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A SNEAK PEEK OF THE 2013 ALSD CONFERENCE AND TRADESHOW Page 36leading the premium seat industry www.alsd.com winter 2013S E A TP 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 sTHE CORPORATE TICKETMARKETPLACEPAGE 47Member Highlight:Southern Hospitality fromChef Tina & the Practical JokerPAGE 28The Premium Club:Decreasing SuitesBut Not RevenuesPAGE 64In the Club:A Coast-To-Coast NetworkWith Year-Round BenefitsPAGE 78

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S E A TPublished by the Association of Luxury Suite DirectorsCOVER STORYWINTER201347 THE CORPORATE TICKET MARKETPLACEHow the corporate fan handles his ticket assets has changeddramatically over the past two decades. Where does he go from here?BY BILL DORSEYFEATURES36 PRELIMINARY ALSD 2013 CONFERENCE PROGRAMThe ALSD is planning another great show for 2013. Here’s a sneak peekat the schedule of events, session descriptions, and venue tours awaitingattendees in Orlando/Tampa.64 A PREMIUM ON NEW CLUBSOn Opening Day 2013, the Cleveland Indians will usher in theexclusive Premium Club which addresses changes in premium customerdemands.BY AMANDA VERHOFF3674 GETTING FROM STREET TO SUITEPart I: Parking. Yes, we really are talking about parking in this article.While it might not sound exciting, it is of noted importance topremium seat customers.BY PETER TITLEBAUM, Ed.D. AND DEBBIE TITLEBAUM78 CLUBCORP STADIUM CLUBS GOT GAME…AND MUCH MOREThe “World Leader in Private Clubs” has partnered with college athleticdepartments to operate stadium clubs that provide amenities outside ofjust the home venue on gameday.BY PATTY JERDESPORTS TECHNOLOGY CORNER86 UPGRADING (AND UPSELLING)FROM THE CHEAP SEATSSeat-upgrade apps provide fans more control over their gameexperience, and teams more opportunities to capture data and upsellticket packages.BY TREVOR ALLISON47SALES TRAINING88 MORE FISH BOWLSBY CARY KAPLAN90 SUITE SALES REPS: WHOSE STORY ARE YOU SELLING?BY BILL GUERTINAbout the Cover: The Commissioners Club at MetLife Stadium demonstrates dramatic shifts incorporate ticket assets. As a result of these changes, the ALSD is presenting a one-day Corporate TicketImpact Conference (CTIC).78Contents continues on overleaf#SEATWinter2013 | www.alsd.com | S E A T | 7

S E A TPublished by the Association of Luxury Suite DirectorsWINTER2013Association of LuxurySuite DirectorsChairman Bill DorseyExecutive Director Amanda VerhoffPresident Scott O’Connell, Minnesota TwinsVP, Business Development Pat McCaffreyVP, Sales Scott HinzmanDirector, Sponsor and Partnership Development Dene ShielsEditor of SEAT and ALSD.com Jared FrankDesign Carole Winters Art + DesignDirector of Finance Dan LindemanFinancial Account Manager Vickie HenkeDirector of Interactive Media John Tymoski28DEPARTMENTS10 NEW ALSD MEMBERS14 ALSD STAFF EDITORIALEditor’s Note: Knocking on Opportunity’sDoorBY JARED FRANK16 ALSD MEMBER Q&A20 INDUSTRYAND ASSOCIATION NEWSWashington State University leads byexampleBirthday group sales bring life to theparty for MLL Champion ChesapeakeBayhawksFeature Recipe: Wells Fargo Centerchef brings local ingredients to hishometown arena26 THE ALSD ONLINE28 ALSD MEMBER HIGHLIGHTSEAT visits with:Dennette ThorntonGroup Sales ManagerJohn FarrellPremium Seating ManagerAtlanta Braves96 COMING ATTRACTIONS24ALSD 2013 STEERING COMMITTEEBobby Bridges, Orlando MagicKatie Stocz Miller, Orlando MagicBen Milsom, Tampa Bay BuccaneersMatt Hill, Tampa Bay LightningJamie Spencer, Tampa Bay LightningStan Macko, University of Central FloridaPlease Recycle This MagazineExecutive CommitteeJennifer Ark, Green Bay PackersChris Bigelow, Bigelow CompaniesBrian Bucciarelli, Hersey Entertainment & ResortsGreg Hanrahan, United CenterTom Kaucic, Mira WineryPat McCaffrey, ALSDBoard of DirectorsJanie Boles, Auburn UniversityMatt Borgard, Crown Imports, LLCNatalie Burbank, Utah Jazz/Salt Lake BeesAnne Campbell, Detroit Lions/Ford FieldRebecca Caven, Spurs Sports & EntertainmentRichard Dobransky, Vision for VenuesTrent Dutry, US Airways CenterLauren Fisher, Atlanta Hawks/Philips ArenaMike Guiffre, American Airlines CenterShannon Hansen, BI-LO Center/Charter AmphitheatreKaryl Henry, Oklahoma State UniversityMichele Kajiwara, STAPLES Center/AEGAdam Kellner, Chicago BearsGerald Kissel, Northwood UniversityTim Maloney, Delaware North Companies, SportserviceDebbie Massa, ROI ConsultingBryant Pfeiffer, Major League SoccerBrian Sandy, Portland Trail BlazersBlair Schmitz, University of WisconsinTom Sheridan, Chicago White SoxPeter Titlebaum, University of DaytonPublished by Venue Pub. Inc. Copyright 2013. (All rightsreserved). SEAT is a registered trademark of the Associationof Luxury Suite Directors. SEAT is published quarterly and iscomplimentary to all members of the Association of LuxurySuite Directors.Association of Luxury Suite Directors10017 McKelvey Road, Cincinnati, OH 45231513 674 0555amanda@alsd.com8 | S E A T | www.alsd.com | #SEATWinter2013

SECTION ROW SEATPersonalized Dynamic Brand ActivationDugout Club Full SeasonBIND AREABook # 124 Account # 2041184Triple-A Affiliatetacomarainiers.comErasmoRAMIEREZAlexLIDDIDugout Club Full SeasonBIND AREABook # 6 Account # 1557218 8 8 8 2 2 2 2 3RAINIERS vs.vs. SALT LAKE BEES TACOMA RAINIERS vs. SALT LAKE BEES TACOMA RAINIERS vs. SALT LAKE BEES TACOMA SALT LAKE BEESSECTION ROW SEAT SECTION ROW SEAT SECTION ROW SEATSUNDAYTHURSDAY FRIDAY SATURDAY APRIL 8, 2012 APRIL 5, 2012 APRIL 6, 2012 APRIL 7, 2012 1:35 PMD U G O U T C L U B D U G O U T C L U B D U G O U T C L U B D U G O U T C L U BSALT LAKE TACOMA RAINIERS vs.SALT LAKE TACOMA RAINIERS vs. SALT LAKE TACOMA RAINIERS vs. SALT LAKESECTION ROW SEAT SECTION ROW SEATSECTION ROW SEAT SECTION ROW SEATAFBEAFEABABAEFFAFAFEABAEABEBEA AEBAEBAFEABBEBEAFAEABFBAEAAFBEAEA AAAFBEAFEABABEEBABEEBABEBEAAFBEAEA AEBAFAEAFBAEBABEFABEAEBEBEFBAAEAErasmoRAMIEREZDugout Club Full SeasonBIND AREABook # 140 Account # 30849148 8 8 8 2 2 2 2 37:05 PM APRIL 8, 2012APRIL 5, 2012 7:05 PM APRIL 6, 2012 7:05 PM APRIL 7, 2012 895019189436963872883884 826295518396 963868689596 1:35 PMACCT# 2041184 ACCT# 2041184 ACCT# 2041184 ACCT# 2041184BIND AREARHUBARBTACOMA RAINIERS vs.TACOMA RAINIERS vs. TACOMA RAINIERS vs. SALT LAKE BEES TACOMA vs. SALT LAKE BEES SALT 11 1 1 3 3 3 3 6 6 6 6 RAINIERS LAKE BEESSECTION ROW SEAT SECTION ROW SEATSECTION ROW SEAT SECTION ROW SEATTHURSDAY APRIL 5, 2012 7:05 PM FRIDAY APRIL 6, 2012 7:05 PM SATURDAY APRIL 7, 2012 7:05 PM SUNDAYAPRIL 8, 2012 1:35 PMD U G O U T C L U B D U G O U T C L U B D U G O U T C L U B D U G O U T C L U BTACOMA RAINIERS vs.SALT LAKE TACOMA RAINIERS vs. TACOMA RAINIERS vs. SALT LAKE TACOMA RAINIERS vs. SALT LAKE SALT LAKESECTION ROW SEAT SECTION ROW SEATSECTION ROW SEAT SECTION ROW SEATAFBEAEABEBEFB AFAFFAAAFAAFFAEA AFEBAEEBABEBABEAEBFABEAAFAFBEEA AAFAFAABEEABFABAEEBBAEBFE AFBEAEA ABBEEBEAFBBEAEEAEBBFEABEABFAEA11 1 1 3 3 3 3 6 APRIL 8, 2012PM APRIL 5, 2012 APRIL 6, 2012 7:05 PM APRIL 7, 2012 7:05 PM 1:35 PMACCT# 1557217:05 ACCT# 155721 ACCT# 155721 762143573180968436221100 693419902140 RAINIERS vs.vs. SALT LAKE BEES TACOMA RAINIERS vs. SALT LAKE BEES TACOMA RAINIERS vs. SALT LAKE BEES TACOMA SALT LAKE BEES5 5 5 5 2 2 2 2 1SECTION ROW SEAT SECTION ROW SEATSECTION ROW SEAT SECTION ROW SEATErasmoRAMIEREZTHURSDAY FRIDAY SATURDAY SUNDAY2012 S E A S O N T I C K E T SD U G O U T C L U BAPRIL 8, 2012 APRIL 5, 2012 APRIL 6, 2012 APRIL 7, 2012 1:35 PMD U G O U T C L U B D U G O U T C L U B D U G O U T C L U B D U G O U T C L U BSALT LAKE TACOMA RAINIERS vs.SALT LAKE TACOMA RAINIERS vs. SALT LAKE TACOMA RAINIERS vs. SALT LAKESECTION ROW SEAT SECTION ROW SEATSECTION ROW SEAT SECTION ROW SEATABEEBAFAEBEBAFABBAEEBEEABBAEFAEA AAFBEAAFABEAFABEBFAAEEABBEEFBAEA AFAF AEFBABFAEFAEBAFBAEABAEBEEA ABABEEAEEBBAABEFAFAFAFAEABEFABEA5 5 5 5 2 2 2 2 1APRIL 5, 2012 7:05 PM ACCT# 3084914 APRIL 6, 2012 7:05 PM APRIL 7, 2012 756774995132688189736108 962929231036 550746588348 ACCT# 3084914 7:05 PM APRIL 8, 2012ACCT# 3084914 1:35 PMACCT# 3084914Branded Tickets TM is a full color personalization service that seamlessly integrates with your basic ticket design toallow Suite, Club and Premium Seat clients to “Brand” their tickets by adding logos, images or messages.High Impact, Premium Quality, Astonishingly AffordableJohn Watlington john@ptx.cc 804.598.9107 www.ptx.cc30 Mill Street Wheatland, Pa. 16161 Toll Free: 800.941.1070 Fax: 724.346.1672

New ALSd MEMbers winTEr 2013Tyler WilsonStudentTemple University965 Main StreetPeckville, PA 18452P: 320-745-6375tyler.wilson@temple.eduMatt PatroneManager of Premium ServicesBuffalo BillsRalph Wilson StadiumOne Bills DriveOrchard Park, NY 14127P: 716-312-8906matt.patrone@bills.nfl.netElizabeth SchulzPremium Seating Service RepresentativeMinnesota TimberwolvesTarget Center600 1st Ave. NMinneapolis, MN 55403P: 612-673-1284schulz@timberwolves.comKyle HaygoodPremium Sales ExecutiveLos Angeles Angels of Anaheim2000 Gene Autry WayAnaheim, CA 92806P: 714-940-2094kyle.haygood@angels.comGlenn GriffithPremium Sales ExecutiveLos Angeles Angels of Anaheim2000 Gene Autry WayAnaheim, CA 92806P: 714-940-2057glenn.griffith@angels.comKyle RogersAssistant DirectorGators BoostersP.O. Box 13796Gainesville, FL 32604kyler@gators.uaa.ufl.eduErica LundbladPremium Services Account ManagerMiami Heat601 Biscayne BoulevardMiami, FL 33132elundblad@heat.comOmaar YeminiPremium Services Account ManagerMiami Heat601 Biscayne BoulevardMiami, FL 33132oyemini@heat.comApril JoseyManager of Suite Sales and DevelopmentHouston RocketsToyota Center1510 Polk StreetHouston, TX 77002P: 713-758-7219aprilj@rocketball.comRory O’NeillGeneral ManagerTexas Tech ClubEast Stadium2508 Sixth StreetSuite 417, Box 45301Lubbock, TX 79409P: 877-696-0858rory.oneill@ourclub.comJoe ConnellGeneral ManagerThe University of Texas Club2108 Robert Dedman DriveAustin, TX 78712P: 512-477-5800joe.connell@ourclub.comTracy MarpleRegional ManagerUniversity Center ClubFlorida State UniversityDoak Campbell StadiumUCB 4th FloorTallahassee, FL 32308P: 850-644-8529tracy.marple@ourclub.comBen KensellCommercial Operations ManagerArsenal Football ClubHighbury House75 Drayton ParkLondon, UKN5 1BUP: 020-7704-4552bkensell@arsenal.co.ukJim HardingHead of Premium SalesArsenal Football ClubHighbury House75 Drayton ParkLondon, UKN5 1BUP: 020-7704-4552jharding@arsenal.co.ukTom HainesPartnerLuxBxP.O. 1414Manhattan Beach, CA 90267P: 213-536-7328tom@luxbx.comBrian AmanatullahLuxBxP.O. 1414Manhattan Beach, CA 90267P: 310-409-6766brian@luxbx.comPriscilla DominguezGuest Services & Premium SeatingManagerRushmore Plaza Civic Center444 Mt. Rushmore RoadRapid City, SD 57701P: 605-718-7104priscillad@rushmore.comNicholas P. WierciakDirector of Suite Sales & PremiumSeatingSt. Louis BluesScottrade Center Events/Peabody OperaHouse1401 Clark Avenue at Brett Hull WaySt. Louis, MO 63103P: 314-622-2516nwierciak@stlblues.comnwierciak@scottradecenter.comLeslie VilloneNew Business Project ManagerSportservice Business DevelopmentDelaware North Companies40 Fountain PlazaBuffalo, NY 14202P: 716-858-5185lvillone@dncinc.comStephanie ManzoManager, Suite ServicesMetLife StadiumOne MetLife Stadium DriveEast Rutherford, NJ 07073-5102P: 201-559-1567smanzo@metlifestadium.comJeremy MottolaVice PresidentBon Chef, Inc.205 Route 94Lafayette, NJ 07848P: 973-968-7123jmottola@bonchef.comKaya GrossNational Accounts ManagerBon Chef, Inc.205 Route 94Lafayette, NJ 07848P: 973-968-7111kgross@bonchef.comSal TorreOwnerBon Chef, Inc.205 Route 94Lafayette, NJ 07848P: 973-383-8848storre@bonchef.comAmy PassafaroDirector of Sales AdministrationBon Chef, Inc.205 Route 94Lafayette, NJ 07848P: 973-968-7138apassafaro@bonchef.comRoberta MandCentre Suites DirectorTallahassee-Leon County Civic CenterP.O. Box 10604Tallahassee, FL 83392P: 850-487-1691rmand@tlccc.orgMcKenzie RowleyPremium Seating & Suite Sales ManagerReliant ParkSMGOne Reliant ParkHouston, TX 77054P: 832-667-1640mrowley@reliantpark.comLinda McIntyreDirector, Sales & Event ManagementCalgary Exhibition & Stampede1410 Olympic Way SEBox 1060/Station MCalgary, AB T2G 2W1Canadalmcintyre@calgarystampede.comJeff RobinsonPrincipalReal Marketing, LLCStack-Cup USA5426 Silver Moon LaneRaleigh, NC 27606P: 919-413-1104jeff.robinson@realmarketingnow.comFritz OwenNational Sales Manager – AE ProductsAmerican Seating Company401 American Seating CenterGrand Rapids, MI 49504P: 616-732-6722fritz.owen@amseco.comAlex CannClient Service Account RepresentativeTD GardenBoston Bruins100 Legends WayBoston, MA 02114P: 617-624-1896acann@dncboston.com10 | S E A T | www.alsd.com | #SEATWinter2013

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New ALSd MEMbers winTEr 2013Wes MeisnitzerPremium Sales ManagerDetroit LionsFord Field2000 Brush St, Suite 200Detroit, MI 48226wmeisnitzer@detroitlions.comDan SylvesterDirector of Ticket & Suite SalesDetroit LionsFord Field2000 Brush St, Suite 200Detroit, MI 48226P: 313-262-2255dsylvester@detroitlions.comBob RaymondVice President of Business OperationsDetroit LionsFord Field2000 Brush St, Suite 200Detroit, MI 48226P: 313-262-2244braymond@detroitlions.comLaura RaymondSuite Sales & Service CoordinatorHP Pavilion at San JoseSan Jose Arena Management525 W. Santa Clara StreetSan Jose, CA 95113lraymond@svse.netKevin MatchettDirector, New Stadium DevelopmentHamilton Tiger-Cats Football ClubOne Jarvis StreetHamilton, ON L8R 3J2P: 905-547-2287 x232kmatchett@ticats.caEric DeutschExecutive Vice PresidentDayton DragonsFifth Third FieldP.O. Box 2107Dayton, OH 45401P: 937-228-2287eric.deutsch@daytondragons.comSean M. McGowanManager, Premium SalesNew York MetsCiti FieldNew York, NY 11368P: 718-656-4359smcgowan@nymets.comJustin RodeAccount Executive, Premium SalesCleveland IndiansProgressive Field2401 Ontario StreetCleveland, OH 44115-4003P: 216-420-4254jrode@indians.comJeff KauzlarichAccount Executive, Premium SalesCleveland IndiansProgressive Field2401 Ontario StreetCleveland, OH 44115-4003P: 216-420-4165jkauzlarich@indians.comJennifer LeMasterDirector of CommunicationsGeorgia World Congress Center Authority285 Andrew Young International Blvd.Atlanta, GA 30313P: 404-223-4000jlemaster@gwcc.comTyler CharrasseGeorgia DomeSales ExecutiveOne Georgia Dome DriveAtlanta, GA 30313P: 404-223-8122tcharrasse@gadome.comRebecca BattermanMarketing DirectorModern Line Furniture1060 Brickell Ave, Unit 1505Miami, FL 33131P: 800-637-5596rebecca@modernlinefurniture.com2013 Buyers Guide CorrectionsIt has come to the attention of SEAT Magazine that a few of the listingsincluded in the 2013 Buyers Guide in our fall 2012 issue containedoutdated or incorrect contact information. Please update the followingin your records.Stack-Cup USA5426 Silver Moon LaneRaleigh, NC 27606P: 919-413-1104Contact Name: Jeff Robinsonjeff.robinson@realmarketingnow.comwww.usa.stack-cup.comAmerican Seating Company401 American Seating CenterGrand Rapids, MI 49504P: 616-732-6600Contact Name: Fritz P. Owenfritz.owen@amseco.comwww.americanseating.comRoSSeto3600 West Pratt AvenueLincolnwood, IL 60712P: 847-763-1215Contact Name: Paul Bolgertpaul@rosseto.comwww.rosseto.comGaSSer Chair Company, Inc.4136 Logan WayYoungstown, OH 44505P: 877-509-1440Contact Name: Dan Vassdvass@rumpussports.comwww.rumpussports.com12 | S E A T | www.alsd.com | #SEATWinter2013

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Editor’s noTE by Jared FrankKnocking on Opportunity’s DoorThere are seemingly infinite ways tocompartmentalize human beings. Ilike to debate with friends that themost telling categorization of ournature has three groups: the initiators and innovators,the complainers then forgetters, andthe apathists or don’t-give-a-shitters. What’sinteresting is each group believes it is entitledto the same promotions, the same accolades, thesame reputations. But it doesn’t work that way.Other ways to describe these three classificationsare the self-motivated, those who must bemotivated by others, and those who cannot bemotivated at all. Now ask yourself: Which oneam I? Which one do I want to be?In my high school statistics class, I learnedabout normal distribution – the famous bellcurve that magically maps data sets with remarkableprecision. Now, I have neither thememory to recall how it works, nor you thedesire to read about it, so this note isn’t a mathlesson. Quickly though, what I do remember tobe important from probability theory is if wetake a representative sample of an entire population,in embarrassingly simplistic terms, approximately70% of the set will fall within onestandard deviation from the mean, or average.And, again using the same generous rounding,the remaining 30% of the set falls equallywithin either tail of the curve.Now why the heck am I bringing any of thisup? Well, I don’t have any empirical evidenceto support the following claim other than myundocumented personal observations, but I seethe 70% bell curve majority of Americans asproblem ignorers – or status-quo maintainers ifyou require a slightly more positive spin. Thisassertion states bluntly that in any population(sportsbiz included), over three-quarters of usare NOT agents of change by ourselves. We requirethe poke of a cattle prod to initiate action.What separates the doers from the bystandersis frequently the willingness to take risks.Most people don’t take significant chances becausewith risk comes inevitable and recurrentmistakes. But keep in mind the depth of anymistake is matched by the potential height ofan action’s success. If you want to experiencegreat achievement, you have to risk tankinggreatly.Now more than ever, we – sportsbiz specificallyand across the board – need risk-takers.Leaders with initiative. Leaders who create.Leaders who listen to and observe a marketplace,identify its gaps, and deliver solutions.Leaders who dramatically pursue their instinctsand ideas with thoughtful confidence and withdecisive haste.Now, you don’t have to be Tim Leiweke tostrive for risk tolerance. We all can be leadersfor risk on relative scales. One of my personalgauges to distinguish calculated from recklessrisk starts with a simple question: Does this decisionhave the potential to cost the companysignificant money? If the answer is between “noway” and “not likely” (and many are), then I gofor it. I don’t need every action that I take to bevalidated, and neither do you. Don’t let perfectionbecome the enemy of completion.This approach is an overly-simplistic way toself-develop a comfort zone that accommodatesrisk. For all you managers out there, full disclosure:I have little management experience. ButI’ve produced my best work and achieved mygreatest success in environments that encouragerisk-taking and creative freedom, while showingclemency for minor mistakes.If you want to be a part of the leading 15%for positive change, you must be a person ofmotion. You must proactively go knocking onopportunity’s door rather than waiting for itto come to you. It is action that abuts success.The movers and shakers, not the onlookers, arethe ones who reach higher levels of prosperity.By doing more, trying more, innovating more,risking more, the doers inevitably make moremistakes. But because they also don’t stagnate,they generate more success as well.How does your team tolerate and encourage risk and creativity?Email me at jared@alsd.com.Connect with me onwww.linkedin.com/in/jaredfrank and follow meon Twitter @JChrstophrFrank.Here is a sampling of my tweets:University of Cincinnati hopes to add suites to NippertStadium. Premium seating and other stadiumimprovements are needed to sustainUC’s financial future.Graffiti art and suites? This mural in an executive boxat Liverpool’s Anfield is pretty gnarly.A new home for the Detroit Red Wings is pitched toState lawmakers. The new multipurpose events centerwould be part of a much largerentertainment district.Sketches of a new NBA/NHL arena in Seattle arereleased. The current building site is the SODOneighborhood south of Safeco Field.UNLV Now could add $400 Million into the Las Vegasarea. The project includes a proposed stadium thatcould attract 15-20 big events annually.The Phoenix Suns are having “Satisfaction GuaranteeNight” on December 6th against the Mavericks. If fansdon’t like the game experience,they can get their money back.Excited to connect with the Indians and ALSD memberRyan Robbins to discuss the new Premium Club atProgressive Field. Looks to be a great addition for theNortheast Ohio market.The seat-upgrade app space is getting crowded.Add Mascot Secret to the list.Legends is meeting with Sioux Falls-area businessesabout the new Denny Sanford Premier Center. Theinterviews will help determine the premium seatingdetails in the arena.14 | S E A T | www.alsd.com | #SEATWinter2013

ALSD MEMber Q&AQuestion Topic:ACCESSIBILITY IN SUITESQ:What are your accessibility standards in suites?A:You access our suites by elevator or escalator.Once you enter your suite, there is an indoorseating area as well as two rows of outdoor seatingthat are similar to our club seats (chairbackstadium seats). The two seats on the aisle in theback row are removable so that a wheelchair canbe placed where the chairs were previously located.Most guests usually tell us ahead of timeif one of their guests requires ADA seating sothat we can already have the seats removed andplaced elsewhere.A:In our suites, there is one seat in each suite thatcan be removed to accommodate a wheelchair. Itis the seat in the top row of the suite on the aisle.A:Our suite level has easy access for a guest who iswheelchair bound. Once inside the suite, we havea pair of removable seats that allows the guest tosit in the exterior of the suite and watch the game.We continue to stress the need for notification inadvance so we are prepared for the guest’s arrival.A:Each of our suites includes one removable ADAseat out of a total of twelve seats on each seatingporch. The remainder of the suite fixtures iscompliant with the 1995 ADA standards (with afew retrotfits here and there).Question Topic:SUITE HOLDER BENEFITSQ:What other benefits do you provide your luxurysuite holders besides tickets and parking passes?E.G.: Attending practice, pre-game access, etc.A:The following is an aggregate list of the amenitiesand benefits included in member answers:• Alumni autograph items• Alumni Meet & Greet: On gameday, wehave alumni back for autographs and photoson our club level• Ambassador Line: A “human tunnel”formed by suite holders for player introductions• Appreciation Events: Events held in ourHall of Fame during the offseason• Client Contact Lunches: We meet for lunchwith a small number of suite holders toshare ideas• Contract renewal delivery• Cookie & Bagel Drops• Dedicated Alumni Visits: We visit 15 suitesper game with special suite-only alumniguests• Draft Event: We host a draft party hereopening night of the NFL Draft• Family Night Tickets: Comp tickets fortheir suite location for intrasquad scrimmage• Fan Fest tickets• Flag holding during the National Anthem• Hall of Fame Dinner: Induction banquetfor the newest members of our Hall ofFame• Massages: We offer complimentary chairmassages on gameday, once a month duringthe season• Mid-season survey prize drawings• Luncheon Series: We host a luncheon fivetimes a year to connect with clients• Non-gameday suite usage• Pilot suite visits• Pre-game field passes• Pre-game field photos• Random Acts of Kindness: We drop offa bottle of wine, cupcakes, cookies etc. ongameday as a thank you• Renewal gift• Suite tasting• Training camp sideline visits• Away game trip• Food & Beverage credits• Super Bowl tickets• Locker room tour• First right to purchase additional lowerbowl event tickets• Complimentary snack mix and sodas forevery event• Opportunity to brand suite interior andcompany sign on outside of suite• Complimentary use of Suite ConferenceRoom and other meeting facilities• Personal Suite Service Manager• Invitations to VIP suite holder events• Suite concierge on-site for every event• Full menu catering options• Four guest passes per game• In-suite TV welcome featuring companylogo• Guaranteed giveaway items in the suiteQuestion Topic:BROKER SUITES ON CLIENT’SBEHALFQ:Does anyone broker their suites on behalf oftheir clients?• If so, what are the advantages and are thereany significant disadvantages?• How is the fee split?A:We don’t do it here (we may need to start soon),but when I was with another team, we would allowthis. It worked like this: We would sell thesuite on behalf of the client. We backed out theprice of the tickets in the suite and split the overage50/50 with the client. They had two choiceson how to receive their half: by check or by foodcredit. Almost everyone chose the food credit.Example:• 18pp suite sells for: $3,000• Tickets are $45 each: $810• Overage is: $2,190• Client split is: $1,095A:We offer a brokerage program on behalf of oursuite clients. It allows the suite owner to generatea little revenue if they are not able to use theirsuite for a particular event. It also allows us tocapitalize on additional food and beverage revenue.Typically, a business that is renting on a“per-event” basis will have a higher per-cap forfood and beverage.We have a rental request posted on our websitethat allows interested parties to request asuite for an event. I then organize the requestsbased on event dates and priority customers.Once the suite owner provides me with the16 | S E A T | www.alsd.com | #SEATWinter2013

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ALSD MEMber Q&Adates they want to lease, I contact all interestedparties to try and get the best price for the suiteowner. If there are several requests for the samedate, I send out an email and sell it at a suggestedprice on a first response basis. Sometimes thiscreates a sort of bidding war which becomes verytime consuming, so it’s best if you start out withthe highest price you think the suite would go forwhich will eliminate those clients that want to“make a deal” over a hundred dollars. It’s a goodidea to set a minimum price and don’t ever sellbelow to maintain value. I believe it’s best to letthe suite sit empty for a night versus decreasingthe value of your inventory.The suite owner signs a rental agreement andreleases all of their suite tickets and suite access.If I am not successful in filling the suite 14 daysprior to the event, the suite is returned to thesuite owner. We broker with a 60/40 split.Positives• Brokering provides another service for yoursuite owners• Generates additional revenue• Builds a database to market other premiumseating opportunitiesNegatives: Time consumingSelf- brokering: Even though it’s stated in thesuite owners contract that they are not allowedto sub-license their suite for events, this goes onbehind the scenes which deflates the value forother suite owners that are following procedure.I once received a marketing piece in the mailfrom a suite owner (by accident) in which theywere marketing their suite for several events. Itwas such a beautiful piece I wanted to call themand rent their suite or find out who produced thepiece and offer them a job!Question Topic:HOLIDAY GIFTSQ:In terms of holiday gifting:•What has been your team/venue’s most successfulgift for clients?•What gift has gotten the best client response?•Do you send out gifts to prospects, and if so,what has been successful?A:We send our holiday gift immediately afterThanksgiving, so we are the first holiday giftour clients receive. We do one gift for administratorsand a separate gift for decision makers.A:We have found that suite holders look forwardto the gift so much and it is so popular that wedon’t change it from year to year:• For administrators, we send a package ofgift wrap, bows, and ribbons to use forholiday gift giving.• For our decision makers, we work with alocal vendor to create hand-painted, teamthemedsugar cookies in a commemorativeholiday tin. We get a tremendous responsebecause the cookies are both beautiful anddelicious!A:I think the most important thing we key in onis that we like to be sure that the gifts we aresending are something unique – something thatyou can’t go to the team store and buy. Mostof our clients have the means to access team“gear”, so we want them to receive somethingfrom us that they can’t find/buy anywhere.A:Our most successful gift was a permanent wineopener in each client’s suite. We installed thesebecause of major client concerns about havingto wait for a wine key. To announce the gift toour clients, we hand-delivered to each client’soffice a bottle of wine with a custom label and anote stating that the opener had been installedin their suite. We commissioned an artist to createa Leroy Neiman-type painting representingplayers from our two franchises for the label.A:The gift that received the best response wasspa and restaurant gift certificates. We receivedmore thank you’s on these than any other gift.A:The gift that received the best feedback wasa Kanata blanket with our logo. They are verysoft, luxurious blankets.A:This year, we had custom waffle makers madethat burn our logo into the waffles.A:We try to center our gift around team milestones:No Hitters, World Championship, CyYoung Winners, Team Anniversaries, Hostingthe All-Star Game, and so on. We also try tocreate something that can’t be bought, sinceour clients are the “have-it-all” types. Our mostsuccessful gifts have been an etched champagnebottle after the 2010 Championship and aplaque commemorating Sanchez’s no hitter.A:We are repeating our 2011 client gift againthis year – a box of custom-made cookies witha personally signed card. We had tremendousresponse last year from such a simple gift. Wedo also send this to some prospects and clientswho may have taken a year off.A:In the past four years, we have given to our suiteholders, suite administrators, and ChampionsClub members:• 2011: Electronic photo frame with thirtyteam selected photos preloaded. The frameholds 200-plus photos.• 2010: Glass baseball and stand• 2009: Player-signed baseball and upscaledisplay case• 2008: Etched bottle of wineA:One of our more successful gifts was a pair ofreally nice binoculars with our logo on them.Clients can keep them in their suites, and theyreally enjoyed having them throughout the season.For expanded and additional answers to all these questions, visitwww.ALSD.com.DO YOU HAVE A QUESTION YOU WOULD LIKE TO ASKTHE ALSD MEMBERSHIP?• Send your Member Question exactly how you want itposted to members to Amanda Verhoff atamanda@alsd.comOR• Visit us on the web and submit your Member Questionat www.alsd.com/content/member-questions. Pleasenote – members must be logged in to www.ALSD.com tosubmit questions.18 | S E A T | www.alsd.com | #SEATWinter2013

Speak a common language with your clients through your partnershipwith Spotlight Ticket Management. Assure your customers achievetheir goals with your experiences.A PARTNERSHIP WITH SPOTLIGHT:• Sports Tickets Drive Business – the numbers prove it.Give your customers the tools they need to effectivelymanage their tickets.Offer Spotlight toyour suite ownersand add value toyour partnership• Assure Renewal – Sports tickets and suites are a vitalcorporate spend. Buying tickets provide a positive ROI, andSpotlight continually highlights this fact.• True Partnership – Create a true partnership betweenvenue and customer to assure goals and a long termrelationship. Create added-value benefits for your partners.8 7 7. 4 2 3 . 4 8 6 8info@SpotlightTMS.comwww.SpotlightTMS.com

InduSTry and ASSociATion nEWSLocal ingredients at Wells Fargo Center, p.24Member Highlight:Dennette Thornton and John Farrell, p.28Washington State University leads by exampleOn the heels of a $65 million stadium renovation, WSU is a leading standard of the Pac-12 construction boomAccording to research from the SportsBusiness Journal, the projected aggregateof college football stadium constructioncosts for 2012-2014 will eclipse $1.5 billion.The investment in facilities is especiallyconsiderable in the Pac-12 Conference, wherealong with Washington State, Cal, Washington,Arizona, Arizona State, USC, and UCLA(who plays at the under-renovation Rose Bowl)are all at different points along constructiontimelines. In a message to Cougar fans onwww.thecougarfootballproject.org, WashingtonState Director of Athletics Bill Moos notes,“There are roughly $1 billion in facility projectsthat have been completed or nearing completionthroughout the conference, and we can’t beleft behind.”First out of the renovation gates this pastseason was the $321 million overhaul of Cal’sMemorial Stadium and $65 million in upgradesat Martin Stadium in the center of WashingtonState University’s campus. Although the WSUproject was less comprehensive, the attention topremium seating was every bit as close.As the college facility industry builds itselfout over the next few years, it will behoove athleticdepartments to look at the benchmarks setand lessons learned at WSU in Pullman, Washington.“We need to continue tocultivate our fans and providethe unique perspectives thatyou can only get inside thefacility.”– John Johnson,Washington State UniversityPREmIUm SEATINGThe keystone of the Martin Stadium improvementsis a transformation from few premiumseats and only six small suites to 21 new suites,1,183 outdoor club seats, 83 indoor club seats,and 42 loge boxes that stretch from goal lineto goal line along the stadium’s south side. Accordingto WSU Senior Associate Director ofAthletics John Johnson, this premium seatingCougar Den: Twenty-one new suites, 1,183 outdoor club seats, 83 indoor club seats, and 42 loge boxes now stretch from goal line to goalline along the south side of Martin Stadium, overlooking the Washington State Cougars.inventory is worth about $3 million annually tothe athletic department.Suites, which range in size from 12-, 18-, and24-person capacities, are priced from $30,000-$50,000 annually which includes the ticket costand donation to the Cougar Athletic Fund(CAF). The covered, open-air loge seating is a$10,000 ($1,200 ticket cost; $8,800 CAF donation)annual cost for a four-person box and$15,000 ($1,800 ticket cost; $13,200 CAF donation)for a six-person box. Both suites andloge boxes are available on three-, five-, andseven-year lease terms with pricing locked overthe length of the lease.All club seats are renewable on an annualbasis with indoor seats priced at $2,500 andoutdoor seats ranging from $1,700-$2,000. Allclub seat tickets cost $300 with CAF donationrequirements ranging from $1,400-$2,200.Premium inventory is sold out with the exceptionof a few outdoor club seats which areexpected to also sell before next season.CommON AND CUTTING-EDGE AmENITIESMartin Stadium premium seating provides theusual amenities – such as premium parking,stylish furnishings, access to the 10,000 squarefootClub Room, and an 80% tax deduction – aswell as some additional cutting-edge, high-techofferings. In the loge seating, indoor-outdoorTVs are installed and can be viewed in anytype of weather. And all suites are equippedwith 3-D HD TVs linked to iPads that controlunique live-game-action feeds and replays frommultiple vantage points in 3-D and traditional2-D formats. “Our fans, particularly the youngerdemographic, enjoy the opportunity to goback and look at replays of a particular play orfocus on an individual player from four uniquecamera angles,” Johnson explains.The 3-D interactive was developed by SankarJayara, a WSU professor and co-founderof 3D-4U, a company incubated in the WSUResearch & Technology Park which offersstart-up businesses affordable office space andcampus resources.Martin Stadium is the first sports facilityto install the interactive; therefore, WSU tookbaby steps implementing it, rolling out more ofits nuances as the season went along. Future opportunitiesexist for 3D-4U’s technology outsideof the suite environment through handheldand mobile devices. “That’s where our industryneeds to go,” contends Johnson. “We need tocontinue to cultivate our fans and provide the[continued on page 92]Photo courtesy of Jason Krump, Washington State University20 | S E A T | www.alsd.com | #SEATWinter2013

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InduSTry and ASSociATion nEWSBirthday group sales bring life to the partyfor MLL Champion Chesapeake BayhawksWith assistance from Full House and its birthday lead list, the Bayhawks increased their group sales business by 160%In Maryland, lacrosse is no casual pursuit.Most young boys and girls growing upin the Old Line State choose to pick up amesh-headed crosse over a baseball gloveor soccer ball. For them, lacrosse is a birthright.And for some kids in the Annapolis area, it’s abirthday theme as well.In sports, group sales are essential lifebloodfor boosting ticketing revenue. Dave May,Director of Ticket Sales for the ChesapeakeBayhawks of Major League Lacrosse, realizedgroup sales was an area the organization neededto improve and that birthday parties could helpgrow those sales. “We knew some of the moreCelebrateyour birthday withthe bayhawksGet in the Game!aNdIn the Game: The postcard on the left was mailed to 3,448 leads,including Dylan Sharpe, shown here celebrating his 7th Birthday inthe Bayhawks Birthday Bash area.“[Birthday parties] accountedfor around 10% of our totalgroup sales this year.”– Dave May, Chesapeake BayhawksPhoto courtesy of Gail Sharpeaffluent families in the area would have somedisposable income to take their kids to ourgame for their birthdays,” says May. “[Birthdayparties] accounted for around 10% of our totalgroup sales this year.”GETTING IN THE GameThe Bayhawks worked hand in hand with FullHouse Entertainment Database Marketing toestablish criteria for a birthday leads list. Accordingto Full House, the target audience washouseholds with income over $90,000 that hada son between the ages of 5-13 and a birthday(turning 6-14) in May, June, or August– the durationof the Bayhawks’ season. This past season,in which the team won the MLL Championship,the Bayhawks didn’t play any July homegames which is why the list was narrowed downto three months. The geographical target was a30-mile radius of Annapolis.“Birthday parties have always been a strongpart of our group sales recommendations, especiallyto lacrosse, soccer, arena football, minorleague baseball, and hockey clubs,” notes FullHouse President Ron Contorno. “A team notonly generates ticket revenue, but it is greatgrassroots marketing for future birthday parties,groups, and season ticket packages.”After the list of 3,448 leads was purchasedfrom Full House, a postcard promoting birthdayparties was mailed to those prospects. Themessage of the mailer included a personal touchwith each child’s last name variably printed onthe back of the jersey. “We had strong feedbackon the postcard,” May explains. “[The personalizedjersey] hit home with a lot of the younglacrosse players around here.”THE BIRTHDAY BASHThe Bayhawks hosted 5-10 birthdays per gamein their Birthday Bash area. Parties often exceededthe minimum guest list of ten; onegroup hosted 50 people. The Birthday Basharea is located in the parking lot of Navy-MarineCorps Memorial Stadium within a tailgatearea complete with an inflatable field and rockclimbing wall. For the parents and other adults,[continued on page 92]22 | S E A T | www.alsd.com | #SEATWinter2013

Nearly 2,000 yearsin the making….construction on the coliseum began in 72ADand in 2012 Sports cRm was released….don’t wait another 2,000 yearsto ensure a full house.IF you’Re conceRned aBouT eFFecTIvely:· Managing Inventory: game day suite inventory, bookingsand 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 customerspecificevents to create the ultimate customer experience.· Streamlining Internal Operations: coordinating staff andorganizing tasks prior to critical events to improve efficiencies.We have the answers.“The Boston Red Sox organization is driven to ensure that everyfan 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/ticketingthe BoSton Red Soxwww.greenbeacon.com • 617-485-5000

InduSTry and ASSociATion nEWS: FEATure recipeWells Fargo Center chef brings local ingredients to his hometown arenaARAMARK’s Rich Friedrich shares the recipe for this season’s most popular dishAPhiladelphia native, Rich Friedrich didn’thave to travel far to find his dream jobas ARAMARK Executive Chef at theWells Fargo Center, home of the PhiladelphiaFlyers and the 76ers.After graduating from the Culinary Instituteof America in Hyde Park, New York, ChefFriedrich worked at Mezzanotte Restaurant inPhiladelphia, where he further developed hispassion, drive, and skill for his craft. From there,he joined ARAMARK as the Garde MangerChef at the Blue Line Club in the Spectrum,followed by the Stadium Club in the FirstUnion Center (now the Wells Fargo Center).Sixteen years later, Chef Friedrich is the AR-AMARK Executive Chef at the Wells FargoCenter, where he oversees a culinary team of 80.Although he develops menu concepts forevery food experience at the Wells Fargo Center(concessions, clubs, and suites), he is mostproud of the food served at the arena’s fine diningrestaurant – the Cadillac Grille. It’s herewhere he can make local ingredients shine andtap into current food trends to create outstandingseasonally-inspired dishes.“Guests attending events at the Wells FargoCenter are so diverse and come from so manydifferent backgrounds that it allows us to remainon the cusp of trends and try new techniques,”says Chef Friedrich. “Because of theChef Rich Friedrich, ARAMARK Executive Chef, Wells Fargo Centerpopularity of celebrity chefs and cooking shows,our guests are much more into food than theyhave ever been before, and they truly appreciatea great meal.”It’s the guests’ culinary knowledge that ledto the increased use of locally grown ingredientsat the Wells Fargo Center. “The demandin our region for local and sustainable ingredientsmade us look at the ingredients we wereusing, and we realized there was an opportunityto feature more of the fantastic seasonal itemson our menus from local farms in Pennsylvaniaand New Jersey,” says Chef Friedrich. “It was aneasy transition to make because there is such adiverse offering in our area.”Unlike a traditional restaurant that will serveguests throughout the night, the Cadillac Grillehas a two and a half hour service window with350-450 covers. This fast-paced atmospherelends itself well to a menu that features slowcookedflavor profiles and simple, time-honoredcooking techniques, like those used to createthe popular Cadillac Grille Braised Short Ribs.“Our Braised Short Ribs are a seasonal dishfeaturing roasted bone marrow, locally grownwinter root vegetables, and a cabernet reductionsauce,” says Chef Friedrich. “They’re perfectfor this type of restaurant environment becausethey taste even more delicious the longerthey’ve been braised.”In addition to dreaming up delicious dishes,Chef Friedrich is committed to mentoring thenext generation of chefs. He serves as the onboardingcoach for new ARAMARK chefs inthe Philadelphia region, walking them throughan onboarding plan, and introducing them tothe corporate and sports and entertainment environment.“The best part of my job is creating food thatpeople love and helping young chefs grow,” saysChef Friedrich.CADILLAC GRILLE BRAISED SHORT RIBSIngredients:6 pounds beef short ribs, cut into 1-rib piecesSalt and freshly ground black pepper1 tablespoon olive oil3 medium onions, chopped4 large garlic cloves, minced1½ cups dry red wine1 (28- to 32-ounce) can whole tomatoes includingliquid coarsely pureed in a blender1½ cups beef broth2 tablespoons Worcestershire sauce6 (3- by 1-inch) strips fresh orange zest removedwith a vegetable peeler2 teaspoons chopped fresh rosemary leaves or 1teaspoon dried rosemary, crumbled1 (1-pound) bag peeled baby carrotsFinely chopped fresh parsley leaves, for garnishDirections:1. Pat short ribs dry and season with salt andpepper. In a heavy 6-quart kettle, heat oilover moderately high heat until hot butnot smoking and brown ribs in batches,transferring with tongs to a large bowl.2. Add chopped onions to kettle and cookover moderate heat, stirring, until golden.3. Add garlic and cook, stirring, one minute.Add wine, tomatoes, broth, Worcestershiresauce, zest, rosemary, and salt, and bring toa boil.4. Add ribs, including any juices that have accumulatedin the bowl and simmer, covered,30 minutes5. Add carrots, stirring and pushing down tomake sure they are covered by liquid, andsimmer, covered, 3 ½ to 4 hours, or untilmeat is tender.6. Transfer meat with a slotted spoon to alarge bowl.7. Reduce braising liquid, if necessary. Returnmeat to kettle and cook over low heat, stirringoccasionally, until heated through.Servings:6 Entrée size portionsWine suggestion:Californian Syrah– Recipe by Chef Rich Friedrich24 | S E A T | www.alsd.com | #SEATWinter2013

the ALSd onlineOn FACEBOOK:Amanda’s Visit to Progressive Fieldon ALSD.COm:conference NEWSwww.alsd.com/content/conferenceUP-TO-THE-MINUTEINDUSTRY AND ASSOCIATIONNEWSwww.alsd.com/newsUniversity of Cincinnati Hopes to Add Suites toNippert StadiumNew Home for the Detroit Red Wings Pitchedto State LawmakersSketches of a New NBA/NHL Arena in SeattleAre ReleasedALSD MEMBER Q&Awww.alsd.com/content/member-questionsRESEARCHwww.alsd.com/researchALSD SOCIAL mEDIAConnect with the ALSD on LinkedIn:Association of Luxury Suite Directors Group Page:www.linkedin.com/groups?about=&gid=918457Bill Dorsey:www.linkedin.com/pub/bill-dorsey/6/125/76aAmanda Verhoff:www.linkedin.com/in/amandakuntzverhoffScott O’Connell:www.linkedin.com/pub/scott-o-connell/6/45/560Pat McCaffrey:www.linkedin.com/pub/pat-mccaffrey/9/27b/54bJared Frank:www.linkedin.com/in/jaredfrankDene Shiels:www.linkedin.com/pub/dene-shiels/10/b97/b8Jared’s Field Trip at Turner Fieldon TWITTER:@THEALSDFollow us and the hash tag#SEATWinter2013 to discuss this issue ofSEAT and for the latest conference and associationnews and promotions, such as:Welcome Back NHL! Early Bird Prices for our NHL Membershave been extended through the end of the month.#ALSD2013 http://conta.cc/13gf1hMFollow the ALSD on Twitter:Association of Luxury Suite Directors:www.twitter.com/TheALSDJared Frank:www.twitter.com/JChrstophrFrankALSD Dallas enjoying a Mavericks game tonight.@AACPlatinum puts together a great experience. #sportsbizLike the ALSD on Facebook:Association of Luxury Suite Directors Group Page:www.facebook.com/AssociationOfLuxurySuiteDirectorsALSD Dallas: (Pictured from the left) Mike Guiffre (AmericanAirlines Center), Kerrie Bryant (Dallas Cowboys), Ryan Mirabedini(American Airlines Center), and Jared Frank (ALSD).26 | S E A T | www.alsd.com | #SEATWinter2013

InduSTry and ASSOcIATIOn nEWS: ALSD MEMber HigHLIgHTA Conversation with Dennette Thornton and John FarrellGroup Sales Manager and Premium Seating ManagerAtlanta BravesBy Jared Frank, Editor, SEAT MagazineOne is a homegrown Georgia peach. Theother has lived all over. One is the proudmother of two little boys. The other remainsa kid at heart. It takes all types torun a business.With his laid back persona, ukulele lessons, andpreference for hot tea over coffee, you might besurprised to learn that John Farrell is a road rager.His car horn is allegedly on the mend, but this isproven to be false a couple hours later while enroute to Tin Lizzy’s Cantina in Atlanta’s GrantPark (Try the spicy tilapia tacos!). Sure the hornis more of a Vespa beep than a train locomotivewhistle, and he has to cross a few exposed wires toproduce the audio, but it works. Drivers of Atlanta,beware.Thank goodness for the Atlanta Braves ticketsales department’s den mother, Dennette Thornton,who along with John form the yin and yangof Turner Field suites. Learn why with this duo ofALSD vets, no conversation is complete withoutsharing recipes or a few practical jokes.SEAT: Word on the street is you’re a Broncos diehard?And a Michigan fan? How’d that happen?John: Well, my uncle went to Michigan. And Iused to live out in Englewood [Colorado]. Myfamily moved there in 1982 – Elway’s rookie year.Dennette: He has a little bit of a man crush.John: Oh yeah, he’s the best athlete of all-time.There was “The Drive”, “The Fumble”, then “TheAss-Kicking.” But I don’t know if I should bringthat up. I know you’re from Cleveland.SEAT: Not a good start for you Farrell. I thinkwe’ll be focusing this interview mostly on Dennettefrom this point on.Dennette: Well, I’m a Michigan fan too, by marriage.So Farrell and I have that in common.John: [Laughing] Yeah, what does your husbanddo for a living?Dennette: He works here with the Braves. Wemet at Georgia Southern [University] and weredating before we both started here. [The Braves]knew we were dating and weren’t engaged at thetime, and they took a chance on hiring us.It’s funny. A lot of people don’t even know we’remarried. The joke when our ticket sales traineesstart is how long will it take for them to figureit out. We had one guy who for three monthsthought we were brother and sister.“If I pick on you, it meansthat I like you. It’s so tensein sales, and sometimespeople freak out. You haveto have a little fun too. Anddon’t forget, we’re sellingentertainment, so I like toentertain.”– John Farrell, Atlanta Braves“I do a lot in [my kids’]schools, their little leagues.I won’t call myself a soccermom, but I do a lot of thattypical soccer mom stuff.I’m the team mom for mykids’ baseball teams; I’mthe treasurer of the PTO inthe elementary school.”– Dennette Thornton, Atlanta BravesSEAT: What department does he work in? Howclosely do you work together?Dennette: He’s in ticket sales.SEAT: Oh, so not that closely.Dennette: [Laughing] Yeah, pretty closely.John: But he handles the trainees and the brokers.And she handles groups and premium with me.So it works.Dennette: It’s very business professional.SEAT: Did you always want to work in sports?Dennette: I’ve always wanted to work for theBraves. I grew up 20 minutes from here, so this hasalways been my team. I’m truly a homegrown fan.SEAT: And I understand your family vacationsalways include a trip to a baseball park?Dennette: They do. I’ve got nine ballparks left togo of the 30. My husband has 11.SEAT: Oh, you’re winning.Dennette: Yes, thanks to the ALSD, I am winning.I’ve got to check a few of them off when he’snot there. My six year old has already been to 13parks.SEAT: What’s your favorite park that you’ve beento?Dennette: My favorite park is PNC [Park] [inPittsburgh]. It has a lot of the elements that Ifeel stadiums need to have. It has the riverfront. Ithas the view. It’s intimate, but it still holds about39,000 people. It’s just a unique park.SEAT: Do your boys get into it and really appreciategetting to see all the parks?Dennette: My oldest does. My youngest is onlythree, so he’s just now figuring it out. He’s just excitedto stay in a hotel room at this point.SEAT: Where’d you go last summer?Dennette: We did Houston last year. We hookedup with Clay [Kowalski] [at the Astros]. They havea very nice park. It’s great for kids. We also went toa Dynamo game and the [Johnson] Space Center.SEAT: John, a little birdie told me that you haveterrible road rage. You seem like such a chill guy,you’ll have to explain that to me.John: [With a smile] Road rage! Who told youthat?! It’s my New Year’s resolution. The traffic inAtlanta stinks. And it seems like I’m always in arush to get somewhere. I’ve been going out formore [sales] appointments, so it’s been frustrating.You know what it is? It’s all the phones. When-28 | S E A T | www.alsd.com | #SEATWinter2013

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InduSTry and ASSOcIATIOn nEWS: ALSD MEMber HigHLIgHTever you look over, there’s always someone on theirphone, or they’re texting. We’ll let [Dennette]drive to lunch today. You don’t want any part ofthis. ( John actually ended up driving to lunch, and itwas without incident.)SEAT: Fair enough, I’ll leave it at that. Let’s getoff this rage talk. You’re also known as a practicaljoker. Do you have a favorite joke and/or personto pick on?John: If I pick on you, it means that I like you.I’ve been in trouble since I was a little kid for thatkind of stuff. It’s so tense in sales, and sometimespeople freak out. You have to have a little fun too.And don’t forget, we’re selling entertainment, so Ilike to entertain.Dennette: He’s actually had the best prank everplayed on him.SEAT: Oh do tell.John: Sherry [Millette], our IT Director, got megood. I came back from a family vacation one year,and I should have known right away. As soon as Istarted walking down the hall, I see all these littleheads popping up. I was like, ‘They can’t be thathappy to see me.’ No one even said hi; they werejust watching me. When I turned the corner, mycube was completely empty. [The IT Department]had taken everything, put it in the empty cubenext to us, and put it up exactly how my cube was.And they put a camera up, so they could see myreaction. I knew right away. It was fantastic. I givethem credit for that. But I have the mind of an elephant.I’m not forgetting that. I will get them back.My favorite thing, and it’s so childish, but it’sfantastic: you know those little snappers that youthrow down and they pop, and the kids love them?SEAT: The kids love them, right.John: Right. Well, when I go to parties, I’ll go inthe restroom, lift the toilet seat up, and put a coupleunderneath. I did this to [my wife] Jennifer’s goodfriends. Her good friend’s boss was there. She saidshe almost had a heart attack because when she satdown, three of them popped.SEAT: People are going to be on alert now at theALSD Conference.John: Exactly. People are going to be asking,‘Which one’s Farrell? Oh, he’s that clown rightthere.’SEAT: You have a nickname for everyone. What’sDennette’s nickname?John: Tina! That was her name when I first mether.Dennette: Tina’s my first name. Dennette’s my“I love good food. WheneverI go on vacation, I look at theFood Network website to seewhere Diners, Drive-Ins, andDives has been. I even havethe app on my iPad.”– Dennette Thornton, Atlanta Bravesmiddle name, so he calls me Tina. Only two peoplein the office call me Tina. [John] and LittleMan.SEAT: Wait, who’s Little Man?John: That’s the nickname for our corporate partnershipsmanager.SEAT: I saw on Facebook that you were lookinginto joining the Bacon of the Month Club whichsounded awesome. Did that ever happen?Dennette: It did not, but I’m still seriously consideringit.SEAT: Is it something that Paula Dean recommends?Dennette: No, probably not now that she has diabetes.I love anything on the Food Network. I seriouslyprobably will join the Bacon of the Month Club.I was showing my husband, ‘Look at all these differentbacons we can get.’ We’ve done the Wine ofthe Month Club, Beer of the Month Club…John: I didn’t even know there was a Bacon of theMonth Club.Dennette: It’s from a store in Ann Arbor [Michigan],a sandwich shop up there called Zingerman’swhich was featured on the Food Network’s TheBest Thing I Ever Ate.SEAT: Do you use as much butter as Paula Deandoes?Dennette: I do not. I substitute EVOO, extravirgin olive oil. Fancy, I know. But I used to usebutter; I’m not going to lie. I am from the South.I mean, c’mon.SEAT: Do you have a favorite recipe?Dennette: A favorite that I like to cook, and Iknow that everyone in my family will actually eatit, is Italian mac and cheese. It’s got three differentkinds of cheese in it, Italian sausage, mushrooms,and garlic. It’s a Rachael Ray recipe, and I absolutelylove it.I love good food. Whenever I go on vacation,I look at the Food Network website to see whereDiners, Drive-Ins, and Dives has been. I even havethe app on my iPad. All the MLB people madefun of me the whole time we were in Minneapolis[at the ALSD Conference] because I kept talkingabout these meatball tacos.John: She’s serious.Dennette: I’m already scoping out places in Orlando.One time, we went 30 minutes out of theway for a pizza. We ended up missing the next[ALSD Conference] session, but it was cooked ina copper oven thing. I had to go there.SEAT: Favorite Pearl Jam album? Go, don’t thinkabout it.John: Riot Act. It was different. Most people willsay Ten. Riot Act ruined some of their fans. A lotof people jumped off the bandwagon because itwas a different sound. But looking back on it, it’sfantastic.SEAT: Are you learning to play the ukulele becauseyou also have a man crush on Eddie Vedder?John: He is who got me interested in even tryingit. I’m also taking guitar lessons. I have absolutelyzero musical talent, but I’m going to give it a go.Dennette: I’ve heard him sing. He will occasion-30 | S E A T | www.alsd.com | #SEATWinter2013

InduSTry and ASSOcIATIOn nEWS: ALSD MEMber HigHLIgHTally bust out in song.John: I can sing when I need to. You know, like inmy car. That’s when people probably go nuts whenthey see me driving because I’m singing half thetime.SEAT: That’s probably why everyone is textingand giving you road rage. They’re texting theirfriends to tell them about this bozo singing in thecar next to them.Dennette: No. He’s yelling at the people texting.That’s not singing. That’s yelling.SEAT: Tell me more about some of the things youlike to do outside of the office.Dennette: Well besides cooking, it’s spendingtime with my kids. I do a lot in their schools, theirlittle leagues. I won’t call myself a soccer mom, butI do a lot of that typical soccer mom stuff. I’m theteam mom for my kids’ baseball teams; I’m thetreasurer of the PTO in the elementary school.I also love my alma mater Georgia Southern.I’m a member of three different boards at theschool. I run our alumni association here in Atlanta.I also helped with a [fellow Georgia Southernalumnus] Adrian Peterson book signing, Don’tDis My Abilities. He’s a dear friend of mine, and Itook a great deal of pride in helping him promotehis book. We had 300 people come to the event.So little things like that: planning events aroundAtlanta for my alumni to get together are thingsI love to do.SEAT: How did you first meet Adrian Peterson?Dennette: I was the equipment manager for thefootball team. And they haven’t won a nationalCOMING UP NEXT:THE HOME OF THE BRAVEchampionship since I left.SEAT: You have to be crazy organized to do thatjob.Dennette: Or I just like washing dirty clothes. Itwas interesting because I am a woman… if youdidn’t know that.SEAT: [Laughing] Now, is that on the record?John: [Laughing louder] You have to print that: Iam a woman.Dennette: [Laughing loudest] Woman, on therecord.In the sports industry, in that field, you don’tsee very many head equipment managers who arewomen. Now there were things I couldn’t do. Forexample, when the team was in the locker room, Iwasn’t allowed to go in there. But working through[the gender bias] has helped me develop a thickerskin. Like when some of the players would saystuff, I’d just dish it right back. I don’t really takecrap from anyone.SEAT: You wouldn’t have made it in that positionaround all those strong personalities if you weren’tstrong yourself. So I believe you’re a strong woman.John: She just made me think; when you askedabout nicknames, I mentioned Tina, but really it’sDen Mother. She organizes everything for us: ourholiday lunch, birthdays, phone trees if there’s everbad weather in Atlanta; she takes care of everything.So she’s our den mother. She made a littleboard, which we’ll show you. You’ll think you’reback in second grade. This department would bescrewed without her.Dennette: Don’t knock my board out there.John: She also gave me the greatest gag gift everwhich was a remote-controlled fart machine.SEAT: I don’t mean to interrupt, but what do youmean gag gift? That sounds pretty legit.John: Well I mean, it was legit. It was a SecretSanta gift, a $15 or less kind of thing. I openedthe fart machine, and I thought it was the great-est thing ever. But everyone else was like, ‘He’s thewrong person to have that.’SEAT: Fart Machines. Wow, I’ve clearly lost controlof this interview. Let’s change gears, and gowalk around the stadium.Want to network with Dennette and John?Here Are Their Business Cards:Dennette ThorntonGroup Sales ManagerP: 404-614-1493dennette.thornton@braves.comJohn FarrellPremium Seating ManagerP: 404-614-1562john.farrell@braves.comAtlanta BravesTurner Field755 Hank Aaron DriveAtlanta, GA 3031532 | S E A T | www.alsd.com | #SEATWinter2013

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InduSTry and ASSOcIATIOn nEWS: ALSD MEMber Venue HigHLIgHTA Brave New World at Turner FieldAligning with the industry trend to decrease the number of suites in favor of mid-priced inventory, the AtlantaBraves are removing two suites and approximately 200 seats to build the Bobby Cox Club presented by SuperiorPlumbing at Turner Field.We’ve done a good job over the past fewyears of revamping our inventory toprovide a lot of different [premium] options,”says Dennette Thornton, GroupSales Manager for the Atlanta Braves. “The biggestpush this year is filling the new club that’sbeing built, filling those tables, and making sureit’s sold out.”The “new club” is the Bobby Cox Club presentedby Superior Plumbing which is located on theClub Level of Turner Field on the third base sideof home plate. The Bobby Cox Club will mirrorthe successful Georgia’s Own Credit Union Club(a concept borrowed from the Colorado Rockies’Mountain View Club) on the first base side whichopened last season.The Georgia’s Own Credit Union Club has20 outdoor tables, under cover to protect guestsfrom the summer sun and backed up by an in-THEMED SUITESAT TURNER FIEldGAME ROOM SUITE• 36-Person Suite• Four HD Televisions• Two Trivia Games• Arcade Games: Golden Tee and Ms.Pacman• Foosball TableBOBBY COX SUITE• 40-Person Suite• Six HD Televisions• Life-Size Cutout of Bobby for PhotoOpportunities• A Timeline of Bobby’s Career• Bobby Pictures and Framed PosterTHE CHAIRMAN’s SUITE:THE BIG NIGHT OUT• 40-Person Suite• Cooking Demonstrations by Atlanta-Area Celebrity Chefs• Fully Catered Suite with MenuDesigned Around the Visiting Team’sLocal Cuisine• Alcoholic and Non-Alcoholic Beverages(Excludes Liquor Drinks)• Individual Tickets are $145 per person(Includes Food, Beverage, and Parking)Middle Ground: John Farrell explains the benefit of inventory between suites and club seats: “The clubs are the new way. They are a greatmiddle ground…and come with valet parking, in-seat service, and they’re really high-end.”door club lounge. Two of the tables are two-tops,while the remaining 18 are of the four-seat variety.One table is ADA compliant, therefore not sold,but the remaining available tables sold out beforeOpening Day last season. The Braves are on trackto do the same in the Bobby Cox Club this season.“The clubs are the new way,” contends JohnFarrell, Premium Seating Manager for the Braves.“They are a great middle ground for those companiesthat can no longer afford or no longer desire asuite but still like some of the amenities. The newclubs come with valet parking, in-seat service, andthey’re really high-end.”Both the Georgia’s Own Credit Union Cluband the Bobby Cox Club open up to a welcome/concierge area adjacent to a bar through glassdoors, exposing their lounges to curious onlookerswalking the Club Level concourse. There areno restrooms in the clubs, but facilities are a shortwalk down the concourse. At each table are televisionsand power outlets to charge mobile devicesand laptaps in case patrons wish to do a businesspresentation or just follow their fantasy teams.Wi-Fi service is free on the Club Level.Price points are $29,000 and $31,000 per yearfor a table of four in the Georgia’s Own CreditUnion Club and the Bobby Cox Club respectively.Clients must purchase the entire table. Everyticket comes loaded with a $30 food and beveragecredit that can also be used on merchandise. Thecredits do not rollover and must be used for thatgame.TURNER FIEld SUITES“[The Bobby Cox Club] helps us too in regards tosuites because we had to knock out two suites toaccommodate the club, so it shrinks our inventoryand increases the demand,” expounds Thornton.After the completion of the Bobby Cox Club,Turner Field will have 53 suites, 15-20 of whichthe sales team tries to sell on a per-game basis.“We keep some inventory open for daily rentals,”Thornton says. “We really have five suites openthat we try to sell as season leases because they arein prime locations.”SUN TRUST ClUBTurner Field is also home to some of the best seatsin baseball. The first row of the 145 Henry Aaronseats is 45 feet from the catcher, closer than thepitcher who stands 60 feet, 6 inches from homeplate.Underneath the sold-out seating area is the SunTrust Club, a six-year-old lounge with carving stations,tables open for reservations, and a full bar.Sun Trust Club memberships can be purchasedfor three, five, or seven years. According to Farrell,the Sun Trust Club continues to be a hit this offseasonwith four contracts already renewing fiveyeardeals. “[The Sun Trust Club] is our baby,” hecontinues. “We’re actually turning the camera wellinto a few more seats next season.”— Jared Frank34 | S E A T | www.alsd.com | #SEATWinter2013

Reward Suite Loyaltywith LuxuryLet Rymax help your venue increasesuite holder renewals with memorablegifts that drive loyalty and leave alasting impression.We are the direct source for all of your suiteowner renewal gifts with merchandise fromover 250 brand names, at price points to fitevery budget, no order minimums, and fastand reliable shipping guaranteed.FOREVER BETTERApple ®www.rymaxinc.com • 973.582.3201 • jbrenner@rymaxinc.comCopyright © 2013 Rymax Marketing Services, Inc. All rights reserved.

Reward Suite Loyaltywith LuxuryLet Rymax help your venue increasesuite holder renewals with memorablegifts that drive loyalty and leave alasting impression.We are the direct source for all of your suiteowner renewal gifts with merchandise fromover 250 brand names, at price points to fitevery budget, no order minimums, and fastand reliable shipping guaranteed.FOREVER BETTERApple ®www.rymaxinc.com • 973.582.3201 • jbrenner@rymaxinc.comCopyright © 2013 Rymax Marketing Services, Inc. All rights reserved.

Conferenceand TRADESHOWHilton OrlandoJune 30 – July 3, 2013Your Weekin the SunContinuing the tradition of holding its conference where the bestvenues of the year are, the 23rd Annual ALSD Conference andTradeshow will visit Orlando and Tampa in 2013.Located in Orlando is the Amway Center, home of the OrlandoMagic, considered by many to be one of the top arenas in theworld. Our college division is included in the venue tours this yearwith a day trip to the University of Central Florida in Orlando.“We looked at a half-dozen cities very closely, and we chose Orlando,”says Bill Dorsey, Chairman of the ALSD. “Amway Centeris a top-flight arena; we have not been in the Southeast for severalyears; and Orlando is one of the top family destination sites onthe planet.”“In addition, there are more than 1,600 hotels in Orlando,”continues Dorsey. “We selected the brand new Orlando Hiltonwhich was rated by various travel sites as the third highest ratedhotel in the area. This is one of the top three hotels we have evergone to and the rates are outstanding.”Besides Orlando, the ALSD will also take a day trip to Tampa,home of the Buccaneer’s Raymond James Stadium and the Lightning’sTampa Bay Times Forum. “This is a short, easy drive andwell worth the trip,” states Dorsey. “People will be impressed withwhat Tampa has to offer. As usual, we are providing somethingfor everyone.”Please Note: All events and times are tentative and subject to change.We understand travel plans are being made and will update you viaALSD.com, email, and print pieces on schedule changes and updatesthroughout the coming months.36 | S E A T | www.alsd.com | #SEATWinter2013

Sunday, June 302:00 p.m.Board of Directors Meeting3:00 p.m.New Attendee Meeting4:00 p.m. – 7:00 p.m.Opening Reception in Exhibit HallFood and Drinks ProvidedSignature CocktailsNetworkingSponsored by: Delaware North Sportservice7:00 p.m.Buses Depart for Venue Tourand ReceptionAmway Center#SEATWinter2013 | www.alsd.com | S E A T | 37

Monday, July 1Venue TourUniversity of CentralFlorida Athletic FacilitiesUCF Arena & Bright HouseNetworks Stadium8:00 a.m. – 3:30 p.m.League MeetingsLeagues and Teams OnlyNational Football LeagueNational Hockey LeagueNational Basketball AssociationMajor League BaseballMajor League Soccer/International FootballCollege/UniversityMinor League, Concert, Racing,and Alternative VenuesFood and Beverage8:00 a.m.Colleges, Minor League, Racing, Concert,and Alternative Venues:Buses Depart for Venue TourUniversity of Central Florida AthleticFacilitiesUCF Arena & Bright House NetworksStadium11:00 a.m. – 1:00 p.m.Keynote Lunch and Award ShowKeynote Speaker and Visionary AwardWinner: Bernie Mullin(see sidebar opposite for details)4:00 p.m. – 7:00 p.m.Exhibit Hall ReceptionNetworking EventsMixology Experience! The Making of a Great CocktailNew Attendee Introductory EventYou Only Live Once! The YOLO Group, led by a fewfresh and energetic ALSD members, is simply a circle ofexisting and new friends (no cliques allowed) looking fora fun, ice-breaking, networking experience. All attendeesare cordially invited, and prerequisites include, but arenot limited to: “Must have fun and not be afraid of a littlelight-hearted humor, at anyone’s expense!” This eventwill kick off with a toast in the ALSD Exhibit Hall.38 | S E A T | www.alsd.com | #SEATWinter2013

Tuesday, July 28:00 a.m. – 9:00 a.m.Fan Experience Super PanelToday’s catchphrase is Fan Experience. How can weget customers off the couch in this era where 30million fantasy sports playing consumers are happyin their lavishly appointed home theatres with 72-inch flat screens? Panelists discuss topics such asfantasy lounges in football stadiums, mobile devicecapabilities, treatment of your VIPs, turnkey systemsto enhance the fan experience, targeting the rightcustomers, and branding your product.Moderator: Bill Sutton, Principal,Bill Sutton AssociatesFounding Director, Sport and EntertainmentManagement MBA Program at University of SouthFloridaPanelist: Stewart Clark, Vice President, SeaWorld Parks& Entertainment in charge of Discovery CovePanelist: San Francisco 49ersPanelist: Sporting Kansas CityConferenceand TRADESHOWHilton OrlandoJune 30 – July 3, 2013Keynote Lunchand Award ShowKeynote Speaker andVisionary Award Winner:Bernie MuLLinChairman and CeoThe Aspire GroupBill SuttonBill Sutton AssociatesStewart ClarkSeaWorld Parks & EntertainmentBernie Mullin’s résumé precedes him. Dubbed “The Sports Marketing Guru” bySports Illustrated, his expertise stems from presidencies with the Atlanta Hawks,former Atlanta Thrashers, and former Denver Grizzlies (IHL). Additionally, Mullinhas served in Senior Vice President roles for the NBA, Colorado Rockies, andPittsburgh Pirates. To boot, Mullin played semi-professional soccer for OxfordCity FC in England.Bernie Mullin is currently Chairman and CEO of The Aspire Group (TAG), aleading global management and marketing consulting business which partnerswith its clients in implementing “Next-Practices” to produce winning brands,revenue enhancement, and strong sales and service cultures. TAG maximizesorganizational and marketing effectiveness, growing revenues, and buildingan avid and sustainable fan base. Under his guidance, TAG has clients located inseven countries on four continents that represent best-in-class leagues, teams,and brands.Bernie Mullin’s Record:• President/CEO, Atlanta Hawks (NBA), Atlanta Thrashers (NHL), andPhilips Arena• SVP, Marketing and Team Business Operations, National BasketballAssociation• Vice Chancellor of Athletics, University of Denver• President/General Manager, Denver Grizzlies• SVP, Business, Colorado Rockies• SVP, Business Operations, Pittsburgh Pirates“Does anyone else have the breadth of knowledge of the total sports marketplace?If we are comparing résumés, Bernie Mullin’s is at the top of the stack. He is one of onlytwo people who have been team presidents in three different leagues. Once a semi-profootballer from England, Bernie now owns a Ph.D. and a very successful business,The Aspire Group, which grew from 30 employees to about 200 in a year.”– Bill Dorsey, ALSD Chairman#SEATWinter2013 | www.alsd.com | S E A T | 39

Adam KellnerChicago BearsBrent CentlivreDisney InstituteKaryl HenryOklahoma State UniversityLauren FisherPhilips Arena/Atlanta Hawks9:00 a.m. – 11:30 a.m.Brunch in the Exhibit Hall10:30 a.m. – 11:30 a.m.Solutions: What WorksIf you want to really see what works, the ALSD has puttogether a series of seminars that have verifiable results fromteams. All you need is one idea. We’ve got four programs foryou to choose from:Sales TrackPackaging and Flexibility: What’s Selling?Audience participation is encouraged, as this idea sessiondiscusses successful (and unsuccessful) packagingoptions and sales techniques. What’s working and what’snot:• Bundling vs. De-Bundling• Flex Billing• Ticket Utilization Tools• Added Value, Added Access• Reward, Loyalty, and Membership Programs• Shorter Lease Terms• Incentive Packages and Early Renewal Deals• Seat Licenses• Friends and Family Deals• Per Event vs. Multiple Year Agreements• Suites By-The-Seat• Suite Re-Sell ProgramsModerator: Adam Kellner, Director of Stadium Sales &Services, Chicago BearsService TrackThe Not So Basics: Questions You Needthe Answers ToLearn About:•Disney Institute: Common Sense, But Not CommonPractice•15 Mistakes to Avoid When Gifting High-Level Executives• Real Salt Lake: 100 Lions Club and Premium CustomServiceModerator: Karyl Henry, Director of Premium Services,Oklahoma State UniversityPanelist: Brent Centlivre, Account Manager, DisneyInstituteTrainers of Super Bowl, World Cup, and Numerous TeamEmployeesPanelist: John Ruhlin, Founder, The Ruhlin GroupPanelist: Patti Benson, Director, 100 Lions Club andPremium Seating, Real Salt LakeSales and Technology TrackTechnology: A Necessity, Not an AmenityLearn About:• Wi-Fi• Fantasy Sports and Gaming• Social Media: What’s Working and What’s Not• Tablets and Smart Devices• Paperless and Mobile Ticketing and Seat UpgradesArchitectural, Food and Beverage, and Technology TrackBest Seat in the HouseLearn about premium “neighborhoods” for every pricepoint. Also learn which seats help sell the most food andbeverage and why. A panel of architects, big food andbeverage, and salespeople share success stories. Whichpremium seats are most popular and why?• Suites: Traditional, Mini, and Party• Loge Boxes• Clubs Seats• 365 Clubs• Sponsored/Branded Premium Spaces1:00 p.m. – 2:00 p.m.Staggered Bus ScheduleDepart for Tampa2:00 p.m. – EveningVenue Tours in TampaOn-Site Interactive Education, Renovation Tours, andReceptionsRaymond James Stadium,Home of the Tampa Bay BuccaneersTampa Bay Times Forum,Home of the Tampa Bay LightningSee Tod Leiweke’s bio for renovation detailsKeynote Speaker:Tod Leiweke, Chief Executive Officer,Tampa Bay Lightning40 | S E A T | www.alsd.com | #SEATWinter2013

Conferenceand TRADESHOWHilton OrlandoJune 30 – July 3, 2013Keynote LunchTod LeiwekeChief Executive OfficerTampa Bay LightningTod Leiweke was named Chief Executive Officer of Tampa Bay Sports andEntertainment, which includes the Tampa Bay Lightning, Tampa Bay Storm,and the Tampa Bay Times Forum, in 2010. Leiweke, who is in his 30th seasonin professional sports, has led the team’s transformation off the ice which hasresulted in the more than doubling of the team’s season ticket base whilevastly increasing its footprint in the community. Under Lieweke’s guidance, theLightning have seen a nearly 20-percent increase in overall attendance from2009-10 through 2011-12. Instrumental in kick-starting the transformation ofthe franchise, Lieweke helped to develop the Bolt’s new jersey system and logo,with all Season Ticket Members receiving their own revolutionary jersey with achip implanted in the sleeve that grants them access to a variety of discountsand benefits.Tod Leiweke’s Record:• CEO, Seattle Seahawks and Vulcan Sports & Entertainment, whichoversees the Seahawks, Seattle Sounders FC, and Portland TrailBlazers• President, First & Goal Inc., which operates Qwest Field and QwestField Event Center• President, Minnesota Wild; Chief Operating Officer, MinnesotaSports & Entertainment• Executive with: PGA Tour, Vancouver Canucks, Golden StateWarriors• Street & Smith’s 2009 Sports Executive of the Year Finalist• Puget Sound Business Journal CEO of the Year• Seattle Sports Commission CEO of the YearThe Tampa Bay Times Forum itself underwent a $42 million, privatelyfundedrenovation during the summer of 2011 and received:• A new $5 million high-definition center-hung scoreboard• The Coors Light Between the Pipes, a signature stage with pipeorgan• New seats throughout the arena• Reconstructed executive suites• The Bud Light Party Deck, a paradise deck overlooking downtown• A grand entry with an improved, guest-friendly McDonald’s TicketOffice and merchandise store#SEATWinter2013 | www.alsd.com | S E A T | 41

Shannon HansenBI-LO Center and Charter AmphitheatreChris BryantBryant GroupAnne CampbellDetroit LionsChris BigelowBigelow CompaniesWednesday, July 3End User WednesdayUltimately, the person you are pleasing, the person you needto hear from is The Customer. Not necessarily the teams, notnecessarily the vendors, not all the time at least. The ALSD willprovide End User Panelists in Wednesday’s sessions. Because,in the end, nothing works so well as a happy customer.8:30 a.m. – 9:30 a.m.Sales and Technology TrackWhat You Need to Know About YourEvolving Customer:• Market Segmentation• Demographics• High Net Worth Individual Profiling• CRM• Analytics Gathering• Market Automation: Prospecting, Scoring,and TrackingService TrackShock and Delight: Differentiate YourServiceYour customers have nearly seen it all. They deservenew, never-before-seen amenities that they can’t getelsewhere. This session will highlight events, services, andproducts that are sure to shock and delight your clients.• Loyalty Programs and Amenities• Outsourcing Concierge Service• Special Events and Access• VIP TreatmentModerator: Shannon Hansen, Premium ServicesManager, BI-LO Center and Charter AmphitheatrePanelist: Kristin Loeser, Director of Suite Services,Milwaukee BrewersSales, Food and Beverage, and Architectural TrackUnconventional Strategies to IncreaseRevenues• Non-Game Day Use of Your Premium Areas• All-Inclusive Clubs and Suites• Custom Food and Beverage Build-Outs• In-Seat Service: What’s Working• Street Trucks Concepts• Innovative Food Ordering• Providing/Crafting Signature Beverages9:45 a.m. – 10:45 a.m.Sales and Service TrackRetention: The Art of ConsistencyDoes your venue have and stick to a culture? Thesuccessful management of the customer experiencethroughout the entire venue, and especially on thepremium levels, is the only way you can take a swing atbeing consistent for your guests. Learn the best practicesfor retaining customers and developing brand loyalty.Presenter: Chris Bryant, Chief Experience Officer, BryantGroupService TrackTreat and Train the Suite Holder and theSuite AdministratorWhat you want to do is exceed the expectations ofyour suite holder, but by doing that, you need to trainyour suite administrator to educate your suite holder.Customer service requires training. A premium seatmanager needs to know what the suite holder needsand wants. Those needs and wants may well be differentdepending upon how you “read” the customer. Goodservice provides; great service anticipates.Moderator: Lauren Fisher, Senior Manager of SuiteServices, Philips Arena/Atlanta HawksService and Food and Beverage TrackFood and Beverage and CustomerService SummitService staffs and food and beverage staffs needto establish and maintain an all-for-one goal. Thisinteractive session will allow the two entities to askquestions of one another to determine how to improvethe relationship and the end goal of providing the bestservice to the premium customer.Moderator: Dr. Peter Titlebaum, Associate Professor,University of DaytonModerator: Danielle Kloke, University of DaytonPanelist: Anne Campbell, Manager, Sponsorship & SuiteServices, Detroit LionsPanelist: Matt Borgard, Channel Sales Manager, Venues,Crown ImportsPanelist: Chris Bigelow, President, The BigelowCompaniesPanelist: Brian Crow, Associate Professor, Slippery RockUniversity42 | S E A T | www.alsd.com | #SEATWinter2013

11:00 a.m. – 12:00 p.m.Sales TrackThe New Sale: Adapting to Your Market• Selling on the Local Level• Outsourcing• Local Rewards Programs• Sponsorship and Premium Seating Packages• Local Sponsorship Programs• Dynamic PricingConferenceand TRADESHOWHilton OrlandoJune 30 – July 3, 2013Sales and Food and Beverage TrackThrough the Eyes of the CustomerDo you really know your customers’ needs in termsof food and beverage? You need to. Discussed in thissession are your customers thoughts on:• Pricing and Packages• New Offerings and Trends• The Future of F&B Alcohol RequirementsTechnology and Food and Beverage TrackTouch Versus Technology: How DigitalEffects PremiumGeneral SessionThe Industry: Past, Present, and FutureIs the past, prologue? Is what came before a harbingerof where the industry is headed? Or has the industryso evolved in today’s present that the past is no longerrelevant, and the future is simply something no one hasany idea of what is to come. This research panel will showpast trends, present day reality, and future ideas. This is abig picture session – a history lesson. Will history repeatitself? Find out.Panelist: Dr. Peter Titlebaum, Associate Professor,University of DaytonPanelist: Dr. Heather Lawrence, Associate Professor, OhioUniversityPanelist: Ron Contorno, President, Full HouseEntertainment Database Marketing12:15 p.m. – 1:15 p.m.General SessionThe Secret SauceEveryone always says there is no “secret sauce” to sell premium inventory.That’s probably true. But there are ideas out there that are new and thatfew teams know about. Tap into some new ideas which the ALSD hascollected over the past year. You may be surprised. Let the ALSD serve upour own secret sauce from a menu of options. Learn five things you don’tknow about the future of the industry.Moderator: Bill Dorsey, Chairman, ALSD#SEATWinter2013 | www.alsd.com | S E A T | 43

About the Hilton OrlandoBoasting a modern design to accommodate both the mostactive visitors or people in search of some quality R&R, theHilton Orlando features a comprehensive 15,000-square-footSpa and Fitness Center, two resort pools, a lazy river, nine-holeexecutive golf course, a jogging track, and basketball, tennis,and bocce ball courts. Additionally, seven creative diningoptions provide fresh and creative cuisine.Consistent with the hotel’s contemporary design, upscaleaccommodations furnish the interior of the 1,400 wellappointedguestrooms, including 53 suites. In-room amenitiesinclude the Hilton’s Serenity Bed, in-room refrigerators,Cuisinart dual-cup single-brew coffee maker, desk areawith nesting table and Herman Miller ergonomic chair,programmable safes, and large 37” LCD TVs.In less than two years of operation, Hilton Orlando recentlyranked #1 on TripAdvisor’s rankings of Orlando hotels, hasreceived a AAA Four Diamond rating for its luxurious amenitiesand top-notch service, was named the second best in CentralFlorida to work by the Orlando Business Journal, and hasreceived multiple awards from Hilton Worldwide for its overallperformance and outstanding customer service.Hilton Orlando6001 Destination ParkwayOrlando, FL 32819To Make Your Reservations:• Visit https://resweb.passkey.com/go/ALSD2013CONF or• Call 888-488-3509Group Name: ALSD or Association of Luxury Suite DirectorsAnnual MeetingGroup Rate: $165/nightCome to the Conference, Bring the FAMiLY, StAY for the AttrACtionsThe ALSD has made arrangements with WaltDisney World, SeaWorld, and Universal Studiosfor discounted and hopper tickets for you andyour traveling companions during your stay inOrlando. So come early, stay late. Take the kiddosto meet Mickey, Shamu, and Harry Potter.Visit ALSD.com for all the information for eachtheme park.44 | S E A T | www.alsd.com | #SEATWinter2013

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 allattendees from a team/company.CAnCellAtionThirty (30) or more days before show: 75% refund. Lessthan thirty (30) days before show: Credit for followingyear’s show; no monetary refund.Organization ___________________________________________Name _________________________________________________Title ___________________________________________________Address ________________________________________________City____________________________________________________State _____________Zip Code______________________________E-mail _________________________________________________Phone _________________________________________________Cell Phone _________________________________________________ Yes, I would like text messages during the ALSD Conference*ALSD will have an opt-in Text Program. Texted updates/informationsent to your cell phone (Ex. "ALSD buses depart 5:00 p.m for Venue Tour"or "2:30 Sales Session moved to Conference Room #2")Member: __Yes __ No__ I would like to sign up for membership;please send materialsPlease check one:__ NFL__ NBA__ NHL__ MLB__ MLS__ College__ Minor League__ Racing__ F&B__ IT__ International__ Other: ________________ Check here if this will be your FiRStAlSd Conference.the 23 rd AnnualAlSd Conference & tradeshowSunday, June 30 – Wednesday, July 3, 2013Hilton orlandoorlando • tampaRegiStRAtion FoRmpRiCing:no. of Attendeesnovember 1, 2012 – december 31, 2012First ALSD Member $700 _____Add’l ALSD Member $650 _____Non-ALSD Member $825 _____January 1, 2013 – march 16, 2013First ALSD Member $750 _____Add’l ALSD Member $700 _____Non-ALSD Member $875 _____march 16, 2013 – AlSd ConferenceFirst ALSD Member $800 _____Add’l ALSD Member $750 _____Non-ALSD Member $925 _____gRoup diSCount: Sign up 3 Attendees at Regular price,get the 4 th for ½ price and the 5 th for FReeAlSd guest/Family plan: If you bring a guest(s), that person(s) will needALSD credentials. Extra credentials are $200 each and will grant guest(s) access toall tours and receptions. Kids under the age of 14 are Free.Guest Name: _________________________________________________________Guest/Spouse $200 _____Total: $_______pAYment___ American Express ___ Discover ___ Mastercard ___ VisaCard Number: _____________________________________________________Exp. Date: _____________________________________________Cardholder Name: ______________________________________Cardholder Signature: ______________________________________ Check made payable to: ALSD or Association of Luxury Suite DirectorsHost Hotel information:Hilton Orlando6001 Destination ParkwayOrlando, FL 32819Fax, e-mail or mail form to:Amanda VerhoffALSD10017 McKelvey Road, Cincinnati, OH 45231E: Amanda@alsd.comP: 513-674-0555 x104 F: 513-674-0577Reservations:Website:https://resweb.passkey.com/go/ALSD2013CONFPhone: 888-488-3509Rate: $165/night

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THE CORPORATE TICKETMARKETPLACEJust as dramatic as the sports venue evolution ofthe past 20-plus years are the dramatic changes inhow the corporate fan handles his ticket assets.So how did we get here? And, more importantly,where do we go from here? Every team’s approachto how they do business with these most-valuedcustomers depends on the answers.By Bill Dorsey, Chairman, ALSDMetLife Stadium is home to the NFL's New York Jets andGiants and the Commissioners Club, one of the most exclusivepremium seating areas in all of sports hospitality.

THE CORPORATE TICKET MARKETPLACE:The following is not a fairy tale…even if it almost reads like one.Once upon a time, a sports fan – a personwho bled for his team – was knownby various names. Joe Six Pack was thegeneric name for all these fans. Somenames though were more specific:Cheeseheads braved the frozen tundraof Green Bay and sat on cold, woodenbenches without backs, while the Dog Pounders of Clevelandcompeted against the Terrible Towelers of Pittsburgh for status asthe hardiest and huskiest of fans.But over the last 20 years, a new fan has emerged: The CorporateFan.Now, the corporate fan is not someone who paints his face, andhe is not someone who sits in the cheap seats, where he can lookout over the stadium rafters and see Russia. No, the corporate fanis someone who entertains clients at a game. The corporate fan issomeone who is creating a captive market situation for himselfand the company he represents. It does not mean the corporatefan is not a fan, but he also has another prime directive.That directive is to drive business. The corporate fan’s goal isnot primarily the game; the corporate fan’s primary function is tocreate commerce for the company he is representing.A corporate fan’s tickets are called assets.These assets are tracked, just like any otherinvestment. No one really talks about who winsthe game or not; a corporate fan talks about ROIof these assets.Tickets Become Business AssetsIt’s an investment of sorts in human capital; “relationship marketing”it’s sometimes called. As with any investment, it is expected topay off down the road. As such, a corporate fan’s tickets are calledassets. These assets are tracked, just like any other investment. Noone really talks about who wins the game or not; a corporate fantalks about ROI of these assets. How many clients did the corporationentertain? What were the results of these interactions?Did the corporation secure any new business or maintain existingbusiness?The corporate fan that uses these tickets usually needs to fileexpense reports. He needs to track usage. He needs to file reportson who was at the event and what the business relationship is.He is cognizant of compliance issues, of Dodd-Frank regulationsabout entertainment expenditures. If he does not use the ticketsproperly, the corporate fan can, upon occasion, lose his job. Uponoccasion, the corporation sends people to the suite to oversee theirinvestments. Sometimes, it’s done clandestinely: a kind of secretshopper program for the corporate world.The First Generation of the Marketplace:Contractually Obligated IncomeA person, who uses corporate tickets, in most cases, sits in expensivepremium seats. These seats can be suites, but also club seats,loge boxes, field boxes, or courtside seats. There are many roomsin the corporate fan’s house these days. The food that is orderedis also plentiful and more upscale than the fare offered to Joe SixPack. Many food options are available, and if the corporate fanorders far enough in advance, almost anything can be brought in:the best wines, the best food, the best of everything.The best of everything costs money. It is not unusual for corporationsto own multiple suites in multiple venues that costmillions of dollars. Some of the larger corporations spend up to$100 million for all their sponsorships and premium seats. It’s bigbusiness.Corporate users comprise what is now called the CorporateTicket Marketplace. It’s been a booming business for more thantwo decades now. The Contractually Obligated Income (COI)created by long-term suite leases is what fueled the stadium boomin the 1990s. Whereas in 1990 when the corporate VIP marketplacewas considered only about 3% of the marketplace, a newworld-class professional venue now usually has nearly 20% of itsseats considered “premium.” Those 20% of seats often equate tosomewhere around 40%-50% of the total ticket revenues created.And those ticket revenues often do not include things such asPersonal Seat Licenses (PSLs) (see sidebar) that exist in manynew venues, primarily in the NFL, where approximately half ofthe teams now have raised capital for these new sports cathedralsthrough PSLs.THE SECOND GENERATION OF THE MARKETPLACE:TECHNOLOGY AND FAN EXPERIENCEThe gentrification of the venue marketplace is alive and well.Besides a few icons (e.g., Wrigley Field, Fenway Park, LambeauField, Madison Square Garden, Dodger Stadium), nearly everyteam in the country now has itself a venue no more than 25 yearsold, dating back to the Palace of Auburn Hills in Detroit whichopened in 1988 when the Corporate Ticket Marketplace reallybegan. And even the iconic venues are receiving facelifts.After around two decades, the early adopters are going throughanother round of renovations. Not always new builds (althoughSan Francisco, Minneapolis, Seattle, Las Vegas, and Milwaukeeall seem to be planning new venues at the moment), many venuesseem to be receiving a facelift of sorts. The shelf life for a newvenue is very short these days – less than 20 years.Much of that is based on the new sports mantra called FanExperience. As player salaries have gone up over the past two decades,the need for buildings to generate revenue has escalated.As prices have gone up though, some fan amenities, includingtechnology in the venues have not kept pace. The result? Fans willNOT come to the venues if their cell phones don’t work. Highdefinition television, games on the Internet, and less costly F&B48 | S E A T | www.alsd.com | #SEATWinter2013

Personal Seat LicensesPersonal Seat Licenses (PSLs), sometimes called CharterOwnership Agreements, are stadium financing tools,primarily existing in NFL venues. Approximately half ofNFL venues (15 teams) have raised capital through PSLsto construct these buildings. There are two or threeteams currently building new venues which will alsooffer them: San Francisco 49ers, Minnesota Vikings, andwhatever team ends up in Farmers Field in Los Angeles.PSLs are not only for the corporate fan. They aresold to nearly everyone in the venue. But the corporatefan is the person who is charged the most, especiallyin markets such as Dallas and New York, where PSLscan reach six figures for the absolute best seats inthe house. Because a PSL is needed to obtain a goodseat in many NFL venues, they can be purchased as acommodity. Several companies offer them similarly tobuying a ticket on the secondary market.NFL Teams with PSLsDallas CowboysNew York GiantsNew York JetsCarolina PanthersOakland RaidersSt. Louis RamsBaltimore RavensTennessee TitansPhiladelphia EaglesChicago BearsHouston TexansPittsburgh SteelersCleveland BrownsCincinnati BengalsSeattle SeahawksAverage PSL Revenue Per Team:$144.2 millionAverage Number of PSLs Sold Per Team:48,221Always In Style: Beingspecial is no longer anamenity; it’s a necessity.In the 10,700-square-footCommissioners Club, membersenjoy a destination of luxurywith dark rich wood and plushvelvet and leather furniture.Teams Using or Potentially Using PSLsin the Future:San Francisco 49ersMinnesota VikingsLos Angeles franchise (Farmers Field)#SEATWinter2013 | www.alsd.com | S E A T | 49

Whereas in 1990 when the corporate VIP marketplace was considered onlyabout 3% of the marketplace, a new world-class professional venue nowusually has nearly 20% of its seats considered “premium.” Those 20% ofseats often equate to somewhere around 40%-50% of the total ticketrevenues created.Who Occupies Premium Inventory?Realistically, there is only a small percentage of the corporatemarket that can afford suite ownership. Considerthe following breakdown:Assume your suites lease for an average of $200,000per year. How much revenue would a company have togenerate to afford such a level of investment? The answerdepends on the profit margin of their industry, butwe will use 1% of gross sales (that would equate to 5%of net sales if profit margin is 20%). So to be considereda legitimate lease candidate, a company should generateat least $20 million in sales.Eliminating non-prospects such as retail, churches,schools, etc., there are a total of 4.9 million businessto-business(B2B) organizations in the United States.Of the 4.9 million companies, only 2.5% (124,824) havesales of $20 million or more. By changing our parametersto those companies with minimum sales of $40million, only 1.2% of companies would qualify.These figures may seem discouraging, but theyconfirm that suite sales professionals must becomemore flexible and creative moving into the future. Oneway to capitalize on the wants of companies to be suiteholders without being limited to the size of the marketslisted above is to offer suite sharing opportunities.Suite sharing allows multiple partners to enjoy allthe amenities associated with a suite at a fraction of thecost. For example, four partners share a suite for theseason at $60,000 each. Your gross revenue has justincreased by 20% with the suite generating $240,000instead of $200,000.Using the same formula as above, $6 million or morein annual sales becomes the qualifying threshold forcompanies to be suite share candidates. The marketplaceat that level is three times larger than the marketplacefor single lease clients: 380,906 (7.7%) companiesgenerate at least $6 million in sales.A lot has changed over the past five years. Companiesthat were once premium customers could be outof business now; and some industry segments thatwere booming are suffering now. In addition, countercyclicalindustries have emerged, are now thriving, andare a viable target for suite sales.Below are business categories occupying premiumspace in four segments: growing, shrinking, and statusquo as well as counter-cyclical.Growing IndustriesAttorneys/Legal ServicesInsuranceBusiness/Management Consulting ServicesAccounting, Auditing & BookkeepingTelecommunicationsBeer, Ale, Wine & Liquor DistributorsDoctors OfficesShrinking IndustriesBanks, Bank Holding Companies & Credit UnionsTelevision, Radio & NewspaperFinance & InvestmentsGeneral Contractors & Home BuildersReal Estate Agencies & ManagersCar DealersMortgage Brokers & LoansReal Estate DevelopersTitle CompaniesPlumbing, Heating & Air Conditioning ContractorsStatus Quo IndustriesCasinosBusiness Services NECRestaurants & CaterersHolding Companies & Other InvestorsManufacturing CategoriesCounter-Cyclical IndustriesComputers/High-TechCollection AgenciesCredit & Debt Counseling ServicesPawnbrokersCheck Cashing ServiceApartment-Related CompaniesEducational/Training CompaniesDiscount ChainsFast Food RestaurantsAuto RepairMedical-RelatedRemodeling ContractorsSelf-Storage– Ron Contorno, Full House Entertainment Database Marketingand Dr. Heather Lawrence, Ohio University50 | S E A T | www.alsd.com | #SEATWinter2013

have all started to keep both the casual fan and now even thecorporate fan at home.Teams are beginning to realize that if you charge more, youhave to provide more. Corporate fans especially realize this realitybecause they are buying the boxes or the club seats in many casesto impress the people they invite. It has to be special. Being specialis no longer an amenity; it’s a necessity.And so the 21st century venue, in order to cater to the companieswho can afford these high prices, is attempting to providea truly unique experience. Nowhere is this more evident than forthe corporate fan.The corporate fan coming to a game today often has access tothe following:• The best seats in the house• The players and the field• Their suite during non-gamedays• Special clubs or nightclubs at the venue• High-tech innovations such as fantasy game rooms or iPadsin the suite or loge box• Mobile food ordering systems• Added-value amenities such as holiday gifts, food tastings,golf outings, etc.• Rights of first refusal for non-contracted events: concerts,major events such as the Super Bowl or the Final Four (insome cases), and other events• The ability to hold meetings with full Internet access• Wi-Fi installations for full reception on mobile phonesOccupancy Rates and Lease Lengths DecreaseClearly, the corporate fan is catered to…at a price. There’s the rub.Teams, with the ongoing and seemingly endless task of raisingrevenue, have continued to raise prices for premium seats. This hasnot been an easy thing to do during the Great Recession of thepast five years. And some teams –specifically those in the largestmarkets such as New York City – have apparently gone too far.While the rest of the bowl is nearly full, the most valued tickets insome of these markets are going unsold. Corporations – despiteall the amenities they receive – are cutting back in some of thesemarkets.New York City has had the most difficulty in this area. MetLifeStadium had significant occupancy issues when it opened, especiallyfor the New York Jets. The New York Yankees too have hadtheir premium seat issues; although to be fair, Madison SquareGarden was actually able to raise premium prices.The reason teams/venues no longer can “build it and they willcome” is partially money, partially political correctness (the corporatefan doesn’t want to appear as Nero while Rome burns),and partially because they have been there and done that. Thesecondary market has also emerged with a ready supply of ticketsavailable, at least for club seats. Many companies simply cherrypick the games they want. There is probably not one reason just asthere is assuredly not one magic bullet to get lost customers back.Occupancy rates have dropped in many cases, although theyhave stabilized from a couple years ago. But while occupancyrates have somewhat stabilized, the term length of the lease hasgone down. Gone are the days of the 10-year lease, except fornew builds in major markets for the biggest of sports such as theSan Francisco 49ers in the NFL. Most teams today accept muchshorter lease terms. Contracts with corporations also often allowfor suite sharing. In some cases, they are now even allowing suitere-selling, especially for those companies who have long-termleases and cannot get out of their lease because of their contractualobligations.Specific contracts with corporations are also custom writtenin some cases. The buyers, i.e., the big corporations, often havea great deal more power in negotiations than they once did. TheThe Big Event: A SuperBowl suite usually commandsupwards of $300,000 for primelocations. The CommissionersClub will certainly qualify as aprime location when MetLifeStadium hosts Super BowlXLVIII in 2014.#SEATWinter2013 | www.alsd.com | S E A T | 51

The Top 20 Business Categories Buying Premium SeatsThe answer to the question, “Who buys premium seating?”, is furtherinvestigated here, listing not only the top 20 business segments,but additional breakdowns, including employee size, annual salesrevenue, and business status (headquarters, branch, independent).The top 10 industries alone represent 35% of all the business typesthat buy premium seating.These new insights are the result of Full House EntertainmentDatabase Marketing partnering with the Ohio University Centerfor Sports Administration. Over 13,000 professional sport premiumseating customers have been analyzed, and Full House and OhioUniversity are excited to share the top industries that lease suitesand other premium inventory (club seats, VIP clubs, etc.):Attorneys/Legal ServicesInsuranceGeneral Contractors & Home BuildersOilBusiness & Management Consulting ServicesDoctor’s OfficesBanks, Bank Holding Companies & Credit UnionsReal Estate AgenciesFood and Grocery Manufacturers & DistributorsFinance & InvestmentsManufacturers of Industrial & Commercial MachineryAccounting, Auditing & BookkeepingTelevision, Radio & NewspapersPlumbing, Heating & Air Conditioning ContractorsRestaurants & CaterersEngineering ServicesTruckingCar DealersElectrical Work (Electricians)Dentist OfficesOverall Analysis:ALL Business/Corporate Premium Seating CustomersEmployee Size:Less than 5 Employees: 26%5 - 9 Employees: 11%10 - 19 Employees: 11%20 - 49 Employees: 16%50 - 99 Employees: 11%100+ Employees: 25%Sales Volume:Less than $1 Million: 28%$1 - 2.5 Million: 13%$2.5 - 5 Million: 10%$5 - 10 Million: 10%$10 - 20 Million: 9%$20 - 50 Million: 9%$50 Million+: 21%Location Type:Headquarters: 15%Branch: 14%Independent: 71%– Ron Contorno, Full House Entertainment Database Marketingand Dr. Heather Lawrence, Ohio Universitycontracts often favor the buyer. Corporations, who recognize theyhave newfound leverage, are negotiating better deals for themselves.And teams tend to acquiesce. It’s not unusual to have manyversions of the standard suite contract in the same venue.What kinds of changes are being made to contracts? The escalatorclauses in the contracts have gone away or are very small;suite owners, in some cases, are given renewal credits or are allowedto re-sell their suite; and sometimes, they can negotiate the“big events” coming up years in advance. That is something thatwould never have happened back in the take-it-or-leave-it glorydays from 1990 to around 2007.Retention Becomes the Watchword of the DayTimes have changed. The market has changed. The way teams dobusiness needs to change. And in many respects, it has changed.First off, customer service has evolved tremendously. No longerdo teams sign contracts and then virtually ignore the customeruntil the contract comes up. Now, the teams specifically reachout and “touch” the customer multiple times. The suite directorscharged with this task, at least the good ones, get to really knowtheir customers, including birthdays. They are professional conciergeassistants.Meanwhile, a new title has emerged over the past couple ofyears: the “retention” expert. Because it is much easier to keep anexisting customer than to find a new one, retention has becomethe watchword of the day. And in places such as Oklahoma City,the Thunder in the NBA have hired not one or two retention experts,but 14 of them.The days when business is taken for granted are long gone. Thedays when premium staffs were one person are nearly gone. Staffinghas gone up; customer service has improved; and corporationsare the beneficiaries of teams who need to work harder to maintaintheir business revenues.The Corporate Ticket Marketplace Becomes a$10 Billion IndustryThere are many factors to consider when judging the actual sizeof the premium seat market. Depending upon your definition ofpremium seating, it is determined that there are approximately30,000 suites and 800,000 club seats in the five major sports, pluscolleges, minor leagues, racing venues, and portable hospitality.This equates to a $10 billion industry.Of this $10 billion, about $5 billion is in the professional ranks,$5 billion among the remaining levels. While stadiums, especiallyin the college ranks, have built out new premium spaces in recentyears, many teams have downsized their premium offerings. The52 | S E A T | www.alsd.com | #SEATWinter2013

two trends tend to offset each other.The professional ranks have 141 teams; the college ranks includeabout 500 universities. Minor leagues also contribute heavilyto the $5 billion. For example: there are more total suites in minorleague baseball than there are in MLB because the number ofteams is so much higher. But minor league suites tend to cost onlyabout 33% (or even less than that) of suites at a MLB stadium.Premium seating consists of both club seats (including courtside)and suites, loge boxes, field boxes, and various “clubs” whichexist in the venue. Club seating, the most expensive seat in thehouse on a square footage basis, is about 60% of the total marketplace.Too many teams, realizing this, have built out too many clubseats in the past. This problem also is being rectified.Sponsored spaces and naming rights in premium spaces is notincluded here. Neither are Personal Seat Licenses and seasonticket bases which have existed for generations. Also not includedhere is the concert industry which varies greatly depending uponthe touring acts and the price points for those acts.The Big EventsThe concert marketplace is very much like the event marketplacefor sporting events. What the Super Bowl is to premium,the Rolling Stones are to concert venues. The cost of premiumseats, not included in this $10 billion fee, is enormous. A SuperBowl suite usually commands upwards of $300,000 for a decentbetween-the-20s location.For major events such as the Super Bowl or Final Four, corporationsoften are given the option to purchase suites at very highrates. Those who don’t take the option, give up their suites for theevents.Many teams, cognizant of what major events are in their buildingsyears in advance, make sure their leases with the corporationstake the major event into account in several ways: 1) they use theevent as a bonus for signing a long-term lease, and 2) they includethe event and justify a much higher cost for the lease than themarket would normally bear.The Next Few YearsNegotiating leverage will continue to be on the side of the corporateconsumer for the next few years it now appears. But teams aregetting smarter. They are beginning to custom build venues specificfor their marketplace, with just the right number of premiumseats that the market will bear. They are offering more and morevalue to corporations, especially in the way of unique amenities.And they are beginning, through sophisticated database techniques,to distinguish between the business-to-business customerand the more casual business-to-consumer customer.As a result, occupancy rates seem to be going back up for theteams. And if there is anything the teams do understand, it is theconcept of leverage. So corporations need to understand betterwhat is available to them and what is not. It’s a give and takeworld out there, and corporations need to know if they are thegiver or the taker these days. #How is your team adjusting to the changing Corporate Ticket Marketplace?Write to Bill at bill@alsd.com, and connect with him onLinkedIn at www.linkedin.com/pub/bill-dorsey/6/125/76a.The $10 Billion Industry:In North America, there areapproximately 30,000 suitesand 800,000 club seats in thefive major sports, plus colleges,minor leagues, racing venues,and portable hospitality.This equates to a $10 billionindustry.#SEATWinter2013 | www.alsd.com | S E A T | 53

THE CORPORATE TICKET MARKETPLACE:An Insider’s Perspectiveof Premium Seating Usageby Fortune 100 CompaniesThe following information contains highlights and insightsgathered from interviews with 15 Fortune 100 companyinsiders.Why do companies invest in premium seating, i.e.,what are your primary objectives?Primary objectives include:1. Driving business growth and adding new business2. Retaining and providing hospitality to current clientsto nurture an established relationship3. Establishing relationships with teams and properties4. Accessing premium space for business entertainment5. Developing client loyaltyDo companies use premium seating inventory as anemployee incentive?For the most part, companies are discouraged andhesitant due to IRS regulations requiring reporting ofgifts over $25. Several compliance departments preventthis practice, and they have policies that dictate that thisresource is used for business first. Several companies offeremployees tickets at the last minute, but these practicesare not used as an incentive.The majority of insiders are using tracking softwareto monitor attendance, employee usage, andunused, used, and charitable tickets. The biggestreason for using ticketing software is for ease ofauditing.Does your company use return on investment (ROI)when evaluating the value of your premium seating?In some instances, companies track data to show theimpact to business, but this evaluation still only providesone data point. An area of agreement among the participantsis that there is not an exact science to determineROI on premium seating; however, each company shouldfind what works best for their senior management.How important is activation (reinvestment) relative topremium seating?Most of the insiders feel money and time are beingwasted without activation. The goal is to exceed a standardexperience and provide a premium experience thatattendees will remember for years to come. Premiumseating is an important tool to distinguish a businessdeal from other options a client may have, so companyemployees need to use premium seating as a tool to dotheir jobs more effectively.What have been the best activation examples involvingpremium seating within your company?Activation can be as simple as staging events or meetingsfor clients and prospects because the suite environmentimpacts them more than being in a conference room.Further, it becomes a great touch point to use a player orcoach because these appearances make those in the suitefeel special. Providing key clients with tickets to entertaintheir own clients also goes a long way. Another form ofactivation is to offer prizes in the suite during the game asan added value to those in attendance.As a leader in luxury suite ownership in multiple facilities,what tool/method do you use to manage yourticket inventory?The majority of insiders are using tracking software tomonitor attendance, employee usage, and unused, used,and charitable tickets. The most referenced software programsare Spotlight, Ovations, and TicketOS. The biggestreason for using ticketing software is for ease of auditing.There are still some companies that use spreadsheets anda listing of available games to distribute on a first-come,first-served basis. Others indicate they set up a matrixand identify the tickets for each game, splitting thembetween divisions of the company.Some companies are donating tickets to charity. Ifyour company has done this, how do you track thevalue of the tickets?There are differing procedures amongst the participants;some track them and some do not. Some examples ofresponses include:1. The tickets are not tracked unless they are going togo unused2. The cost is tracked at either the retail price or thecost of standing room only3. The 5031C number is entered in the database andthe tickets are released to the charity54 | S E A T | www.alsd.com | #SEATWinter2013

The most important thing to keep in mind is that aninvestment in premium seating is about creating aunique experience and not always about the gameor matchup. Leveraging the connection to theteam is the critical element.4. The value is based on the overall value of the partnership,not the individual value of a ticket5. Goodwill cannot be measured; it is a great gesturewhen the tickets would otherwise go unusedHow has being linked to premium seating and corporatesponsorship in sports changed in light of today’seconomic challenges?The biggest change is being forced to be more practicaland accountable. Since the senior executives are more accountable,others in the company have to show value inwhat they are doing. Overall, premium seating inventoryhas been decreased due to pressures related to spendingand low usage rates. One concern from the insidersis that prices have increased. Also reported is the greaterdifficulty to fill a suite than three years ago. It is morechallenging to find clients willing to attend; either theyare not willing, or internal rules and company policieshave changed, making it difficult for them to attend.What do you think the person/company with onesuite can learn from Fortune 100 companies that ownmultiple suites?It is critical that the person/company that has the suiteestablish objectives before buying and have a trackingmechanism to ensure tickets are being utilized for the intendedpurpose(s). Tickets should not be given to peoplewho are not influencers in the decision-making process ofbuying the person’s/company’s products/services. Ticketsshould be annually rotated, allowing one to hit differenttargets. The most important thing to keep in mind isthat an investment in premium seating is about creatinga unique experience and not always about the game ormatchup. Leveraging the connection to the team is thecritical element.– Dr. Peter Titlebaum, University of Dayton, Dr. HeatherLawrence, Ohio University, Dr. Christopher Moberg, OhioUniversity, and Ms. Christina Ramos, Ohio UniversityBranding Bullseye: At TargetField, home of the MinnesotaTwins, Cambria uses its suiteas a “design studio” to activateits brand for guests 100-125times a year.#SEATWinter2013 | www.alsd.com | S E A T | 55

THE CORPORATE TICKET MARKETPLACE:How Large Is the Corporate ticketMarketplace?The Corporate Ticket Marketplace in stadiums and arenas in the top75 markets in the United States is a $10 billion industry that consists ofapproximately 30,000 suites and 800,000 club seats. Below is a summaryof market breakdown analyses from the ALSD Research Division.The Changing Landscape:Changing Premium Seat Paradigm• 1990: 3% of all seats were Premium• 2012: About 20% of all seats in newlyconstructed venues are PremiumAnalysis:Size of Luxury Suite MarketTop 75 Markets• Total Number of Suites: 30,000• NOT including Play Games,Concert MarketplaceBreakdown of Suites• Total Number of Suites in the FiveMajor Sports: 12,000 Suites• Will increase 10-20% in next 6 yearsto approximately 14,000 Suites• Total Number of Remaining Suites:College Market -Approximately 12,000 SuitesRacing, Golf, Minor Leagues -At least 6,000 SuitesPremium SeatingNumber of Premium Seats(Club Seats):At least 800,000 in top 75 markets56 | S E A T | www.alsd.com | #SEATWinter2013

A newly constructed venue normally dedicates nearly 20% of its seating bowlto the premium markets. In terms of dollar volume, a new venue’s revenuecan attribute close to 50% of its attendance revenue to premium seating. Thispercentage can be even more if you include premium seat financial tools thatgenerate income such as Personal Seat Licenses (PSLs).By 2008Total Ticketing Revenue forPremium Seating approachesbetween 33.33% to 66.67%for most new venuesMarket Size• Approximately $10 billion total• Professional Sports: $5 billion• Remaining Markets: $5 billionThe five major sports have become dependent on premium seating revenueas construction has trended upwards in recent years as evidenced by the databelow.Size of MarketplaceNumber of Suites/Premium SeatsGoing HigherOverall Premium Seat GrowthTotal Suites Growth Rate Total Club Seats Growth Rate Total Premium Seats Growth Rate19978585 - 199484 - 331844 -200211257 31.12% 387287 99.14% 568999 71.47%200712175 8.15% 480595 24.09% 675395 18.70%201214152 16.24% 620865 29.19% 847297 25.45%Overall Luxury Suite Growth#SEATWinter2013 | www.alsd.com | S E A T | 57

THE CORPORATE TICKET MARKETPLACE:Changes in Premium SeatingOwnershipConditions in the premium seating industry might becharacterized in a single statement: Times are changing.Common thought has always dictated that, if you secure aclient, they are yours for a long-term deal. This is true todayfor a few select markets only. For the vast majority, it is theexception, not the rule.The old rules for prospecting clients, selling suites,measuring value, and servicing clients are outdated. Thelandscape of premium seat ownership has changed. Thecurrent economy, along with the aging of some venues,requires that sales professionals look to the research andbecome more educated about current trends in order toretain customers.The economic recession of the last five years has had animpact on the premium seating industry. Companies mustnow justify their expenditures to their boards, customers,and even the public more than they ever have in the past.It is up to sales professionals to understand and translatethe value of ownership to assist owners in justifying continuedspending in this area. Premium seating sales professionalsmust know how their clients plan to grow theirbusiness. Most importantly, they must be able to clearlyarticulate how the suite plays a critical part in achievingtheir objectives.Companies must justify their expenditures to theirboards, customers, and even the public. Salesprofessionals must translate the value of ownershipto assist end users in justifying continued spending.The industry is getting creative in its approach tochanging trends. Venues are offering variable terms to getowners to commit to renewing premium seating. Someteams are already reducing suite ownership to sharingarrangements that could result in as much as 50% or lessownership. Some companies may divest its suites entirelyas they choose to use their limited resources elsewhere.Other solutions are possible. Teams have to understandthe importance of suite administrators to the suiteindustry. These individuals are the link between the suitepurchasers, users, and team and are in the trenches of suitemanagement on a day-to-day basis. The owner can also bemore effective by explaining the underlying reasons whypremium seating was purchased and how to best managethis inventory. The end result is a win-win situation for allinvolved and a greater understanding of what is going onbehind the purchase.Another little-considered factor is food and beverage(F&B) service. Most do not know or understand therole that F&B plays in the premium seating industry. Theexpectation is for the highest quality product with impeccableexecution; however, most are unaware of all thepreparation that goes into preparing for the event. A greatdeal happens behind the scenes from the management tothe service to the training of the employees. The end resultis obvious, people eating and drinking, but the dauntingpreparation that goes into each game is not.Over the last few years, revenues from premium seatinghave faced significant pressure due to economic turbulenceand rampant corporate downsizing. Service representativeshave the opportunity to turn the challenges ofthe last decade into an additional stream of revenue forthe sporting organization/venue. The strategies examinedto leverage new industry conditions will help all premiumsales and service representatives achieve greater resultsand increase sales. Premium seating sales executives whounderstand their current and future clients and are willingto meet their wants/objectives will stand apart from othersand solidify profitable and long-term mutually beneficialrelationships with their most valuable clients.Take-a-ways on winning in today’s corporate ticketmarketplace:1. Teams need to understand it takes more to keep acustomer today.2. Stop assuming those who purchased premiumseating know how to activate their purchase.3. A plan is needed by those who purchase premiumseating to payoff long term.4. The suite administrators should know the goal ofthe purchase of premium seating which helps inmaking sure ticket inventory does not go unused.5. Food and beverage has the power to make anevent special. Insight is needed in creating valueby varying the menu.6. The three most important perks to purchasers ofpremium seating is free parking, high-end giftsand experiences like traveling with the team, andgetting down to the playing field.7. Billing is an issue for premium seating customerswho believe they should not be given differentbills for tickets and food and beverage.8. Many top executives do not believe ROI is the bestway to evaluate a premium seating purchase; theyseem more comfortable with a ROO model.– Dr. Peter Titlebaum, University of Dayton58 | S E A T | www.alsd.com | #SEATWinter2013

Premium Seat Fact Sheet• There are approximately 30,000 suites and 800,000 clubs seats that comprise thepremium seat marketplace in North America.• In terms of dollar volume, the market has been conservatively estimated togenerate $10 billion per year which only accounts for sports, not the concert orentertainment side of the equation.• For a new building in a major market, premium seating now generates nearly50% of the total ticketing revenue. Much of this income is not considered part ofrevenue sharing with the league or its franchises.• In the past 20 years, nearly every sports team in the country has constructed anew building, almost entirely as a result of premium seating and the contractuallyobligated income (COI) it creates.• Premium seating consists of both luxury suites and club seating. Club seating,individual seats in great locations in the venue, are 60% of the marketplace.• If sold on a per-square-foot basis, club seating is the most expensive seat in thehouse. The most expensive club seating is courtside seats. Often, the front row ofcourtside seats is more than double the cost of the second row of courtside seats.• The most expensive suites are for the Super Bowl. However, the greatest revenuebrought in for suites in the US Open tennis tournament. Suites for this event aresold twice a day for a two-week period.• Food and beverage is a large component of the suite marketplace. Nearly 20% ofthe total cost of a suite can be allocated to F&B alone.• Occupancy for the premium seat marketplace has dropped a bit since the fall of2008. But a second generation of premium seating is now being developed withnew innovative approaches.• The face value of the average ticket owned by a business is $154.• The average ticket owned by a business is used to entertain $107,624 in potentialor current revenue.• The average ticket bought on the secondary market by a business is$366 per ticket.#SEATWinter2013 | www.alsd.com | S E A T | 59

THE CORPORATE TICKET MARKETPLACE:WHAT DO COMPANIES DO WITH $20BILLION IN SPORTS TICKETS?According to the trash can,sports tickets aren’t worth much.Companies throw away more ticketsthan most fans will see in a lifetime.In fact, 43% of all tickets owned bybusinesses go unused. The averagebusinessperson uses only 7.8 ticketstotal each year. But if tickets areused correctly, they are worth everypenny. When a businesspersoninvites a guest to a game, that guestrepresents $161,544 in revenue forthe company. An average luxurysuite at just one game costs acompany $3,080 and hosts $2.58million in potential revenue.The following graphicalinformation comes courtesy ofSpotlight Ticket Management’scorporate customer study whichpulled data from over 4,000companies and 5 million tickets.This sample is the broadest scope ofcorporate ticket data available from2012 and includes a range of smallcompanies with hundreds of ticketsto enterprise giants with tens ofmillions dedicated to entertainmentspend annually.All ticket data is anonymous.Spotlight has maintained theintegrity of data by adjusting foroutliers and understanding theeconomic differences between eachmajor region.WHO DO COMPANIES GIVE TICKETS TO?Personal Use4%EmployeeReward 12%35%30%25%20%15%10%Sponsorship12%New Clients5%CharitableDonation 2%Marketing 1% Other 6%BusinessDevelopment58%Business Development Charitable Donation New ClientsEmployee Reward Personal Use SponsorshipMarketingOtherAND THE MOSTPOPULAR LEAGUE IS…5%0%6%CollegeSports17%12%30%4%30%MLB NBA NFL NHL Other*Our team executives believe that42% of the tickets used by businessare used for revenue growth. In fact:3 out of every 4 tickets a companyowns go to potential or currentcustomers.Companies plan early for the mostvaluable tickets: Of the 76% oftickets going to businessdevelopment, almost all aredistributed within the company amonth or longer before the eventMore than 90% of tickets used forEmployee Rewards are given out atthe last minuteTicket numbers only go so far.We don’t just track the ticketassets themselves, we alsomeasure the demand.For a not-so-popular game, youmay have one person asking forone ticket while the big gamehas fifty staffers fighting over thesame ticket.The NFL is far and away the most popularleague for corporate entertainment todaywith over 5 people asking for each ticket.The next closest: the NBA with 1.4 peopleasking per ticket*Other includes Golf, Concerts, Broadway Shows, and other live events purchased regularly by businesses60 | S E A T | www.alsd.com | #SEATWinter2013

IF YOU HAVEN’T GOTTENTHAT INVITE YET…25%20%15%10%5%20%13%23% 24%Most believe tickets are a lastminute item. That is not thecase for businesses. In fact,most companies know who isgoing to the game more than amonth in advance.11%9%0%0 to 7 Days 8 to 14Days15 to 30Days31 to 60Days61 to 90Days90+ DaysThere’s a good chance the person you see up in the suiteworks in finance.Energy & Utilities14%Financial Services11%Telecom Insurance3% 3% Technology3%ProfessionalServices15%Media8%Leisure8%Real Estate4%Consumer Products4%Automotive6%Banking5%Health Care5%Construction5%Food & Beverage6%Over half of all sportstickets are owned byonly 5 industries:1. PROFESSIONALSERVICES2. ENERGY AND UTILITIES3. FINANCIAL SERVICES4. MEDIA5. LEISURE*Ticket ownership by industry represents the number of tickets owned by each industry as classified by Dun & Bradstreet.Each firm is represented in their Dun & Bradstreet industry in the study with over 1000 firms used to compile data.#SEATWinter2013 | www.alsd.com | S E A T | 61

Announcing a New Corporate Ticketing ConferenceCTIC: Corporate Ticket Impact Conference2013CTICCorporate TicketImpact ConferenceApril 16, 2013MetLife StadiumFor buyers and sellers of premium seatingintended to maximize the value of corporateticket assetsThe Corporate Ticket Marketplace is undergoinga paradigm shift. What used to work no longer worksas well when it comes to selling premium seats.As a result of the marketplace shift, the ALSD ispresenting a one-day Corporate Ticket Impact Conference(CTIC, pronounced C-tick) intended to solve thepain points that many corporations feel currently whenit comes to the millions of dollars of ticket assets theypurchase.This is a show with a point-of-view from the premiumseat ticket end user.Subjects covered at this April 16th conference atMetLife Stadium, home of Super Bowl 2014, will include:• Ticket Utilization• ROI and ROO• Ticket Management, De-Bundling• Electronic Ticket Transfer• Sourcing Inventory for Major Events• How to Truly Entertain Your Best Customers• Tickets and Technology• The Fan Experience• Buyer Meets Seller“We decided to do this show after we could clearly seethat the corporations and teams were not on the samepage in terms of marketing objectives,” says Bill Dorsey,Chairman of the ALSD. “Teams were too often selling realestate; corporations were buying the experience andreturn on their business objectives.”“What is needed is a better understanding of businessgoals and objectives,” continues Dorsey. “Our annualSuite Holder Focus Group at the ALSD Conference eachyear is almost always our most highly attended session.We wanted to expand upon what we have learned fromthese sessions. CTIC allows us to do that. Teams canunderstand better the corporate objectives, and corporationscan better understand how the teams operate.”CTIC is expected to draw between 300 and 500 attendees.More corporations than teams are expected toattend. There is a $500 cost for the day at MetLife Stadium;it does include breakfast, lunch, and a reception andtour of the $1.6 billion MetLife Stadium. Also included arenearly 50 speakers and 20 sessions.For more information, go to www.CTIC2013.com.Or call:Bill DorseyChairmanALSD513-674-0555 x102Bill@alsd.com62 | S E A T | www.alsd.com | #SEATWinter2013

Put MoreButtsin yourseatsPremium Seating Leads • Group Sales LeadsSeason Ticket Sales Leads • Business Email CampaignsCurrent Fan Profile ReportsFull House EntertainmentDatabase Marketing(312) 360-0001 • info@fillthe house.comwww.fillthehouse.comALSD Research Partner Since 2007

A premiumon new clubsA Premium Club: ProgressiveField’s new 5,000-square-footpremium product combines aloft theme with a sports bar,incorporating high ceilings, darkgrey floor tile and carpet, maplewood paneling, solid surfacecountertops, and brown and blueaccent tile.There exists an industry-wide conflict between a surplus of suites and a lack of venuesadapting with innovative premium products. On Opening Day 2013 at Progressive Field,the Cleveland Indians will usher in the exclusive new Premium Club which serves asanother leading example of addressing changes in premium customer demands.By Amanda Verhoff, Executive Director, ALSDQuick HitsThe Cleveland Indians willdecrease the suite total atProgressive Field by 15 in 2013,replacing this inventory with anew Premium Club.The Premium Club, whosefinal name is still being decidedupon, is a new product whosequality and value is somewherebetween a club seat and a suite.The Premium Club price pointis $150/seat per game. Onlyfull-season packages are sold, but3-year contracts do offer escalatorprotection, and shared packagesare available.The Premium Clubincorporates all-inclusive foodand beverage concepts, including8-12 menus rotating during theseason and changing each game.When Progressive Field was built in 1994, it had132 suites. By 2012, that number had droppedto 111. And with lingering concerns over anindustry that is not operating like it did in the1990s, when suites sold out on 10-year leases, the home of theCleveland Indians will again decrease its suite inventory by 15in 2013. In response to clients unable to tolerate long-termleases and still too much suite supply, the Indians are unveilingwhat they hope is a solution to the current climate in sportseconomics: the Premium Club.The construction of Progressive Field’s new Premium Club,located directly adjacent to the Press Box, on the first baseside of home plate, follows an industry trend to decrease thenumber of luxury suites in North American sports venues. “It’snot a Cleveland issue,” says Ryan Robbins, Director of PremiumSales & Service for the Indians. “It’s an industry-wideissue to decrease suites.” Because the Indians are embracingevolving trends and diminished customer budgets, Robbinsbelieves the organization will deliver a desirable atmospherein the Premium Club’s inaugural year.A New WaveThe Cleveland Indians Premium Club, whose final name isstill being decided upon, appeases some customers’ desires fora new product whose quality and value is somewhere betweena club seat and a suite. What’s more, the new Club will helpthe team’s bottom line as well. At $150/seat per game, Robbinsfavorably asserts that the Premium Club “will fill a gapin current ticket inventory while also accomplishing the team’sgoal of generating additional revenues.”To determine the price point and amenities for the5,000-square-foot, climate-controlled, fully furnished PremiumClub, the Indians researched other MLB ballparks,including Great American Ballpark (Cincinnati Reds), PNCPark (Pittsburgh Pirates), Safeco Field (Seattle Mariners), andComerica Park (Detroit Tigers).The Silver SuiteRyan Robbins is versed in selling a suite turned club. Whilewith the Oakland Raiders as Director of Premium Seatingfrom 2009 to 2012, Robbins sold the Silver Suite, which64 | S E A T | www.alsd.com | #SEATWinter2013

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Never Too Much of a Good Thing: Pending the successof the Premium Club, more suites could be removed andreplaced in the future with two or three similar clubs.“We are continually looking to develop different products to fit the segmentthat demands a fresh alternative to the traditional suite.”– Ryan Robbins, Cleveland IndiansHave a Seat: The Premium Club contains 85 not-for-purchaseseating options, including restaurant-style tables with standardchairs, highboys and drink rails with stools, half-moon tableswith stools, and two semi-private networking areas with a loveseat, club chairs, and a coffee table.66 | S E A T | www.alsd.com | #SEATWinter2013

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Supporting Role: Twenty wooden auxiliaryseats, not marketed to the public, are sold toexisting Club clients, corporate partners, orsuite holders on a game-by-game basis.Premium Club Amenities100 High-Back Leather Permanent Seats: Sold as season tickets20 Auxiliary Seats: Sold to existing Club clients, corporate partners, or suiteholders on a game-by-game basis• Wooden seats located at the far end of the Club• Seats not marketed to the public• Auxiliary seat holders can also sit in any of the 85 not-for-purchaseseating options below*:1. Half-moon tables with four stools, adjacent to drink rails behindpermanent leather backs2. Two locations of semi-private networking areas with a love seat, clubchairs, coffee table, and no TV for private conversations and meetings3. Highboys, some with stools, some without4. Restaurant-style four tops with standard chairsExclusive Restrooms in the Hallway Just Outside the Club EntranceParking: The Indians are anticipating guaranteed parking spots will be includedin the ticket priceAll-Inclusive Food and Beverage:• Upscale menus infused with regional or “opponent” flair and dishesindigenous to Cleveland• Menus that change each game; 8-12 menus rotate during the season• Food Network offerings like the popular Hot Dog Bar• Beverages, including beer, wine, bottled water, and soda throughthe middle of the 7th inning8-10-Inch, Deluxe Drink and Dining RailsBetween Seat Side Tables for F&B, Smartphones, and Personal BelongingsOpening Day GiftElectronic Tickets and Ticket Transfers (No Hard Tickets)Concierge Desk20 High-Definition TelevisionsL-Shaped Bar, Easily Servicing 120 ClientsRetractable Floor-To-Ceiling Glass Kept Fully Open in Favorable ClimatesDebossed and Embroidered Logos in Exclusively Designed Furnitureby a Local CompanyViews of Pre- and Post-Game Shows on SportsTime Ohio (STO)• The STO studio is adjacent and exposed (through glass) to the PremiumClub• Shows will be piped into the club up to a half hour before the clubcloses post-game• Indians alumni will visit the studio often and sign autographs and takephotos in the Premium Club*The Indians could sell the inventory behind the permanent seating, which would nearly double thesellable inventory and revenue. The team has opted not to at this time, based on seat holders whoneed the tables or couch seating for business meetings and networking.was essentially a traditional 18-person suite that was sold bythe seat for $350 per game. In its second year, the idea wasexpanded to a second suite, where the number of seats soldtripled. That same philosophy is now how Robbins is treatingthe Premium Club.The mAke, Model, ANd mArketingMuch credit for the new premium product goes to Alex King,Vice President of Marketing and Brand Management for theIndians, who was formerly in Brand Management at Procter& Gamble. As Robbins explains, the final design, menus, seating,amenities, and F&B options stem from client surveys andfocus groups conducted by King. Designers and architects forthe Premium Club renovation proceeded only after clients’wishes were examined (See sidebar on page 70 for full designteam). Ideas were amassed, and a combination of a loft themeand sports bar emerged with high ceilings and wood paneling.Robbins adds, “There is a craft beer craze going on inCleveland. We are working on the Premium Club’s beer selectionwith Delaware North Companies. As big as craft beeris, we are doing all we can to ensure options are plentiful andcongenial to clients’ newly crafted pallets.” Currently ProgressiveField serves craft beer, including local Ohio brewers,throughout the ballpark.According to Robbins, many current Indians premiumclients have an appetite for something more unique than atraditional suite, so the club’s initial target clients were existingsuite holders, diamond box seat holders, and club seat holders.“We haven’t had any [cannibalization],” Robbins contends. “Aformer suite partner who decided not to purchase a suite didbuy in the Premium Club, but the revenue is more now becauseof the package they had in their suite.”That particular client had a quarter-season suite package,whereas the Premium Club only offers full-season packages.Additionally, there are no discounts offered in the club; although,3-year contracts do offer escalator protection, andshared packages are offered. “If a client wants eight halves, wecreate a partnership where essentially it is four fulls,” explainsRobbins. “My team can match them up with other clientswho want a similar package, or the client can find a partnerwho will purchase the other half season.”To attract the high-level business customer for the PremiumClub, a wave of marketing – direct mail, email, videos, andphone calls – is taking place. In addition to current customers,the following are being targeted:• Top iNduSTries: Robbins worked on top industrycategories, using SIC codes and demographicslike location, revenue, and employee size, with FullHouse Entertainment Database Marketing and68 | S E A T | www.alsd.com | #SEATWinter2013

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Through the Looking-Glass: PremiumClub members are afforded a benefit uniqueto Progressive Field: views of pre- and postgameshows in the SportsTime Ohio studioexposed to the Club through glass.did his own analysis to produce a Cleveland Top 10Industry List.• CorporATe dATAbASes: The Indians useHoovers databases. Categories are split by sales reps.• Sales NavigATioNS: Indians sales reps arematched up with Indians executives’ LinkedIn profilesand personal connections. Reps can also searchLinkedIn by industry for a small fee.• Cancel LiSTS: Five-year season ticket holdercancel lists are mined and marketed to.Under Construction: Constructionof the Premium Club, including itsL-shaped bar that will easily service120 patrons, will be completed byOpening Day.FOLLOW @THEALSDON TWITTER OR LIKEUS ON FACEBOOKTO SEE A PHOTO OFAMANDA’S VISITWITH RYAN ROBBINSAND THE INDIANS ATprogreSSIVE FIELDPremium Club Design-Build Team• Construction Manager: Gilbane BuildingCompany (Cleveland)• Architect of Record: ka architecture (Cleveland)• Mechanical, Electrical, and Structural Engineer:Thorson Baker & Associates (Richfield, Ohio)• Interior Architect and Conceptual Designer:POPULOUS (Kansas City)Marketing a high-end product requires face-to-face meetingsas well. “After all,” Robbins contends, “you can’t sell a $200,000suite or full-season club package over the phone.” In saying so,Robbins makes outside sales calls and includes a leave-behindfor prospects and clients.Suites AT ProgreSSive FieldDespite the fact that many teams are christening ballparkclubs while tearing down suites, there will always be a needfor traditional suites. Clients are simply demanding more fortheir money in today’s economic climate. When Robbins isasked, as he often is, “How can you fix my suite cost?”, he replies,“What can the Indians offer you that would deliver morevalue?”. Robbins knows that personalization is key. In sayingso, the Indians offer:• Half- and quarter-season suite leases• Food and beverage credits, especially for long-termclients• Food packages on a fixed price point• Mascot visits which are popular on Sunday gameswith families and guests• Opening Day, bi-annual suite administrator, holiday,and other touch point gifts• Rental suites at variable/dynamic prices• Considerations for flex suite plans for 10-, 25-, and50-games with lower price points as the number ofgames increases70 | S E A T | www.alsd.com | #SEATWinter2013

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Ryan Robbins explains that the Premium Club only decreasessuites, not revenue: “It will fill a gap in current ticketinventory while also accomplishing the team’s goalof generating additional revenues.”DedicATed to PremiumClevelander Ryan Robbins brought a repertoire of premium knowledge backhome with him when he joined the Indians in 2012. Robbins previously spenttime with the Cleveland Browns, Chicago Fire, and Oakland Raiders. With boththe Raiders and Indians, he has initiated true premium departments. Whetherthe departments were either under a general sales blanket or there simplywere not enough staffers to meet client demands, Robbins was part of a restructuringprocess that defined premium as its own entity.At the Indians, Robbins currently works with three newly hired sales executivesbut is also fortunate that his group, season, and inside staffers are proficientin all premium products, so he can rely on them to sell rentals and lowerticketpremium products. Robbins is the first premium director the Indianshave had in six years. Previously the ticket sales director controlled all accounts.The philosophy Robbins is working to instill is that while education on all productsis key, differentiation in departments is necessary for sales efficiency.Connect with Ryan Robbins:Ryan M. RobbinsDirector of Premium Sales & ServiceCleveland Indians BaseballOffice: (216) 420-4154Mobile: (216) 469-8497Email: rrobbins@indians.comThe mASTer PlANThe master plan at Progressive Field is to create neighborhoodsto fit all budgets by offering options to general and premiumfans alike. Finding the right number of suites to fit themarket is one focus of the ballpark restructure. Pending thesuccess of the Premium Club, more suites could be removedand replaced with two to three similar clubs. “Ninety suites arestill too many for our market,” says Robbins. “So we are continuallylooking to develop different products to fit the segmentthat demands a fresh alternative to the traditional suite.”Additionally, the current Terrace Club, which houses over2,000 club seat holders, could get a facelift. Robbins explains,“The club was built in the 1990s. Today, we can’t be as exclusiveas we would like with the amenities. Because of thelarge fan base in the club, it is very difficult for the food tobe high-end enough to maintain the business clients who areentertaining and networking with their clients and who desiremore than ballpark fare.”Ultimately, the Indians are committed to maintaining ProgressiveField as one of the premier ballparks in the country.The Premium Club is merely the beginning of a venture totransform the overall ballpark blueprint. By continuing to listento the needs and desires of fans, the organization hopes tocreate the most dynamic mix of premium neighborhoods andfan-friendly seating for all fans. #COMING up NEXT:geTTING FromSTreeT TO SuiTEHow is your venue decreasing suites but not revenues?Write to Amanda at amanda@alsd.com.72 | S E A T | www.alsd.com | #SEATWinter2013

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Getting From Streetto SuitePart I: ParkingYes, we really are talking about parking in this article. While it might not sound exciting,it is of noted importance to premium seat customers, helps set the tone for the overallevent experience, and is a profitable revenue stream for new and older facilities.By Peter Titlebaum, Ed.D, University of Dayton and Debbie Titlebaum, MBAQuick HitsIn a recent research projectto uncover the purchaseexpectations of premium seatholders, parking was notedas an important factor forthese top customers.Newer facilities have a fargreater number of premiumparking spaces than in pastdecades to capture the profitpotential of this revenue stream.Older facilities have optionsavailable to upgrade theirparking services withoutsubstantial renovations.Some teams now offervalet parking. The Texas Rangersmanage valet services whilecreating profit opportunities bylinking parking to Lexus,a luxury sponsor.Editor’s Note: There have been no buzzwords used as frequently as“Fan Experience” over the past couple years in the sports industry.But what exactly is the fan experience for premium customers? Andwhat should it be? Over the course of this series of articles researchedby Dr. Peter Titlebaum and Debbie Titlebaum, SEAT will investigateall the nooks and crannies of the event experience from soupto nuts, from street to suite. There are many critical components, butit starts, as does our series, with parking. Check back in the springissue as the series continues.Luxury is the expectation set at the time of a premiumseat purchase. But even before the event begins, it canbe muddied by parking difficulties, customer serviceshortfalls, and other value-losing logistical mistakes.Think of parking as a necessary evil. It is like a referee: we allknow that they are important to the game, but no one wantsthem deciding the outcome.The same can be said for parking. Many older facilities arehampered by the fact that parking was not part of their upkeepprogram; therefore, little attention was given to the quality orflow of parking services. While many people come early tothe game, generally, everyone leaves as soon as the game concludes.Facility administration has tried in vain to convincepeople to stay longer; however, when the event is over, manyguests prefer to leave the arena or stadium immediately. Thisoften creates a bottleneck when as many as 100,000 fans tryto leave at once.Different factors affect parking depending on the sport. Inthe NFL, with only ten games a season, fans seem to be morereconciled to stay through the end of the game. But in a sportlike baseball with more than eight times the game/event frequency,some are inclined to leave after the 7th inning stretch.If the facility staff shifts from service mode to clean-up detail,it encourages the public to follow suit.The First Event Touch PointIn a recent project, our research group uncovered the purchaseexpectations of premium seat holders and contrasted themwith the actual experiences from the perspective of those whosell luxury seats. A total of 49 professional sports organizationsresponded to the survey out of a possible 122. All of the“Big Four” leagues were represented: NFL (14), MLB (13),NBA (11), and NHL (11).Little variation was found in the responses between the74 | S E A T | www.alsd.com | #SEATWinter2013

Parking is an issue that doesn’t always garner a great dealof attention, but a bad experience is long remembered.MORE RESEARCHON ALSD.COM:WWW.ALSD.COM/RESEARCHCOMING UP neXT:Goin’ CLubbin’“Big Four” professional sports leagues, demonstrating theyhave more in common than is generally considered. Parkingwas noted to be an important factor for premium seatingticket holders. It is the first personalized touch point betweenthe suite holder and the venue and sets the stage for the eventexperience.A friendly greeting at the garage entrance sets the moodproperly and can provide helpful information to help the fanavoid frustration. This encounter can be further enhanced by agood plan using traffic lights or police to keep traffic moving.While most tolerate without reprisal some congestion, theywant to avoid the inconvenience of a significant traffic backup.Customer service is kept in the forefront of parking by puttingthe same people at the same places to build relationshipswith the fan base. Because these people are the front line, theyget all kinds of questions. Develop a cheat sheet that has allinformation on it. We know most are dealing with temporaryworkers, but teams can still engage them and make them feelgood about answering customers’ questions. It seems small,but it is the little things that make a big difference. And it getseverything off to a good start. The last thing a team wants isfor its best customers to come and tell them about their badexperience in the parking lot.Parking as a Key and Profitable FeatureAdditional research has shown that new facilities more recentlybuilt have a far greater number of premium parking spacesthan in past decades. Significant and proven profit potential islikely the cause. Further, if much of the investment in buildingis geared towards the customers, the rest of their experienceshould also be considered. When building a new facility oranytime a venue is looking to obtain and retain premium customers,it is important to first determine the factors that drivevalue and will therefore heighten the user experience. Serviceis one critical area, and it starts with parking.Several facilities have embraced the concept of parking as akey feature of the premium seating offering. The Amway Centerin Orlando built their parking garage adjacent to the arenawith an over-street walkway, leading right up to the premiumlevel. The Dallas Cowboys located their ample parking facilityinside the building itself, shielding fans from the elements andlengthy walks to their seats. The Miami Heat provide parkingbeneath the building while providing direct access for the bestcustomers. For each of these teams, as soon as their premiumcustomers enter the garage, they are in the team’s care.Older facilities also have options available to upgrade theirparking services without substantial renovations. One exampleis a Park and Ride and VIP-quality shuttle, as is done in Nashvilleat LP Field, home of the Tennessee Titans, through anagreement with the local public works department. A bridgewith easy access from downtown is closed to all but buses goingto and from the stadium, allowing clear traffic routes to thestadium and alleviating some traffic pressure from local streets.There is nothing impeding a good experience. The surface lotfor premium ticket holders is separate from general traffic, facilitatingeasy departures when exiting the stadium.Valet ParkingSome teams have started implementing valet parking for premiumseat holders. For example, the Texas Rangers developedLexus Valet Parking, available on each side of Rangers Ballparkin Arlington, at a cost of $40 per vehicle. Parking spotscan be purchased in advance. Through a sponsorship withLexus, they maintain the cachet of a high-end product bylinking parking to a brand known for luxury. This team figuredout how to manage valet services and simultaneously createprofit opportunities.The Miami Dolphins also offer valet parking as a pre-paidservice available only with certain Club Level Memberships.A valet parking option provided by the Tennessee Titans ensuresthat cars will be parked in a fully-secured lot with a shortwalk to LP Field.From Street to Suite and Back aGainFinally, when premium seat holders are ready to leave thegame or the event, let them leave on their own accord. Serviceshould continue until all have departed, and the event experiencehas reached a natural conclusion. Their exit should be ashassle-free as their arrival, leaving the venue with a positive review,regardless of the on-field performance. The journey fromthe street to the suite and back again should not overshadowthe activities on the field. Parking is an issue that doesn’t alwaysgarner a great deal of attention, but a bad experience islong remembered. #Are you a team, venue, or company interested in participating in futureresearch in the areas of premium product ownership, sales, and marketing?Write to Dr. Peter Titlebaum at peter.titlebaum@notes.udayton.edu.This article could not be written without the support of RussSimons with the Venue Solutions Group and Eddie Stewartfrom Stewart Transportation Solutions.76 | S E A T | www.alsd.com | #SEATWinter2013

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And Much More: In addition totheir home clubs, ClubCorp stadiumclub members also have access to anetwork of private golf and countryclubs, including the notableFirestone Country Club in Akron,Ohio, pictured here.CLubcorP STADIUMCLUBS GOT GAME…AND MUCH MOREThe “World Leader in Private Clubs” has partnered with college athletic departmentsto operate stadium clubs that provide amenities outside of just the home venue ongameday. At a growing number of facilities, members now benefit from year-roundaccess to a nationwide network of golf clubs, dining clubs, hotels, and more.By Patty Jerde, Communications Specialist, ClubCorpQuick HitsClubCorp-operated stadiumclubs on university campuses,such as the University of Texas,offer members a place to workand play throughout the year,not just an amenity on gameday.The stadium clubs serveacademics and athletics as wellas each community’s civicand social needs.Club member benefits includeaccess to more than 150 privategolf and country clubs, businessclubs, and resorts as well as morethan 1,000 hotels, restaurants,and entertainment venues.ClubCorp generally will leasespace from the university, whoreceives a percentage of gamedayand non-gameday revenue aswell as annual membership dues.On home gamedays, The Texas Tech Club in Lubbock– located in AT&T Stadium on the TexasTech campus – is swarming with premium ticketholders cheering on their beloved Red Raiderswhile enjoying panoramic views of the game, gourmet cuisinefrom the club buffet stations, and beer, wine, and signaturecocktails like the Starlite Red Raider Martini. Meanwhile,adjacent to the northwest corner of the stadium, Texas TechClub members and members of other clubs in the ClubCorpnetwork are taking advantage of the Masked Rider’s Hideout,an exclusive upscale tailgating tent, featuring a buffet and fullbar of its own with live music.But it isn’t just during gamedays that the club is a flurry ofactivity. Throughout the year, the private club serves its morethan 1,950 members – including alumni, faculty, and staffalong with the Lubbock professional, civic, and social community– as the pre-eminent spot in town to connect with oneanother through a variety of dining, social, and networkingevents. Since opening in 2010, The Texas Tech Club, a memberof the ClubCorp family of clubs, has quickly become anintegral part of the university and the community.A Home aWay from HomeClubCorp, the World Leader in Private Clubs, has pioneeredprofessional management of the private club industry formore than 55 years and currently owns or operates a networkof more than 150 golf and country clubs, business clubs, sportsclubs, and alumni clubs in 23 states, the District of Columbia,and two foreign countries. So, it comes as no surprise that thecompany brings a unique and beneficial approach to operatingprivate clubs on university campuses.“ClubCorp brings not only a great value to the members ofstadium clubs but also to the universities and stadium ownerswhich are benefitting from a year-round everyday club concept,premium suite services, and an enhanced revenue stream,” saysDave Woodyard, ClubCorp Executive Vice President, Businessand Sports Clubs. “Stadium clubs also serve as ‘hubs’ forthe worlds of university academics and athletics as well as eachcommunity’s professional, civic, and social needs.”In addition to The Texas Tech Club, alumni stadium clubsin the ClubCorp family include The University of Texas Clubin Austin and The University Center Club at Florida StateUniversity in Tallahassee, while non-stadium university clubsinclude The University of Massachusetts Club, Boston Col-78 | S E A T | www.alsd.com | #SEATWinter2013

“Stadium clubs also serve as ‘hubs’ for the worlds ofuniversity academics and athletics as well as eachcommunity’s professional, civic, and social needs.”– Dave Woodyard, ClubCorplege Club, and The Carolina Club at the University of NorthCarolina in Chapel Hill. With a total of more than 14,000members, alumni clubs represent one of the company’s mostdynamic business segments.For those members, the alumni clubs serve as a “homeaway-from-home”– within the spirited tradition of their almamaters – where they can connect, work, host, play, and celebratethroughout the year.Bon Appétit: Clubs, such as The Boston College Club (top) and The University of TexasClub (bottom), feature superior dining facilities, open throughout the week, for businessmeetings and civic gatherings.The University of Texas cLubThe University of Texas Club, with an elegant décor, combiningwarm cherry wood with granite and rustic tile with theLonghorn logo and UT memorabilia incorporated throughout,provides the perfect backdrop for members to commemoratethe traditions and spirit of the university by connectingwith fellow members and the community. Business events atthe club include young executive mixers, weekly networkingbreakfasts, business leader luncheons, and area-Rotary Clubdinners, while members just wanting to socialize can attendone of the many wine dinners, member parties, or holiday celebrations.For the hardcore Bevo sports fanatics, the club holds peprallies prior to home football games, watch parties on awaygamedays, and even “flashback” viewing parties when mem-80 | S E A T | www.alsd.com | #SEATWinter2013

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MORE COLLEGE NEWSON ALSD.COM:UNIVERSITY OFcincinnati HOPESto ADD SUITES toNIPPERT STADIUMHook ’Em: The University of TexasClub is the perfect backdrop tocommemorate university traditionswith fellow alumni or impressclients at business events.ClubCorp aLumni/Stadium cLubsAt A GlanceClubCorp helps universities and sports teams by reinventing existing clubs orcreating new clubs from the ground up. These stadium clubs provide alumni,faculty, owners, and fans a place to celebrate and support the university orsports team on gameday as well as a year-round facility for dining, meetings,civic, social, and educational events. In addition, club members have accessthroughout the year to a network of more than 150 private golf and countryclubs, business clubs, and resorts across the country.There are currently more than 14,000 members at the following six top-tieruniversity clubs:The University of Texas ClubAustin, TexasThe Boston College ClubBoston, MassachusettsThe Carolina ClubChapel Hill, North CarolinaThe University of Massachusetts ClubBoston, MassachusettsThe University Center Club at Florida State UniversityTallahassee, FloridaThe Texas Tech ClubLubbock, Texasbers and their guests watch classic UT football and reminisceabout games gone by while enjoying draft beer and a happyhour buffet. The Longhorn spirit continues through basketballseason when the club offers a basketball buffet and shuttle tothe men’s games. Similar events and activities take place everyday at the alumni clubs across the country.More Than Just a Gameday cLubThe clubs also feature superior dining facilities, open throughoutthe week, with innovative menus offering both traditionaland regional gourmet cuisine such as Savannah Style CrabBisque (The Carolina Club), Quesadilla Style Pulled BrisketSandwich (The Texas Tech Club), and the Blackened GrouperSandwich (University Center Club at Florida State). Withamenities that include multimedia-capable meeting and conferencerooms along with full catering service, the clubs alsoserve as the ideal locations for educational seminars, businessmeetings, and professional gatherings.But the stadium club member benefits go far beyond thefirst-class amenities of their home club. Members also haveaccess to ClubCorp’s industry-leading network of more than150 owned or operated private golf and country clubs, businessclubs, and resorts in the country as well as more than1,000 hotels, resorts, restaurants, and entertainment venues.Notable properties include Firestone Country Club in Akron,Ohio, Mission Hills Country Club in Rancho Mirage, California,Capital Club Beijing, and Metropolitan Club Chicago.82 | S E A T | www.alsd.com | #SEATWinter2013

“The members bring the energy and life to the club. Forthem, the club serves as a welcoming home-away-fromhomethat feels like it has been in their families forgenerations.”– Dave Woodyard, ClubCorpTop: Additional notable golf properties in the ClubCorp network include Mission HillsCountry Club in Rancho Mirage, California.Bottom: The Texas Tech Club is the pre-eminent spot in Lubbock to connect with theuniversity and the community at large through a variety of networking events.A Revenue Stream for the UniversityWhile the members have fun and enrich their lives throughtheir memberships and the accompanying benefits, the universityand their supporters enjoy significant benefits as well.ClubCorp brings to the table – in addition to the worldwidenetwork of member benefits – a membership dues-basedbusiness model, collaborative relationships with multiplegeneral concession operators and vendors, industry-leadingsales practices, member programming, cost controls and vendorpricing, and, of course, a recurring revenue stream to theuniversity.Though the structure of the stadium clubs vary, ClubCorpgenerally will lease space from the university, make an initialcapital investment, put together and train a team of employees,and, moving forward, oversee operations, procurement,and accounting, while the university receives a percentage ofgameday and non-gameday revenue as well as annual membershipdues.“The success of our stadium clubs is really just a matter ofmaximizing the utilization of a space that, for many, holdssignificant meaning, emotions, and prestige,” Woodyard says.“ClubCorp provides the know-how to make the club runsmoothly and profitably, while the members bring the energyand life to the club. For them, the club serves as a welcominghome-away-from-home that feels like it has been in theirfamilies for generations.” #How do your stadium clubs generate revenue and offer member benefits on nongamedays?Write to Patty at patty.jerde@clubcorp.com.COMING UP neXT:SeatinG APPSon the UPGrade84 | S E A T | www.alsd.com | #SEATWinter2013

sports technology cornerUpgrading (and Upselling)from the Cheap SeatsIn-venue seat-upgrade apps have emerged. These applications provide fans more controlover their game experience, and teams more opportunities to capture dataand upsell ticket packages.By Trevor Allison, Ticket Sales ProfessionalQuick HitsSeat-upgrade applicationscreate a market for a team’sdistressed inventory through useof mobile apps which can only beaccessed by fans that are already inattendance at the game.The value of next-level seatsis more tangible in-house than it ison any seat map. Upgrades are theideal impulse purchase.Most companies havea price-share model with theteams, and there is no costto get started.The Golden State Warriorshave had over 300 fans thathave logged on to their appduring this season.Everyone’s been there before: you take a look at the calendar,find the perfect game to attend with your buddies,and put together the entire grandiose night, only to findout that your seats don’t exactly match your expectations.There was a time when that situation might ruin yourentire experience. But that isn’t the case anymore.Over the course of the past few years, a ticket applicationmarket has emerged which ranges across the board fromticket sales to paperless ticketing. One particular segment ofthe ticket application market that has been gaining tractionrecently is in-venue seat-upgrade apps.The idea of such applications is to create a market for ateam’s distressed inventory on a particular night at its venuethrough use of mobile application(s) which can only be accessedby fans that are already in attendance at that night’sgame. This is a particularly interesting space for teams, as itprovides an opportunity for both single game buyers as well asseason ticket holders to sit in seats that they may have neverthought they could attain.According to Nick Young, the President of Second Seats,the model relates to what the airline industry has been usingfor several years now to offer upgraded seat options forpassengers. “Airlines have focused relentlessly on pricing andcustomer loyalty because the margins are so low and the competitionis so fierce,” Young explains. “In the last few years,similar pain points have emerged in live sports and entertainment,and we’ve seen similar innovation.”The average purchasing decision for tickets to a game orconcert is made from a desk in between calls and emails atwork or from a laptop on the couch in between episodes ofSportsCenter. That is far from the case when using apps likePogoseat and the aforementioned Second Seats.According to Young, “The upgrade market exists becausethe value of next-level seats is more tangible in-house thanit is on any seat map. Throw in the sunk cost of the originaltickets, limited inventory, clear competition from other fans, alimited sales window, and the ease of mobile, and it’s a prettyclear picture: upgrades are the ideal impulse purchase.”Clearly, ticket upgrading is far more tangible than the initialticket buying process. In many cases, a fan can literally seethe seats that they are looking to purchase from their originalseats. And the product is not only simple for the consumer,it is a rather painless transition for the team or venue to getstarted as well.According to Evan Owens, Founder of Pogoseat, there’s asimple four-step process for a team to get activated into usingtheir application during their games. “The first step is todesign a unique seating map into our cloud-based system tocorrelate with the team or venue seating map,” says Owens.“Once the seating map is designed, we build the inventory andpricing set up. From there, it’s as easy as training the ushersand implementing a marketing plan in the arena.”Most of the companies in this market have even taken to aprice-share model with the teams, so there is literally no costto get started. When you combine the low cost to the teamwith the impressive accessibility that cloud-based systems offer,it’s pretty clear that this market has huge growth potential.Implementation has gone well for the teams that haveopted to begin using a seat-upgrade application. For example,the Golden State Warriors have partnered with Pogoseat forthis 2012-13 NBA season. According to Owens, the Warriorshave had over 300 fans that have logged on to their app duringany given game this season, and approximately 40 fans pergame are actually upgrading their seats.While the 40 seat upgrades may seem marginal from arevenue standpoint, the data that can be captured from thesetransactions proves valuable. Once fans upgrade their seats, theirinformation is plugged into the team’s Ticketmaster (Archtics)system and CRM system as well. This creates a golden opportunityfor a team sales representative to approach this customerabout purchasing season tickets, or if they are already a seasonticket holder, upgrading their current season ticket plan.Sports teams aren’t the only viable market for these applicationseither. Expect to see seat-upgrade apps make a big splashin the concert and touring events industry as well.Pogoseat has already secured a partnership with Ticketmasterand Live Nation to support concerts in venues acrossthe country, while Second Seats has been partnering with theWWE.“Second Seats is bullish on our growing partnership withWorld Wrestling Entertainment and the product we’ve builtfor the touring space,” says Young. “The upgrading setup ontour has more moving parts, but fans respond well becauseeach show has that one-night-only type of buzz.” #Are you interested in learning more about seat-upgrade apps?Write to Trevor at trevor.allison@yahoo.com.86 | S E A T | www.alsd.com | #SEATWinter2013

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sales training with CARY KAPLANMore Fish Bowls“Never answer an anonymous letter” — Yogi BerraMost of us recognize that fewthings are as potent or effectiveas exceptional customer service.As a result, we treat ourpremium seat holders with tremendous respect.We provide great seats, pleasant hospitality,quality food, exclusive offers, unique experiences,and other great benefits with the objective ofmaking an evening at our game one that will beremembered for a long time.Unfortunately, memory is nothing if notfleeting.Most of those who we entertain, while theymay have had a great experience, will rapidlymove on to other things. Sadly for us, the amazingexperience that was created for them willerode rapidly as soon as the next week, the nextday, even the next hour.For the one or two people who purchased thesuite, we will send thank you notes, offer ourappreciation, and invite them back for futurevisits. But in a suite of 15 people, that meanswe only have a relationship with 5%-10% ofthose attending, 5%-10% of those who had agreat time.When we put this into the context of otherbusinesses, it is apparent how absurd this is.Imagine for a moment that you are flying crosscountry. How comfortable would you be if theairline let just anyone walk on and only knew5% of the people on the plane? No chanceright?Now I am not suggesting that we as suite directorsadopt the rigorous screening proceduresof airlines (talk about a nightmare as far as fanexperience), but there are some things we cando to improve the 5%-10%.Many restaurants have the time-honoredtradition of a fish bowl on the counter wherebusinesspeople can deposit their business cards.Sure you could win a free lunch, but more importantly,the restaurant subtly learns who someof their clientele are.Now remove the fish bowl, offer a biggerprize, make it fun, and we create the ability tofind out the vast majority of attendees ratherthan strictly the hosts. Instead of a free lunch,imagine giving away a team autographed jersey,Be it through traditionalchannels or through advancedtechnology, in order to providesustained and exceptionalcustomer service, we mustknow who our customers are,and 5%-10% is not enough.an opportunity to meet the player of the game,an LCD TV, or a high-end BBQ. The hugeupside of getting to know our clientele far outweighsthe nominal cost (which should be lessanyways as most will be donated by sponsors) ofproviding these prizes to suite holders.Sports teams have a powerful tool that manybusinesses can only dream of. Would Gilette orCoca-Cola or McDonalds not salivate at theability to know the names, phone numbers, andemails of even a fraction of their customers? Forthem, it is awkward, cumbersome, and in mostcases, unacceptable. Not for us; most executives,even those at a senior level, generally protectiveof their respective identities, are in a particularlyrelaxed state of mind at a game as they “escape”the day-to-day rigors of life.The following statement is not intrusive, butrather exciting, if delivered correctly:“Sir/Miss, sorry to bother you, but we are runningan exciting promotion at today’s game. If youhave a moment to provide us with your businesscard, one fan at today’s game in one of the suiteswill be winning a state-of-the-art BBQ (or a tripfor two to the World Series, or a $1,000 airlinevoucher, or a weekend getaway)”.Now you may be saying this isn’t a very newconcept. To that I would say two things: 1) Areyou doing it? 2) Let’s be creative and go beyondthe traditional approach.The digital media world allows for a multitudeof ways to be creative, fun, and exciting inthe area of name capturing. Specifically, one ofthe major trends in our premium seating industryhas been increasing the use of Wi-Fi broadbandcapabilities in our suites; in some cases,for the entire facility. Generally, the rationale isthat we want our fans to be able to stay connectedwhile they are at the game, tweet somethingcool they just experienced to their friends,check the scores of out of town games, or seehow the play on the field is affecting the worldof fantasy sports.All good things. But why stop short? Arewe maximizing this opportunity and creating a“fishbowl?” What if to gain full access to freeWi-Fi, all you had to do was input your name,phone number, email, and seat location. Do youthink people would mind?While I understand that the previous examplecan be expensive for some venues, the pointhere is the need to be creative. Be it throughtraditional channels or through advanced technology,in order to provide sustained and exceptionalcustomer service, we must know who ourcustomers are, and 5%-10% is not enough.So stop what you are doing, head over to yourlocal pet store and buy a fish bowl (no fish orwater required).What are some other creative ways to capture customernames?Write to Cary at ckaplan@cosmossports.com.88 | S E A T | www.alsd.com | #SEATWinter2013

sales training with bill guertinSuite Sales Reps:Whose Story Are You Selling?When the early pioneers cameacross the Great Plains, theyhad to figure out most everythingfor themselves. Therewas no “Handbook of Pioneering” to refer to,no friendly Indian guide to lead the way, oreven a map to follow. Trial and error was a wayof life.Today’s suite prospects – the people we sellto – can’t afford to be pioneers.They have no budget or patience for trial anderror. In their minds, pioneers are the ones whoget shot full of arrows. They want the benefitof knowing what mistakes others have madewhen using a suite or premium seats, so theyknow what to avoid. In their world, “best practices”are not just a nice thing to know; they areessential to the buying process.So whose “pioneer tales” are you selling? Arethey the ones from you, the sales rep, that arenaturally biased toward spinning a positiveoutcome? Or are they the ones your prospectsreally want to hear, from real people that haveexperienced the positives and negatives aboutyour suites, who’ve been to the mountain andback?If your presentation includes only informationfrom the team or venue, you’re leaving outa vital piece of sales data. Who else in a similarsituation has experienced success with yoursuites, and how have they made it happen?If Others Say It, It Must Be TrueTestimonials, success stories, and before/afterstatistics from real customers can be someof your most powerful sales information. Thelate Chet Holmes called it “social proof ” in hisbook, The Ultimate Sales Machine. In order to bemore credible, many successful organizationsuse the authentic stories of others to communicatevalue to their prospects.Getting these golden “social proof ” pieces,however, can sometimes be as daunting as thesale itself. Who should you single out, and howshould you go about getting their story for usein your marketing efforts?Lay out the recipe for successas if the person who’s readingis seeing a “cheat sheet” onhow to do premium seatingthe right way from someonewho’s been there before.How to Gather “Social Proof”First, identify those on your current customerlists that would make good testimonial prospects,with a good mix of tenure, experience,and seating goals. Approach them to make surethey’re receiving the kind of ROI that wouldbe print-worthy, and if so, ask if they would beinterested in being a part of your team’s marketingcollateral, spotlighting them as a “forward-thinking”company. Most who are askedare flattered that you’ve thought of them andappreciate the positive publicity.Next, interview 3-4 contacts within thecompany that have connection with their venueinvestment, including the administrator ofthe seats, the decision-maker(s), and those whohave directly used the seats to achieve the company’sobjectives.Some good questions to ask for possible inclusionin the piece might be: “What are yourgeneral impressions of the venue?”, “What doyour guests/users like best about your seats?”,“What would you tell other businesses aboutthe venue/team?”, and “What advice wouldyou have for other businesses looking for (insertcompany’s business objective here)?”Consider videotaping your contacts whileasking them these questions, using their logo inthe background of the shots to give their companiesthe props they deserve. Get a few excellentquotes, and be sure to have each of themsign a waiver OK’ing you to use their likenessand quotes. Finally, produce the piece (whetherin video or printed form) and get their OK onthe final version.Checklist for the FinalProductIn your final, BRIEF video or printed versionfor use by your sales team, here are some ofthe elements your prospects will want to knowabout your “pioneering” current customers:COMPANY INFO: Don’t assume that everyonewill know the company and what they do.Include their primary business category, numberof locations, and number of employees aswell as how long they’ve been associated withyour team. Names and titles of decision-makers(with head shots) can significantly add tothe piece’s credibility.GREAT PHOTOS: If you’re creating a onesheet,don’t skimp on the photos. If you havea professional photographer internally, that’sgreat. But if you don’t, hire someone whoknows what they’re doing. Take a few FAB-ulousphotos of the client(s) and/or their premiumseating guests, getting waiver signaturesfrom them as well.OBJECTIVES: What do they want to accomplishwith your team each season? Be as quantitativeas you can with percentage increasesin sales/closing ratios/retention/satisfaction,[continued on page 92]90 | S E A T | www.alsd.com | #SEATWinter2013

Washington State University[continued from page 20]unique perspectives that you can only get insidethe facility.”Market SurveyWashington State University sits in a uniquemarket. Pullman has a population of only29,000 people. The post-renovation capacity ofMartin Stadium is 33,522. So the size of theCity of Pullman can double on gameday withsome suite holders with business ties and affiliationsin Eastern Washington coming to townfrom larger markets such as Seattle and Portland.Thirty-percent of WSU’s season ticketholders drive three hours or longer to come to agame. With so many out-of-market fans, WSUhired Conventions, Sports & Leisure International(CSL) to conduct an analysis to ascertaindemand for premium products.“One of our smarter moves was doing a marketsurvey,” Johnson says. “Not only did it helpus build a facility that’s efficient, but it also gaveus credibility going to the bond market.” Constructionwas financed largely by the sale of $80million in bonds, which will be paid off with therevenue generated by the new Pac-12 televisioncontract as well as through donations. No taxdollars were used in financing.A Bright and SustainableFutureOverall, Martin Stadium serves as a great exampleto those Pac-12 athletic departments andothers around the country pursuing similar premiumseating upgrades. Working with ALSCArchitects in Spokane, AECOM in KansasCity, and Hoffman Construction, Inc. in Portland,the renovation was designed and built inonly 17 months with construction concludingthree weeks ahead of schedule. The facility investmentis part of a sustainable financial futurefor the entire athletic department and brings anew face to Washington State University andits football program. “It completely changedthe image and atmosphere of our stadium,” saysJohnson. “We’re excited for what [the renovation]will do for the future of our program.”–– Jared FrankFor additional information on the Martin Stadiumrenovations, including the second project ofthe Martin Stadium Football Facilities Improvements:a $61 million Football Operations Building,visit www.thecougarfootballproject.org.Chesapeake Bayhawks[continued from page 22]a band plays at the tailgate, and alcoholic beveragesare available.Waiting for the birthday child in his or herreserved party space was a team-signed jerseyand card signed by the entire Bayhawks’ frontoffice. Every child guest received a team-signedposter. After presents were opened, it was timeto eat pizza and a personalized cake from teammarketing partners Papa John’s and Caroline’s.Branding for both sponsors was included onthe postcard and throughout the Birthday Basharea.Pricing for the Birthday Bash package is $30per guest for bench seating tickets and $35 perguest for seatback tickets. Eighty-percent ofthe groups purchased the $35 per ticket option.One group purchased a suite in the stadium forthe evening instead of having the party out inthe Birthday Bash area.A Feather in the Bayhawks’ Cap“With what we paid for the list, I was expectinga return of 3-4 to 1, revenue to dollars spent,”admits May. “We greatly exceeded that goal.”In fact, the Bayhawks were rewarded with an8:1 return on investment. And moreover, theteam’s birthday party revenue contributed to a160% increase in group sales.Full House has a new division called FullHouse Direct that offers full-service direct mailcampaigns, including variably printed, personalizedpostcards. The Bayhawks chose to dothe postcard printing on their own because ofa prior arrangement with a team sponsor whohandles all print materials.Hawk-Eye to the FutureIn addition to the birthday leads, the Bayhawkshave considered different group and seasonticket databases through Full House. The teamplans to invest in another 4,000-6,000 names toadd to the list purchased this past championshipseason and do another mailer in 2013 andthe years to come.Contorno is high on all event marketing initiatives.“Don’t stop with kid’s birthdays. Teamscan also market adult birthday parties, companyanniversaries, ethnic heritage, networkingevents [industry-specific, chambers, alumni],bar mitzvahs, and business/executive recognitionparties.”–– Jared FrankSales Training with Bill Guertin[continued from page 90]decreases in turnover/absenteeism/HR costs, orother measurables.METHODOLOGY: Who decides how thecompany uses their seats? What criteria do theyuse? What have they found to be the most successfulformulas for utilization and return? Layout the recipe for success as if the person who’sreading is seeing a “cheat sheet” on how to dopremium seating the right way from someonewho’s been there before.RESULTS: Just as in the Objectives section, beas specific as you can with quantifiable numbersand details. (Notice we haven’t said anythingabout your amazingly talented sports team, yourrecord, or even your sport).PLANS FOR THE FUTURE: Will the companybe back? What will they be changing?Adding on? Doing differently?Video is becoming more and more prominentin decision-making, so give serious considerationto 2-3 good video pieces in lieu of (or inaddition to) one-sheets. Consider these piecesto be your audition tape/resume for the prospect.How would you want to be portrayed? Putyour team’s unique spin on the finished product.Whether it’s a printed piece or a video, be sureto give it your “brand”, whatever that may be.Pioneering may have won the West, but inthe case of selling our premium inventory, itwon’t often win a client. Put them at ease withproof that others have blazed a trail beforethem, and you’ll close more deals.How do you sell your current customers’ stories to a prospectiveclient?Write to Bill at bill@The800PoundGorilla.com.Bill Guertin is CEO (Chief Enthusiasm Officer)of Stadium Gorilla – a sales training and consultingfirm to dozens of teams in the professionalsports industry. He is the author of two books,including The 800-Pound Gorilla of Sales:How to Dominate Your Market, and speaksregularly to corporate and conference audienceson improving sales performance. Learn more atwww.StadiumGorilla.com or reach Bill directly atbill@The800PoundGorilla.com.92 | S E A T | www.alsd.com | #SEATWinter2013

From the people who brought Draft Tables to the US, we present to youThe Mobile Beer WallFixed Beer WallMobile Draft TableA truely unique andmemorable experience!Ellickson Beverage Systems, The Leader in Self-ServeMobile Technology. Products Perfect for Sporting Events!Imagine each suite or party area where your customers caninteract with a touch screen tablet at each tap to:❖ Pour their own beer using a 4 tap self-containedrefrigerated beer dispense unit❖ Order food at the beer wall in their suite❖ Order team & event merchandise – delivered to the suite!❖ Play music – jukebox optionsALL OF THESE CAPABILITIES, ALL IN ONE SYSTEM!Did we tell you it alsopours beer?!Thirsty for more? sales@ellicksonusa.comNewmobilebeer wall

coming attractionsIn Future Issues of SEAT:The Conference Preview Issue:Plan Your Trip to Orlando/TampaThe Future of How Teams Will SellSponsorships and Premium SeatsState of the Industry Survey ResultsFrom Victus AdvisorsPLUS:The Next Installment of our From Street to Suite SeriesThe Next Sales Training Lesson from Bill GuertinWhere Palm Trees Sway:The ALSD Conference and Tradeshow inOrlando/Tampa will be here before youknow it. As of the print deadline forthis issue of SEAT, there are 156 days,9 hours, and 1 minute until show time.94 | S E A T | www.alsd.com | #SEATWinter2013

NICATake your luxury suite catering to the next level!MARCH 10 – 13, 2013 Las VegasEnhance your catering offerings with hundreds of exciting sessionscovering creative presentation ideas, new menu items, cooking andtransportation, sales strategies and more.ALSD Chairman Bill Dorsey will present his session Catering theBig Event: Learning from Stadium Strategies that will explain howto design menus that have creative spark but are appropriate forlarge-scale production, how to train part-time staff to be sure yourguests are getting professional service, the key communicationspieces necessary between the sales, operations and culinarydepartments to ensure the event’s success.Vendors on the Tradeshow floor showcase thousands of hot newproducts, equipment, foods and beverages to bring your business to thenext level.Inspiring events and networking opportunities let you discover the latesttrends in action and offer valuable resources you’ll have for years to come!MEMBERSSave $50 onConferenceregistration withpromotional codeALSD13Register today foradditional savings,promotional offersand more!For more information and to register visit www.catersource.com800.932.3632 • registration@catersource.compresented in partnership withNICANational Ice CarvingA S S O C I A T I O NNational Ice CarvingA S S O C I A T I O N

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