building as possible. But again, building the network is only half of the solution. To turn the expensive proposition into a potential posi-tive, teams, owners, and operators need to start thinking strategically about “owning the app” to open up increased concession and seat revenues while also keeping the fan happy, engaged, and looking forward to the in-stadium experience.

It’s almost a certainty that anyone arriving at an event with a mobile device expects at the very least to find a home page for the team or event they are about to watch. Forward-thinking organizations have already gone one step better with a “game-day app” that has targeted the types of information and interactivity most pertinent to the live au-dience. What are the key attributes stadium owners, teams, or event operators need to have in their “game-day app?” Here’s a few that are pretty much table stakes for the new digital stadium experience:

Custom ContentBuilding jumbotrons is a great way to please fans who want to watch replays of live action, but with any stadium-controlled screen, fans can only watch what the operator decides. By making replays and other video content avail-able inside a mobile app, teams and operators can give fans a personalized experience that better answers their desires, whether those are for more replays from more angles or for historical content that they can watch during live-action downtimes. By making this rich content available only to fans who “check in” on the in-stadium network, teams eliminate one reason that keeps people at home on the couch instead of in a stadium seat – because they can see the game better on their home TV.

ConCessIonsMost teams and stadium operators have already realized the benefits that a wireless connection can bring to concessions operations, from faster order turnaround time to increased revenues thanks to the improved ease of ordering and pay-ing to a vendor equipped with a wireless credit card reader. Having a concessions feature inside a game-day app is a no-


eliminate a lot of the confusion and build a platform to bet-ter handle potential emergency situations.

Though there isn’t yet a single standout application that serves all these purposes, teams can already cobble together a place to host existing services like Facebook and Twitter and build their own features into the base app as time and resources allow. But the end game should always be the idea that the team, stadium owner, or operator needs to “own the app” since that will be the place fans turn to when they ar-rive and turn on their devices. If you’re not controlling that screen, then someone else will be and will be first in line for that fan’s attention and discretionary game-day income. That’s a game stadium owners and operators can’t afford to lose. #

What other components do you believe belong on a team’s game-day app?Write to Paul at [email protected].

To read more of the Mobile Sports Report, visit:www.mobilesportsreport.com

About Mobile Sports Report:Mobile Sports Report (MSR) aggressively covers the growing intersection of sports, mobile technology, and social media. MSR helps identify the new entrants and new business models and finds winners, losers, and interest-ing stories along the way. For teams and schools trying to make sense of the social/mobile/local phenomenon to the vendors, application developers, and marketers in the space, Mobile Sports Report is a must-read destination.

brainer extension to this idea, letting fans place their own orders online, perhaps paid for via an online account and then picked up at a special express window. Putting more ordering capabilities into an app also gives teams a way to “push” promotions and sales, even to specific areas inside the stadium, all from a central control point.

seAt uPgrAdesIt’s standard practice now in the airline industry to allow fliers to upgrade their seat purchase by allowing them to look at an app showing which empty seats might be avail-able. Instead of allowing third-party vendors to reap the possible rewards of the secondary ticket market, teams and stadiums can make the most of their seat inventory on a minute-by-minute basis, allowing fans in the stadium to “upgrade” to empty premium seats via the game-day app. Such a service could also be a way to build loyalty with season ticket holders, giving them an incentive to tell the teams when their seats might be available for resale.

FAn InterACtIonPerhaps the biggest action taken by fans after watching the event itself is their desire to share the experience. That activity can take many forms. It can be a text message or photo shared with someone not present, or it can be the desire to find a friend or family member at the stadium and arrange a live meeting. It could also be an online discussion between fans who know each other or who share similar likes online. For teams, it’s much better to keep as many of these conversations “in-house” as possible and can be done simply via steps like adding a Twitter or Facebook widget to your app so fans don’t have to leave the game-day screen to send a message. Building an interaction component is not just a good idea, it’s a necessary evil.

sAFety And servICesFans who can find what they need quickly on their own are not only more satisfied, but they decrease the opera-tional personnel costs necessary to provide directions and information. By building in prominent links to parking, safety and navigation directions, and by enabling a place to quickly communicate with fans in the building, teams can

FoLLoW @seAt_edItoron tWItter For moremoBILe APPs neWs:mAPLe LeAFs sPorts &entertAInment dePLoys tousHAy In-suIte tABLetservICe FoCusIng onmerCHAndIse sALes

ComIng uP neXt:It’s tIme to JoIn tHe venue teCHnoLogy grouP: tHe Best oF BotH WorLds


As we have done with all the major and minor leagues, the Venue Technology Group has its own division within the ALsD and its

own community. We encourage and invite all our team and venue members to bring along your IT Departments, because you will work with them; you will collaborate with them. In fact, you probably already do.

sales and sponsorship teams collaborate with the IT Department on CrM programs and on lead scoring and database analysis. Food and Beverage concessionaires and caterers work with the IT Department on F&B orders from the stands or from touchscreens in the suites or with digital signage at the point of sale outlets. Premium seat departments use IT to deliver video to suites either on flat screens or on mobile devices. Broadband and bandwidth have become incredibly important to entertain fans with statistics and interaction.

This year’s Venue Technology Group program reflects the ALsD’s decision to train all the areas of the premium markets and even the general facility markets to better understand technology and to collaborate with IT Departments. Bring your IT Department to our show and get the stereotypic behind-the-scenes IT professional out of his or her cubicle and into the spotlight because that is where IT will be in the next generation – the spotlight.


THE VEnuE TEcHnology group*

*the venue technology group is an It conference held concurrently with the ALsd Conference and tradeshow, June 30 – July 3, 2012 in minneapolis.

your oWn ProgrAmyour oWn toPICsyour oWn CommunIty

But you also interact with your colleagues in premium seats, in food and beverage, and in ticketing.

tHe Best oF BotH WorLds


2012 Venue Technology group Schedule of Events

sAturdAy, June 304:00 p.m. – 7:00 p.m.

exhibit Hall open

7:00 p.m. Buses Depart for Venue Tour: Xcel energy CenterHome of the minnesota Wild

Tour, Reception, NetworkingBuses will shuttle back from the venue at intervals beginning at 8:30 p.m. until 10:00 p.m.

tentative Backroom It tour Sponsored and Presentation by AT&T Solutions Presented by Jim Ibister, VP, Facility Administration, Minnesota Wild

sundAy, JuLy 18:00 a.m. – 3:45 p.m.

venue technology group stand-Alone day Opening Remarks:Bill Dorsey, Chairman, ALSD

Morning Venue Technology Group Moderator: Mark DiMaurizio, Vice President, Technology Solutions, Comcast-Spectacor

8:00 a.m. – 9:00 a.m.

Infrastructure: the Big solution Providers It starts with a Big Decision. What technology infrastructure should you choose? What is it about your building that is unique? What are the cost issues? What are your budget issues? This kickoff seminar will take a look at different case histories of major buildings from different solutions providers. Case Histories Provided:• Amway Center: Harris• Marlins Park: Daktronics

Panelist: Jason Coleman, Vice President of Information Technology, Orlando Magic Panelist: Mark Steinkamp, Marketing Director, Daktronics

9:00 a.m. – 10:00 a.m.

It strategy and AnalyticsUltimately, IT strategy and analytics drive ROI. They also drive nearly every other decision a team/venue will make about nearly every other facet of its IT business philosophy. Moderator/Panelist: Mark DiMaurizio, Vice President, Technology Solutions, Comcast-Spectacor Panelist: Scott Jablonski, Director, Club Analytics & Reporting, National Hockey League

10:00 a.m. – 11:00 a.m.

Content delivery over IP Whether it’s Wi-Fi, bandwidth, or voice over IP, communications protocol is a hot topic in the venue marketplace.Protocols Include:• Bandwidth Case Study: Xcel Energy Center,

AT&T Solutions• Wi-Fi Case Study: Sporting Kansas City• Wi-Fi Case Study: New England Patriots, Xirrus • Voice Over IP Case Study

Panelist: Matt Lukens, Vice President, Business Development, ZiXiPanelist: Diane Waddell, Senior Marketing Manager – National Events & Sponsorships, AT&T SolutionsPanelist: Jim Ibister, Vice President, Facility Administration, Minnesota WildPanelist: Steven Wastie, Chief Marketing Officer, Xirrus

11:30 a.m. – 1:00 p.m.

All-League LunchLocation: Target Center Basketball FloorKeynote speaker: Chris WrightPresidentMinnesota Timberwolves

ALsd visionary Award Presented: Rich KrezwickPresidentDevils Arena Entertainment, New Jersey Devils

The VTG schedule of events is a living, breathing document, so please be aware that changes and updates are continual, and this outline is not final. Panelists and presenters will be announced, and sessions will be added and tweaked in the coming months in print, online, and email pieces. stay tuned!


Afternoon Venue Technology Group Moderator:Matt Lukens, Vice President, Business Development, ZiXi

1:00 p.m. – 1:45 p.m.

Cloud sports marketing Computing and virtualizationThe future is clearly the cloud. This seminar is intended to demonstrate the applications relative to the sports marketplace that are available. Considered in this seminar: • Multi-Media Video/TC Over the Web to Fans• Cloud-Based Content Distribution Networks• Web as a Source of Team Content and as Marketing Con-

tact for Point for Fans• Virtual Hardware Platforms, Operating Systems, Storage

Devices, and Network Resources

1:45 p.m. – 2:45 p.m.

multi-media for video on All Levels• Scoreboards and Ribbon Boards• IPTV/Cable in Suites

Panelist: Erik Watts, Senior Director, Technology, Pittsburgh PenguinsPanelist: Jason Coleman, Vice President of Information Technology, Orlando MagicPanelist: Texas Rangers

2:45 p.m. – 4:00 p.m.

solution Providers: new Product demosSolution providers will showcase their products and services. Learn about:• Phone Apps and Other Mobile Capabilities• Creating a Virtual Marketplace• In-Suite and Premium Systems Only• Technology as a Marketing Tool• Seat Upgrade Systems• Tablet Technologies• Website Chat Functions

Panelist: Steve Nutt, CEO, Mobile Ticket AppPanelist: Evan Karasick, President, Channel 1 Media Solutions Inc. Panelist: Bryan Apgar, Director of Sales and Chat Innovation, WebsiteAlivePanelist: Adam Stass, CEO, WebsiteAlivePanelist: Nick Young, Founder, Second SeatsPanelist: Steve Stonehouse, Senior Vice President of Sales, Ballena Technologies Inc.

4:00 p.m.– 7:00 p.m.

exhibit Hall openALSD Appreciation Days: This year, exhibitors will bring prizes to give away to attendees! Throughout exhibit hours, attendees are encouraged to meet and network with exhibitors. Attendees are welcome to drop business cards in the fishbowls of vendors they meet with. Business cards are pulled on Appreciation Days – Sunday, July 1 and Monday, July 2 during exhibit hours. Winners must be present to win!

7:00 p.m.Buses Depart for Venue TourtCF Bank stadiumHome of the university of minnesotaTour, Reception, Networking Buses will shuttle back from the venue at intervals beginning at 8:30 p.m. until 10:00 p.m.

It tourPresented by Michael McMillan, Director, Information Technology, University of Minnesota – Athletics Presented by Tadd Wilson, Event Producer, Daktronics

mondAy, JuLy 28:30 a.m. – 9:45 a.m.

Venue Technology Group Attendees OnlyCrm: A technical topicCRM is both a sales tool and an IT tool. This session will focus on developing the IT-side of CRM. Moderator: Bobby Whitson, CEO, Whitson SportsPanelist: John Kolakowski, Marketing Director, Green Beacon Solutions

10:00 a.m. – 11:00 a.m.Sales, Operations, and ITticketing and technologyCut through the clutter. Team case studies will outline ticketing system options and objectives. Additionally, dynamic pricing options will be discussed. Leave understanding your best options and what you need from a ticketing system. Moderator: Jane Kleinberger, Founder, PaciolanPanelist: Jim Willits, Vice President of Sales, Philadelphia Flyers


11:00 a.m. – 2:00 p.m.

exhibit Hall openALSD Appreciation Days: This year, exhibitors will bring prizes to give away to attendees! Throughout exhibit hours, attendees are encouraged to meet and network with exhibitors. Attendees are welcome to drop business cards in the fishbowls of vendors they meet with. Business cards are pulled on Appreciation Days – Sunday, July 1 and Monday, July 2 during exhibit hours. Winners must be present to win!

1:00 p.m. – 2:30 p.m.

Case studies, Brought to you By…Teams and venues have utilized products and services from ALSD vendors that have “changed the game.” See case studies from teams and venues on how a product or service has solved a challenge or enhanced the game-day experience. Each session is sponsored by an ALSD vendor and is an extension of the exhibit hall and educational sessions.

2:30 p. m. – 3:30 p.m.IT and Food and Beveragedigital Food and Beverage developmentsWhen you talk about F&B and digital developments, you talk about ROI. Does the increased cost of digitalized video boards drive revenue? Is there a need for flexibility created by digital boards? Who are the leaders in the space? What is the future of the business? This seminar will look closely at solutions.• Points of Sale Systems• Menu Boards • Digital Food Selection Options: Phone, Tablets and Hand-

helds, Touch Screen Television Panelist: Wayne Wichlacz, Director of Information Technology, Green Bay PackersPanelist: Charlie Freeman, Senior Vice President, Business Development, Orlando Magic

3:45 p.m. – 4:45 p.m.Sales, Customer Service, Food and Beverage, Venue Development, and ITPremium Level technology Improvements The most innovative technology usually begins on the premium levels; learn why premium often leads the way in the world of IT. In this seminar, you will get a rundown on: • Bandwidth: A Premium Issue• Phone Systems and Usages• Multiple Channel and Camera Angle Televisions on the

Premium Levels• Equipped Suites: Wired Suites, Computer Hook-ups, the

Venue Leading the Way• Fan Experience Leading to Added Revenues• Online Ticketing Solutions, Mobile Apps, Bar Codes, and

Paperless Ticketing• Marketing Automation

Panelist: Jen Zick, Senior Director of Strategy & Business Development, FanOne MarketingPanelist: Nic Barlage, Sr. Director, Suites, Premium Sales, Service, Business Development, Cleveland CavaliersPanelist: Steven Wastie, Chief Marketing Officer, Xirrus

5:00 p.m. – 5:45 p.m.General Session: All Attendees InvitedPower entertaining with Food and WineAre you still looking for one of the most important pieces of the business puzzle? Business entertaining is usually overlooked in executive and management training, and Eddie is the acknowledged expert on this subject. It’s more important than ever in this economy, when every meeting and entertainment dollar has to be carefully spent to obtain the highest result. Eddie will show you ways to stand apart from the competition while growing your business and building relationships through intelligent entertaining. Subjects include taking a client to lunch, tasting wine like a Master Sommelier, and the proper pairing of food with wine for powerful impact. Additionally, listen as Eddie details the menu and entertaining tips for the reception at Target Field following his presentation. Take note about how you can best utilize the reception as a training template.Presenter: Eddie Osterland, America’s First Master Sommelier

6:00 p.m.Buses Depart for Venue Tourtarget FieldHome of the minnesota twins Tour, Reception, NetworkingBuses will shuttle back from the venue at intervals beginning at 7:00 p.m. until 9:30 p.m.

It tourPresented by John Avenson, Vice President of Technology, Minnesota Twins

tuesdAy, JuLy 38:30 a.m.

Keynote speaker

9:00 a.m. – 10:00 a.m.Sales, Customer Service, and ITCrmBridge the gap between the database manager, the sales staff, and the senior executives. Get educated on CRM systems and how they can assist your department. Panelist: Jason Koettel, Vice President – Information Technology Systems, Legends Hospitality ManagementPanelist: Russell Scibetti, Director, Relationship & Database Marketing, New York JetsPanelist: Bobby Whitson, CEO, Whitson SportsPanelist: John Kolakowski, Marketing Director, Green Beacon Solutions


VTg Steering and conference committeerick templeConsultantrKT Consulting services, Inc.

matt LukensVice President, Business DevelopmentZiXi

scott JablonskiDirector, Club Analytics and reportingnational hockey League

mark dimaurizioVice President, Technology solutionsComcast-spectacor

ron ContornoPresidentFull house Entertainment Database Marketing

Jason KoettelVice President - Information Technology systemsLegends hospitality Management

Jason ColemanVice President of Information Technologyorlando Magic

Jim IbisterVice President, Facility AdministrationMinnesota Wild

John tymoskiDirector of Interactive MediaALsD

Bobby WhitsonCEoWhitson sports

John AvensonVice President of TechnologyMinnesota Twins

russell scibettiDirector, relationship & Database Marketingnew york Jets

mark FellerVice President, TechnologyArizona Cardinals Football Club

10:15 a.m. – 11:30 a.m.Customer Service, Sales, Food and Beverage, and ITthe Future of mobile devices Tablets and mobile devices are the wave of the future. There are uses on the premium level and beyond, so you need to explore the technological issues as well as the options on what innovations offer you the best value and opportunity. In this session, learn tablet capabilities and uses such as:• Mobile Capabilities: Voice, Touch, Gesture Recogni-

tion/Response• Data and Analytics on Mobile Devices• Optimization, Simulation, and Storage of Data• Tablet and Handheld Ordering• Tablet Marketing: Presentations, Marketing, and

SalesModerator: Jared Frank, Editor, SEAT Magazine, ALSDPanelist: Evan Karasick, President, Channel 1 Media Solutions Inc. Panelist: Nick Young, Founder, Second SeatsPanelist: Steve Nutt, CEO, Mobile Ticket AppPanelist: ARAMARK

11:30 a.m. – 12:30 p.m.Lunch on your own

1:00 p.m. – 2:15 p.m.Customer Service, Sales, and ITCustomer engagement: staying Connected Between visits through social mediaTeams need to foster connections between customer visits through social media. Learn more about your customer and vice versa through social media engagement and tailor experiences to their needs. Learn how your social media staffers can be more than just the voice of the organization but a sales and customer service arm as well. Moderator: Russell Scibetti, Director, Relationship & Database Marketing, New York JetsPanelist: Angelina Lawton, Founder and President, Sportsdigita

Sales, Marketing, and ITdata-driven Analysis: What It All meansFinding new customers used to be an art, now it’s a science. Learn how to work smarter, not harder. Learn how the effectiveness of data-driven analysis will lead to more proactive sales calls. Marketing and sales can work cohesively, especially on the premium levels, using technological tools such as marketing automation, interactive marketing, and profile analysis once the leads are targeted for acquisition and upsell purposes. Moderator/Panelist: Mark DiMaurizio, Vice President, Technology Solutions, Comcast-SpectacorPanelist: Scott Jablonski, Director Club Analytics & Reporting, National Hockey League Panelist: Ron Contorno, President, Full House Entertainment Database Marketing


registration fees include all seminars, course materials, venue tours, and hospitality receptions.

Attendee sIgn-uPPlease complete a registration form for each attendee. Payment information only needed once if paying for all attendees from a team/company.

CAnCeLLAtIonThirty (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 ___________________________________________

First name _____________________________________________

Last name ______________________________________________

Title ___________________________________________________

Address ________________________________________________

City____________________________________________________

state _____________Zip Code______________________________

Phone _________________________________________________

Cell Phone _________________________________________________ yes, I would like text messages during the ALsD Conference

*ALsD will have an opt-in Text Program. Texted updates/informa-tion 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")

E-mail __________________________________________

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Leagueo nFLo nBAo nhLo MLBo soccer

o Collegeo Minor Leagueo racingo F&Bo ITo other: ______

PAymentPayment Information:

___ American Express ___ Discover ___ Mastercard ___ VisaCard number: _____________________________________________________Exp. Date: ____________________________________________Cardholder name: _____________________________________Cardholder signature: __________________________________

___ Check made payable to: ALsD or Association of Luxury suite Directors

Host Hotel Information:hilton Minneapolis1001 Marquette AvenueMinneapolis, Mn 554031-888-933-5363

Fax, e-mail or mail form to:Amanda VerhoffALsD10017 McKelvey road, Cincinnati, oh 45231E: [email protected]: 513-674-0555 x104 F: 513-674-0577

reservations: Group name: ALsD or Association of Luxury suite Directors Annual Meeting

Group rate: $155/night

PrICIng: no. of Attendees

January 1, 2012 – march 16, 2012First ALsD Member $750 _____Add’l ALsD Member $700 _____non-ALsD Member $850 _____

march 16, 2012 – ALsd ConferenceFirst ALsD Member $800 _____Add’l ALsD Member $750 _____non-ALsD Member $900 _____

ALsd guest/spouse Program: 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/spouse $200 _____

Guest name: _________________________________________________________

Total: $_______

ALsd Conference & tradeshowJune 30 – July 3, 2012 minneapolis Hilton minneapolis, mn

regIstrAtIon Form

group discountsign up 3 Attendees at regular Price

get the 4th for ½ Price and the 5th for Free

THE VEnuE TEcHnology group* *the venue technology group is an It conference held concurrently with

the ALsd Conference and tradeshow.


The Corners of The Database Marketing and CrM Markets

CRM, database marketing, contact management, email, text, and social media are all concepts that are regu-larly discussed among today’s sales and marketing groups at teams, venues, colleges, and leagues. That

has not always been the case; less than a decade ago, most teams were still using their ticketing platforms for contact management and email. CRM and database marketing were both relatively new topics, and not many team execu-tives understood how they could impact their business.

How DiD we get to tHis Point?In the early-2000s, SmartDM was first to market with a true database marketing concept in sports. Consolidat-ing multiple data sources into a single database platform from which teams and venues could manage their sales and marketing campaigns was very warmly received and adopted by the space. In the mid-2000s, more advanced CRM platforms like Microsoft CRM and Salesforce.com gained significant traction as well as more advanced email platforms like ExactTarget, ClickSquared, and e-Dialog. Interestingly, the focus on the marketing side shifted heavily towards email, while the concept of true database marketing got lost in this focus.

As social media and SMS Marketing grow in impor-tance, the need for a true database marketing platform is once again becoming evident. Whitson Sports has seen a shift to organizations requiring re-engagement in best of breed database marketing initiatives, not just single avenues like email or text. Managing campaigns that are integrated and triggered across all marketing mediums is the future of marketing in the sports and entertainment space.

As teams and venues evaluate CRM, email, and database marketing options, it is imperative to clearly identify spe-cific requirements, expectations, goals, and staffing models. As similar as many organizations are, each one has its own unique needs and requirements from the platforms that serve their sales, marketing, and customer service initiatives. The reality is, simply, that the perfect platform for every organization does not exist… yet.

Currently, there are many CrM and database marketing platforms that address elements of what teams need, but no single platform exists yet that provides the perfect solution to address every team’s needs. Learn all the options your organization needs to consider when addressing your data management situation.

By Bobby Whitson, Ceo, Whitson sports


wHere are we now?Currently, there are platforms that address elements of what teams need, but no single platform provides the perfect solution to address every team’s needs. As a result, teams and venues need a variety of platforms to address their needs adequately. Those platforms include a CRM platform and a database marketing platform. As mentioned above, Microsoft CRM and Salesforce.com are currently well-established in the sports CRM space, and they are fantastic platforms. SugarCRM is another solid platform and has recently made inroads as well.

These days, many teams have CRM platforms in place, but they are still using basic email tools as opposed to true database marketing platforms; there is a significant difference. Most email platforms that are currently in use by teams today were built and designed to send email, and most do that very well. For some teams, that may be all that they want or can handle right now. A true database market-ing platform, however, is designed to integrate and manage all outbound marketing campaigns across all mediums, not just blast email. Best practices direct marketing campaigns these days have multiple, automated triggers across all mediums, including email, text, social media, direct mail, and phone. The sports marketplace should be operating at this level.

A couple of advanced database marketing platforms have begun to emerge in the sports marketplace. Along with the previously mentioned ExactTarget, Eloqua, FanOne, and Conversen all help their customers go well beyond email and text and engage at a deeper, database management/marketing level. The traditional email platforms have also begun to extend their service offerings beyond email to include text. It is important to keep up-to-date with the service offerings of each of the players in the space. Plat-forms will continue to develop as the sports market dictates its needs.

One alarming trend seen lately is teams and venues rushing the decision process due to the need to address one specific issue without looking at the big picture or making this process an organization-wide initiative. Most teams and venues don’t accurately assess what they really need or how they are going to support it with staff internally. They

For More it newsanD to Learn MoreaboUt tHe aLsD’sVtg, Visit:www.aLsD.CoM/Content/VenUe-teCHnoLogY-groUP


assume they need a CRM platform or an email tool like another team just purchased without really assessing their complete situation.

wHere Do we go FroM Here?Make no mistake – every organization needs an effective database marketing and CRM initiative in place. Using a ticketing platform for CRM and an email tool for data-base marketing falls well short of best practices. Ticketing platforms sell tickets. Email tools send emails. CRM tools should provide a single view of the customer across the organization, segmentation tools, and excellent contact management. Like CRM, database marketing tools provide a single view of the customer across the organization, seg-mentation tools, but also the tools necessary to manage all outbound communications.

Understanding what the organization wants, needs, and is willing to pay are three defining questions that must be answered to determine which platform is best for its needs. Each of those components is driven by an organization’s pain or perceived pain in a certain area. Ticket sales, sales pipeline management, contact management, data consolida-tion, data management, data hygiene, data appends, report-ing, analytics, suite management, and campaign manage-ment across multiple channels are just a few of the normal issues that teams and venues should consider in their search for CRM and database marketing solutions. Whether a team is looking to implement a database marketing and/or CRM platform or already has them in place, they must take a step back and think through the organization’s pain points, budget, staffing model, goals, and options, then choose the solution that best addresses the situation. #

Is your organization considering a new database marketing or CRM platform?Write to Bobby at [email protected].

Whitson Sports has helped many organizations, large and small, aggregate their data into a singe platform of record, clean it up, understand it, market to it much more efficiently and effectively, and most importantly, monetize it. To learn more, visit www.whitsonsports.com.

a CrM Case stUDY: reD sox DePLoY green beaCon soLUtions’ sPorts CrM

for the Boston red sox, the next generation of databases has arrived. Gone are the spreadsheets and rolodexes. In the place of these “old school” tools, prior to the end of last season, the team inserted a shiny, new CrM system – Green Beacon solutions’ sports CrM – to buttress in a single application a va-riety of organizational information, including premium sales and service data.

and has the system helped in better managing premium inventory? “That would be the understatement of the year,” explains Curran raclin, senior op-erations analyst for the red sox. “Before we were able to integrate the sports CrM solution, inventory management was handled with spreadsheets, and that leaves room for error.”

all disparate modules of the sports CrM, which is built upon the Micro-soft dynamics CrM platform, are integrated into a single system, transparent across departments. so now when a customer service representative logs a fan preference or a complaint, it can be viewed by everyone else throughout the organization. and further, with the enhanced customer data and patron-level reporting, fans can be targeted and re-targeted with promotions that align with their known preferences.

Patron-level reporting allows the team to put together proactive offers based on what kinds of games specific fans are coming to (day/night, week/weekend, etc.) and what kinds of products they’re buying. “It’s been a life-changer for our premium staff to have all that information more organized,” raclin notes. “It’s been a better way for us to do business. now if we have availability for a game, we know through our reporting that we have a previ-ous customer we can contact with a more customized experience who has come to a similar game ten times before.”

“[The sports CrM] really streamlines what the reps have to do,” echoes richard smith, VP at Green Beacon solutions. “and it has enabled them to focus on selling rather than entering data.”

specific to the red sox premium world, the team tries to customize its experiences as much as possible for patrons. Part of what’s built into the sports CrM solution is making sure everybody shows up at the right place at the right time. “When a suite is booked, we know one of our representatives will meet [the suite buyer] at the gate and walk them up,” raclin explains. “We also make sure we have the World series trophy there at a certain time, and security is at a certain place. all that is there to provide a seamless customer experience.”

The red sox selected Green Beacon solutions as their solution provider for a number of reasons, including the product’s easy translation into a sales tool and the fact that Green Beacon, a national company, is headquartered in Boston. “We also felt [Green Beacon] was stronger from an under-the-hood point of view,” says raclin. “They had a strong structure from a data handling point of view.”

Just as the advent of tracking a pitcher’s pitch count changed the strategy of baseball, predictive analytics is the new way to play the sports business game. a few different key variables that the red sox pay attention to are opponent, day of the week, number of tickets purchased, and how far in advance tickets are purchased. “You can pull all that information very easily through this analytical engine,” states raclin. “If we have an empty suite dur-ing that time, we can reference our reports for a customer who fits the profile and see if they want to buy it.”

Welcome to the new school of sports business.– Jared Frank, ALSD


across all leagues and teams in all market sizes, retention of existing customers is now as important (if not more) as new business for sales reps. recently, some teams are taking this initiative a step further and constructing stand-alone retention departments, separate from sales or customer service, to resist decreases in season ticket renewal rates.

By ryan Mirabedini, Membership director, aLsd

in the film Glengarry Glen Ross, Blake, played by Alec Baldwin, famously says that in sales, “Coffee is for closers.” If this is the case, then a service department is the cream, and a retention department is the sugar.

While some people prefer to drink their java black, the majority would much rather consume a cup that is smooth and sweet. With more and more organizations adding dedicated retention departments, season ticket accounts and suite leases across the country have begun to enjoy the taste of their investment more.

According to a recent Ernst & Young study, it is approxi-mately six times more expensive to earn a new client than it is to keep an existing one. The idea of maintaining business is not groundbreaking, but it’s the approach on how to most effectively and efficiently do so that is. While certain added-value programs have always been a part of customer happiness on the suite level, actual departments devoted to

retention are starting to pop up on the sports business grid. To date, retention staffs are either focusing solely on season ticket holders or incorporating fans from the last row to the first into their target reach. But the idea of dedicating capi-tal and human resources towards retention efforts can exude lessons for any level of sales, including premium sales.

To achieve a better grasp of exactly what a “retention staff ” is, we must first recognize that they are relatively new to the scene. Introduced when the economy was at its worst, organizations began to realize that because it was so dif-ficult to sell new clients in a tough market, it was that much more important to keep the ones they already had. Jim Willits, Vice President of Sales for the Philadelphia Flyers, admits that for a long time, renewals weren’t always the top priority. “Before it was, ‘Work on [renewals] when they’re there and then go to new business, new business, new busi-ness,’” Willits remarks. “Now it’s renewals all the time.”

After some in the industry came to terms with the importance of retention, they went straight to work on a program and staff that could accomplish the highest results. The first decision that they were required to make was whether to create a department of renewal managers on its own or mold it with the existing sales group.

a DePartMent oF tHeir ownUltimately, the Flyers decided that the best way to approach this new customer service effort was to take some of the top sales representatives they already had and deem them as retention staff falling under the umbrella of the sales department. According to Willits, the eight dedicated em-ployees may have different job descriptions but are still very much a part of the sales staff. “Sales and retention work up through the sales department,” explains Willits. “Every sales meeting and sales training, they are part of. And regarding commissions, we try to keep it a level playing field for sales and retention so that they are making the same amount of money.”

Once the current season ticket holders are divided up amongst the dedicated staff, the next step is deciding how to approach them. In Philadelphia, the largest effort takes place through a highly rewarding early bird program. With phone calls from the retention staff starting in September and culminating in December, fans are incented by rewards and extra offerings if they get on board before the dead-

Devil of a Job: Rich Krezwick explains the value of his retention employees: “When you see [the fan experience representatives] with season ticket holders on the main concourse, and they’re talking about their families...and really personal things…the value of that is how this whole program has really taken off.”

BuILdInG a saLes retaining waLL

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· Managing Inventory: game day suite inventory, bookings and invoicing for suites and other products.

· Increasing Sales: developing cross-sell programs orincreasing sales by creating up sell programs.

· Handling Service Requests: tracking and quicklyresolving customer issues.

· Scheduling Events: managing renewal and other customer-specific events to create the ultimate customer experience.

· Streamlining Internal Operations: coordinating staff andorganizing tasks prior to critical events to improve efficiencies.

“The Boston Red Sox organization is driven to ensure that every fan has a consistent, high quality experience each time they visitFenway Park. The improved visibility into the consumer preferencesof our fans is helping us achieve that goal.”

Ron BumgaRneRSenioR Vice PReSident/ticketing

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line. Rewards for joining in on this deal range from taking a Zamboni ride in between periods of a game to being a “benchwarmer” which entails sitting on the bench, while the team goes through pregame warmups. All the while, the retention managers are approaching and staying in contact with their accounts.

Along with this early bird initiative, the Flyers do several other rewards promotions throughout the year, including players giving autographs and photo albums of the fans at Citizens Bank Ballpark for the Winter Classic. The bottom line goes back to each account member figuring out what is appropriate for each specific client and, subsequently, get-ting them involved.

FLYing HigHWith all things considered, the Flyers feel that their ap-proach towards renewals has certainly paid off. The proof is in the numbers. “Renewals have been anywhere from three-to-five percentage points higher, and when you think of the millions of dollars we have to bring in, that’s a lot,” states Willits. “It’s making a big difference. Last year, we ended up raising ticket prices but were still able to renew at 94%.”

With success so apparent, the Flyers are going after their base and offering them other opportunities. Because of this outreach, the organization has had a substantial increase in incremental revenue from the season ticket base that they’ve never had before. Before the creation of a retention department, the Flyers had a significant season ticket base, but nobody was talking to them about adding a single event suite night, having their staff meetings at the arena, a group night, adding seats, or anything additional. So while the re-newal itself is a big piece of the pie, another slice is getting more business out of their base and biggest fans. “[Season ticket holders] are coming to us because of the relationship they have with the team,” Willits says.

tHUnDering oUt renewaLs Because the formation, function, and development of reten-tion staffs are still in their beginnings, different routes for creating these specialized employee groups are being taken by other teams and venues. In Oklahoma City, the Thunder have gone the route of actually creating an entirely new position to aid in retention efforts. “We clearly understand that the opportunity to retain our current consumer is in our best interest,” says Brian Byrnes, Senior Vice President of Sales and Marketing for the Oklahoma City Thunder. “There are not many teams that ignore the value of reten-tion, but I know that we are making a significant invest-ment by having 14 people on our retention staff.”

While Byrnes admits that there has been a significant

“renewals have been anywhere from three-to-five percentage points higher… Last year, we ended up raising ticket prices but were still able to renew at 94%.”

– Jim Willits, Philadelphia flyers

Top: A retention rep discusses a renewal with a client at a Philadelphia Flyers event.Bottom: Flyers Forward Maxime Talbot greets a fan at Meet the Team, a Flyers season ticket holder event.

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investment of resources spent on the creation of this dedicated department, the organization sees the benefits as a must-have. Chesapeake Energy Arena, home to the Thunder, has a season ticket base of 14,000 people, and whether a given fan at the game is courtside, owns a suite, or is sitting in “Loud City” in the last row of the build-ing, they will be assigned to one of the Thunder’s account managers. This individual’s sole priority is to provide each one of these fans, regardless of price point, a genuine and meaningful relationship.

A season ticket holder at the Thunder can expect their account manager to know them on a personal level. This in-cludes, but is not limited to, knowing buying habits, utility of tickets, share partners, and interests outside of basketball, so they can create meaningful programs for each customer. These events are not one-time gatherings either. The Thun-der give their retention managers the ability to create and decide what type of program would be best for each client. “We create well over 100 events a year that can range from 20 people to 200 people,” states Byrnes. “It’s the account manager’s responsibility to create the event that best pairs up to what the client’s needs and wants are.”

Events are specifically catered towards the desires of a client. For an account made up of a family, the Thunder have worked with the local children’s theatre and science museum for unique events. If the season ticket holder is more interested in the finer things of life, there are wine tastings offered to them. With exciting offers like these for current season ticket holders, the result has been high renewals (98% in the most recent renewal campaign) and comprehensive customer satisfaction. And while the on-court success of the team certainly contributes to the high renewals as well, the Thunder believe their approach is necessary to create a community atmosphere, supplying high retention levels if the wins and losses aren’t looking quite as nice as they are now.

The Thunder got a taste of this confirmation during the NBA lockout when the team was trying to preserve some sense of connection with its fans. According to Byrnes, during this time was when the organization felt their ef-forts and investments of building a community had been validated. “One of the most overwhelming things that we heard [season ticket holders] say is that they missed going to the games; they missed seeing their friends; they missed seeing the energy in the arena on game nights.” This type of feedback illustrates the value created in the consumer experiences and personal connections that are core to the Thunder’s retention program.

An Oklahoma City Thunder account manager interacts with a season ticket member during a recent Thunder game, engaging in a real-time review of their account and executing a renewal via an iPad presentation.

“there are not many teams that ignore the value of retention, but i know that we are making a significant investment by having 14 people on our retention staff.”

– Brian Byrnes, oklahoma City Thunder

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tHe DeViL is in tHe Fan exPerienCe DetaiLsAt the Prudential Center, home of the New Jersey Devils, the idea is the same, but the approach is a little different. Focusing on three main aspects of retention, the Devils place a concerted emphasis towards value, access, and expe-rience. Rich Krezwick, President of Devils Arena Enter-tainment, is at the front of the organization’s push towards customer loyalty. “Retention is at the forefront of what we try to do on the ticket side of our business. We realize that the value in retaining someone is so important when com-pared to the amount of effort and expense that goes into trying to find someone new to bring in.”

The Devils use a staff of four fan experience representa-tives within their sales team to lead retention efforts. These four employees focus on creating a relationship with all season ticket holders that leaves the realm of business and heads towards the way of personal. “When you see [the fan experience representatives] with season ticket holders on the main concourse, and they’re talking about their families and stories and really personal things in the sense of how you connect with people, the value of that is how this whole program has really taken off,” Krezwick adds. “You’re not just dealing with the fans, you’re dealing with people that you know, and I think that our fans have really found that to be something unique.”

When fans feel comfortable during events at the Pru-dential Center, it can also be attributed to the organization’s effort to have several in-game touch points to let their customers know they care about them. It is not uncommon for a member of the fan experience team to invite a season ticket holder to an in-game ice cream social or something in that manner. These touch points are implemented not because there is a problem, but because the staff wants to ensure that they are always able to talk with their customers no matter the situation. Once this form of trust is devel-oped between a representative and their account, it becomes much less daunting when it is time to solve a problem or ask for a renewal.

While the fan experience team is charged with devel-oping these all-important relationships, the Devils sales representatives are not completely off the hook when they complete a sale. These reps are encouraged to maintain re-lationships as well. If this happens appropriately, then when it comes time to renew on a seat the next season, the ticket holder feels comfortable enough to sit down and talk about it. “If you work with people to put them in a position where they can enjoy the experience, how they’re becoming a fan, and how they’re interacted with from an organizational standpoint, then as you progress, they change and evolve,” contends Krezwick. “You can then help them into the next

stage of what it is they’re going to do as a fan, and I think they value that.”

renewing CoLLege CUstoMersProperly administering efficient retention programs is not limited to professional sports alone or just to season tickets. At Louisiana State University, home of the Tigers, spon-sor renewals are viewed just as importantly. According to Chris Kosmala, an Account Executive of Corporate Sales, Sponsorship, and Marketing, the Tigers place a high value on treating their existing customers appropriately, so they can spend their time activating instead of searching for someone new. “If your proper renewal efforts aren’t there, it’s like standing in quicksand,” says Kosmala. “The renewal is a primary focus, and our primary goal is to make them feel like part of the family.”

It doesn’t hurt to have one of the top football programs in the nation, but LSU sponsors are also involved in other sports from baseball to volleyball. While many college athletic departments may not have the funding of their professional sports counterparts, there are still many efforts they can make to retain. As is common practice, a simple connection of businesses can make a sponsorship valuable. In order to make sure their sponsors remain happy with their investments, LSU also provides amenities such as catered tailgates or pictures with the mascot. The athletic department also treats their big name investors to an away trip with all expenses paid.

The idea of retaining current clients has never been more relevant to the industry. With occupancy rates and seat licenses going down, it’s time for organizations and univer-sities to realize the importance of using the most valuable information they have – their own fans – to develop the right approach to business. So if a team is trying to decide what type of investment retention deserves, they should remember that coffee is for closers, but a lot more people will drink it with some sugar. #

Are you thinking of creating your own retention staff?Write to Ryan at [email protected], or connect with him onLinkedIn at www.linkedin.com/in/ryanmirabedini and followhim on Twitter at www.twitter.com/Ryan_ALSD.

How big sHoULD YoUr retention staFF be?some existing retention staffs By the numbers:

new Jersey devils 4 employees

Philadelphia flyers 8 employees

oklahoma City Thunder 14 employees

FoLLow @seat_eDitoron twitter For Moreretention news:DoLPHins Hiring a Dir.oF MeMber retention

CoMing UP next:a new FaCiLitY iCon CoMes to MLs


The Houston Dynamo sold zero luxury suites on a lease-basis in their first six Major League Soccer seasons at 70-year-old Robertson Stadium. Now the club has a premium inventory that includes 36 suites and 1,100 club seats. The new BBVA Compass Stadium is ushering in a new era for the Dynamo and for MLS and is a new icon for the City of Houston.

By Jared Frank, Editor, SEAT Magazine

When the new BBVA Compass Stadium opens in Houston on May 12th, it will rep-resent a feather in the cap of Major League Soccer – a league which continues on the up

and up. The new home of the Dynamo is the first soccer-specific stadium to be built in a downtown district in North America. “The downtown location reflects the audience – the young, urban, and savvy consumer that MLS attracts,” says Bryant Pfeiffer, VP of Club Services at Major League Soccer. “It is also a reflection of the international center that the City of Houston has become.”

Not only is the stadium breaking new ground for MLS, but it is a first-of-its-kind in the crowded sports landscape of Houston. And its originality starts with the stadium’s premium seating.

SuiteS LeSS than ten RoWS fRom the PitchThe Houston marketplace is flooded with suite ameni-ties. With Minute Maid Park and Toyota Center located a stone’s throw away, and Reliant Stadium and its 193 suites just 15 minutes down the road, BBVA Compass Stadium had to bring something new to its 12-acre table to differen-tiate itself from the competition. One way the Dynamo and the stadium’s designers from Populous accomplished this

differentiation is by bringing the suites closer in proximity to the playing surface. The 36 suites along the sidelines at BBVA Compass Stadium are less than ten rows from the pitch.

In addition to increasing their value proposition, the location of the suites, which are all situated off the main concourse, also assists in meeting a tight budget. “It’s actu-ally a little cheaper to build [the suites] on the concourse,” explains Jeff Spear, Populous Project Architect for BBVA Compass Stadium. “You give up some privacy with where they’re at because [suite holders] have to walk on the main concourse to get to them, but it was a matter of spending the budget dollars that were available while giving suite holders views that are unrivaled in major sports.”

“We wanted to go down farther and create a lower bowl, but we couldn’t because of the water table,” adds Chris Canetti, President of Business Operations for the Dynamo. “So what we ended up with were suites that are incredibly low to the pitch. It makes us very unique.”

fRom 0 to 36 in one SeaSonFrom the corporate community, the club has seen a huge uptick in response to the new facility. At its old grounds (70-year old Robertson Stadium), a multipurpose facility

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Best in Show: Chris Canetti explains the stadium’s efficient design: “While it was based with budget as a priority, it works. Some of the things that came out of it as a result make it one of the best stadiums in the league.”

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which the University of Houston football team also calls home, the VIP amenities that companies look for simply were not available. The Dynamo sold suites only on a game-by-game basis. In fact, they did not sell one suite in six years on an annual basis. Now the club is selling 31 of its suites on a 3-year license, keeping two for their own use, and sell-ing three party suites on an event-basis. Their freshness and uniqueness in the marketplace is one of the biggest reasons why the Dynamo only have three suites left for sale at the time this article is being written. Moreover, business in ev-ery category has at least doubled for the Dynamo since the groundbreaking for the new stadium. “We’ve been able to sell things not only more in volume, but at a more premium price,” Canetti says.

Going from selling zero leased suites to 31 in one season brings multiple changes to the organization. One change this season for the Dynamo is an expansion to the club’s client service team. What used to be a skeleton staff of two is now a more “meaty” customer service team of six. This team now has a reasonable account to executive ratio to continuously connect with seat holders to make sure they’re happy, using their tickets, and aware of all the other new

benefits of being a ticket holder. “Good old fashioned cus-tomer service is another way we can differentiate ourselves,” contends Canetti. “This premium business is new to us. So we have to think harder, over-deliver and be extra prepared for everything that comes with it.”

All suites have the same footprint and are designed with an “urban loft” feel – an industrial style inspired from the surrounding East End neighborhood of Downtown Hous-ton. Materials throughout the venue are simplistic. Dynamo fans will find exposed steel, metal coil drapery, dyed and polished concrete, and metallic paint balanced with natural granite and the warmth of hardwoods. “[The wood], in par-ticular, acts as a cue amongst the more industrial finishes, drawing people toward it,” explains Alan Bossert, Populous Interior Designer for BBVA Compass Stadium. “Anything that people can touch and feel we tried to reinforce with the use of stone or hardwood, being that they are tactile materials.”

The suites get down to brass tacks in terms of accoutre-ments – flat screen TVs, refrigerators, comfortable seating, and 14 tickets with the ability to purchase two additional SRO’s. By the Dynamo’s own admission, the suites were designed just to be “functional.” “The selling point is what’s in front of you here,” Canetti points out. “This incredible view (less than ten rows from the pitch).”

cLub Seating fRom eveRy PeRSPectiveThe next premium seat opportunities available at BBVA Compass Stadium are the approximately 1,100 club seats

MLS Goes Downtown: Bryant Pfeiffer details the significance of MLS’ first soccer-specific downtown stadium: “The downtown location reflects the audience – the young, urban, and savvy consumer that MLS attracts.”

Renderings courtesy of the Houston Dynamo

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– Jeff Spear, Populous

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spread over three options – all offering a different perspec-tive of the match. 1) The ultra-exclusive President’s Club seating which is directly in front of the VIP Club Lounge; 2) The 100 Level club seating which is right behind the team benches; and 3) The 200 Level club seating which is above the club lounge in the upper deck.

Where BBVA Compass Stadium is unconventional with its suites down low, it is just as unique with a portion of its club seats at the 200 Level (the upper deck). But with the facility reaching only 70 feet at its highest elevation, this layout seems to work. “Some people like to watch the game from an altitude perspective and see the play develop,” states Canetti. “You’re still so close to the action in these seats, and you have the [VIP Club Lounge] right below you. These 500-plus seats sold out very quickly.”

The three sections of club seats located at the 100 Level (the lower level) offer those fans that want to be closer to action an opportunity to sit right behind the team benches if they don’t mind walking upstairs to get to the club lounge.

The third club seat option, which sold out in three days, is the most elite seat in the stadium – three rows of 214 total seats adjacent to the club lounge known as the Presi-

dent’s Club. These seats command $3,500 per year for the best views at mid-field, direct access to the lounge, and ten events in addition to the 20 Dynamo home dates built into their packages. For all club seat and season ticket pricing and a seating diagram, go to www.houstondynamo.com/tickets.

Additional events at BBVA Compass Stadium that the Dynamo will pursue include concerts, festivals, boxing matches, high school sports, international soccer friendlies, and other special events. AEG, which owns 50% of the Dynamo and retains operating control of the club, should help draw 4-5 big concerts per year. Minority owner and boxing champion Oscar De La Hoya and his Golden Boy Promotions are expected to attract boxing to the new sta-dium. BBVA Compass Stadium will also serve as the home field for Texas Southern University football. All in all in a full year, the Dynamo would like to host 40 events. One of the first non-soccer events will be a June 23rd U.S.-Italy rugby match – the first international event held at BBVA Compass Stadium and the only international rugby event in the United States in 2012.

the viP cLub LoungeAll suite holders, club seat holders, and President’s Club seat holders have access to the VIP Club Lounge on the stadium’s west side before, during, and after events. The club lounge, sandwiched between the 100 and 200 Level club seating sections, is an interior/exterior space. Inside, patrons have access to high-end food and beverage service, includ-ing a 4-sided bar and carving station. A modern bi-fold garage door can be lifted, allowing an open flow between the inside and an outdoor terrace that overlooks the pitch. A combination of high-top tables and lounge chairs are scattered throughout the climate-controlled interior and the outdoor patio deck, promoting a highly social and comfortable premium experience. Food and beverage in all suites and club seats will be paid for on consumption.

Premium seat holders will enter BBVA Compass Sta-dium through a private entry to a high-end lobby on both the east and west sides at midfield; and on the west side, can take the elevator or stairs directly up to the club lounge. Aside from the club, in this lobby are the only private, upscale restrooms available to premium seat holders in the stadium.

a PLace in the houSton Sun It’s hot in Houston in the summer. Really hot. And a lot of Dynamo fans perceive sitting on the east side of the stadium as a negative, as they will feel the brunt of the sun’s heat as it sets over BBVA Compass Stadium. Or will they?

Top: Inside the stadium’s west side private entrance, premium seat holders can take the elevator or stairs up to the VIP Club Lounge.Bottom: A combination of high-top tables and lounge chairs in the VIP Club Lounge makes for a highly social experience.


“It’s not really a problem in this stadium,” clarifies Canetti. “We’ve done all the sun studies. But the people of Houston for six years have already been cultured to not want to sit on the east side.”

To provide these seat holders with their place in the sun (or in this case, their place in the shade), the Dynamo created an experience on the east side for the three center lower level sections called Center Circle seats to make it feel more attractive. These Center Circle seat holders have access to a lounge that gives them a premium experience and addresses the heat.

The air-conditioned lounge increases the value of the Center Circle seat experience with amenities such as a bar, finger foods, private restrooms, and flat screen TVs. Off the back of the lounge is an expansive patio visible to fans walking along the sidewalk in front of the stadium. “It’s an experience that is exclusive and private,” Canetti says. “It’ll be a positive memory and something [Center Circle seat holders] will talk about.”

noRth and South PaRty deckSAlthough the bulk of the premium seating options at BBVA Compass Stadium is located along the east and west sidelines, the north and south end zones behind the goals also offer a premium opportunity and social atmosphere for group parties of up to 100 people. These areas come with a

pre-paid food and beverage package. The south party deck is protected from the elements by the stadium’s canopy which extends 125 feet over the sound end zone. It will also serve as the stage area for concerts held at the stadium. The north party deck is sponsored by Budweiser and nearly identical to the south end with the exception of the roof protection.

the beSt conceRt SeatS in the houSeParty suites, partitioned into three separate spaces for purchase, are located in the southeast corner of the stadium. These spaces are priced at $3,000 per third for Dynamo matches and come with 16 tickets and food included. It happened by accident, but these suites offer the best sightlines for concerts, being closest to the approximately 5,000-square-foot stage. “I can imagine when a big act comes through, someone buying this whole thing,” envi-sions Canetti. “With 48 tickets and the indoor/outdoor seating, we’re going to get a big number for this.”

deSign on a dimeAs has been alluded to already, the design of BBVA Compass Stadium was driven largely by budget. The stadium and infrastructure construction costs for the new 343,500-square-foot facility came in at $80 million, which balloons to $95 million when including the land. Compare that to the $200 million price tag on LIVESTRONG Sporting Park, completed last year in Kansas City, and one sees the need to be efficient with the design. “The whole design was based on a bottom-line budget with no ability to go a dollar over,” Canetti confirms. “What’s interesting about it is while it was based with budget as a priority, it works. Some of the things that came out of it as a result make it one of the best stadiums in the league.”

“this premium business is new to us. So we have to think harder, over-deliver and be extra prepared for everything that comes with it.”

– Chris Canetti, Houston Dynamo

In or Out: Premium seat holders can choose to enjoy a Dynamo match from inside the VIP Club Lounge or from the adjacent outdoor terrace overlooking the pitch.

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“Budget is one thing; what you do with it is another thing entirely,” echoes Spear. “[The Dynamo] were very strategic about where they wanted to spend their money. They wanted to get the most bang for their buck, and they ended up with a very interesting stadium.”

The project is a private-public partnership with the lion’s share of the money ($60 million) privately funded. Twenty million dollars was funded publically through Tax Incre-ment Reinvestment Zones (TIRZ). TIRZ are special zones created by Houston’s City Council to encourage invest-ments in different neighborhoods that would otherwise not spur economic development. In turn, a higher tax base is generated, and the increments of those tax bases are set aside in a fund to finance public projects within the bound-aries of the TIRZ.

The general fan base will enter BBVA Compass Stadium through one of four main entryways at the building’s corners and are led to the stadium’s 21,600 seats by one 360-degree concourse, 32 feet wide on average. “Again, [the one concourse] is by the need of the budget,” says Canetti. “But it works really great. It makes it very efficient and effective.”

Around the concourse and in the seats, the stadium offers many new amenities for all fans. For the club’s supporters groups, they will enjoy seats right behind the south goal, closer to the pitch than compared with Robertson Stadium. For all fans, the Dynamo are installing a Wi-Fi network and DAS system to cover wireless and cellular needs for all 21,600 fans in attendance. Also, all club supporters will now be able to purchase Dynamo gear at the stadium. The Dy-namo never had a team store before at their old home; now, they will have the largest team store in any MLS stadium.

the SignatuRe ShimmeRing cRoWnThe trademark of BBVA Compass Stadium is certainly its exterior skin – a “tough” looking surface that reflects the industrial heritage of the East End downtown site and incorporates the Dynamo brand. “The stadium design is unique to the city, both in structure and use of the club’s signature orange color,” Pfeiffer observes.

The Dynamo wanted a style that is not only unique to the sports facilities of Houston, but also to all of soccer. The result is the 94,000-square-feet of tessellated 1/8-inch thick aluminum mesh, which allows for air circulation and resembles the facets of a diamond, catching the Houston sunlight in different ways to create a sparkling façade. “[The skin] was a way of saying, ‘We’re here to make a name for ourselves,’” explains Spear. “The idea was to break the mold and wrap it in a shimmering metal crown.”

At night, the metal façade will shift from “shimmering

bbva compass Stadiumat a glance:

estimated cost: $95 million (including construction, infrastructure, and land)

Seating capacity: 21,600

Suites: 33 luxury suites 3 party suites

club Seating capacity: 1,100

Stage: 5,000 square-feet (located in south end zone)

Locker Rooms: 1 Dynamo locker room 4 multipurpose team locker rooms

Site Size: 12 acres (522,720 square-feet)

building Size: 343,500 square-feet

Structural concrete: 13,800 cubic yards

Structural Steel: 2,200 tons

Partners: Harris County City of Houston Harris County-Houston Sports Authority Houston Dynamo

f&b Partner: Levy Restaurants

operator: AEG

architect: Populous

construction manager: Manhattan Construction

Industrial Revolution: The stadium’s interior reflects the industrial heritage of Houston’s East End, embracing an “urban loft” feel with finishes such as metal coil drapery pictured here.

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metal crown” to something more transparent, revealing the activity within, or with simple lighting dramatic effects, to a canvas or billboard for artistic or commercial images to be projected onto. No matter the natural lighting conditions, the exterior makes the building visually interesting and instantly recognizable.

buiLding a betteR houStonThe instant recognition brought on by the façade will return great value to BBVA Compass Bank whose naming rights partnership with the Dynamo has been valued at $20 mil-lion over ten years. BBVA Compass is also partnering with the Dynamo on their “Building a Better Houston” initiative to utilize soccer and the new stadium to make a positive impact on the community and revitalize Houston’s East End through programs focusing on education and physical fitness for local elementary school students and sustaining the environment. BBVA Compass Stadium is on track to be LEED-certified and become the most environmentally-friendly stadium in Houston with the majority of construc-tion waste diverted from landfills by recycling steel, glass, concrete, other materials.

The Houston community has already benefitted from the 1,500 jobs created by the stadium’s development and construction. Once the stadium opens, an additional 300 jobs will be added. Further, BBVA Compass Stadium is expected to generate $32 million for the local economy and is largely responsible for a new east-west light rail line that will be completed in the next two years and connect the stadium with neighborhoods of Houstonians who might never have had a reason to visit the East End or an opportunity to see a Dynamo match. “We expect [the light rail] will be significant because it goes right down to a high Hispanic neighborhood,” asserts Canetti.

the hiSPanic maRketConnecting with the Hispanic market of Houston is valu-able for both the Dynamo and BBVA Compass Bank – a Spanish company which has its Investment Solutions division based in Houston. According to a recent ESPN/Luker poll, professional soccer is now the second most popular sport in the United States behind the NFL in the 12-24-year-old age group and the most popular sport amongst Hispanics in the same age group. Further, ac-cording to the 2010 U.S. Census, approximately 25% of Houston’s population is under 18 years of age and almost 44% of the city’s population is of Hispanic or Latino origin. These numbers demonstrate the necessity for BBVA Com-pass Stadium to be accessible to and embraced by young Hispanics.

SaLeS to date“We have the internal rally cry to sell out every game,” reveals Canetti. “We think we have the makings to be able to do so.”

The Dynamo sit at just north of 10,000 season tickets sold at the time this article is being written – more than double the previous year’s season ticket base. The club finished in the middle of the league standings at the gate in 2011 which marked the MLS’ highest average attendance in its 16-year history. With the anticipation of selling a few thousand more season tickets before the May 12th home opener against D.C. United, which is already sold out three months in advance without going on sale to the public, and the expectation of selling more after the stadium opens and fans have the opportunity to experience it, the Dynamo have a real shot at selling out all their home dates. “We want to be up there in the top-5 season ticket bases in MLS,” outlines Canetti.

a neW icon“The construction is on schedule and the sales of the sta-dium are too,” Pfeiffer states. From its new luxury suite and season ticket sales to its external skin, BBVA Compass Sta-dium is set to make its mark on the Houston sports venue landscape and beyond. Clearly, more than the first hurdle has already been cleared. The Dynamo now have suites sold with 3-year license agreements; they have a naming rights and community partner; they have gained a foothold within the Hispanic market; they have a team store at the stadium; they have a recognizable, signature façade. And most importantly, when the orange carpet is rolled out May 12th, for the first time, the Dynamo will finally have a home to call their own. #

Which BBVA Compass Stadium design element do you find most interesting?Write to Jared at [email protected], connect with him onLinkedIn at www.linkedin.com/in/jaredfrank, and followhim on Twitter at www.twitter.com/SEAT_Editor.

Like the Association of Luxury Suite Directors on Facebook to view photos of Jared’s visit to BBVA Compass Stadium.

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business in every category has at least doubled for the dynamo since the groundbreaking for the new stadium.

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A recent survey completed by 38 teams from Major League Baseball, Major League Soccer, the National Basketball Association, the National Football League and the National Hockey League sheds light on the best approaches for retaining sponsors.

Authors and Researchers:Dr. Peter Titlebaum, Associate Professor, University of Dayton and Research Director, ALSDTodd C. Koesters, MSA, JD, Assistant Professor, University of South Carolina

Sports teams are more concerned than ever before about sponsor retention. A recent survey was completed by 38 sports teams from the NBA, NFL, NHL, MLB, and MLS. The top-10 survey

responses provide direction for best practices from the perspective of the teams. While the industry is still dealing with economic change, it is helpful to see the ways teams are keeping sponsors happy. A variety of tools are shared that can be implemented into effective renewal strategies and everyday business plans.

1. Know youR pARtneR’S buSineSS to eStAbliSh A RelAtionShip

It’s easy to fall into the trap that sport is the most impor-tant thing to sponsors, or that their business needs sport. Most people hear or read about sports every day. However, successful partnerships are never one-sided. Both parties need to feel valued. Knowing and understanding the client’s business is vital to the value proposition for them. After all, a relationship is a two-way street with both parties deliver-ing value.

2. MAintAin the objectiveS of the coMpAny

While knowing the client’s business is critical to develop-ing the relationship, knowing their long-term goals and short-term objectives is also crucial to delivering solutions. Teams must know why a company invested in sport in the first place. Additionally, do not assume that just because they made the purchase, they have a plan to implement strategies to meet their objectives.

3. DeliveR top SeRvice AnD expeRienceS

While a team will lose games, this should have little to no impact on the experience, as rarely does the market-ing department impact on-the-field success. However, the marketing department can determine whether or not the event is a win or a loss for clients. Premium pricing needs to deliver premium service. Little things like the quality of the food and service speaks volumes, and if teams do the little things, they will feel like they and their clients have won, regardless of the scoreboard.

StrategieS and BeSt PracticeS to KeeP SponSoRS coMing bAcK

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4. MonitoR All ASpectS of the DeAl

Life is in the details, and so is the contract. All teams have is their word, and sponsors are expecting teams to fulfill their promises. It is not the sole responsibility of the client to ensure that they are utilizing contracted assets to the fullest extent. Properties need to monitor the contract throughout the relationship and assist clients in maximizing utilization of the assets.

5. oveR-DeliveR on the client’S expectAtionS

While life is in the details of the contract, meeting contract expectations is sometimes not enough. As clients evaluate programs, they do not just ask what is working, but also what is delivering more than expected. Properties must over-deliver on the client’s expectations. For example, the contract may stipulate that the client is to receive four es-corted field passes during pre-game activities. Delivery and execution of the passes is what is expected. Having an as-sistant coach, player, retired player or cheerleader say hello, sign autographs and/or take a picture makes the experience much more valuable. The cost to the team is nominal while the value to the client is immeasurable.

6. be upfRont when thingS Don’t go AS plAnneD

Sometimes things go wrong. It’s how teams handle these situations that can determine whether or not a company will keep doing business with the organization. Be upfront and tell sponsors what happened and what action is being done to rectify the issue as well as what is being done to ensure it does not happen again.

7. intRoDuce SponSoRS to otheR potentiAl buSineSS pARtneRS

Many teams have started B2B events and think that is as far as they need to go, but this may not be the case. Teams might have to play matchmaker and make the introduction.

8. cReAte vAlue by builDing AnD leveRAging expeRience

Do not discount the value of everything gained over time through experience. That experience needs to be shared with clients who don’t necessarily know how to maximize their investment. If teams assist partners, then they are more valuable.

9. incentivize eARly RenewAl with giftS

Everyone likes getting a gift. Premiums are part of business today, and they take many different forms. They can be as simple as a discount, a creative payment plan, or a one-of-a-kind gift that is personalized for the recipient.

10. pRoviDe tiMely AnD ongoing RecApS

Annual recaps have become the norm in sport today. How-ever, the timing of recaps can be the difference between a renewal and a non-renewal. Recaps should be thought of as ongoing progress reports and not just annual reviews. The team that continually reports progress is more likely to identify issues before it is too late. Additionally, keep in mind that the recap should be specific to the client’s needs and objectives.

In summary, while these tools can be effective for increas-ing renewals, it is important to understand that they are part of a process. Renewals take effort and don’t just hap-pen. Sometimes all these techniques are followed, and the business is still not retained. But following these survey responses will increase a team’s chances. #

Are you a team, venue or company interested in participating in future research in the areas of premium product ownership, sales and/or marketing?Contact Dr. Peter Titlebaum at [email protected] or at 937-229-4222.

coMing up next:unDeRStAnD coRpoRAtionS’objectiveS with the SponSoRShip heAlth RepoRt

MoRe ReSeARchon AlSD.coM:www.AlSD.coM/ReSeARch


INTRoDUCINg THe SPoNSoRSHIP HeALTH RePoRT: unDeRStAnD youR clientS’ objectiveS

SeAt: Give us a quick rundown of what the Sponsorship Health Report (SHR) actually is.beDnAR: The Sponsorship Health Report is a com-prehensive report on the “health” of the sponsors that are connected to a sponsored property. For instance, a SHR for a Major League Baseball team would include its top-tier sponsors having some relationship with the team. Much like an annual physical with a doctor, this report identifies the relative strength of the relationship between the sponsor and the sponsored property.

The mistake we have seen so often in the past is a focus by the sponsored property on those relationships that are coming up for contractual renewal during a current period – say a year or six months. The decision to sponsor a property is often made via a complex web of relationships and circumstances within a company. It does not depend solely on the contractual period and renewal time period. In fact, there are a variety of factors – both internal to the company and environmental – that can greatly influence, if not determine the decision to renew a sponsorship relation-ship. Our SHR alerts properties to these factors using a very simple green, yellow, and red coding to ensure they are focusing on relationships that are in the greatest jeopardy of non-renewal.

One factor in our algorithm is the timing of renewal, but it also takes into account several other factors in determin-ing the risk of non-renewal. Think of it this way: the vast majority of properties focus their client relationship efforts on companies that are close to the contractual renewal time which is akin to focusing your health care on when your an-nual physical is due. Imagine if you were experiencing some sort of unusual pain or identified a lump in your skin, and

said, “No worries about that now. We can wait until the an-nual physical.” The SHR allows for immediate and constant analysis of the health of your sponsor’s business life.

SeAt: What need is fulfilled by your new Sponsorship Health Report (or Premium Seat Health Report)?beDnAR: As the global head of sponsorships for Bank of America, I was consistently approached by the properties we sponsored only when the renewal period came around. During non-renewal periods, or the vast majority of the time of the contractual relationship that might last over five years, we received very little attention to ensure the health of our relationship other than great attention to seat loca-tions and access to playing fields. Meanwhile, back in the main bank, a myriad of forces were twirling and influenc-ing these highly visible marketing spends. This disconnect between the knowledge of the business environment at sponsors and the relationship to properties felt like a true opportunity for us at Hyperion Marketing Returns.

SeAt: How did you come up with the idea for the Spon-sorship Health Report? beDnAR: I came up with it after leaving [Bank of America] and setting up [Hyperion Marketing Returns] with Mark Rockefeller. The lack of basic business acumen at sponsored properties was wildly apparent during my discussions with most of the teams and leagues we dealt with. There is a true need to change the way teams and leagues do business today from pure entertainment and brand awareness focus to that of a true business relationship similar to other business relationships of the sponsors.

Premium seat and sponsorship salespeople on the property side too often focus just on the real estate they sell – i.e., suites, seats, signage, and sponsorship space – and only during a renewal period. Former Bank of America executive, Ray bednar, says it's time to focus on the corporations' objectives throughout the life of their marketing investments. And he has developed a program that does just that.

Interview by Bill Dorsey, Chairman, ALSD


SeAt: Do you believe teams really understand the needs of corporations? What do teams need to better understand about their customers? beDnAR: There exists such a basic disconnect between the teams’ and corporations’ needs that a truly game-changing, relationship-differentiating opportunity exists for those teams that change the way they approach these relationships. By focusing on the business goals of corporate sponsors, they can highly differentiate themselves from other marketing investments and thus survive the spending cuts that the economy is forcing on so many companies. The stress of reduced business makes these issues all the more apparent.

SeAt: When you were at BOA, who were your superiors who signed off on hospitality/sponsorship deals? beDnAR: It varied, depending on the level of the invest-ment and to some extent the visibility of the relationship. Suite and hospitality deals were normally very much under the radar. The sponsorship of leagues and major teams was often shared with all the influential business execu-tives in the various operating banks – wealth, consumer, corporate, etc. – in the organization. This is true for many corporations. The people on the frontline dealing with the suite renewal or the sponsorship renewal rarely are the sole decision makers. To focus on them is to focus on but one of the many important parts of the decision making process within a corporation.

SeAt: How did you justify ROI to your team at BOA? beDnAR: Via a very rigorous, Six Sigma-based method-ology that I outline in my book, Sponsorship’s Holy Grail. We developed such a stringent analysis process that we were able to have our then-chairman, Mr. Ken Lewis, testify to our government that for every $1 we spent on a relationship with a sponsored property, we received back $9 in revenue and $3 in net income.

SeAt: Ideally, what will be the true benefit for the teams if they choose to utilize this service? beDnAR: A greater understanding of how their partners work, the pressures their partners face in justifying these highly visible investments, and how to build both the team and the corporation brands.

SeAt: Are the costs reasonable? How do you price out the service? How do you justify the price to the teams them-selves? beDnAR: The price is based on the number of sponsors tracked and reported on and the number of reports issued per year. Generally, we produce one prime report that is the most extensive in nature, followed by three other quarterly update reports to keep the prime report up-to-date with any changes in the health of the sponsors. Additionally, many clients ask that we train their client management staff in how business operates in a corporation and how they can best approach building programs that build on the tangible business results corporations need to justify continued investments.

SeAt: Are you working with any teams to date? What about leagues? What are your goals in this area? beDnAR: Our policy is to never discuss our clients. So I cannot report names to you – just that this process works.

About RAy beDnAR:Ray Bednar is considered by many to be one of the world’s true experts in evaluating sponsorships. As Senior Vice President and Global Sponsorships Executive at Bank of America (BOA), Bednar specialized in understanding exactly what corporations received in return from their sponsorship invest-ments. Bednar created a methodology outlined in his book, Sponsorship’s Holy Grail, which allows corporations to evaluate sponsorship in light of their specific business goals.

Bednar’s experience is impeccable. At BOA, he managed sponsorships with MLB, NASCAR, NFL, the U.S. Olympic Team, the Chicago Marathon, and others. Before he began his job at BOA, Bednar was CEO for PRISM North and South America, a global agency focused on sponsorship and event strategy and acti-vation. During his time at PRISM, Bednar developed comprehensive marketing strategies for clients such as DuPont, Xerox, HSBC, and Samsung to name a few. Prior to his involvement in PRISM, Bednar served as General Manager and President with General Electric, where he gained extensive experience in the marketing application of Six Sigma.

The SHR alerts properties to sponsorship factors using a very

simple green, yellow, and red coding to ensure they are focusing

on relationships that are in the greatest jeopardy of non-renewal.

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The RelaTionship MaRkeTeR Coming to 360 Premium Seating from the Miami Dolphins, where he spent the past nine years, Lassiter has formed relationships with countless suite clients. Today in the same South Florida market, he is not necessarily encouraging clients to switch their premium allegiance, but rather, he is inviting his former clients to “look at our premium product and the difference it can make in their business entertainment and their overall hospitality spend.”

Though he’s bashful about it (and those who know Lassiter would use “bashful” as the last word to describe the jovial father of four), his success stems from his honest like-ability as a relationship marketer. He recently secured a meeting with a former client, one who once contemplated eliminating premium entertainment from his budget when he first met him at the Dolphins six years ago. Las-siter was able to salvage the relationship by providing “an option that best fit the client’s needs.” That client is currently in the contract phase with Lassiter for a Club RED mem-bership, likely becoming his largest sale with the Panthers to date.

Lassiter asserts, to truly sell, “you have to be passionate about what you’re represent-ing, about what you do.” When he started his career at Gillette, he says “My cabinets and drawers were stocked with the product. I convinced friends and family to switch. I was a Gillette guy.” His point? A salesperson has to become a product of what he or she repre-sents, and he or she has to do more than just “give lines.” Lassiter rests his hat on believing in what he’s selling. “I wouldn’t be saying it if I didn’t.”

With his faith as his foundation, his parents as his backbone, and his own immedi-ate family as reinforcement, the guy is real. In the end, he’s made his mark on the sports industry and has become a brand all his own, a cut from a different mold, one that now “Believes Red.”

– Amanda Verhoff

To learn more about Club RED, visit: www.clubred360.com.

InduSTry And ASSocIATIon nEwS, conTInuEd

Some of the secondary companies deliber-ately re-market tickets on multiple websites they own under different names. One com-pany I know owns at least 13 websites – all trying to get listed higher on a Google search engine somewhere.

Have you noticed I have not even men-tioned just about the biggest change of all? Suites. With the invention of suites, tickets in most cases are not sold day-by-day but are “leased.” The suites have inflationary escalator clauses built into the leases.

Suite leases, when the economy down-turned, begot other ticketing products: partial suites and shared suite leases. There are now companies who pay a price for a suite and are re-packaged into multiple venues on a one-by-one basis. There are other companies who take an ownership stake in a team’s suite market and then break up the lease and sell suites one-by-one to corporations who only want a suite now and then. There is another company who is about to provide trade suites from corporation to corporation, market by market.

We have not talked about 60% of the pre-mium seat marketplace: club seats. Should we even bring up personal seat licenses, the venue financing tool which requires ticket purchas-ers to first invest in the right to own tickets before they actually can purchase a ticket? Club seats are a primary target of this group. And what about equity seat rights, where fans purchase seats like a house with a 30-year mortgage?

What happens when a corporation owns a suite, but the lease of the suite only allows ac-cess for the primary tenant such as a football game? What happens when a concert comes to town? Now the suite/ticket holder is usu-ally given a right of first refusal to buy that ticket. If they don’t choose to exercise that agreement, their suite can be re-sold to others on the free market, but only after a one-day lease agreement is signed, and the one-day suite holder pledges to not damage the suite less they incur all liability damages.

But these major concerts and events are worth the risk, I assume. For games like the Super Bowl, most lease holders give up their tickets to the event rights holder (not always, but usually). Then the event rights holder sells these tickets through multiple sources,

although lately, it has been to a hospitality ownership group who buys the rights and then re-sells to the market.

These are major events, so the tickets become souvenirs. Thus enters the souvenir ticketing companies. Now a ticket is no lon-ger just a ticket; it is something you can resell over the Internet. There are several souvenir ticket companies. You know their names.

And so it goes. In the end, this all leads surprisingly to a

free market in a sense. At the recent INTIX (International Ticketing Association) show I attended, the secondary market companies, who were once hated by the teams and the primaries, were openly embraced. The prima-ries and secondaries are all partners now, in a sense. They compete, but then again, they seem to need each other. All the while, they are all trying to make a buck putting butts in a seat.

Clear as mud? Do you have questions about the byzantine world of ticketing?Write to Bill at [email protected].

Rick Lassiter[continued from page 24]

Rocket Science[continued from page 18]

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