Experience Zone Best Practices

USING EXPERIENCE ZONES
TO IMPROVE OLDER SPORTS
AND ENTERTAINMENT VENUES

Best Practices White Paper
Bob Bangham
Seth Rabinowitz

Authors
Bob Bangham
Creative Director, RipBang Studios

Bob is a pioneer in the development of experiential marketing environments and branded
attractions. He founded RipBang Studios to provide sports and entertainment venues with
innovative solutions that build brand loyalty, maximize sponsorship integration, and increase
per-cap revenue. With an eye toward operational efficiency, he creates brand and fan driven
environments and experiential graphics designed to enhance events.
For over 20 years Bob has employed a combination of marketing savvy, development strategy,
thematic art, graphics, and architecture to create memorable commercial destinations. During
his career as an executive with, Rockwellgroup, NBBJ Sports and Entertainment, Gensler, and the
founder of Olio Inc, Bob has contributed to entertainment landmarks such as Universal City Walk
Hollywood, Treasure Island Resort Casino, Paris Resort Casino, New York New York, Tokyo
Disney Sea, The Seattle Space Needle, Staples Center, The Water Color Inn, Heinz Field,
Meadowlands Xanadu, US Airways Center, Amway Center, and many others.
The RipBang team has created successful temporary and permanent brand environments for PBS,
The Food Network, Scion, Verizon Wireless, T-Mobile, Red Bull, Bright House, Amway, Air Tran,
US Airways, The US Olympics Committee, The FIFA World Cup, The Cricket World Cup, The PGA,
The Breeders Cup, The Phoenix Suns, The Orlando Magic, The Minnesota Twins, and many more.

Seth Rabinowitz
Seth Rabinowitz is a veteran sports and entertainment industry executive and consultant. He current-
ly runs Rabinowitz Consulting, an advisory firm specializing in developing fan engagement strategies
for sports organizations, media companies, and consumer electronics manufacturers.

2

1. Introduction
The past few years have been a thrilling period for stadium and arena
development. New venues such as the O2 Arena (London, 2007),
Bird’s Nest (Beijing, 2008), and Dallas Cowboys Stadium (2009) have
advanced the state-of-the-art in architecture, sightlines, fan amenities,
and sponsorable inventory. They have also become icons beyond the
sporting world.
That these buildings have captured Zones.” These environments are specifically
the imagination of the sports and facilities planned, designed, built, and operated to
industries is no surprise – they are spec- enhance the gameday experience and comple-
tacular testament to the power of vision and ment the sporting action.More than just
money. Yet, as an industry we cannot allow another venue “amenity,” they are inventory
this admiration to obscure an important that is highly sellable and ideal for sponsor
truth: these venues are exceptions rather activation and fan engagement. Experience
than the rule. Zones have of course been around for decades
Indeed, in this time of tight budgets and under different labels, but only in the past few
scarce credit, in most circumstances a years has the art and science of their success-
new venue – or even a major renovation – ful development and commercial exploitation
is unlikely at best. Rather, for those with a been fully studied.
professional interest in stadiums and arenas Using examples from stadiums and
– sports teams, facility managers, real estate arena projects around the country, we will
developers, bankers, and public officials – the illustrate how Experience Zones have helped
most important challenge today is not how to solve a variety of common venue challenges.
build something new, but rather how to make We will then distill these examples into a set of
the most of what already exists. actionable best practices and identify a process
This White Paper explores a solution to of next steps.
this challenge that we call “Experience

This White Paper
explores a solution
to this challenge
that we call
“Experience Zones.”

2. Common Challenges
Making the best of what you have first requires understanding
what you have – and what you lack. Our analysis has identified
five common conditions found in many older venues.

Lack of Sponsorable Inventory
New venues are built for sponsorship, with landmark entrances, large plazas, and other physical
signatures. Older venues may (or may not) have the same functional assets, but they generally
lack the distinction that makes them attractive to sponsors.

Unused / Underused Physical Space
Recent venue designs have generally optimized the physical space to create a cohesive guest
experience. After years of accumulating design modifications, temporary facilities, and
operating practices, older venues often have “dead zones” and other inefficiencies that hinder
the guest’s enjoyment.

Amenities in the Upper Deck
New venue designs and business plans have focused on creating a rich fan experience at all price
points. Older venues typically still reflect a time when just providing a seat was enough, especially
in the “cheap seats.”

A House, but not a Home
Many recent venues, particularly those with a single primary occupant, have been designed to
reflect the brand identity of their tenants. Older venues from an era of multi-purpose planning
are more generic.

Difficult Navigation
New venues in general have solved the challenge of patron wayfinding through a combination
of better design, larger spaces, and effective signage. In older venues, with cramped concourses,
limited sight lines, and multiple signage systems, wayfinding is a constant challenge.

4

3. Examples of Solutions
Experience Zones can be an effective solution to each of these common
challenges. In fact, in many cases, this approach can be one of the most
cost effective and timely improvement strategies. We will explore each
situation in turn.

Lack of Sponsorable Inventory utilitarian bridge between the grandstand
and the infield into DuPont Monster
What makes something sponsorable is Bridge, a unique VIP area with 56 seats
its ability to command the engagement of and a bar.
patrons. Physical landmarks, which serve The common denominator among
as icons and gathering points, naturally play these diverse examples is that ordinary
this role and therefore command most of assets can be made into valuable
the sponsorship attention.The four Cor- sponsorable inventory when creativity
nerstone Partners at the new Meadowlands and imagination combine to create a
Stadium (Bud Light, Met Life, Pepsi Max, memorable guest experience.
and Verizon) each have naming rights for
one of the stadium’s entrances, for example. Unused / Underused Physical Space
Similarly, the main entrance pavilion at the As most venues evolve, they accu-
recently-renovated US Airways Center in mulate physical spaces that are not well
Phoenix is sponsored by Casino Arizona. utilized. These spaces can be as benign as
But, if striking physical landmarks “dead zones” that just lack energy and ap-
are unavailable, there are ways to drive fan peal, or as bad as “dead ends” that confuse
engagement using assets that are available. and frustrate patrons. The main entrance
Seats, for example, are obviously abundant to New York’s Madison Square Garden is
in every venue. In Orlando, the Amway one such example, where event patrons
Center (opening in October, 2010) takes mix with subway and train riders in a
seating to the next level in a special section chaotic and uninspiring entrance plaza.
featuring sponsor Airtran’s Business Class Recognizing that this is hardly a fitting in-
airplane seats. Game-related equipment is troduction to “The World’s Most Famous
also plentiful. At the Xcel Energy Center Arena,” a new entry is a signature element
in Minneapolis (opened in 2000), home of of the planned $500 million renovation
the NHL’s Minnesota Wild, dozens of High that will begin this year.
School hockey jerseys are displayed in an
exhibit sponsored by Wells Fargo Bank.
At a very different scale, Dover International
Speedway, a NASCAR track in Delaware
(opened in 1969), also employed a variant
on this theme, by turning an otherwise -

New construction is not the only Times have clearly changed. Today,
solution, however. A more widely appli- in an era of rising prices and shrinking
cable, and far less expensive, approach for purchasing power, a sufficient supply of
“dead” space is to create a targeted new relatively inexpensive tickets is critical to
use that acknowledges its physical short- many venues’ business plans. But lower
comings and devises a work-around. One prices do not mean lower patron expec-
notable example of this approach comes tations. Indeed, today, patrons at every
not from an arena or stadium, but from price point demand value. In fact, at the
O’Hare Airport in Chicago. United Air- lower prices points, which are now just
lines presents “The Sky’s the Limit,” a mul- as likely to be populated by families as
timedia art installation that leads pedestri- they are by avid fans, the demand for a
ans through a long subterranean passage. diversity of attractions and amenities is
Similarly, at Bank of America Stadium in often greatest.
Charlotte, NC (opened in 1996) the NFL’s In 2005, for example, when the NBA’s
Carolina Panthers celebrate football with Phoenix Suns renovated America West
“Carolinas Connection,” a permanent in- Arena (now US Airways Center), they
stallation of almost 650 helmets from high built the Verizon Wireless Jungle. This
school and college teams. This exhibit is 10,000 sq. ft. upper-concourse dining and
situated in an endzone concourse of the entertainment zone is a permanent
uppermost seating area. The NFL’s Mi- attraction intended to serve for families
ami Dolphins used large installations by the same role that more traditional club
a famous South Beach artist to add visual settings serve for adult guests. A similar
interest to the otherwise-dreary and out- approach was utilized by the NBA’s Char-
dated concrete entrances and helix ramps lotte Bobcats in the Time Warner Cable
at Sun Life Stadium (opened in 1987). Arena (opened in 2005) but targeted to
The takeaway here is that physical adults.
deficiencies can often be addressed
just as well by “software” (exhibitry
and programming) as by “hardware”
(redesign or reconstruction).

Amenities in the Upper Deck

At one time, the only thing event
patrons expected for their money was a
seat, especially in inexpensive Upper Deck
sections filled with diehard fans for whom
anything else was just a distraction. As a
result, older stadiums and arenas have few
amenities in their upper reaches.

6

Their 9,000 sq. ft. “Rock the Rooftop” area Pirate Ship and Buccaneer Cove,
combines interactive exhibits with a sports a 20,000 sq. ft. pirate-themed retail and
bar, and is marketed as a reason for people dining concourse. Older venues, on the
in lower seating areas to visit the upper level. other hand, tended to be more generic. At
Similarly, in 2008, as part of their multi-year best, these non-descript venues do little or
renovation project, MLB’s Boston Red Sox nothing to contribute to a team’s brand; at
also enhanced the upper deck seating by con- worst, they actually can harm a brand, as
verting several luxury suites into the “Coca- in the case of the NFL’s New York Jets, who
Cola Corner,” a family-friendly section and for 25 years played in a building named
standing-room section. Teams like the NFL’s Giants Stadium.
Philadelphia Eagles and New England Patri- The Jets’ identity crisis was a motiva-
ots have taken a different approach. At both tion for their (unsuccessful) bid for a dedi-
Lincoln Financial Field (opened in 2003) cated facility in Manhattan. Here again,
and Gillette Stadium (opened in 2002), the however, teams in this situation need not
upper deck endzones have plazas that, with focus only on solutions that involve new
team consent, have been turned into lively de venues. The NHL’s Detroit Red Wings, for
facto standing sections that for many fans are example, recently named one entrance at
seemingly preferable to regular seats. Joe Louis Arena (opened in 1979) not after
The key here is not the specific design a sponsor, but after team legend Gordie
or programming solution -- it is the point Howe. A team’s brand is also about its
that, especially today, low price point cherished fan rituals.
seating areas merit as much attention as
the VIP areas.

A House, but not a Home

Sports teams are the primary tenants in
most stadiums and arenas. In newer venues,
this level of importance is often reflected in
the very design of the facility – resulting, for
the team, in a house that is truly a home and
an extension of its brand. The new Yankee
Stadium (opened in 2009), for instance, faith-
fully recreated many of the signature elements
from the 85-year history of its predecessor,
including the unique roofline frieze, the
manually operated outfield scoreboards, and
the Monument Park exhibit area. Raymond
James Stadium (opened in 1998), home of the
NFL’s Tampa Bay Buccaneers, has its iconic

The point here is that
many details build a brand,
and when done right the
details of a venue can help
the brand to grow and
stand out in a competitive
marketplace.
value of a team that had played for 45
years in “uncool” Shea Stadium.
The point here is that many
details build a brand, and when done
right the details of a venue can help
the brand to grow and stand out in a
competitive marketplace.

The NHL’s Chicago Blackhawks retained the Difficult Navigation
signature sound of their famous pipe organ
when they moved from Chicago Stadium to Good navigation can make a bad
the United Center in 1994. Another ap- facility better and poor navigation can
proach is to brand a facility in a way that also make an otherwise good facility worse.
preserves the equity of the team’s identity, Like many details, when navigation is done
as the NFL’s Denver Broncos did when they correctly it is almost invisible; but when
opened INVESCO Field at Mile High in done incorrectly, the resulting confusion,
2001. The new venue’s name, while some- bottlenecks, and delays can be glaring.
thing of a mouthful, did retain the essence Sports facilities provide additional
of the fact that other teams feared playing in challenges because they are usually
Denver’s thin mile-high air. Finally, in some circular and multi-level, factors that tend
cases, a team can actually enhance its brand to cause people lose their bearings.
by borrowing some equity from another Fortunately, sub-optimal navigation
property within the facility. When the New is one of the easiest venue challenges to
York Mets developed the concession plan for address.
Citi Field (opened in 2009), they included an
outpost of Shake Shack, an iconic New York
burger joint, as part of a strategy to add a
“cool factor” and expand the entertainment

8

One solution is simply to “edit” what The main message here is
exists, which, especially in older venues,
tends to be an inconsistent and confusing that simplicity, consistency,
accumulation of different signage and graph- and memorability are the
ics systems. Starting in 1996, Tropicana Field
most important elements
(opened in 1990), home of MLB’s Tampa Bay
Rays, undertook a complete signage over- in facility navigation.
haul. To enhance the stadium’s branding,
the team’s logo was incorporated into new
directional signage, for example, and “old
fashioned” signage designs and lettering were
used to give a more historical feel to a decid-
edly non-historic venue. Another approach
is to create navigation icons that help people
remember where they are and where they
are going without using maps. At University
of Phoenix Stadium in Arizona (opened in
2006), for example, the entrances feature
massive number or letter sculptures to assist
guests in remembering their entry/exit point.
These are as much works of art as signs.
Inspired by shopping malls, yet another
approach is to create anchor uses as orienta-
tion points. In Philadelphia, for example,
Citizens Bank Park (opened in 2004), home
of MLB’s Phillies, anchors its entire out-
field with the Ashburn Alley entertainment
area. To aid navigation of this 50,000 sq. ft,
625-foot-long area, each end has a signature
eatery: “Bulls,” a BBQ joint run by a former
Phillies player, and “Harry the K’s,” which
honors legendary Phillies broadcaster
Harry Kalas.
The main message here is that
simplicity, consistency, and memorability
are the most important elements in facility
navigation.

4. The Business Case for
Experience Zones
These days, any capital investment plan has a high burden of proof.
This is especially true in sports venues, where teams have historically
been able to rely on sponsors and other parties to fund their initiatives.
In this section, we suggest six questions that can be useful in evaluating
and building a business case for an investment in Experience Zones.
1). What are my specific objectives? enhance an asset. (Consider, for example,
Finding the right solution usually starts by the fact that in Forbes Magazine’s 2009
really understanding the problem. Objectives valuations of major pro sports franchises,
could include direct revenue (sponsorships), only about half of the most valuable teams
indirect revenue (ticket sales, retention/ in each league are those with the highest annual
renewal), event day revenues (no-show operating income. The others are those, like
reduction, per-caps), guest satisfaction, and/or MLB’s Los Angeles Dodgers or the NHL’s Phila-
brand enhancement. delphia Flyers, with strong national brands.)
So, brand value should also be considered
2). What are my solution alternatives? among other long-term considerations.
Once objectives are clearly defined, a range of
possible solutions can be identified. For a 5). Does each alternative help create a point of
complete analysis, the “do nothing” option difference?
should also be considered, since that is Stadium- and arena-based offerings com-
usually the default outcome. pete against many other forms of entertain
ment, so ways to stand out in the market
3). For each alternative, what is my cash ROI?
place are critical.
The first source of ROI is direct revenue, in
this case most likely from incremental
6). What is the longevity of each alternative?
sponsorships. But it is important that a full
Any venue improvement initiative consumes
range of indirect revenues also be con-
not only money but also management
sidered. For example, can the investment
time and attention. It is important that these
support revenue objectives like increased
investments have a long useful life, so that
per caps, ticket sales, season ticket holder
the problem that was solved does not re-
retention, and no-show reduction? Finally,
emerge in a few short years.
ROI can also come from cost reduction, so
the analysis should consider operational ef-
ficiencies and other savings.

4). Does each alternative build asset value?
In addition to cash ROI, the best invest
ments also build long-term asset value. In
sports, a strong brand is one clear way to

10

4. The Business Case for
Experience Zones (cont.)
Experience Zone Costs: cost and organizational implications of
Costs can vary widely, of course, ongoing upkeep need to be considered. This
depending on the project’s setting, nature, is particularly true when technology is in-
and scope – but certain rules of thumb can volved, since the state-of-the-art changes so
be useful in reaching a preliminary cost rapidly. A second caveat is specificity. Many
estimate. Experience Zone costs fall into Experience Zones are built for one specific
two categories: purpose or sponsor, and may be difficult to
adapt to an alternate use. A final concern
Hard Costss Soft Costs
is distraction. Like anything, Experience
Construction Planning/Design Zones can be overdone and become a dis-
Fixtures Engineering
Equipment Architecture traction from, rather than a complement to,
Permits & Fees the game or event that should always be the
Insurance focal point of the patron experience.
Simple projects in an Typically an
existing facility start additional 10%
at roughly $100 per to 20% of the
square foot. Hard Costs.

A state-of-the-art
Family Zone typically
costs $250 to $350
per square foot.

Costs can reach as
high as $400 per
square foot for a
luxury environment.

When evaluated against these
criteria, Experience Zones tend to
compare favorably against other alter-
natives. Their ROI is usually strong be-
cause up-front investment is relatively
low, they are highly sponsorable, and
they support indirect revenues like per
caps and no-show reductions by adding
to the overall event experience. Expe-
rience Zones also can be good brand
builders that increase asset value.
Experience Zones also come with
a few caveats. The first is commitment.
Experience Zones need to be main-
tained and periodically updated, so the

5. Best Practices
Even the most solid business case is no guarantee of success.
Rather, in our experience the most important success factor is the
quality of the implementation of the ideas. As the number of
Experience Zones grows and as their documentation and study im-
prove, a set of best practices can be distilled. Incorporating these best
practices into a project can significantly improve its quality and there-
fore the likelihood of success.

Start with a Master Plan Give People Something to Do,
Not Just Something to See.
Any venue improvements should start
with a detailed definition of the objectives Too many sponsored elements at
and explanation of the business case (see stadiums and arenas are just “eye candy”
above) and a long-term vision. We call this a – signs, displays, or exhibits. They are
Master Plan, and it can serve as an invaluable attractive, but ultimately do not really
touchstone as the years pass. It can also help engage the fan. A better approach – for
determine the point at which you have done venues and for sponsors – is to include
“enough,” and help avoid crossing the line interactive and participatory elements as
of over-commercialization and distraction. well, so that fans have something to do
Finally, it can also be very valuable in and are engaged on multiple levels.
maintaining the discipline of your sponsor- Script the Guest Experience
ship package structuring and ensuring that
you protect sponsor exclusivity to the The ultimate takeaway by every
maximum extent. event patron should be fond and lasting
memories. Especially in sports, where
Think Engagement, not Inventory
there is no control of the outcome of
Value is created by fan engage- the game itself, this should not be left
ment, so plan and design from the fans’ to chance. Rather, venue managers and
perspective outward. Create something their tenants should work together to
that fans will like and use and the value literally “script” the entire guest experi-
of the inventory will take care of itself. ence from arrival to departure to ensure
Have Specific Target Audiences that are many opportunities for positive
memories.
Don’t try to be everything to everyone.
Identify subsets of your patron base with specific
needs and wants, and create specific Experience
Zones to serve these. Just make sure that each
Zone clearly communicates its target, so that you
don’t have disappointed 20-somethings in the
family zone.

12

5. Best Practices (cont.)
Be Dynamic If a guest has to look for a sign, he or she is
probably already lost. Don’t let upgrades in
Especially in sports, with
navigation and wayfinding become after-
large numbers of season ticket
thoughts or victims of the budgeting process.
holders, many stadiums and are-
nas play host to the same people Think Like a TV Director
over and over again. This creates
Create icons that will look good on
a risk of the “been there, done
television and become signatures of your
that” syndrome, where the nov-
facility. Make these icons unique reflections
elty of new attractions wears off
of the venue’s tenants and home city.
quickly. To counteract this, where
possible Experience Zones should
dynamic, rather than static, attrac-
tions that change frequently and
always offer something new.

Go Beyond Logo Lock-Ups
For the benefit of both the
property and the sponsor, venue
sponsorships should be about
much more than just co-presen-
tation of logos. Venues offer a
unique opportunity for a true
merging of brand equities. At
a minimum, Experience Zones
should highlight how the spon-
sor is also fan of the team. Better
still, use Experience Zones to
bring to life the ways in which
the property and the sponsor
truly share brand equities. Best
of all, enlist sponsors early in
the process so that they have full
“ownership” of the outcomes.
Make it Easy to Find
The best attractions serve
little purpose if they are hard to
find.

6. Next Steps
Moving forward with any capital project is usually an interative
process, starting with a general concept and then going through stages
of refinement before finally arriving at a definitive plan. In the case
of Experience Zones, we have identified four steps along this process,
discussed below, along with a general estimate of the time and money
involved.

Step 1: Initial Analysis and Review Duration:
The goal of Step 1 is to assess the Approximately one month; ideally
situation and formulate a plan of ac- completed before the start of the
tion. If a Master Plan already exists (see annual selling cycle.
above), the initial analysis will build on
that work; if not, this step can serve as Estimated Budget Range:
the basis for a future Master Plan. Either $15,000 to $30,000 in Soft Costs.
way, the following questions should be
addressed.

1).Goals and Objectives.
Why proceed? What problems will this
solve and/or opportunities will it create?

2).Physical Inventory.
What strengths and weaknesses does
the physical space have? What spaces
could be (or must be) reinvigorated or
repurposed?

3). Target Audience(s).
Who will be targeted? What demo
graphic and/or sales data exists for
these groups? What are their needs and
wants?

4). Sponsorship Opportunities.
What national, regional, and/or local
sponsors could be integrated into the
project? What are their key decision
points?

14

6. Next Steps (cont.)
Step 2: Business Case Step 3: Detailed Project Planning
The goal of Step 2 is to reach a go/ The goal of Step 3 – which only takes
no-go decision by presenting a detailed place if a project is approved – is to create a
business case. detailed concept plan and, concurrently, a
sales kit to market the opportunity to
1). Project Expense Budget. potential partners.
How much will the project cost, This step is divided into two parts, one
and over what time period? What of which should be contingent on sponsor
financing sources are available (e.g., interest, while the other should proceed with
operating budget, capital budget, “cost or without a sponsor attached.
of revenue” offset to sponsorship
income)?
Part One: Signage and Graphics
2). Revenue Projection.
1). Signage and Graphics System.
How much can the project’s sponsorship
Create a system that simplifies wayfinding,
inventory be sold for, and over what
reduces clutter, and reinforces the brand of
deal term? How will the project
the venue and/or the
contribute indirectly to the growth
tenants.
of other revenues?
2). Sponsor / Partner Integration.
3). Brand Building.
Ensure that venue naming rights holders
How, specifically, will the project help
and other sponsors and partners are
build the brand and create differentia-
integrated into the system in a way that
tion from the competition?
maximizes their visibility.
Duration:
3). Fabrication.
Approximately two weeks Create the signs and graphical
of work; length of approval elements.
cycles will vary.
4). Installation.
Estimated Budget Range:
Finally, install the elements throughout the
No out-of-pocket costs. facility.

Duration: 4). Deal Terms.
Negotiate final pricing and other
Approximately three months;
deal terms.
ideally done in the off-season.
Duration:
One to three months;
Soft Costs of $100,000 to
ideally completed at the
$500,000, depending on the
start of the annual selling
project scope and venue
cycle.
type. Hard Costs can vary
widely, with a signage up- Estimated Budget Range:
grade costing starting at
about $100,000, while and $15,000 to $30,000 in
entire signage and graphics “soft costs” per concept;
system for an arena or sta- $5,000 to $10,000 per
dium can cost $1.5 million to additional sales pitch.
$5 million.
Part Two: Experience Zone Design and Sales
Unlike signage, Experience Zone
elements should generally have a sponsor
commiment before they are constructed.

1). Concept Development.
Prepare specific Experience Zone concepts,
with detailed illustrations and photo
simulations.

2). Sponsor Pitches.
Communicate concepts and specific spon-
sorship opportunities to potential partners,
using co-branded pitch documents.

3). Sponsor Integration.
Once a sponsor has committed, collaborate
to maximize sponsor integration, value, and
brand messaging.

16

6. Next Steps (cont.)
Step 4: Construction, Fabrication, and Installation

Finally, in Step 4 the project turns
to the implementation of the Experience
Zones themselves.

1). Final Design.
Translate concept designs into detailed,
construction-ready blueprints.

2).Construction.
Build (and/or demolish) as necessary to
create the desired physical environment.

3). Fabrication.
Create the exhibits, interactive attractions,
and other Zone elements.

4). Installation.
Finally, install the exhibits and attractions
as well as any other fixtures or equipment.

Duration:

Three to six month construction
period, depending on size and
complexity of the project and
other uses of the facility; ideally
completed during the facility’s
off-season.

Construction Hard Costs of
$250,000 to $2,500,000,
depending on a wide range
of facility- and project-specific
factors.

7. Conclusion
Decision makers grappling with For venues that embrace this level of
how to enhance aging stadiums and are- commitment, however, they can be a
nas have more options than they may first highly effective solution that at once
think. New construction or substantial improves the guest experience and the
renovation will always be tempting – and sponsorship proposition.
when the economics and politics allow, We predict that Experience Zones
probably the best strategy. But in most will continue to gain popularity as venue
cases today, this option will simply not be managers, sports teams, public officials,
on the table and more creative approach- and other interested parties address the
es will be necessary. Experience Zones challenge of keeping all stadiums and
are one best practice to maximize the arenas – not just the aging ones – fresh
utility and value of what exists through and relevant to an increasingly distracted
smart and targeted investments. public. Doing this with limited financial
If conceived, built, and operated resources will make the need for creative
properly, Experience Zones can generate solutions even more keen. Adopting the
a measurable ROI and boost the appeal of growing body of best practices in this
a venue and its tenants. Like any capital area will serve the entire industry well by
improvement, they are not cheap, per se, providing additional success stories. It
but their cost tends to compare favor- will also drive further innovation by rais-
ably to other venue-enhancement strate- ing the bar of performance in an industry
gies. Nor are they hands-off. Experience that has competition at its essence.
Zones require an ongoing commitment
to physical maintenance and content
updates. the guest experience and the
sponsorship proposition.

18

Experience Zone Best Practices

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