SEAT Spring 2010

S E A Tleading the premium seat industry spring 2010

Published by the Association of Luxury Suite Directors

The Transformation of a $10 Billion Marketplace: Buyers, Sellers and Suppliers Come Together

PLUS•The 20th Anniversary Show •Big Changes To Come in F&B?•The Re-Invention of MSG•Salary Survey 2010

S E A T

Contact us for details on our stadium programs and these Marvel exclusives!

Installation service

Stainless steel or your choice of color

Team Logo graphics applied with SonicImage™ Technology.

www.marvelrefrigeration.com

T: 877-650-5775For further details and other amazing products visit us at www.marvelrefrigeration.com

Deluxe Half Keg Beer DispenserUL Listed suitable for outdoor use

Refrigerator cabinet encased in high performance stainless steel

Holds half and quarter kegs and has casters for mobility

Complete with mug rail, built-in drain, draft tower, hoses, CO2 tank and regulator, drip tray and interior fl oor shield

Adjustable temperatures from frosty cold to 52° F for dark lagers and ales

Full auto defrost

Easy-to-roll casters add portability

24” W & 38”H with casters x 24 1/4”D

Refrigerated DrawerUL Listed suitable for outdoor use

Exclusive Sentry System™ monitors critical functions including over/under temperature, power failure and door ajar conditions

Touch controls and electronic display are discreetly located


Increased capacity drawers vertically store 2-liter and wine bottles

Full extension drawer slides provide easy access

24” W x 34”H x 24 1/4”D

24” RefrigeratorUL Listed suitable for outdoor use


Two removable tempered glass shelves

Three door shelves

Automatic interior light

Optional heavy-duty 23-ounce vinyl cover

24” W x 34”H x 24 1/4”D

Marvel Makes the Game!

M

Buyers Guide fall 09.indd 2 9/28/2009 9:05:39 AM

S E A T 3


66

MO

TOA

4™ M

issi

on C

ritic

al P

ortfo

lio

THE INCIDENT NEEDS YOUR FOCUS. THE TECHNOLOGY SHOULDN’TIn an emergency, multi-agency coordination isn’t a luxury — it is a necessity. And Motorola

makes this necessity a reality. Our interoperable data and voice solutions empower

response teams with real-time information to make better decisions. For example, our

evacuee tracking application enables responders to better assist and track individuals

throughout the evacuation process. When responders and command staff have the tools to

prepare and respond to emergency situations, recovery operations are more effective,

helping government and citizens get back to normal quicker. It’s no wonder our

interoperable networks have been implemented more often than all other manufacturers

combined. It’s just another way Motorola enables you to focus on your mission, not the

technology. HELLOMOTO™

Learn more about Motorola solutions for your mission critical communication needs at motorola.com/secondnature

MOTOROLA and the Stylized M Logo are registered in the U.S. Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009. All rights reserved.


A New Level of Enlightenment

Introducing our new line of Carving Stations & Warming Lamps

• Manufactured of solid stainless steel ...not chromed brass!

• Available in satin or mirror polished finishes...will not tarnish!

• Solid positioning arm ...maintains adjustment

without falling!

Carving boardavailable in

granite

www.springusa.com

The Evolution of Intelligent Design

1-800-535-8974

Spring Carving_Food&Beverage_r1 09.17.08 Trim 9" x 10.75

CONTENTS SpriNg 2010DEpArTMENTS8 NEW ALSD MEMBERS

10 EDitoR’S NotEWhy the current emphasis on sustainability (environmental and economic) is working for the venue development industry.BY JARED FRANK

12 iNDUStRY AND ASSoCiAtioN NEWSI&A News includes the ALSD 2010 SALARY SURVEY.

16 MEMBER HiGHLiGHtMeet MiCHAEL SMitH of the Philadelphia Union and visit his new home, PPL Park, for the first time.

56 CoMiNG AttRACtioNSThe first look at stories being researched for the Summer 2010 issue of SEAT. See how you can participate.

COVEr STOrY22 FooD AND BEVERAGE 2.0Declining occupancy rates trickle down to declining per caps. Is it time for F&B companies and teams to work together for the sake of creating a new version of the hospitality market?BY BiLL DoRSEY

FEATUrES27 ALSD CoNFERENCE AND tRADESHoW PREViEW You only turn 20 once, so the ALSD’s 20th Anniversary Conference has a few new tricks up its sleeve. Find out what’s new at this year’s show and discover the events, sessions, panelists and speakers that will leave their stamp on New York City.

38 HoW to MARKEt YoUR VENUE iN tHE 21St CENtURYTo market its upcoming $500 million transformation and new premium seating options, Madison Square Garden has begun the most interactive marketing campaign the industry has ever seen. BY AMANDA VERHoFF

44 SEAt-it CoNFERENCE AND tRADESHoW PREViEWThe one-of-a-kind conference for top technology executives in sports and entertainment returns for its fourth installment. Review this year’s conference agenda, and you will see what the buzz is about.

46 oWNiNG tHE CUStoMER EXPERiENCEThe Orlando Magic are using customer service standards, that earn the highest customer satisfaction ratings in the industry, to move its fans into the new Amway Center. BY JARED FRANK

About the Cover: Madison Square Garden suites are slotted for a half-billion dollar renovation, a reflection of the evolution of the premium seating industry. Join the ALSD in New York City for its annual conference to learn about the industry’s new way of doing business.

S E A T 7

PPL Park brings a European flair to the North American soccer community. See page 18.

New customer service standards are key to the Orlando Magic filling the seats in the new Amway Center. See page 46.

Some new premium models include lower price points and all-inclusive F&B, such as Club Cambria in Pittsburgh. See page 22.

S E A TPublished by the Association of Luxury Suite Directors

ASSOCiATiON OF LUxUrY SUiTE DirECTOrS Chairman of the Board Bill DorseyExecutive Director Amanda (Kuntz) VerhoffPresident Jennifer Ark, Green Bay Packers VP, Business Development Pat McCaffreyDirector, Sponsor and Partnership Development Dene ShielsDirector of Finance Dan LindemanFinancial Account Manager Vickie HenkeDirector of Information Technology Sean KellnerEditor of SEAT, Website Director Jared FrankNational Sales Manager Scott HinzmanDesign Carole Winters Art + Design

ExECUTIVE COMMITTEEChris Bigelow, Bigelow CompaniesBrian Bucciarelli, Hershey Entertainment & ResortsGreg Hanrahan, United Centertom Kaucic, Southern Wine & Spirits Pat McCaffrey, ALSDJamie Norman, Dallas Stars Kim Reckley, Detroit Red Wings & Olympia Entertainment

BOARD OF DIRECTORS Pam Benoist, St. Louis RamsJanie Boles, Auburn UniversityNatalie Burbank, Utah Jazz / Salt Lake Beestrent Dutry, US Airways CenterChris Granger, National Basketball AssociationPatti Kimbrough, University of ArkansasGerald Kissel, Ball State UniversityPhil MacDougall, Sacramento Kings/ARCO ArenaDebbie Massa, ROI ConsultingMike ondrejko, Madison Square GardenRichard Searls, New York Red Bullstom Sheridan, Chicago White SoxMichael Smith, Philadelphia UnionPeter titlebaum, University of DaytonBrian Varnadoe, Houston TexansJon Vingas, CenterplateBob White, Calgary Flames

SEAT IT BoardChristine Stoffel, S5 Enterprises / SEAT ConsortiumChris Wood, APS

ALSD 2010 Conference CommitteeRichard Dobransky, DNC SportserviceChris Gallagher, New York YankeesPat Jones, New York MetsJon Muscalo, Legends HospitalityRichard Searls, New York Red BullsRob Sullivan, New York JetsAnne Wheat, New Meadowlands Stadium Company

SEAT IT Division Steering CommitteeChristine Stoffel, Committee ChairmanChris Wood, Committee Co-ChairmanChris Dill, Portland Trail BlazersSasha Puric, Toronto Maple Leaf Sports & EntertainmentMike Morris, Major League BaseballLorraine Spadaro, TD Banknorth Garden Wayne Wichlacz, Green Bay PackersCasey Bookout, University of Oklahoma Jim Darrow, Illitch Holdings, Inc.tod Caflisch, New Orleans HornetsBrett Michalak, Tickets.comJohn Pollard, IdentityMineJohn Gallant, IDG Enterprise

Published by Venue Pub. Inc. Copyright 2010. (All rights reserved). SEAT is a registered trademark of the Association of Luxury Suite Directors. SEAT is published quarterly and is complimentary to all members of the Association of Luxury Suite Directors.10017 McKelvey Road, Cincinnati, OH 45231 • 513 674 0555 • [email protected]

Shaunna RichardsonChicago White SoxManager of Guest Relations & Diamond Suite OperationsU.S. Cellular Field333 W. 35th StreetChicago, IL 60616P: [email protected] BoazChicago White SoxManager of Premium Seating Sales and ServicesU.S. Cellular Field333 W. 35th StreetChicago, IL 60616P: [email protected] Brett ZalaskiWashington FreedomDirector, Ticket Sales18031 Central Park CircleGermantown, MD 20841P: 240-449-1613F: [email protected] HesekielGraphic Image305 Spagnoli RoadMelville, NY 11747P: [email protected] MosslinGraphic Image305 Spagnoli RoadMelville, NY 11747tom GlazerGraphic Image305 Spagnoli RoadMelville, NY 11747Jason RacettePortland Trail BlazersCorporate Sales ManagerOne Center Court, Suite 200Portland, OR 97227P: [email protected] BrownPortland Trail BlazersPremium Sales ManagerOne Center Court, Suite 200Portland, OR 97227P: [email protected]

Joe CarvalhidoTiger Athletic Foundation (LSU)Director of Operations and Services PO Box 711Baton Rouge, LA 70821P: 225-578-0246F: [email protected] Michael SheaDWA Uniforms, Inc.802 Canonie, Suite BPorter, IN 46304P: 900-343-0003F: [email protected] SiscoDWA Uniforms, Inc.802 Canonie, Suite BPorter, IN 46304Howard KaplanMarks of Distinctions4263 Commercial WayGlenview, IL 60025 P: [email protected] todd SchneidermanMarks of Distinctions4263 Commercial WayGlenview, IL 60025 David Schneiderman Marks of Distinctions4263 Commercial WayGlenview, IL 60025 thomas PattersonJacksonville JaguarsSenior Sales Manager, Season & Premium SeatingOne Stadium PlaceJacksonville, FL 32202P: 904-633-6317F: [email protected] CosciaJacksonville JaguarsSales & Service Executive, Suites & Premium SeatingOne Stadium PlaceJacksonville, FL 32202P: [email protected]

Collin WallaceFanGo Software SystemsVP of Development1176 Appian Crossing WaySuite 124Lexington, KY 40517P: [email protected] Adam RectorFanGo Software SystemsManager and Vice President of Communications1176 Appian Crossing WaySuite 124Lexington, KY [email protected] Linda Whitteaker-HansonInnovative Marketing Consultants4284 Shoreline DriveSpring Park, MN 55384P: [email protected] tschidaInnovative Marketing Consultants4284 Shoreline DriveSpring Park, MN 55384Shane EricksonInnovative Marketing Consultants4284 Shoreline DriveSpring Park, MN 55384Jeff LundquistInnovative Marketing Consultants4284 Shoreline DriveSpring Park, MN 55384Matthew BownOrleans ArenaDirector of Corporate Relations4500 W. TropicanaLas Vegas, NV 89113P: 702-691-5107F: [email protected]

New ALSD Members

8 S E A T

l o e w e n s t e i n i n c . c o m | 8 0 0 . 3 2 7 . 2 5 4 8 | a d i v i s i o n o f O F S B r a n d s

Seating and tables for the sports and entertainment market.

A rAre

blend of

design

And

comfort

10 S E A T

Editor’s NoteSuStaining the SportS Facility Marketplacethe vernacular of today is slowly evolving to include words and phrases like cap and trade, carbon footprint and leeD. What comes even slower is the understanding of these words and phrases. and what comes even more slowly is the delivery of green messages that do not sound dictatorial or exclusive to just a few groups of people.By Jared Frank

T he conversation surrounding green initiatives is one filled with common sense and stewardship or rhetoric and

agendas depending on the perspective. While campaigning for the merits of either side of the debate is futile and frustrating, we can champion the middle ground by embracing a simple buzzword that ap-peals to both sides - Sustainability.

One thing we can all agree on, espe-cially in the current economic state, is that saving money is good. Obviously, we are still focused on generating new revenues, but there is an increasing acceptance of cost savings as a viable part of the mix. Sustainability provides a unique variable which enables us to focus on both costs and revenues at the same time. This flex-ibility is very powerful for our community. So simply stated, sustainability is a vein to a healthier bottom line and necessary to preserve our financial models that depend great-ly on the continued profits produced by our venues.

the caSe For SuStainaBilityA little over 20 years ago, the era of new stadium construction ush-ered in a new economic landscape, spurring urban development as well as sports business revenues. Today, new venues, such as the New Meadowlands Stadium, come with a $1.6 billion price tag. Venues must be scalable to maximize return on investment and must be sustainable in order to ensure profits well beyond 20 years.

Not all new builds are primarily financed through public funds any longer due to economic and/or political reasons. In those mar-kets where owners are footing a larger portion of the bill, making their investment last is essential. And for those facilities still tap-ping into public coffers, taxpayers will know their contribution has gone to an effort that nourishes the entire community and not only sustains the sports facility, but the urban development surrounding the facility. It is almost a sense of charity or source of civic pride in the least.

Clearly, this issue is not top of the mind just for the environ-mentally conscious anymore. We have all seen “Avatar” by now. It has taken time for technology and understanding to catch up

to the idea, but now because eco-design and building principles and procedures are more refined and less arcane to architects and construction managers, upfront costs are competitive with similar plans simply built to standard code. Again, if we factor in both the operational cost savings and additional money generated over the long term, environmental responsibility and fi-nancial returns juxtapose.

Moving ForWarDLeadership in Energy and Environmental Design (LEED) is not perfect. It is currently a blanket rating system that does not take into account regional environmental differ-ences. But you have to start somewhere. And many municipalities incentivize LEED construction with tax credits and exemp-

tions, which sweetens the deal for owners, so we all have a stake in this ongoing movement.

Sustainable building concepts are still in their infancy, but certainly are crescendoing towards the status quo. Nationals Park, home of the Washington Nationals, became the first LEED Silver Certified professional sports stadium in 2008. Following suit, the two newest buildings in the industry due to open shortly, Target Field and New Meadowlands Stadium, both have incorporated green design elements.

The Minnesota Twins have taken things one step further by partnering with Pentair, a Minneapolis-based water solutions com-pany, and by establishing the first-ever eco-sponsorship in profes-sional sports. Pentair’s Rain Water Recycle System (RWRS) will reduce Target Field’s municipal water needs by 50% by catching and reusing rain water. And saving water means saving money. While we should never view these savings as a means to mon-etize environmental ethics, saving, whether it be water or money, means sustaining future revenues for the sports facility market-place. #

What sustainable building or operational practices is your team currently employing?

Write to me at [email protected] and follow me on Twitter @SEAT_Editor.

Agilysys solutions provide you with total control of your retail and food & beverage operations—so you can

simplify management and improve revenue stadium-wide. Provide faster, more accurate service in luxury suites

and club sections with mobile POS devices. Speed up concession lines and increase sales volumes with easy-to-use

POS terminals. Maintain accurate inventory of every concession, bar, restaurant, caterer and fan shop—in real time—

during your events. And improve planning with in-depth analytics and superior reporting capabilities. It’s everything

you need to simplify operations and boost your bottom line—only from Agilysys. Find out what Agilysys can do for you.

Call 1-877-374-4783 or email [email protected] | www.agilysys.com

Halftime starting in four minutes and stadium network has just crashed.Still serve three times as many customers off-line with easy-to-use POS.

Pre-ordered four vegetarian plates for luxury suite.Automatically adjust catering inventory.

Wants a beer but doesn’t want to miss the action.Use mobile POS to pre-order and bust the queue.

Agilysys solutions include:

While your team is winning the game, Agilysys helps you win the crowd.

AGI 13557 SM_8.75x11.25_4C_STAD.indd 1 11/10/2009 10:25:26 AM

12 S E A T

Industry and Association News

Did you know you can wear a plastic bottle on your head? No really, you can. In fact, you can wear six bottles on your head at the same time and still look cool. That is how many plastic

bottles it takes to produce one RPET baseball cap. RPET is thank-fully short for Recycled Polyethylene Terephthalete, the environ-mentally friendly molecular brother of polyester.

You do not have to be a chemist to understand the RPET process. It is actually very simple. It starts by taking plastic bottles and crushing them. The crushed bottles are then shredded into tiny chips. Add a little heat and some pressure and voila, you have a polyester fiber that can be turned into caps, shirts, bags, even jackets.

Apparel products have been used in a couple different ways in the sports industry. The Atlanta Braves have done promotional giveaways using 50,000 RPET caps made out of 100% recycled plastic bot-tles. Consider again that six plastic bottles are needed to make one cap and one bot-tle takes 450 years to break down in a landfill. Multiply both those figures by 50,000 caps, and 300,000 plastic bottles are saved from land-fills, and 22.5 million years of landfill decomposition are saved from one giveaway. So the environmental ben-efits of RPET products are measurable. Other teams who have done giveaways involving RPET products or are currently involved in the ordering process include the Atlanta Falcons, Baltimore Ravens, Cleveland Indians, Los Ange-les Angels, San Francisco Giants and New York Yankees.

Besides promotional giveaways, some teams use RPET as the material for all stadium staff apparel. “The idea is to be able to wear a green product and also have that product perform,” says Bill Patterson, Vice President of Sales at HTT, an industry leader in RPET products. “The apron the peanut vendor wears used to be made out of polyester and cotton. Now it can be made out of 100% RPET or a blend of RPET, and wear as well, if not better than the last one. And it is eco-friendly.” Some stadium staffs currently out-fitted in RPET gear include the Atlanta Braves, San Diego Padres, Cincinnati Reds and Texas Rangers.

The green benefits of minimizing landfill waste and conserv-ing oil, a chief ingredient in polyester, are not trade outs for higher

prices. “The nice thing about this green product is the cost. It is near the same price, maybe four or five percent more at the very most,” Patterson says. Even if there is a small increase in price, there are tax incentives that make up for those costs and then some. “One of the things that is now being considered by the big players is taking advantage of the tax benefits of having employ-ees wearing a green product,” Patterson continues. “There are tax incentives that are being offered for companies to go green. That could be anything from changing their light bulbs to wearing a uni-form that is green.” Some of the “big players” outside of sports and entertainment to fully embrace RPET include McDonald’s, Disney, Procter & Gamble and General Mills.

Another incentive for teams is the possibility of working with sponsors. “There is an opportunity for sports teams to take their

vendor of choice, whether it is a Pepsi product or a Coke product or Budweiser or Mill-er or Coors, and co-brand an RPET product,” says Patterson. While this is not a new idea, it is a new way to sell the corporate partner on a giveaway. Sponsors, who are also trying to deliver a green message and con-nect that message with their brand, can benefit greatly from being associated with RPET apparel.

RPET has gone through every imaginable test to check for color, washability, crocking, twisting/turning, abrasiveness and anything else that can be thought of

to ensure the fabrics do not harm people. So not only is it eco-friendly, it is safe, versatile and reliable. “RPET keeps its color amazingly well, and it can be dyed any custom color,” says Pat-terson. Additionally, fulfillment timelines are essentially the same as cotton, polyester or blended products. The entire process of making to delivering a cap is 6-8 weeks. Shirts and jackets come with a 90 -100 day timeline.

When you drink a bottle of water from now on, remember the next time you see it, you could be wearing it. Plastic bottles turned into caps and shirts. What will they think of next? #Is your team using green products? Share them on our Association of Luxury Suite Directors Facebook page.

When you drink a bottle of water from now on, remember the next time you see it,

you could be wearing it.

plaStic BaSeBall capS are green?not the batting helmet albert pujols is wearing in the batter’s box, but the cap the beer man is sporting in Section 136.By Jared Frank

14 S E A T

Industry and Association NewsSalary Survey 2010Despite the economy lagging, over one-third of those working in the premium seat industry saw their salaries increase over the past year.

research by Colleen Gibson, Marketing assistant, alSD

The 2010 ALSD Salary Survey provides important information about the current premium seating industry working conditions and those operating in it. The categories that are covered in

the survey are Demographics, Work Experience, Job Satisfac-tion, Economic Impact and Compensation.

DemographicsGender age race/ethnicity

Male: 50% Average: 37 White/Non-Hispanic: 90%

Women: 50% Youngest: 24 African American: 6%

Oldest: 61 Asian American: 3%

Hispanic: 1%

Marital Status Children education

Married: 65% 1-2 children: 44% Bachelors Degree: 66%

Single: 30% No children: 43% Masters Degree: 14%

Divorced: 5% 3-4 children: 12% Some Graduate School: 7%

Separated: 1% 5-6 children: 1% High School: 3%

Associate Degree: 2%

Job Satisfaction

Economic Impact

Work Experience

Are you curious to know how your total compensation package compares to the industry average?

See Salary Survey on page 52

For complete salary survey details and write-up, visit www.alsd.com.

years in Industry % of responses 0-3 22.1% 4-7 31.8% 8-15 21.2% 16-20+ 9.7%

years in Current Position % of responses0-1 11.5%2-3 27.4%4-5 25.7%6+ 35.4%

15 S E A T S E A T22 WWW.INSIGHT.COM � 800.INSIGHT

NO MATTER THE SPORT, WE’RE IN YOUR LEAGUEToday’s premium seat holders demand more. They want to check fantasy scores,access stats in real time, and order concessions at the touch of a button. You canprovide your guests with all this and more by teaming with Insight.

Teams in every major sports league rely on us to deliver the game-changingtechnology solutions they need to streamline venue operations and enhance thefan experience. Let Insight get behind your team.

© 2008 Insight Direct USA, Inc. All rights reserved. Insight is a registered trademark of Insight Direct USA, Inc.

Designed, deployed and managed by


ALSD Member Highlighta conversation with Michael SmithManager of Suite and Premium Seating Sales, Philadelphia Union

The man in charge of selling premium seating for soccer to a sports-crazy city for the first time recounts his path to the sports industry, shares why he jumped at the chance to work for an expansion franchise and invites the ALSD inside PPL Park.

By ryan Mirabedini, Marketing assistant, alSDQ: You are becoming a seasoned veteran in MLS circles having worked for D.C. United and now the Philadelphia Union. Have you worked outside of sports? And what has your path been to where you are today?A: D.C. United was the first loca-tion I was involved with in sports. I got my start in the finance back-ground. I worked for a financial servicing firm and then a mort-gage brokering firm. Obviously with the economy, that industry was in a bit of a tailspin. Since the money was no longer there, I at least wanted to do something I loved. So I went to Game Face

(sport management school) in Oregon to help learn the craft. It was a program that was a few weeks long, and then they set me up with D.C. United. Obviously I came in there with a sales back-ground, but I was definitely willing to throw everything out of the window and learn how everything works in sports and go from the bottom up.

Q:: So we spoke a little bit about your path to the Union. Would you say you have had any kind of a “eureka” moment where you knew you had arrived on the sports business scene?A: I don’t know if it was a “eureka” moment, but maybe when I first started as an inside sales rep, I knew what I wanted to do and wanted to focus on. Mike Harloff (Director of Sales at D.C. United) sent me on that path. Within the first 60 days or so, I was able to wake up and say I moved a couple of suites, and I knew that’s what I wanted to focus on. The rest was history. Once I saw success, I decided to stay on that path.

Q: Has your involvement with ALSD helped you with developing and implementing procedures at the Union?A: Oh, definitely. Some of the policies here were adopted follow-ing what is done by others in ALSD. One of the main things it’s done for me personally is created relationships with other people who I probably wouldn’t have had relationships with before, and we’ve been able to hold conversations about ideas and practices.

Q: Obviously you are an expansion franchise in MLS. What are some of the positive and negative aspects of that process?A: Harloff always spoke of being a part of the league and the team. He would tell me about when the league first started back in ‘96, it was cool to be a part of something brand new and if an

opportunity to be a part of something new came up, I should defi-nitely take it. So it was definitely something I jumped on when the opportunity came.

All of us here are learning the process. It’s two-fold. It’s an education about soccer the sport. Then it’s explaining the team, explaining what we’re about and what we’re looking to do. Obvi-ously soccer is the world’s sport, but it’s not necessarily North America’s sport. Getting them familiar with the sport in general and then the team is our goal. We’re trying to break down walls of preconceived notions. That to me would be the hardest thing. It’s not a challenge marked by expansion, but by the challenge of growing the sport.

Q: Do you see the MLS taking that next step so it becomes the Big 5 instead of just the Big 4?A: Absolutely. I see that happening, and I see it happening right now. Business in sport is key. That’s what we need to take it to the next level. It’s all about business and the revenue brought in by business. When you look at the NFL, a lot of the revenue is brought in by businesses that spend money on the sponsorship side, the premium seating side. That’s one of the things Major League Soccer has been lacking for a long, long time. If we’re going to be a successful league, that’s something you have to tap into.

We’ve been around since ’96. Once those kids of ‘96 are CEOs and Presidents, soccer will not be such a foreign thing, and they will be willing to spend money on the product, or they’ll be willing to have business during our games and treat their em-ployees to our games as opposed to other sports. We need the kids to get into positions of power, and it won’t be long until they are there.

Q: Moving on to PPL Park, what is the first thing you would say about the facility? What makes it unique? Sell the ALSD members.A: It’s a great facility. Just the other day Nick Sakiewicz, our CEO said, “Oh my goodness I think we may have built too small!” I think that’s one of the key selling points and a key to the success of the team- to make sure the stadium is intimate. You want a stadium not to be cavernous like the one I came from before.

Michael Smith

16 S E A T

turn the page to keep reading Michael’s highlight of ppl park.

18 S E A T

ALSD Member Venue Highlightintroducing ppl park: the new home of the philadelphia unionWith a scenic setting on the banks of the Delaware River amid a European flair and atmosphere, PPL Park is the new quintessential North American soccer venue.

By ryan Mirabedini with Michael Smith

On the west side of London, there is a quaint soccer stadium known as Craven Cottage. Opened in 1896 as the profes-sional grounds for Fulham Football Club, it is conveniently

placed on the banks of the River Thames and still holds English Premier League (EPL) games to this day. With seats inches from the field and rain cover for most of the 25,700 supporters, it is a classic example of viewing soccer in its purest form.

Now transport yourself over 3,500 miles across the Atlantic to Philadelphia, where the MLS expansion Philadelphia Union is having a venue renaissance of sorts. The club’s new facility, known as PPL Park, is located right along the Delaware River and has several other similarities to the aforementioned Craven Cottage plus the benefit of some cutting-edge seating options. “It seats 18,500, which I think is a great number,” says Michael Smith, Manager of Suite and Premium Seating Sales. “The seats are steep, and [the stadium] is basically one level so no matter where you are in the stadium, you will have a great seat.”

Likeness to EPL stadiums for PPL Park is not limited to ca-pacity alone. Watch any European match and you will be sure to hear the home supporters singing with pride about the club they

love. Clearly, fans want to be a part of a special experience and help contribute to its outcome. As Smith sees it, there is no need to change a century’s worth of success. “If you are on the field as an opposing team, you will hear our fans loud and clear. It is defi-nitely going to be a tough place to play.”

Such a fantastic ambiance is enabled by the fact that this stadium is soccer specific, which is now the standard in MLS. Many feel that new facilities geared directly towards MLS teams will help the league grow financially and competitively due to their ability to generate greater revenues, avoid scheduling conflicts and create brand loyalty. “It is cool to have the uniqueness that I think MLS and the new stadiums are providing, such as up in New York (Red Bull Arena) and Rio Tinto (Stadium) out in Utah,” says Smith. “We have uniqueness in our stadium, and each one of them has something to offer.” Rio Tinto Stadium, which was opened in 2008, and Red Bull Arena, which opened just last month, provides PPL Park with some fantastic brothers in arms so to speak.

As an expansion franchise, the Union is attempting to cre-ate a positive buzz in the City of Brotherly Love. By indications

club settings have a riverfront view of the Delaware just beyond the façade of ppl park.

20 S E A T

of suite and ticket sales, they are doing just that. According to Smith, all signs point to soon reaching a full season sell-out at PPL Park. “We are at over 10,000 season tickets sold, and they are full season tickets, so we are well on our way to meet-ing a capacity number,” comments Smith. These numbers are impressive considering the struggling economy and the satu-rated Philadelphia marketplace.

In addition to the beautiful sightlines for regular seating, the premium options at PPL Park are truly fantastic, starting with the 30 corporate suites priced at $50,000 per year that sit just 27 rows from the playing field. “I would have to say 30 is a good number to provide maximum revenue. I can also tell you that the 30 is expandable if needed,” Smith says. “We have room to grow on all levels including the premium areas.”

As an alternative to the suite option, the Union also offer ten field side tables with seating for four priced at approximately $10,000 per year. According to Smith, this is one of their most attractive items. “Our biggest success is with the field side table. Some of the mid-level companies here may not be able to do a

suite just yet due to the economy, but they may want a sampling.”For those Union fans that still want to be close to the action,

but may not desire an area with a table, there is an option for them as well- 150 field level seats priced at $2,000 each. “Field level seats obviously are a less expensive option that is not just married to a business or company,” says Smith. “Anybody that wants a field level seat can obviously have one if they are willing to meet that price range.”

The Union additionally offers “super club” seats with VIP club access priced at $7,500 each. There are 28 of these seats with 14 behind each bench. “(Super club seats) are for businesses that pride themselves on taking care of their employees. Some of the items in the Super Club include a trip to an away game, lodg-ing and access to the stadium. Food and beverage is also pro-vided for these seats. So when you want to reward employees, we do have some good programs,” says Smith.

As the quality of soccer continues to grow in Major League Soccer, so does the clientele base and general fan fare. Some major local companies have noticed the great opportunity in Philadelphia, such as PPL Energy, who signed onto the naming rights of the stadium. The timing is perfect for PPL Energy with energy being regulated at the beginning of next year, and for the Union, who share many of the same ideas with its new partner. “They have a great green initiative, and one of the cool things about the stadium is that it will be run completely green,” notes Smith. “It was almost like a eureka moment when we saw some-thing line up with exactly what we were trying to do. For us it was all about timing and matching up with great partners.”

As new generations of soccer players enter the business world, we continue to speculate when the MLS will take the next step. But by comparing PPL Park to Fulham’s Craven Cottage, it is comfortable to say that the MLS is taking it now. The Union have successfully gone back to the roots of attending soccer matches but kept up with growing premium demands. Knowing this, we cannot blame Michael when he proclaims, “I think it is going to be a tremendous place to play, and lord knows I cannot wait.” #

Highlight your venue by posting photos on the wall of the Association of Luxury Suite Directors’ Facebook page.

PPL Park at a Glance

capacity: 18,500 (soccer) 26,000 (concerts)

number of Suites: 30

club info: 11,000 SF full-service club restaurant

architect: rossetti cost: approximately $120M

owner: Delaware county, pa

operator: city of chester

community: ppl park is the center piece of a $500M mixed-use development project.

left: inside the suites at ppl park Below: a view from one of the 30 suites in ppl park

1-800-221-0408www.southernaluminum.com

Aluminum is a reusable resource.

Innovative Elegance f o r [ l i n e n l e s s ] e v e n t s.

Integrate flexible service options with the industry’s best design, quality, and durability. Southern Aluminum linenless banquet tables are made with 100% recyclable aluminum and are backed with a Lifetime Warranty.

Southern Aluminum is your sustainable table and staging design solution.

See us at the ALSD Tradeshow, June 27-30!

[folding tables][folding base tables][serpentine tables][cocktail tables]

made in the

USA

22 S E A T

Food and Beverage 2.0 Roots and Wings With declining occupancy rates and lower per caps, there is a feeling that “something has to give” in a business looking for cost certainty in uncertain economic times. It appears that Big F&B may be willing to change how it operates. But will the teams go along?

By Bill Dorsey, Chairman of the Board, Association of Luxury Suite Directors

Is food and beverage on the premium levels an art or a business? Have rights fees gotten so high that everything has become too much about maximizing revenue and not enough about quality

in the age of the $50 six pack? Can Big F&B win a contract anymore on just the quality of the food served? Or has food and beverage on premium levels become commoditized by the customers, i.e., do they only order enough food and beverage not to be embarrassed? Is everything about increasing per caps? Or squeezing out value with every food order? Is F&B in suites passe anymore…nothing really special about the service? What are the new trends in F&B? Why are the margins getting lower? Or is this what the F&B companies merely claim and have done so for a long time? What can F&B com-panies do about propping up profits?

All good questions. Maybe not so many answers for the state of F&B in 2010. This is a roots and wings business if ever there was one: as bottom line and hard-nosed as any you will want to find, but at once, one that aspires to soar and to serve and be proud of great cuisine.

On the premium levels, the big F&B companies – and there are about a half-dozen left – hire great chefs and can provide almost anything you ask for…at a price. A steep price. A good meal for four with a good bottle of wine or two can cost about as much as a flat screen TV. So, you can go out and have a great meal or order in and watch your new TV.

Food is one of those rare things that people need every day that can’t be manufactured in Japan or China, even if people love Su-shi and Moo Goo Guy Pan. But food is “Made in America,” and that comes with a high price. F&B companies love the big spend-ers. They love to please people, and a good chef works with food like Michelangelo works with paint. There is the pride in “exceeding expectations” and if given a chance, F&B companies will bend over backwards on top of their carving stations to produce the kind of experience that keep the customers coming back. That’s how many of the F&B guys got started…they love food the way so many of the people in the suite business love sports. The top chefs receive awards the way directors win Oscars. That’s the way some of the more suc-cessful caterers cut their teeth in the business…by providing quality the owners of the teams demanded. Time was.

The business, when done right, can rise far above the madding crowd.

When it becomes bottom line, corporate F&B on hospitality levels becomes well…not an art, but a science. F&B for the big com-panies competing for big bids becomes “all about the math.” How much investment should be made? What is the market potential? Does the company have other accounts in the vicinity so it can get an economy of scale? Is it tied to the concession contract? How long is the contract? Does the team owner require the F&B company to build out its own space? What kind of edge does one company have

over the other? Does all the owner care about is how much money he or she can make on the deal?

More good questions. Everything inevi-tably is factored into the bottom line equa-tions: Cost of Goods Sold (CGS); New Products; Increase in Revenue Opportuni-ties, etc. Yes, it’s a business.

And the business is tied not just to the concessionaire, but also the caterer on the premium levels. It’s important for Big F&B to understand the premium space. Such as? How many suites and club seats? What sport? What are the estimated per caps? How many games are played and in what venues? Can the F&B company rely on volunteers, or are there so many events that a large daily staff is needed? What are the liabilities these days for serving minors?

Club Cambria at PNC Park

S E A T 23

The new Club Cambria at PNC Park in Pittsburgh is an example of a new premium

seating option with all-inclusive pricing.

The Occupancy QuestionThere is a new factor in 2010 that has reared its ugly head that is truly changing the business. And perhaps in 2010, this factor above all is changing the game.

The dirty little secret is not so secret anymore: It’s called Occupancy. Or some call it Utilization. Same thing. There is an occupancy problem on the premium levels that is creating havoc on the business right now. There are no customers to eat the food that is available.

Where rights fees were calculated and created for contracts that are sometimes several years old, most of the “math” was created with higher occupancy levels in mind. That’s because the occupancy rates in the four major sports were between 10% and 20% higher than they are now.

No more. No-shows in club seat areas are sometimes 20%. Per caps have dropped, and a per cap in which no one shows up is pretty low unless Casper the Friendly Ghost likes beer and has a credit card. So the math does not work anymore in many places.

It also does not work for many F&B companies in suites, where utilization curves have also dropped. When some of the big corpora-tions are only using their suites in some cases 60% of the time, it can translate to serious lost revenue. One large customer with mul-tiple suites has claimed that they are using suites only 55% of the time, and that it saves them millions of dollars in F&B costs. When companies don’t use suites, because the F&B cost cannot justify the usage, then the industry has a problem to solve.

In the four major leagues, with caps ranging from $40 for MLB to $75 on average for the NFL (with $50 to $60 caps for NBA and NHL), lost F&B revenue costs, for any given suite that is unoc-cupied, around $650 for MLB and $1250 for the NFL. The cost of F&B in the minor leagues and colleges, as a percentage of the cost of the suite in terms of revenue, is even higher than those figures. This is because the cost of beer can still stay high in lower priced boxes. So F&B is not just an issue for the four major sports.

It has been calculated by the ALSD that a 10% decline in oc-cupancy for all 30,000 suites in all four major sports leagues plus all other sports including MLS, colleges, racing venues, minor leagues, etc. costs the F&B industry more than $100 million dollars (See chart on Total Lost Revenue on page 24). That’s a lot of hot dogs. In an individual sport such as baseball, which has a lot of games, the math is also ominous (See chart on MLB Lost Revenue on page 24).

Which gets quickly to the next point- something has to give. To make up for the lost revenue, F&B companies have had to raise prices to levels that have corporations, who buy the food, fuming. The result: A kind of self-fulfilling down cycle.

What the Down Cycle Might Lead To: 1) F&B companies pay too much for rights fees to get the work and keep their large labor pools occupied.2) The economy falters.3) Corporations, which are laying off people, cut way back on F&B and hospitality expenditures, not just because they can’t afford it any longer, but because it is politically correct to do so. 4) F&B companies, not making the money on per caps and losing revenue on no-shows, try to make up for the differ-ence by charging more for less or by cutting quality, going to smaller portions, etc.5) Corporations, the buyers, recognize they are not getting what they had been accustomed to paying for. They start ques-tioning things like the restocking fees, the nightly tipping, the general loss of quality. They begin to complain to their teams. They order less food, or they no longer show up for the game so they are not billed. 6) Teams have unhappy customers. Renewals decline. Teams receive less revenue, because they are no longer providing the experience that keeps their customers happy.7) Teams receive less revenue in renewals, in part because F&B companies can’t provide the kind of corporate hospital-ity expected.8) Eventually, teams will receive lower concession rights fees, because the premium seat asset is no longer as valuable to the team itself.

In other words, in some way, the F&B industry is in the midst of a declining spiral. Unless they change the way they do business.

Changing the ParadigmThat cycle appears to be what is beginning to happen in this roots and wings business. Interviews with multiple high-level executives in the F&B business indicate they are willing to change the way they do business.

One popular method that is finally gaining momentum is in-cluding the cost of F&B in the price of the suite. On nightly rentals, this practice is fairly common, especially in venues such as the home of the Utah Jazz, EnergySolutions Arena, a building that is inde-pendently run. Big F&B has wanted to do this for years and years, because it creates cost certainty, but the teams have resisted to date because a la carte pricing brings in higher prices (F&B companies have known about the secrets of individually pricing items for years, and that’s why food can cost so much at a nice restaurant). Nightly rental companies don’t understand how F&B is ordered in some cas-es and merely order “packages.” This may start to happen more and more on a leased basis, according to several F&B companies who are looking at ways to improve the bottom line.

Occupancy rates for teams were high enough until the past two

years to not make this an issue. As long as the teams did not see a de-cline in what customers were willing to pay (as evidenced by high re-newal percentages), then there was no need for this kind of thinking.

Now though, that appears to be changing. Some teams are be-ginning to look at this as an option in the name of keeping their customers happy and their renewal percentages higher. One price options have shown real promise in new charter clubs.

Greg Hanrahan at the United Center in Chicago tells us that the members of the Harris Club love the all-inclusive pricing. We’ve heard the same thing at various other member clubs, such as Club Cambria, which started at the Target Center in Minneapolis and has moved on to various other venues in the U.S. and Canada.

Chris Bigelow, President of Bigelow Companies, Inc. in Kansas City, believes the reason these clubs with all-inclusive pricing work is because they cater to smaller groups – only two to four people – and these groups tend to be small businesses or professionals such as law firms with tickets. Occupancy is higher, and the buyer does not like being billed nightly.

Filling up a 16-person suite is not so easy. Corporations might

TOTAL F&B LOST REVENUE AS A RESULT OF UNSOLD SUITES & NO-SHOWS

Unsold Lost No-Show Lost TotalNFL $4,044,384 $817,864 $4,862,248 There is meaningful lost revenue for F&BNBA $15,698,183 $11,496,610 $27,194,793 companies as a result of unsold suites andNHL $13,881,780 $9,485,883 $23,367,663 no-shows. When you include additional eventsMLB $25,587,900 $20,470,320 $46,058,220 and sports, this number grows even larger.

$59,212,247 $42,270,677 $101,482,924

Teams Home Games Total Games30 81 2430

Direct Suites/Venue Sold (%) Sold (#) Unsold/Game Unsold/Season Avg. Price

Suite 78 80% 62 16 38,880 $2,700

Revenue *Source: Suite Model v01 (BR); ALSD

Unsold Lost$104,976,000

*No-Shows

Per Cap Range $/Person Avg. # of People Value/Suite No-Show %$40-$50 $45 15 $675 20%

F&B Suite *Source: The Bigelow Companies; ALSD

Revenue

Unsold Lost No-Show Lost Total$25,587,900 $20,470,320 $46,058,220

MLB Regular Season Length

Team Inventory: Average # of Unsold Suites/Team/Game*

Lost Revenue as a Result of Unsold Suites

Value of F&B Per Caps/Suite

Total F&B Lost Revenue as a Result of Unsold Suites & No-Shows

24 S E A T

25 S E A T

It has been calculated by the ALSD that a 10% decline in occupancy costs the F&B industry more than $100 million dollars.

Are you interested in interacting with buyers, sellers and

suppliers all at the same time to understand how business

on the premium levels is changing? Plan to attend the first-

ever Premium Seat Summit at the ALSD Conference.

S E A T 25

be hesitant to have an F&B charge included if they do not use the box. Again though, this might change.

The feeling in talking with food and beverage executives is that they would be willing to charge less for food with a subsequent low-ering of the rights fees. Big F&B would have cost certainty, and the suite holders would no longer be asked to pay on a nightly basis for the cost of F&B.

But what about the teams? Why would owners want to risk rais-ing the suite’s base price and except lower rights fees? To date, they have been unwilling to do so, despite pleas from nearly all the Big F&B companies.

But there comes a point in time when that might change. Again, it’s all about occupancy and/or utilization. If renewals drop to a cer-tain level, in part because of high F&B prices and lease prices, which have not dropped substantially despite a poor economy, is there not a point in time when filling the boxes is more important than retain-ing higher F&B rights fees?

It appears to be getting to that point in 2010.

The Laffer Curve: Maybe It’s Time for Team Owners to Pay Attention In the 1980s, Arthur Laffer, a professor and advisor to Ronald Rea-gan, made the argument that lowering taxes would actually increase revenues to the Federal Government. It was in a sense a counter-in-tuitive argument, but one that ultimately proved to be true. Letting people keep their money resulted in higher employment, more rev-enue to the government and more money spent on consumer-related goods and services. This allowed private companies, who had more money and more customers, to hire more people, who paid more taxes and had more money to spend in the economy. This resulted in the longest post-war economic expansion this country has ever seen- something around eight years.

Maybe something like the Laffer Curve would work on the pre-mium seat levels.

What an Increasing Business Model May Lead To:1) Lower the cost of F&B, and include it in the price of the leased suite.2) Offset the lower revenue F&B companies make with lower rights fees.3) F&B companies have cost certainty because they no longer have to factor in occupancy and no-show issues.4) Corporations will also have a cost certainty and will no longer have the incentive not to use their boxes, because they will be charged for the F&B. Utilization will go up, and cor-porations will have one bill to pay and one check to write each year.5) Teams will initally “eat” some of the costs in lower F&B rights fees (which will eventually go lower anyway when the next contract comes up). But like the Laffer Curve, teams will have happier customers, who will renew their suites at a higher renewal percentage. 6) One price options become the standard in the industry: very similar to the way it is in Europe, where the price of cor-porate hospitality is included in the price of the suite.

Inevitable ResistanceThere will be inevitable resistance for the above scenario for some poor reasons and some compelling reasons.

Here are some of the arguments against this scenario: 1) Teams will be resistant to anything that initially lowers their revenues. After all, why should they take the risk? 2) Corporations won’t like paying for a product that they don’t always use (there still will be a cost for F&B, but it won’t be nearly as high as it once was).3) Anything new in the slow-adopting business that is the sports world will probably not receive immediate traction.

Is There a Metric That Can Be Developed?Is there a metric that can be developed to demonstrate what will bring in the maximum revenue to the teams, the corporations and the F&B companies? Probably not, because sports is bought and sold not so much as a commodity, but as an emotional purchase. When teams are doing well, people will apparently still pay high prices to maintain their premium seats. At least that is the theory of the Hero Business, i.e., the Business of Sports.

Unfortunately, in sports there is always a winner and a loser for every team against team event. It’s a zero sum game. Someone wins and someone loses every time (with the exception of a few ties). Realizing this is important, because it means that it is very, very rare

At what point does a lower occupancy rate suggest a change in how the teams do business? 70%? 50%?

26 S E A T

indeed that one team can always win or even win significantly above the 50/50 ratio, especially in pro sports with salary caps (all but baseball).

In other words, if teams base their pricing on the fact that they will be a winning team, in most instances they will be right...about half the time. Teams might want to adjust their pricing models for the time when teams are not winning, which is also, in most cases, about half the time. And the corporations, who buy suites on an an-nual basis and for multi-year deals, cannot expect the suite they lease will be for a team who wins much more than half the time.

The emotional buy goes both ways…about half the time. Bas-ing a business model on winning, for most teams this side of the wealthy baseball teams, is probably not a good idea.

How Business on the Premium Levels is ChangingI am not going to argue here and go into the details of creating an actual mathematical formula or algorithm that will locate the exact price point that maximizes revenue. The purpose of this article is for buyers, sellers and middlemen (such as F&B) to at least begin to look at how business in conducted.

And I’m here to suggest business is changing on the premium levels in the following manner:

1) Pro Formas: Teams are building half the number of suites, but charging four times as much on the theory that big cor-porations have deep pockets and will pay any price. Not true anymore. 2) F&B companies, to get business, pay enormous rights fees. To pay for the business, they are charging very high fees to the corporations. This is a scenario that is no longer working like it did in the past, and it probably will have to change. One price, all-inclusive F&B is an option that should be seriously looked at.3) Teams are fine when occupancy rates are in the 90% range. They are not anymore in most venues. At what point does a lower occupancy rate suggest a change in how the teams do business? 70%? 50%? There is probably a number here in which it will be smart for teams to make sure these premium seats are filled. What number? 4) Corporations: The large buyers own too many suites and are going to start offloading them (and already are). The age of the per-event suite is ahead of us. The 8,000 companies that own the 12,000 suites will start to be expanded to the hundreds of thousands of customers needed to fill up the per-event inventory. But to do so, teams will have to change the way they do business by hiring more people on the local level to market their suites or rely on outside, third-party vendor services. Probably a combination of both.

A Discussion, a Future and a Pro-Active Solution:ALSD Premium Seat Summit The ALSD is going to conduct a Premium Seat Summit at its An-nual Conference this June 27-30 to talk about these issues. The premium markets are in a correction stage. They need to re-invent themselves or else, the downward spiral previously discussed might occur.

This will be a kind of suite holder focus group, but one which is far more interactive and greatly expanded. We will bring in F&B and Ticketing Executives; Team Presidents; Big Corporate Buyers and have them interact with many of the Team Executives.

The result? We don’t know. At best, it’s the start of a dialogue. And a dialogue that is much needed and long overdue. #

Should your team reevaluate how it does business with F&B companies on the premium levels?

Write to Bill at [email protected]

Are you interested in learning more about F&B/team rela-

tions? Plan to attend the combined session at the ALSD

Conference, “Bridging the Gap: The Partnership Between

F&B Companies and Teams/Venues.”

A per cap in which no one shows up is pretty low unless Casper the Friendly Ghost likes beer and has a credit card.

20TH ANNUAL ALSD CONFERENCE AND TRADESHOWJune 27 – 30, 2010

We are less than two months from the ALSD Conference in the Big Apple. Sessions are taking shape; many are set. All sessions include strong panelists and experienced presenters.

Find the most fitting sessions that will help you meet your professional objectives.

S E A T 27

Schedule of EventsPlease note: The schedule of events is simply a meeting and traveler planner, and the conference program will be updated continually.

Sunday, June 277:00 a.m. – 6:00 p.m. Conference Registration Open8:00 a.m. – 3:30 p.m. Exhibitor Set-Up2:00 p.m. – 3:00 p.m. Board of Directors Meeting3:00 p.m. – 3:30 p.m. New Attendee Welcome Meeting4:00 p.m. Welcome Address: Scott O’Neil, President, Madison Square Garden Sports4:00 p.m. – 6:30 p.m. Exhibit Hall Open; Schedule Monday Meetings; Cocktails in Hall7:00 p.m. – 10:00 p.m. Yankee Stadium Tour and Reception

Monday, June 287:00 a.m. – 6:00 p.m. Conference Registration Open 8:00 a.m. – 9:00 a.m. Optional Exhibit Hall Appointment HourAll Day Leagues to Visit Madison Square Garden Presentation Center9:00 a.m. – 12:00 p.m. League Meetings (continued after lunch)12:00 p.m. – 1:00 p.m. League Lunches or Lunch on Own1:00 p.m. – 4:00 p.m. League Meetings (continued)4:30 p.m. – 6:00 p.m. Exhibit Hall Open; Cocktails in Hall6:00 p.m. Keynote Speaker6:00 p.m. – 9:00 p.m. Exhibit Hall Open; Dinner and Reception in Exhibit Hall

Tuesday, June 298:00 a.m. – 3:00 p.m. Conference Registration Open8:00 a.m. – 11:00 a.m. Disney Institute Seminar “Disney’s Approach to Quality Service”9:30 a.m. – 11:00 a.m. Other Sessions11:00 a.m. – 1:00 p.m. Exhibit Hall Open; Lunch in Hall1:00 p.m. – 4:30 p.m. Sessions; Premium Seat Summit6:00 p.m. Welcome Address: Mark Lamping, President and CEO, New Meadowlands Stadium Company, LLC6:00 p.m. – 9:00 p.m. New Meadowlands Stadium Tour and Reception

Wednesday, June 308:30 a.m. Keynote Speaker 9:00 a.m. – 12:00 p.m. Sessions1:00 p.m. – 4:45 p.m. Sessions6:30 p.m. – 8:30p.m. Red Bull Arena Tour

28 S E A T

Sunday, June 27, 20107:00 a.m. – 6:00 p.m.Conference Registration Open8:00 a.m. – 3:30 p.m. Exhibitor Set-Up2:00 p.m. – 3:00 p.m. Board of Directors Meeting3:00 p.m. – 3:30 p.m. New Attendee Welcome Meeting

Led by: Jennifer Ark, Director of Premium Sales & Guest Services, Green Bay Packers

4:00 p.m.

Welcome Address:SCOTT O’NEIL PRESIDENTMADISON SQUARE GARDEN SPORTS

Scott O’Neil was named President, Madison Square Garden Sports in July 2008. In this role, he oversees all aspects of business operations for the three professional sports teams, the New York Knicks, Rangers and Liberty, as well as the Sports Properties area, which includes college basketball, boxing, ten-nis and all other sports events. He also manages marketing partnerships and suite sales for the soon to be renovated Garden.

Since joining Madison Square Gar-den, O’Neil has attracted premier talent from around the sports world to lead the

business in establishing an innovative, passionate and results-orient-ed culture. He has directed a refocused commitment to providing first class service to fans, subscribers and marketing partners, result-ing in growth across all areas of the division.

O’Neil comes to Madison Square Garden from the National Basketball Association, where, as Senior Vice President, he oversaw the league’s team marketing and business operations, advising NBA and WNBA teams on ticket sales and service, sponsorship develop-ment and marketing. He also managed the NBA’s Canadian busi-ness and the NBA Development League. Prior to joining the NBA, he oversaw the launch of HoopsTV, and honed his sales and mar-keting expertise with the Philadelphia Eagles and New Jersey Nets.

O’Neil was named to Street and Smith’s Sports Business Journal Forty Under 40 Hall of Fame and was named one of the nation’s top marketing executives under 40 by Advertising Age in 2006. He is also a member of Young Presidents’ Organization (YPO), a not-for-profit, global network of chief executives connect-

ed around the shared mission of becoming better leaders through education and idea exchange. O’Neil dedicates his time to working with a number of non-profit organizations, including serving as a Board Member for the Garden of Dreams Foundation, the non-profit charity that works with all areas of Madison Square Garden to “make dreams come true for kids in crisis.” In addition, he is on the Advisory Board for the Each One Counts Foundation and a Board Member for the TRU Foundation.

He holds a degree in Marketing from Villanova University and M.B.A. from the Harvard Business School. O’Neil resides in New Jersey with his wife and three daughters.

4:00 p.m. – 6:30 p.m. Exhibit Hall Open; Schedule Monday Meetings; Cocktails in Hall

6:30 p.m. Buses Depart for Yankee Stadium7:00 p.m. – 10:00 p.m. Tour and Reception at Yankee Stadium

Sponsored by: Legends Hospitality; New York Yankees; Southern Wine & Spirits; Corona

Monday, June 28, 20107:00 a.m. – 6:00 p.m. Conference Registration Open8:00 a.m. – 9:00 a.m. Optional Exhibit Hall Appointment Hour9:00 a.m. – 12:00 p.m.; 1:00 p.m. – 4:00 p.m. League Meetings

NHL, NBA, MLB, NFL, F&B, Minor Leagues/Racing, Soccer, College, IT

10:15 a.m. – 11:15 a.m.Tour Madison Square Garden Presentation CenterLeagues: College, Minor Leagues, Racing, Soccer12:00 p.m. – 1:00 p.m. Sponsored Lunches; Specific Leagues TBA

NBANHL: Lunch compliments of Ovations ManagementMinor Leagues: Lunch sponsored by Hershey Entertainment and Resorts

1:00 p.m. – 2:00 p.m.Tour Madison Square Garden Presentation CenterLeagues: NFL, MLB3:00 p.m. – 4:00 p.m.Tour Madison Square Garden Presentation CenterLeagues: NHL, F&B4:30 p.m. – 6:00 p.m. Exhibit Hall Open; Cocktail Hour

ALSD Conference and Tradeshow: Detailed Schedule of Events and SessionsPlease note: The agenda detailed below is subject to change. A comprehensive Conference Program will be distributed at

the ALSD Conference with rooming assignments and final sessions and presentations.

Scott O’Neil

Jennifer Ark

S E A T 29

6:00 p.m.Keynote Speaker: To Be AnnouncedSponsored by and Presented by: Motorola6:00 p.m. – 9:00 p.m. Exhibit Hall Open: Dinner Served, Reception

Sponsored by: ALSD, Southern Wine & Spirits, Corona

Tom Sheridan Scott O’Connell Jeff Morander Beth Conroy Cari Maas Jennifer Ark

Monday, June 28, 2010, cont.

Brian Bucciarelli Janie Boles Patti Kimbrough Rich Searls Chris Bigelow Christine Stoffel

LEAgUE MEETiNgS

MLB LEAGUE MEETINGModerator: Tom Sheridan, Director of Ticket Sales, Chicago White SoxModerator: Scott O’Connell, Director of Suite and Premium Seat Sales and Service, Minnesota Twins

NHL LEAGUE MEETINGModerator: Jeff Morander, Vice President, Ticketing Strategy, National Hockey LeagueModerator: Beth Conroy, Manager, Integrated Marketing, Na-tional Hockey League

NBA LEAGUE MEETINGModerator: Chris Granger, Senior Vice President, Team Market-ing & Business Operations, National Basketball AssociationModerator: Caryn Dolich, Manager, Team Marketing & Busi-ness Operations

NFL LEAGUE MEETINGModerator: Cari Belanger-Maas, Senior Manager, Premium Seat Services & Guest Relations, Arizona Cardinals Football ClubModerator: Jennifer Ark, Director of Premium Sales & Guest Services, Green Bay Packers

MINOR LEAGUE MEETINGModerator: Brian Bucciarelli, Director of Corporate Partner-ships/Premium Seating, Giant Center/Hershey Bears

COLLEGE LEAGUE MEETINGModerator: Janie Boles, Director of Donor Services and An-nual Giving, Tigers Unlimited, Auburn University Athletics DepartmentModerator: Patti Kimbrough, Director of Guest Services, Uni-versity of Arkansas Razorbacks

SOCCER LEAGUE MEETINGTentative Moderator: Rich Searls, Director of Sales & Fan Services, New York Red Bulls

FOOD AND BEvERAGE LEAGUE MEETINGTentative Moderator: Chris Bigelow, President, Bigelow Companies

SEAT-IT DIvISION MEETINGModerator: Christine Stoffel, Business Development Director – Connected Sports/Entertainment, Insight Networking

Madison Square Garden Presentation Center

30 S E A T

Tuesday, June 29, 20108:00 a.m. – 3:00 p.m. Conference Registration Open8:00 a.m. – 11:00 a.m. Combined General Session: Disney Institute Seminar:

DISNEY’S APPROACH TO QUALITY SERVICEDisney Institute: Available for Q&A in Exhibit Hall following seminarFee to attend: $75/person; Attendees and Exhibitors welcome

Presenters: Dennis Frare & Tom Thomson

ALSD Member Cari Belanger-Maas of the Arizona Cardinals Foot-ball Club on attending a Disney Institute program:

“While researching training programs, we thought why not go to the company that sets the bar for Guest Service… Disney. We reached out to Disney Institute and began working with them in 2008 and have continued to work with them each year on training and development of our staff. In this day and age people have choices, and we strive to provide an experience and service

that cannot be obtained anywhere else. Disney Institute, and the programming they provide, has proven to be ex-tremely beneficial to us as we strive for excellence in service.”

9:30 a.m. – 11:00 a.m.Sales Session: Selling Your SuitesLike the suite model itself, the suite sales model is evolving. Learn tricks and tips from small, medium and large market EVPs and VPs who have established proven strategies and who have also adapted to the changes in the market and in the industry. Panelist: Steve DeLay, Executive Vice President/Chief Marketing Officer, Mandalay Baseball PropertiesPanelist: Bill Rhoda, Principal, CSL International/CSL Marketing GroupPanelist: Frank Hubach, Vice President of Premium Sales & Services, American Airlines Center

11:00 a.m. – 1:00 p.m. Exhibit Hall Open; Lunch Buffet Served; Disney Institute available for Q&A1:00 p.m. – 1:55 p.m.Sales Session: ALSD Developmental Sales TrainingWe are in a Recession…On That First Call, Stop Focusing on Get-ting to the Decision Maker and Simply Focus on Getting “Into” The Company!Selling Premium Inventory to companies today is tough; made even more so due to:1. Those selling Premium Inventory: more often than not our most experienced salespeople are continually being trained with the same techniques and strategies they learned when they first joined the inside sales team. 2. Many sports organizations have developed their Premium Inven-tory sales process without objective analysis. What started out as a great way to sell tickets has now become the only way we sell in sports; we have lost the ability to truly sell to the new corporate prospect in these trying economic times. The average Premium Inventory salesperson is effective at explain-ing features and benefits. However, he/she rarely gets the chance to do so. It is the exceptional salesperson that is focusing initially on getting into the company. By not solely focusing on getting to the decision maker on the first call, the exceptional salesperson finds a way in and eventually gets the opportunity to present to the deci-sion maker.

Presented by: Shaun Graham, Founder/Manag-ing Director, Synergy Sales Solutions Ltd, [email protected], 303-898-9841

Combined Session: Bridging the Gap: The Partnership Between F&B Companies and Teams/venuesThe “Suite Experience” should be a combined “product” of the F&B company and the team/venue. How can we create a better partnership between the two groups? How can we bridge the gap between the two groups’ approaches to the “Suite Experience”? Learn which venues are combining the two approaches effectively

and why they are successful in doing so. Panelist: Janie Boles, Director of Donor Services and Annual Giving, Tigers Unlimited, Auburn University Athletics DepartmentPanelist: Kim Reckley, Director of Corporate Partnership Services, Detroit Red Wings

Dennis Frare Tom Thomson

Cari Maas

Steve DeLay Bill Rhonda Frank Hubach

Shaun Graham

Janie Boles

© Disney



S E A T 31

2:00 p.m. – 4:00 p.m.General Session: THE FIRST-EVER PREmIUm SEAT SUmmITAn Interactive discussion about the reinvention of the Premium Seat Market, bringing together Leagues, Teams and BuyersIt’s the next big thing at the ALSD Conference: a dream team of professionals all with a vested interest in buyers, selling and operations in the premium seat market. This is a no holds barred interactive session in which, for the first time ever, buyers, sellers and suppliers will discuss the State of the $10 Billion Premium Seat Marketplace. Panelists and contributors will include top-level league personnel, team presidents, food and beverage CEOs and VPs, primary and secondary ticket leaders, well-known consultants and the group we all want to know more about – the buyers. This is the next generation of the Suiteholder Focus Group. It’s for ev-eryone, and it will be the largest and most comprehensive seminar we have ever held.Among topics of interest will be:

• Keeping Your Corporate Customers Loyal• Pricing Premium Seats in the Future• New Technology Options• All-Inclusive F&B Pricing• Solving the Renewal, Utilization and No-Show Challenges• The Paradigm Shift in the Premium Markets

3:15 p.m. – 4:30 p.m. Combined Session (IT Based): Beyond Technology – The Business of Social Networking in Sports and EntertainmentLeading Social Networking Executives will discuss the business evolution of social networking, impacts on the industry, customer/fan experience, measurements of success and embracing the future.Moderator: John Gallant, CEO, IDG Enterprises-Network World Magazine, CIO Magazine, Tech World Panelist: NHLPanelist: Grand Canyon UniversityPanelist: Chris Dill, CIO, Portland Trail BlazersPanelist: Jeanette Gibson, Cisco Social Media Panelist: IdentityMine

5:00 p.m. Buses Depart for New Meadowlands Stadium

6:00 p.m. – 9:00 p.m. Tour and Reception at New Meadowlands StadiumSponsored by: DNC Sportservice; New Meadowlands Stadium; South-ern Wine & Spirits; Corona

“TASTE OF THE MEADOWLANDS”DNC’s Proposed Menu for ALSD Tour and ReceptionPassed Hors d’oeuvres (from performance stations)

NY Deli StationItalian Station

NJ Diner StationGrill Station (all served slider size)

Passed SweetsFour Hour Open Bar

Welcome Address:MARK LAMPINGPRESIDENT AND CEONEW MEADOWLANDS STADIUM COMPANY, LLC

Mark Lamping was named President and CEO of the New Meadowlands Sta-dium Company, LLC on April 1, 2008. Lamping, who reports directly to the board of directors of this joint venture between Jets Development LLC and Giant Stadium LLC, oversees construc-tion and operations of what is not only the new home for two iconic NFL fran-chises but will be the sports and enter-tainment capital of the region. Lamping manages all business operations related to the new stadium, including but not limited to its legal, sales and marketing,

and government affairs, design and development, and third-party event business. In addition to the minimum of 20 NFL games that will be played at the New Meadowlands Stadium each season, the stadium will host events ranging from college football to interna-tional soccer tournaments to major concerts and more.

Mark Lamping

New Meadowlands Stadium

32 S E A T

Wednesday, June 30, 20108:30 a.m.Keynote Speaker:To Be Announced

9:00 a.m.- 10:30 a.m.The Economy and the Premium Seating IndustrySales Session: Selling in the Current EconomyThe economy has made every sales person in the industry reevalu-ate sales strategies, suite packages and price points. We know that renewal terms are getting shorter, buyers need proof of ROI and the recession has made customers weary of opening their pocket-books. Add to that escalators are being modified, flex plans are be-ing considered and per-event sales are on the rise. Learn what sales solutions will work best for your venue now and moving forward.

Moderator: Tom Sheridan, Director of Ticket Sales, Chicago White SoxPanelist: Adam Kellner, Director of Premium Hospitality, Chicago Bears Football ClubPanelist: Brian Bucciarelli, Director of Corpo-rate Partnerships/Premium Seating, Giant Cen-ter/Hershey Bears

Service Session: Servicing in the Current EconomyStaying close to your customer is more important than ever these days. Renewals are often a product of good service as well as strong relationships with suite directors. Learn how three suite directors from four different leagues and one concert venue have cultivated relationships with customers to keep them coming back to their venues game after game and (better yet) year after year.

Panelist: Nancy Golden, Director of Premium Services, Gwinnett CenterPanelist: Lauren Fisher, Senior Manager of Suite Services, Philips Arena/Atlanta Hawks, Atlanta Thrashers, Atlanta DreamPanelist: Shari Rainey, Luxury Suite Service Manager, Houston Texans

F&B Session: F&B in the Current Economy In this economy, improving per caps is imperative. How can this be done? Learn how the following topics and more can improve the bottom line: digital menu boards, loaded tickets, all-inclusive pric-es, affordable innovations and technological advances and modified service charges. Panelist: FanGo Software Systems

10:45 a.m. – 12:00 p.m.General Session: Transforming the Suite ModelThe traditional suite model is no more for many venues. Unused suites are being combined to create a party suite or club; the Harris Club at the United Center is one example. Mini-suites are being created for those customers who do not want or need to utilize the 12- to16-person suites; The Lofts at TD Garden are an example. Learn what other suite-level modifications are working for other venues in the industry. Is it time to reevaluate your suites and clubs? Could you sell more inventory if you transformed your pre-mium seating model? Find out in this session.

Panelist: J. Curtis Baddeley, Director of Rental Suites, United CenterPanelist: Dana Petrie, Senior Director, The Pre-mium Club, TD GardenPanelist: Terri Smith, Director, Suite Sales and Service, Pittsburgh Pirates

General Session: Businesses Buying Premium SeatsFull House Entertainment Database Marketing is partnering with Ohio University and the ALSD to update the original suite lease research study done in 2007. The group will again be focusing on the types of businesses that buy premium seating. When finished, the group will have a complete analysis of the types of business/corporate customers at each of the following levels:

a) Suite Leaseb) Suite Partnershipsc) Club Seatingd) VIP Club/Hybrid

Presenter: Ron Contorno, Presi-dent, Full House Entertainment Database MarketingPresenter: Jim Kahler, Execu-tive Director, Center for Sports Administration, Ohio University

General Session: venue Sustainability and the Greening of Suites Venues are working to embrace “green.” Many new venues are LEED Certified; many of the existing venues are working to recycle and save energy. But what some have not grasped is that sustain-ability allows teams to focus on costs as well as revenues at the same time. For instance, the Minnesota Twins have partnered with Pen-tair, a Minneapolis-based water solutions company, to establish the first-ever eco-sponsorship in professional sports.

12:00 p.m. – 12:45 p.m. Lunch on your own

Brian Bucciarelli

Lauren Fisher Shari Rainey

Terri Smith

Ron Cortono Jim Kahler



S E A T 33

1:00 p.m. – 2:30 p.m.General Session: Premium Seating Solutions: Innovative Prod-ucts and Technologies That WorkThis interactive session will detail what new products, services and technologies teams have utilized. Case histories from teams will showcase why these products not only keep the customers happy, but also improve the team or venue’s bottom line. Sales & Service Session: Don’t Sell a Seat; Sell Access This session will introduce new way of selling premium seating. A new added-value approach will show teams how to boost renewals and sales by not only selling seats in a venue, but also providing access to exclusive experiences. 2:30 p.m. – 3:30 p.m. General Session: Research in the Industry: Knowing Your CustomersThree research companies showcase their respective areas of expertise:Turnkey Intelligence: Some hot topics/trends Turnkey is finding in the premium space: Value – value is not measured by the fans in the same way it used to be. Time is becoming a much larger component of the value metric; price is not as large of a component as it used to be. Re-spect/appreciation by the property/venue – fans have a declining perception that they are valued by the organization; they do not feel “as premium” as they used to.Full House Entertainment Database Marketing:Full House Entertainment Database Marketing’s expertise is de-termining the types of companies that are leasing and renting premium seating. Gaining a clear picture of the industries that are buying is critical to successful and efficient target marketing. We estimate that 50% of all premium seating buyers can be defined by approximately 20-25 business targets. Navigate Marketing: Navigate Marketing is the industry leader in research, measurement and analysis for sponsorships in sports and entertainment. The Chicago-based firm conducts custom market research studies and sponsorship valuations on behalf of both brands and properties. Navigate has measured ROI and effectiveness for over $1 billion in sponsorship transactions.Moderator: Peter Titlebaum, Associate Professor, Department of Health and Sport Science, Coordinator, Sport Management Pro-gram, The University of DaytonPanelist: Haynes Hendrickson, Senior Vice President, Turnkey Intelligence Panelist: Ron Contorno, President, Full House Database MarketingPanelist: AJ Maestas, President, Navigate Marketing

Sales & Service Session: Bridging the Gap: Sales and Service StaffsWhich venues are bringing Sales and Service staffs together for mutual benefit and financial success? How can we bridge the gap between the two departments? Cohesion and communication are key, and some venues have mastered both. Learn how and why their staffs succeed. Learn why they sometimes don’t.

Panelist: Bruce Ross, Director of Suite Sales and Service, San Jose SharksPanelist: Trent Dutry, Suite Service Senior Event Manager, US Airways Center, Phoenix Suns

F&B Session: Role of the F&B Suite Director on Game DayPreparation, pace, and patience are the magic words on game day for an F&B director. Learn more about game day delivery proce-dures and timelines – how/when/by whom food and beverage gets from Point A to Point B (and sometimes C!), challenges that result and potential solutions. Also discuss the role of the F&B director regarding what is handled by the directors and what is delegated out to supervisors and suite attendants. 3:45 – 4:30 p.m. Sales & Service Session: Retaining and RegainingWhen the economy turns back around, how do we get back the former suiteholders and other premium seating clients who could not/did not renew? What are the best practices for retaining cus-tomers who did renew during these times, but now want more? How do we activate our service staffs during these times? It may not all rest on the shoulders of the sales people, but rather on the two groups working together to give clients more. Panelist: Ruby Newell-Legner, Fan Loyalty Expert, Certified Speaking Professional, Ruby SpeaksService Session: Amenities & Gifts, Ticket Packaging and Deliv-ery, Suiteholder EventsThis session will be an “Interactive Attendee Share” session. Our moderator will ask for participation on:•Whatamenitiesandgiftswork?Whichareworththemoney/affordable?•Whatarethebestpackaginganddeliverymethods?Whatcom-panies have provided branded, unique solutions to packaging and what teams have a new and innovative way to deliver tickets?•Whatisthebestandmostaffordablesuiteholderevent?Whendo these events take place? Who is involved: Service? Sales? F&B?Moderator: Chris Piper, President, Breakout Strategic Merchandising

5:30 p.m.Buses Depart for Red Bull Arena

6:30 p.m. – 8:30 p.m.Tour at Red Bull ArenaPeter Titlebaum Haynes

HendricksonRon Cortono AJ Maestas

Bruce Ross Trent Dutry

Monday, June 28, 2010

Food and Beverage Program9:00 a.m. – 10:00 a.m.Swap Session: Swap Menus with other venues; Swap Training Manuals with other venues; Swap Game Day Operations Manuals with other venues

10:00 a.m. – 10:30 a.m.Setting up an Efficient Kitchen System

10:30 a.m. – 12:00 p.m. (possibly 12:30 p.m.)Marriott Marquis Presents! ALSD Marriott Marquis TourThe Marriott Marquis is proud to host a walking tour of all the key areas/departments in the Hotel. The group will be split into two tours that will occur simultaneously. • Purchasing Department hosted by the Director Jim Smith• Pastry Shop hosted by Chef Steve Evetts• Main Kitchen hosted by Executive Chef Armando Monterroso• Employee Cafeteria• View Restaurant hosted by Assistant Director of F&B

Terry McAneneyThe tour will last 1-1 1/2 hours and will cover the hotel top to bot-tom with stop-offs at the locations above for discussions and Q&A.

12:00 p.m. – 1:00 p.m.Lunch on your own

1:00 p.m. – 2:15 p.m.F&B Options: Healthy Options; Green Options; Packaging Options; Ordering Options

2:15 p.m. – 3:00 p.m.Roundtable Wrap-up or Free

3:00 p.m. – 4:00 p.m.Tour Madison Square Garden’s Presentation CenterLeagues: NHL, F&B

College Program9:00 a.m. – 10:15 a.m.COMBINED SESSION: College, Minor Leagues, Soccer, RacingThe Evolution of the Premium Seating Industry

Since the advent of the modern sports and enter-tainment venue, the role of premium seating and luxury suites has evolved to being key in creat-ing special, sustainable patron experiences which support the bottom line of the venue. Unlike the traditional sports venue model, today’s suite and premium seating amenities necessarily need

to provide a hospitality-focused experience, with increased and previously-untapped options for branding and spon-sorship which translate into additional income streams. Rossetti has been at the forefront of innovation in suite and premium seating design for more than two decades. Kelly will discuss current arena and stadia premium seating trends, and the drivers contributing to the future of the industry. Presented by: Kelly Deines, IIDA, LEED AP, Principal, Director of Hospitality and Interior Design, Rossetti

10:15 a.m. – 11:15 a.m.Tour Madison Square Garden’s Presentation CenterLeagues: College, Minor Leagues, Racing, Soccer

11:30 a.m. – 12:00 a.m.Executive Suite / Club Gameday Catering and Special Event Ideas

12:00 p.m. – 1:00 p.m.Lunch on your own

1:00 p.m. – 1:45 p.m.Alcohol Policies: Suites, Club Seating, Stadium Overall; Moni-toring; Per Caps with Alcohol Sales vs. Per Caps without Alco-hol Sales

2:00 p.m. – 3:00p.m.Staffing: Retaining staff; Realigning staff in a bad economy; Training; volunteers and Student Workers

3:00 p.m. – 4:00 p.m.Roundtable: Current Issues; Stadium Security; Work-Life Balance

minor League Program9:00 a.m. – 10:15 a.m.COMBINED SESSION: College, Minor Leagues, Soccer, RacingThe Evolution of the Premium Seating IndustryDescription Above

10:15 a.m. – 11:15 a.m.Tour Madison Square Garden’s Presentation CenterLeagues: College, Minor Leagues, Racing, Soccer

11:30 a.m. – 12:30 p.m.Economy: How has the economy affected minor league venues? What are venues doing to improve attendance?

12:30 p.m. – 1:15 p.m.Lunch: Sponsored by: Hershey Entertainment and Resorts

1:15 p.m. – 2:00 p.m.Renewing or Prospecting? Did venues lose customers? If so, what are the new prospecting strategies? Are customers renew-ing? If so, what are the best renewal strategies?

2:00 p.m. – 2:45 p.m.Specialty Programs: All-Inclusives; Flex Plans; Group Plans; Family Plans

2:45 p.m. – 3:30 p.m.Customer Service 101: Minor League: Budgets; Suiteholder Events; Amenities

3:30 p.m. – 4:00 p.m.Roundtable

34 S E A T

Kelly Deines



S E A T 35

37 S E A T

SEAT-Ad-Arthur9.indd 1 1/27/10 9:35:13 PM

Most sports fans and entertainment enthusiasts know that the history of Madison Square Garden is unmatched, much like the number of events held at MSG each year. At 265

events a year, it is one of the busiest arenas in the world, located in the busiest city in world. And this active arena is embarking on one of the most comprehensive renovations in history. When all is said and done, the Garden will have stunning suites, larger concourses, innovative and interactive technology solutions, premium bars and restaurants and the sweetest arena ring ever built.

However, it may take more than reputation to sell the new suites in the “World’s Most Famous Arena”. The most prized ones are priced at over a million dollars, so how is MSG selling its pre-mium inventory so successfully?

Enter Madison Square Garden’s Presentation Center. Mike Ondrejko, Vice President, Suites, Premium Seating and

Service, Madison Square Garden, explains, “Our award-winning MSG Presentation Center brings the transformation of Madison Square Garden to life for suite holders, partners and prospects. Lo-cated at the main entrance of Madison Square Garden, the Presenta-tion Center utilizes cutting-edge technology and design to showcase the new premium seating options.”

MSG’s Presentation Center foyer gives patrons the feeling of being inside a spaceship; a video of “defining moments” is so stimu-lating that it feels like the Center is actually on a launch pad. Add to that, the video is started only when a hockey puck-like key is placed on a podium – pretty phenomenal.

Take a step up to the model of what the Garden will look like in

The MSG Presentation Center was designed to highlight opportunities for customers and partners interested in suites and marketing partnerships.

38 S E A T

How To Market Your Venue in the 21st Century

Madison Square Garden is pumping a half-billion dollars into building renovations without changing its iconic footprint. To market its future transformation, MSG has built the industry’s preeminent Presentation Center.

By Amanda Verhoff, Executive Director, Association of Luxury Suite Directors

www.because its about more than the game.com

a few years, and patrons will be even more amazed. The model’s con-trol consol lights up a certain part of the model, which cues a video depiction of how the section of the arena will look upon completion. Individually lit are the suite levels, the lower and upper bowls, and the upper ring that will house a club restaurant and prime viewing spot.

The Presentation Center’s finest features are up next: the suites. Patrons can enter two suites, each designed differently to cater to the tastes of diverse suite holders. The first is ultra chic, with hardwood floors, fine art, a fireplace and a refrigerator fit for a king. This is a bunker suite, and the model actually mimics one. Patrons can walk up the steps of the suite into a miniature IMAX-type theatre room. The screen shows exactly what the court looks like from the seats of the suite. It is as close to sitting in the arena watching an event as you can imagine. Ondrejko notes that, “With the ability to replicate the sight lines from each of our newly designed Event Level and Lower Level suites, the MSG Presentation Center gives people a true to life feeling of being inside the renovated building.”

The second model suite is a young sports fan’s dream. If all ball-players dream of stepping onto the court at MSG, then suite holders dream of sitting in this suite at MSG. Complete with graphics and big screens, the action is as much in the suite as it is on the court. Add to that, the suite has a kitchen island. Like at a cocktail party, there is no better place to chat it up with buddies than at a kitchen island with a beverage cooler nearby.

By utilizing the Presentation Center, selling the suites at the re-vamped Garden should be a cinch, right? In this economy, nothing is a sure thing. Ondrejko recognized that there needed to be a supple-mental selling tool to compliment the physical sales center. “With such a state-of-the-art showcase, we knew our follow up had to be just as dynamic. We partnered with Channel 1 Media to develop an inter-active online tool to replicate the Presentation Center experience and reinforce for suite holders, prospects and partners the unique asset MSG provides to help them drive their business.” Channel 1 Media Solutions, working in conjunction with MSG, created that dynamic follow up: The MSG Suite Sales Tool, an online micro-site dedicated to the transformation of Madison Square Garden with a focus on suite sales.

The MSG Suite Sales Tool website contains three sections: The Magic of MSG, The Transformation and The Suite Experience.

40 S E A T

The Presentation Center offers customers a journey with an interactive model, new building renderings and full-scale suite models.

MADISON SQUARE GARDEN RENOVATION FACT SHEET• New entrance which doubles in size and features interactive kiosks, retail, climate-controlled space and a broadcast studio• Public concourses doubling and tripling in size• Wide selection of food and beverage options, including Blue Seat Bar, Party Deck and Bridge, all which open directly to the arena bowl • Improved upper bowl sightlines that put patrons 17.5 de-grees closer to the action • State-of-the-art lighting, sound and LED video systems in HDTV • Maintaining intimacy of the arena bowl and MSG’s world famous ceiling• Corporate offerings which include:

-- 58 Lower Level Suites that will be 40% larger, half the distance to events and include seats in the arena bowl-- 20 Event Level Suites that offer a lounge atmosphere

• Renovation will be paid for in its entirety by Madison Square Garden Timeline:

-- Lower bowl expected to be ready for the 2011-2012 season -- Upper bowl expected to be ready for the 2012-2013 season

• Building will remain operational throughout the NHL and NBA seasons• Architect: Brisbin Brook Beynon• Construction Manager: Turner

SteubenGlass

Steuben HitS tHe Suite Spot

For more information contact [email protected] or Call 713. 868. 1986

B a r wa r e . S t e m wa r e . D e c o r at i v e o B j e c t S . awa r D S

In partnership with

42 S E A T

THE MAGIC OF MSGThis section contains the actual video currently used in the MSG sales center and mimics the three plasma screens integrated within.

THE TRANSFORMATIONThis section contains a series of six short videos depicting the various transformations that will take place within Madison Square Garden. Each video shows how MSG will transform from its current state to the contemporary, fresh, world-class venue anew. An image of the current concourse, for example, is dissolved into a rendering of the new MSG concourse – complete with realistic visuals, sound effects and ambient noise – bringing it all to life. Users can click on any of the six tabs to preview a sampling transformation of that particular area of the arena.

THE SUITE EXPERIENCEThe focus of this presentation is created to give users a better under-standing of the suite experience prior to their actual physical devel-opment. Understandably, it is very difficult to sell inventory without the availability of tangible assets. Thus MSG uses the tool for face-to-face meetings in order to educate their prospects while controlling the demonstration. Furthermore, not only does the Suite Sales Tool give users the information they need to make a smart decision, since it is available online it enables them to do so without having to come down to the actual Presentation Center itself.

The presentation allows the user to choose from the three Suite Levels offered by MSG – Ninth Level, Lower Level and Event Level Suites. Once the user selects their desired level, they are presented with a bird’s eye view of the arena where they can click on any par-ticular suite to learn its price, see the sightlines, choose a décor and view its interior. Features of the presentation include:• The ability to show which suites are available and which suites

are sold• Detailed information on suite benefits and amenities• Intricate renderings of suite interiors including integration of

‘live’ people• Personalization–where a company’s logo appears in strategic ar-

eas within the presentationChannel 1 Media Solutions needed a significant number of assets in order to create this intricate presentation; assets such as architectural drawings in digital format, original suite renderings, footage of game action from various sight lines and photographs from strategic loca-tions within the current MSG. Once Channel 1 had all the assets to work from, they created 3D models of each type of suite, filmed talent against a green-screen and implemented them throughout. Furthermore, there is a back-end database that controls the prices, availability, views and personalization for each suite. #

To see more, visit: www.channel1media.com/msg/build

Do you have advice for other teams looking to transform their venue?Join the Association of Luxury Suite Directors group on Linkedin and share your story.

Is your team planning a renovation? Opening a marketing center? 2010 ALSD Conference attendees will have the opportunity to tour the MSG

Presentation Center.

The 4th Annual Sports & Entertainment Alliance in Technology Conference and Tradeshow

Sports & Entertainment Alliance in Technology joins forces again with the ALSD to present a one-of-a-kind conference dedicated

to the technology executives of the sports and entertainment indus-try. The 2010 Steering Committee has developed an informative conference agenda with many thought-provoking panel topics to create dynamic discussions.

CONFERENCE AGENDADAY ONE: JUNE 28TH, 2010SESSIoN oNE: IT Executive RoundTable Discussion Moderated by Tod Caflisch (VP of IT, New orleans Hornets) and Scott Phelps (Director of IT, Pittsburgh Steelers)

2010 Conference Welcome & Opening: Christine Stoffel, CEo S5 Enterprises/Director Insight Network-ing-ConnectedSports & EntertainmentKeynote Speaker:

Craig Neeb, VP/CIO of NASCAR and International Speedway Corporation “Transformation of the IT leadership role from technolo-gist to business partner and innovative strategist”

SESSIoN TWo: Inside the Stadium of the FutureModerated by John Avenson (VP of IT, Minnesota Twins)Panelists: Joe Milone (VP of IT, New York Mets), Mike Lane (Sr. Director of Technology, New York Yankees), Peter Brickman (CTo, New Meadowlands Stadium), Bill Haggard (Sr. Director of Enterprise Infrastructure, Dallas Cowboys)

SESSIoN THREE: Digital Media Asset Management in Sports and EntertainmentModerated by Sasha Puric (Sr. Director of IT, Toronto Maple Leaf Sports & Entertainment)Panelists: Representatives from MLB, NASCAR/ISC, Microsoft, IdentityMine and the Pittsburgh Penguins

SESSIoN FouR: CRM to XRM -- The Business of Customer Information Across the EnterpriseModerated by Lorraine Spadaro (VP of Technology, TD Garden) Panelists: Larry Martin (VP of operations, ScoreBig, Inc.), Chris Pohl (Director of Ticket Technology, Philadelphia Phillies), and representatives from CIO Magazine, Spinnaker, Microsoft and Tickets.com

Day one ends with a private technology tour of the new Yankee Stadium for the attendees and vendors of the IT Division.

DAY TwO: JUNE 29TH, 2010SESSIoN oNE: IT Executive Roundtable DiscussionModerated by Casey Bookout (Director of IT, University of Okla-homa) and Mark DiMaurizio (VP of IT, Comcast-Spectacor)

SESSIoN TWo: The Business of Technology in Sports and Entertainment Moderated by Mike Morris (VP of IT, MLB)

SESSIoN THREE: Executive Coaching/Professional Mentoring Presented by Dan Rossetti of Ascension Sports Partners

SESSIoN FouR: Career Coaching Presented by CIO Magazine/CIO Executive Council Partner with Larry Bonfante (CIo, uSTA)

SESSIoN FIVE: Beyond Technology…The Business of Social Networking in Sports and EntertainmentModerated by John Gallant (CEO, IDG Enterprises-Network World Magazine, CIO Magazine, Tech World)

Day Two ends with a private technology tour of the New Meadow-lands Stadium for the attendees and vendors of the IT Division.

DAY THREE: JUNE 30TH, 2010SESSIoN oNE: Cloud Computing - Advancing the Economics of NetworkingModerated by Chris Dill (CIo, Portland Trail Blazers)Panelists: Representatives from Infoblox, Juniper Networks, Micro-soft, Netarx, oSIsoft and Tickets.com

SESSIoN TWo: IT Executive RoundTable Discussion Moderated by Wayne Wichlacz (VP of IT, Green Bay Packers)

Closing Session: Christine Stoffel and Jim Darrow (Sr. Director of IT, Ilitch Holdings-Detroit Red Wings/Detroit Tigers)

Day Three ends with a general tour of Red Bull Arena.

Are you interested in agenda updates leading up to the conference?Visit Sports and Entertainment Alliance in Technology online at www.seatconsortium.com.

June 27 -- 30, 2010 • Marriott Marquis, New York City

44 S E A T

See the bigger picture. | www.io-media.com/sports

T he hospitality industry has redefined good customer service. More accurately, customers have redefined good customer service. Because they are paying premium prices for all the

modern bells and whistles, their demands are higher. Stadium or arena experiences better not just satisfy, but exceed expectations. Otherwise, service providers are not cultivating retention or entic-ing loyalty. Rudimentary commandments like “Stay Close to Your Customer” simply are not good enough anymore. So take note, the Orlando Magic represent a new standard of customer service.

Customer service should never be a checklist. The Magic’s ap-proach, while certainly complementing what they have done in the past, is a big shift because it allows the organization to look at what they are doing through the eyes of the customer versus a task they are performing. Literally every touch point is analyzed through a customer lens in order to “own” the experience. “We felt like most organizations focus on goals and objectives with their employees, and that in turn the employees focus on their tasks or tactics to ac-complish these goals and objectives,” explains Scott Bowman, Vice President of Season Ticket Services & Operations at the Magic. “[The new standards] forced us to really own the customer experi-ence and to look at everything we do through their eyes and not just as a task that we check off once it is accomplished.”

Customer service transcends any one department within the Magic front offices. “Every single employee at the Orlando Magic needs to own the customer experience regardless of what department he or she represents,” says Bowman. “By having the entire organiza-tion go through this exercise, it allows us to reinforce the message that each of us, as individuals, owns our customer experience.”

The Relocation ProcessThe Magic’s seven full-time season ticket account representatives and two premium service account representatives, who are commis-sioned on both renewals and additional sales that they receive from the existing season ticket holder base, had the opportunity to own their customer experiences through the process of relocating ticket holders from the Amway Arena to the new Amway Center, which is scheduled to open October 10th later this year. The arduous pro-cess began last November when the Magic distributed a Relocation Handbook to all season ticket holders. The handbook communi-cated, by level, all of the new amenities and benefits of seating op-portunities, pricing, the process for relocating seats and frequently asked questions. The handbook also included a DVD that contained a fly-through of the outside and inside of the Amway Center and a Seating Preference Survey that was also available online.

In December, the Magic pre-selected season ticket holders’ preliminary seat assignments in the new Amway Center based on their 2009-2010 seat location at the Amway Arena. These seat selec-tions were made in order of priority number within each Amway Center pricing category. The priority number was derived from the purchase date that the season ticket holder opened up his or her account.

Jumping ahead to January/February of this year, the next phases were seat selection appointments, which were scheduled ac-cording to priority number and were held either online or in-person at the Magic’s Experience Center. During these appointments, sea-son ticket holders had the opportunity to review their preliminary assigned seat location in the new Amway Center and elect to keep, upgrade or downgrade from their current seat. After all of these ap-pointments were completed, they opened up the opportunity for season ticket holders to add seats as well, also ordered according to priority number.

Above: The new Amway Center will open on 10/10/2010.

46 S E A T

Owning the Customer ExperienceThe Orlando Magic recently moved the second strongest season ticket holder base in the NBA. They did so not exclusively with strong sales, but with a substantial emphasis on customer service.

By Jared Frank Editor of SEAT Association of Luxury Suite Directors

The entire process is a cross-fertilization that promotes good feelings for customers and

increases the team’s morale as well.

47 S E A T

Buyers Guide fall 09.indd 31 10/5/2009 2:03:42 PM

48 S E A T

Managing ExpectationsThe Magic brand is very strong in Central Florida. With a team winning on the court, an organization heavily involved in the com-munity and a new arena right around the corner, there is more value in a Magic season ticket than ever before. With 13,000 season ticket holders, a large percentage of which who have been in the same seats in the same building for 20 years, a few seat holders were bound to have expectations that were not met. But the Magic mitigated these issues with constant dialogue in order to meet, manage and ultimately exceed expectations for nearly every customer. “Making sure that we were clear and precise in our communication to [season ticket holders] was crucial in managing their expectations about the process,” says Bowman.

The entire process is a cross-fertilization that promotes good feelings for customers and increases the team’s morale as well. The Magic organization’s continuity and culture starts with its ownership and trickles down into a cycle between its staff and its customers. The organization also works diligently to manage the expectations and time of its service representatives. Having the second largest base of season ticket holders in the NBA certainly keeps the Magic service staff busy year-round. “We work with them on managing their book of business by setting a year-round season ticket holder touch point program and are able to recognize and reward them for achieving

goals within that program,” says Bowman. “It also allows us to coach and develop any of our employees who might be struggling.” With such a strong support system, the Magic are able to retain not only season ticket holders, but its employee base as well.

The Cycles of ServiceTM

The Orlando Magic mission statement reads, “To be World Cham-pions on and off the court, delivering legendary moments every step of the way.” In order to deliver legendary moments, every employee needs some level of service training, and likewise, every employee needs sales training. The line between sales and service is disap-pearing; department goals are giving way to larger organizational standards.

Enter Ruby Newell-Legner, Certified Speaking Professional and Customer Satisfaction Expert for Sports and Entertainment. The success of the relocation process stems from a foundation cured two years previous. The Magic first turned to Newell-Legner in 2007 to train the service staff. What started out as a project involving just one department quickly grew organization-wide when Scott Bow-man saw the expertise and resources that came in partnering with Ruby. “She really connected with our entire staff. The other great thing about Ruby is that she connects you with other people who can make a positive impact on your company,” says Bowman.

“Once we discussed training for the staff at Amway Arena, we started a dialogue and I said, ‘This is what I can do. This is what I have done for other stadiums and arenas. But you might want to think about this other thing I am doing’,” Newell-Legner says. The “other thing” is her trademarked concept called Cycles of ServiceTM, which walks each staff member through steps or impressions all from the customer’s standpoint. “We analyze all the touch points. For in-stance, a customer calling the ticket office, getting information, de-

The 13,000 Orlando Magic season ticket holders now occupy seven levels at the new Amway Center.

The Magic earned a 90.5% customer satisfaction rating -- the highest ever in the sports and

entertainment industry.

Sports-Related Travel is a $182Billion Industry. Get Your Share at TEAMS ’10!

• The most dynamic environment for deal-making between event organizers, host destinations and suppliers.

• Educational programming and hands-on industry insights from the thought leaders in sporting events.• One-on-one appointment sessions between exhibitors and event rights holders that facilitate real business.

• Unrivaled networking opportunities with key decision makers at off-site functions including the 6th Annual TEAMS Golf Tournament.

“Compelling programmingon the key issues confronting the sports world—presented

in a first-class setting.”—Bob Costas, NBC Sports

THE WORLD’S LARGEST GATHERINGFOR THE SPORTS-EVENT INDUSTRY IS

OCTOBER 18–22, 2010, IN CHARLOTTE !

REGISTER NOW!

Charlotte Motor Speedway Charlotte Bobcats

U.S. National Whitewater Center Charlotte Convention Center Charlotte Skyline

FOR SPONSORSHIP OR EXHIBITOR INFO, CALL TOLL-FREE (877) 577-3700!

Schneider Publishing Company, Inc. • 11835 W. Olympic Boulevard, 12th Floor • Los Angeles, CA 90064 • Tel (310) 577-3700 • Fax (310) 577-3715

“The TEAMS Conferencealways provides a great setting for us to advanceour organization’s goals andobjectives. I recommend itfor sports organizations of all types.” —Jim Scherr

776 Original Marketing

“It’s amazing how manypeople I’ve worked withover the years who attendthe TEAMS Conference.Whether it’s rights holders,sponsors or host cities, you’llsee them all at TEAMS.”—Mike Plant

Atlanta Braves

TEAMSCONFERENCE.COM

T10 SEAT April 2010.qxd:Teams single_pg_ad 3/30/10 12:23 PM Page 1

50 S E A T

veloping a relationship with a ticket sales representative and how the customer feels after the conversation,” says Newell-Legner.

So the first year, Cycles of ServiceTM were created for all 18 departments within the Magic organization from both an internal and external customer service viewpoint. Department leaders were coached on presentation skills and went through a train the train-er program to encourage them to teach their staff everything they needed to be successful in their specific roles. The Cycles of ServiceTM

Program takes employees through a three-phase process to help them understand the specific impressions they leave every day both inside and outside the organization. The three steps are:

1. Identify each impression from the customer’s viewpoint. 2. Identify the emotions the employee is trying to solicit.3. Identify the performance standards that are required to solicit

that emotion and leave a positive impression on each customer.

That first year was Customer Service 101- impacting the impression left on the customer so they will want to build a long-term relation-ship. Over the past two years, Newell-Legner has done most of her programs once or twice for almost every department at the Magic. Her on-site meetings have been as small as one-on-one and as large as 800 people. “What is so great about the Magic is that they encour-age and value my recommendations, and they really do listen,” says Newell-Legner. “They do not roll their eyes. They really take to heart

that I can really help them if they let me be part of the big picture.”One of Newell-Legner’s recommendations that illustrates the

value of Orlando Magic customer service is Service Scouts, a secret shopping company that is based on rewarding positive performance. After her first year, the Magic earned a 90.5% customer satisfaction rating- “the highest ever in the sports and entertainment industry,” according to Jim Smith, founder of Service Scouts. After her second year, 602 staff members received perfect shops. But Newell-Legner is quick to point out, “Of course it is not just about the scores. It is about the end result, which is turning every customer into a loyal fan.”

With the Cycles of ServiceTM now ingrained into Orlando Magic culture, we fast forward again to the relocation process, where Newell-Legner and Bowman really put the new organizational stan-dard to the test. “The relocation process is like a science,” Newell-Leg-ner observes. “I was so impressed at the intense planning and market-ing strategies the Magic used to help season ticket holders select their seats for the new Amway Center.” She continues, “When I try to describe it to somebody, I just say, ‘They had a two-level building and people were sitting here, and now they have a seven-level building, so some seats do not exist anymore in the new configuration’.”

Clearly Newell-Legner and Bowman had their work cut out for them. But working side-by-side, they never lost sight of the end re-sults of owning the customer experience, making every season ticket holder feel valued and allowing fans to feel confident the process was going to be fair for everyone. Bowman expounds, “We want our season ticket holders to feel like they are getting a high return on the investment that they make with us each year, and we need to ensure that they would recommend our experience to their friends and family.”

Mission accomplished. The Cycles of ServiceTM “delivered leg-endary moments every step of the way” and held up to the strain of 13,000 season ticket holders being asked to pay more for in some cases different seat locations. “Within the Cycles of ServiceTM, we incorporated measurable standards so we could also look at how we took a customer touch point from meeting expectations to exceed-ing expectations,” Bowman explains. “If we had to do it over again, we would choose the same strategy, because the feedback that we have received has been very positive.” Now the fun begins. Instead of owning the customer experience of relocation, Scott Bowman and the Magic will own the customer experience of a brand new arena, and who knows, maybe an NBA Championship. Now that would be legendary. #

How does your team deliver legendary moments?Write to Jared at [email protected].

“By having the entire organization go through this exercise, it allows us to reinforce the message that each of us, as individuals, owns our customer experience.”

–Scott Bowman, VP of Season Ticket Services & Operations

President Suites are just 27 rows from the floor and feature a lounge area, fixed seating for 12 and private access via VIP elevator and suite holders’ concourse.

When fans order concessions and merchandise with FanGo,orders are processed twice as fast... which means shorter lines and more revenue.

859.608.4521 [email protected]

$1.2 MILLIONThe average facility loses

each season from fans whorefuse to wait in long

concession lines.

52 S E A T

CompensationSalary ranges are based on position and seniority of the employ-ee. The wide range of salaries is broken down by position and league to provide the most relatable results. The results are di-vided into five positions: Coordinators, Managers, Directors, Vice Presidents and Suite Managers of Catering/Food and Beverage. Each of these positions plays a valid role in the industry and is the hierarchy of the sales and service forces.

By Position:The results of the average total compensation are compiled by salary and commission, apart from the Coordinator of Suite Sales and Premium Services and Suite Manager of Catering/Food and Beverage. The majority of respondents with these positions re-ceive no commission (see chart below).

By League:The various leagues encompass their own trends in compensation packages. Some leagues provide better commission packages, while some leagues provide more valuable benefits. We have de-veloped a breakdown of all the responses by league to provide a better insight and means to compare league compensation pack-ages and benefits. An interesting fact found is the majority of NFL and MLB employees are compensated by their teams, while NBA and NHL employees are more commonly paid by their venues as a result of arena suite employees commonly working for multiple teams and multiple events.

In addition to the “Big Four” leagues, we have gathered infor-mation from the College segment. While they do not match up as well with the salary and commission of the professional leagues, they do provide better support with educational assistance. This

allows recent graduates to enter the workforce in a college atmo-sphere while expanding their education. Unfortunately, insufficient data was accumulated to provide accurate salary averages for MLS, Minor League Sports, Racing Venues and Concert Venues. We hope to receive enough information in the future to provide these members of the industry with the same information we have been able to provide for the other leagues.

CollegeSalary:

Structure:• Salary: 67%• Salary/Bonus: 24%• Salary/Commission: 5%• Other – Salary/Override/Bonus: 5%• Average Salary: $61,528• Average Commission: Not enough data

Benefits:• 100% Medical and 95% Dental• Vision (86%), Flexible Spending (67%) and Educational

Assistance (62%)• 401K: 71.4%• Pension Plan: 38%• Paid personal/sick days: 0 (5%), 1-4 (16%), 5-8 (26%),

9+ (52%)• 55% of unused personal/sick days are rolled over to the

next year• 14.3% have 8-14 vacation days per year and 86% have

15-25 days

Industry and Association NewsSalary Survey 2010, continued from page 14

Average Base Salary Average Commission Average Total Compensation

Vice President $97,500 $41,000 $138,500of Suite Sales/Premium Services

Director $81,999 $28,823 $110,822of Suite Sales/Premium Services

Manager $53,962 $20,499 $74,461of Suite Sales/Premium Services

Coordinator $39,249 $39,249of Suite Sales/Premium Services

Suite Manager $50,832 $50,832of Catering/Food and Beverage

Compensation by Position

54 S E A T

Industry and Association NewsSalary Survey 2010, continued from page 14

NFLSalary:

Structure: • Salary: 37%• Salary/Bonus: 33%• Salary/Commission: 11%• Salary/Commission/Bonus: 19%• Average Salary: $69,947 • Average Commission: $31,249 (recorded from the 43%

who receive commission)Benefits:• 100% Medical and Dental• Vision (74%), Flexible Spending (59%) and Educational

Assistance (33%)• 401K: 92%• Pension Plan: 62%• Paid personal/sick days: 0 (20%), 1-4 (28%), 5-8 (24%),

9+ (28%)• 79% of unpaid personal/sick days are lost• 3% receive less than 8 days of vacation per year, 56%

receive 8-14 and 41% receive 15-25• 46% of unused vacation time is lost, 35% is rolled over to

the next year, and 19% have limitations of the number of hours that can be rolled over

MLBSalary:

Structure• Salary: 27%• Salary/Bonus: 47%• Salary/Commission: 7%• Salary/Commission/Bonus: 20%• Average Salary: $58,845• Average Commission: $39,999 (recorded from the 37%



9+ (13%)• 65% of unused personal/sick days are lost• 47% receive 8-14 days of vacation per year, 47% receive

15-25 and 7% receive more than 26 • 54% of unused vacation time is rolled over to the next

year, 40% is lost and 7% roll over but have a deadline/limitation to the amount of hours allowed

NBASalary:• Structure• Salary: 17%• Salary/Bonus: 42%• Salary/Commission: 13%• Salary/Commission/Bonus: 25%• Other: Salary/Bonus – allowed overtime: 4.2%• Average Salary: $75,952• Average Commission: $25,999 (recorded from the 50%

who receive commission)Benefits:• 100% Medical and 96% Dental• Vision (79%), Flexible Spending (79%) and Educational


9+ (17%)• 75% of unused personal/sick days are lost• 4% receive less than 8 days of vacation per year, 33%

receive 8-14 and 63% receive 15-25• 42% of unused vacation time is lost, 38% is rolled over to

the next year and 21% is either converted to pay or given a deadline/limitation to the roll over amount

NHLSalary:

Structure• Salary: 16%• Salary/Bonus: 64%• Salary/Commission: 4%• Salary/Commission/Bonus: 16%• Average Salary: $74,356• Average Commission: $24,444 (recorded from the 43%



9+ (26%)• 76% of unused personal/sick days are lost• 4% receive less than 8 days of vacation per year, 16%

receive 8-14, 76% receive 15-25 and 4% receive more than 26 days

• 44% of unused vacation time is lost, 28% is rolled over to the next year and 28% is rolled over to the next year with a deadline to use it by and/or limitation to the amount allowed to roll over

Paramount Ticket’s premium ticket and personalization services forge a lasting link between club, client and guest. Capture the

“Big League” experience in a one-of-a-kind, personalized memento.

John Watlington [email protected] 804.598.9107 www.ptx.cc30 Mill Street Wheatland, Pa. 16161 Toll Free: 800.941.1070 Fax: 724.346.1073

High Impact, Premium Quality, Astonishingly Affordable

...premium, BRANDED TICKETS©...

It all makes perfect sense...

Paramount Ticket’s premium ticket and personalization services forge a lasting link between club, client and guest. Capture the

“Big League” experience in a one-of-a-kind, personalized memento.

John Watlington [email protected] 804.598.9107 www.ptx.cc

High Impact, Premium Quality, Astonishingly Affordable

...premium, BRANDED TICKETS©...

2010 ALSD AD.indd 1 4/14/2010 12:17:31 PM

56 S E A T

Coming Attractions

Connect with the ALSD on Linkedin:Bill Dorsey: www.linkedin.com/pub/bill-dorsey/5/332/201Pat McCaffrey: www.linkedin.com/pub/pat-mccaffrey/9/27b/54bAmanda Verhoff: www.linkedin.com/in/amandakuntzverhoffJared Frank: www.linkedin.com/in/jaredfrankALSD Group Page: http://www.linkedin.com/groups?about=&gid=918457

Follow the ALSD on Twitter:Jared Frank: @SEAT_Editor

Become an ALSD Fan on Facebook:www.facebook.com/pages/Association-of-Luxury-Suite-Direc-tors/112032714717

*Find daily industry and association news updates on all of our social media outlets.

June 27th. That is when you will see SEAT next, in New York City. Can you believe we are

just two months out from this year’s ALSD Conference and Tradeshow? Each conference attendee will receive our Annual Conference Program Edition which we are hard at work on,

but that does not mean we have not already started our research for the Summer Issue of SEAT. So plan to include us in your summer reading.

In the Next Issue of SEAT:New Venues Coming Soon - - An Architectural Perspective

Club Cambria Served Pittsburgh-style

New York Conference Recap

Guest Contributor- Brian Bucciarelli, Director of Corporate Partnerships/Premium Seating, Giant Center/Hershey Bears

Are you interested in writing for SEAT? Contact Jared at [email protected] today.

PLUS:ALSD Member Highlight Features: Mike Guiffre, Director of Premium Seating and Group Sales, Pittsburgh Penguins

SEAT is offering ALSD members a networking opportunity and allowing you to take control of our content. Instead of SEAT asking the member highlight questions, we are put-ting you to work. Submit your questions for Mike Guiffre to [email protected]. Don’t know Mike? This is the perfect op-portunity to get acquainted and ask about his new venue, Consol Energy Center, or his inner-most fears. You decide!

New Marlins Ballpark under construction

Consol Energy Center, future home of the Penguins

the definitive journal for the sports &entertainment facility industry worldwide

IMA

GES

CO

URT

ESY:

HO

K SV

E A

RCH

ITEC

TURE

For further information contact: PanStadia Publishing Company Limited, Hall Farm House, High Street, Castle Donington, Derby DE PP, UK. T: + () F: + () E: [email protected]

PanStadia is critically acclaimed as the No. journal forthe Sports & Entertainment facility industry worldwide,with news from all corners of the globe.

magazine

PanStadia.com offers online back-issues,facility and events news from around theglobe, online subscriptions to the printmagazine and the monthly eBulletin, as wellas links to other sites of interest and anIndustry Directory.

website

editorial coverage :

sports & entertainment facilities

in focus

PANSTADIAPANSTADIAwww.panstadia.com

Special offer for ALSD attendees: quote‘AL’ when yousubscribe to the printmagazine online at:PanStadia.com andreceive freemembership to oureNews/eBulletinservice.

REGISTER

FOR YOUR SPECIAL

OFFER TODAY!

architecturedesignscreens & signageseatingturf fit-out event softwarehealth & safetyengineeringroofingfacility managementnew build renovationstagingice protectionticketingaccess controland much, much more...

www.panstadia.com web & print design : www.judepayne.com

2010jun_PSt_ALSD_US-A4ad.qxd 25/3/10 9:48 am Page 1

M E D I A P A C K & A D V E R T I S I N G

Editorial Content� Architecture, Design & Engineering

� Concession & Distribution Systems

� Construction/Build/Fit-Out & Maintenance

� Financing & Legislation

� Planning & Feasibility

� Management & Operations

� Marketing & Sponsorship

� Sound, Lighting & Vision

� Scoreboards, Screens & Signage

� Seating/Staging/Grandstand Systems

� Temporary, Permanent & Tensile Structures

� Sports Flooring & Services

� Ticketing & Access Control

� Sports Turf: Systems/Protection/Maintenance etc.

...and much, much more.

Readership Profile Our c.55,000 industry professional readers arebased in more than 120 countries worldwide andinclude:� Architects, Designers & Engineers

� Universities & Colleges

� Stadium/Arena Owners & Managers

� Clubs & Teams

� Sports Federations & Olympic Committees

� Product & Service Companies

� Conference & Entertainment Centres

Geographical Breakdown� North/South/Central America & Canada — 53%

� Europe, Middle East & Africa — 31%

� Australasia — 12%

� Rest of World — 4%

PANSTADIAPANSTADIAA D V E R T O R I A L

PanStadia is critically acclaimed as the No.1definitive journal for the Sports & Enter-tainment Facility industry worldwide and,

since its inception in 1993, has become renownedas the leading means of disseminating, evaluatingand networking the state-of-the-art technologies,services and products employed within this dynam-ic sector. The magazine covers all aspects of theindustry, including:

Keeping you aheadof the game!

T: +44 ( 0 ) 1332 814555 | F : +44 ( 0 ) 1332 853410 ka t i e -mc in t y re@pans t ad i a . com | www.pan s t ad i a . com

www.panstadia.comIn addition to the journal, there isthe PanStadia website which hasonline back-issues, daily news andevents, an online IndustryDirectory, and much, much more.

PanStadia covers all aspects of this dynamic sector.

STOP PRESS: PanStadia is nowavailable both in print, as wellas in electronic format, withlive-links to advertisers &contributors websites andemail addresses.

“ ”PanStadia is one of my must-reads

in this ever-flatter world...— Lee W. Slade, Senior Principal and Executive Director of

Walter P Moore’s Structural Engineering Services Group.

2010jun_PSt_ALSDadtorial2.qxd 25/3/10 9:52 am Page 2

WWW.PERLICK.COM 800.558.5592

Perlick is proud to be the FIRST companycerti� ed by the ALSD.

C E R T I F I E D

ALSD0410_4.indd 1 4/30/10 7:25 AM

Too Much Open Suite Inventory?Find Your Suite Spot

We Bring You Suite CustomersNo Cost to Teams • No Risk to Teams

An Idea Whose Time Has Come

Your National Per Event Sales Force

For team participation, call: Pat McCaffrey VP/Business Development Association of Luxury Suite Directors 513 674 0555 x106 An ALSD Benefit Program

www.suiteagent.com

Documents

SEAT Spring 2010