Strategic plan issuu

strategic planning

new Clark Street entry + beer garden study by Generator Studio for the STL Blues

ESTABLISHING A STRATEGIC PLAN TO RENOVATE YOUR VENUe To remain competitive and maintain relevancy with fast-changing consumer expectations and marketplace trends, it’s critical to plan for the future. Your plan should include specific ways to enhance the interaction of your fans. For example: providing flexible seating choices, higher levels of food and beverage service and strong wireless connectivity. In addition, increasing technology and AV systems within the seating and circulation areas, establishing ways to integrate sponsor, community, team or school brands will help further enhance the experience within the venue. Finally, the strategic plan must include construction budgets, funding requirements, sequencing and scheduling for these improvements. Ultimately, this planning allows you to forecast your ROI. Generator Studio is an architectural design firm focused on assisting stakeholders in building these types of strategic plans, with the goal of establishing a path forward for design and construction of venues in need of a refresh. A sensible approach to capital investment is necessary to sustain the business of sports and entertainment and fund ongoing maintenance + future capital improvements.

The Rise of Digital Demand

THE T OP 50 RE | venue © i s s ues

CISCO 2016 Digital Fandom Study 2012 2015

50%

% OF FANS

In order to stay relevant and enhance the fan experience, it is essential to survey your venue’s challenges and build a strategic plan.

25 50

18 42

17 41

12

CHECK INFO ON THE VENUE

GET DETAILS ON PLAYERS / TEAMS

VIEW PRE/POST GAME CONTENT

25%

SHARE STADIUM EXPERIENCE VIA SOCIAL MEDIA

How do your venues serve the ever-evolving and diverse audiences that patronize them?

Take for example millennials—the largest generation in United States history at 92 million people – 15 more than the Baby Boom. This generation will shape the future of our economy and will use stadiums and arenas for the next 50 years. They will share their experiences with family and friends: in person, and on their average of five social media accounts.[1] If they can’t access those social media accounts, over half of them will leave a game, regardless of the current score.[2] They don’t like to own things, they like to share them.[3] The challenge they present to professional sports teams and facilities is a tricky one: how can you provide a different and profitable experience for a fan every time they come to the same venue?

REFRESH VENUE TO BE RELEVANT AND USEFUL FOR THE NEXT 20 YEARS FOR: NEIGHBORHOOD AND COMMUNITY METROPOLITAN REGION NATIONAL MARKETS SPECIFIC SPORT PROMOTERS OF OTHER EVENTS IMPROVE REVENUE STREAMS

IMPROVE, REFRESH AND INTEGRATE THE TEAM AND VENUE BRAND: HEART AND SOUL OF THE CITY FAMILY FRIENDLY

1. Shea Bennett / Adweek (24 october 2014). “The Average Internet user Has 5 Social Media Accounts.” Retrieved October 2017.

2. Teena Maddox / Tech Republic. “Younger fans are leaving stadiums when they can’t get connected, so sports teams are finally embracing technology as a way to improve the fan experience and increase the team’s bottom line.” Published 2014, retrieved october 2017.

3. Goldman Sachs. “Millenials Coming of Age.” Goldman Sachs data story/ infographics. Retrieved october 2017.

FOOD AND BEVERAGE SERVICES RETAIL MERCHANDISING FAN MEDIA EXPERIENCES INTEGRATION OF COMMUNITY OUTREACH

REMAINING RELEVANT WHILE LOOKING TOWARDS THE FUTURE The ever-changing demands of modern audiences force venue owners and operators to constantly evaluate their venue, products, amenities and overall event experience. Generator Studio will help you evaluate this experience and make recommendations to ensure relevancy in the current and future marketplace.

31

RE-PURPOSE VENUE TO ATTRACT AND MAINTAIN INTEREST OF FANS:

RESTORE, REPLACE AND MAINTAIN INFRASTRUCTURE

CREATE GATHERING SPACES

WASTE-WATER PIPING

DEVELOP COMMUNITY ZONES

SEATING

ALTERNATE SEATING OPTIONS

RETRACTABLE SEATING SYSTEMS

EXTERIOR ENHANCEMENTS

LIGHTING SYSTEMS

CONNECTION TO ADJACENT FACILITIES

SPORTS LIGHTING SYSTEMS

UPPER LEVEL PUBLIC SPACES

OTHER MECHANICAL, ELECTRICAL, + PLUMBING SYSTEMS

ADMINISTRATIVE OFFICES ADD VALUE TO PREMIUM SEAT EXPERIENCES RADIO BROADCAST PARTNERS CONNECT FANS TO AREAS OF SERVICE IMPROVE SUITES

ICE PLANT AND ICE SHEET SYSTEMS IN ARENAS REPLACE OUTDATED SYSTEMS AND ADD NEW SYSTEMS ELECTRONIC DISPLAY SYSTEMS CENTER HUNG SCOREBOARD (ARENAS) AND VIDEO BOARDS

RENOVATE, UPGRADE AND OVERHAUL AN IMPORTANT PUBLIC ASSET:

FACILITIES

ADDRESS ISSUES THAT IMPROVE SAFETY OF GUESTS AND USERS

IPTV SYSTEM

VIDEO AND SOUND PRODUCTION

WI-FI

SIGNAGE AND WAYFINDING GRAPHICS

ESCALATORS, ELEVATORS AND LIFTS

ACTIVATE SPONSORSHIP PARTNERS

LIFE SAFETY COMPONENTS

EXTERIOR SIGNS AND LED SYSTEMS

USE OF STAIRS TEAM AND LEAGUE-ORIENTED IMPROVEMENTS

IMPROVE OR INSTALL NEW SYSTEMS TO ATTRACT EVENTS SPECIAL EVENT SPACE PROVISION

LOCKER ROOM RENOVATIONS

CURTAINING SYSTEMS

WEIGHT AND TRAINING ROOMS

SOUND SYSTEM AND ACOUSTIC TREATMENT

LEAGUE COMPLIANCE BACK OF HOUSE ORGANIZE EXISTING AND ADD NEW STORAGE AREAS STAFF CIRCULATION KITCHEN IMPROVEMENT

COMPLETED 2017 SCOPE IDENTIFIED IN STRATEGIC PLAN CLUB LEVEL + GROUP SALES TECHNOLOGY UPGRADES FAN MEDIA EXPERIENCES SCOREBOARD THEMED FOOD + BEV OFFERINGS NCAA + BLUES’ LOCKER ROOMS

ST. LOUIS BLUES STRATEGIC PLAN

ALEX RODRIGO GROUP VP, SPORTS + ENTERTAINMENT OPERATIONS, ST. LOUIS BLUES

“I would recommend the Generator team to my colleagues across the league and beyond.”

SCOTTRADE CENTER

|

ST LOUIS, MISSOURI

SCOTTRA 2014 MASTER PLAN

CAPITAL IMPROVEME

STR AT E G I C P L A N S COM P L E T E D BY GE N E R ATO R STUDIO

1

ESTABLISH A SCHEDULE

2

COMPREHENSIVE BUILDING AUDIT

3

MAR FEAS

(BY 3rd

STRATEGIC PLAN PROCESS DISCOVERING NEEDS + SETTING GOALS A comprehensive analysis and feasibility study is necessary to evaluate existing conditions and unearth potential revenue streams and shortcomings to compete in the future marketplace. Creating a plan that clearly identifies scope, vision, and costs will help drive conversations for growth.

ADE CENTER

ONLY IN INDIANa BANKERS LIFE FIELDHOUSE RENOVATION STUDY

NTS

KET ANALYSIS SIBILITY STUDY

d PARTY)

4

CAP EX PLANNING

5

PRELIMINARY ARCHITECTURAL RECOMMENDATIONS

FINAL REPORT FOR YOUR STAKEHOLDERS

6

/07

ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

PROJECT SCHEDULE

Task Name

Duration

Start

PRECONSTRUCTION

26 wks 16 wks 10 wks 3 wks 10 wks 23 wks 10 wks 1 wk 4 wks 12 wks 4 wks 6 wks 6 wks

Mon 2/1/16 Mon 2/1/16 Mon 3/14/16 Mon 5/23/16 Mon 5/23/16 Mon 5/23/16 Mon 5/23/16 Mon 5/30/16 Mon 6/13/16 Mon 6/27/16 Mon 7/11/16 Mon 7/11/16 Mon 7/11/16

14 wks 8 wks 68 wks 22 wks 16 wks 8 wks 4 wks 22 wks 22 wks 16 wks 16 wks 4 wks 4 wks 4 wks 2 wks 66 wks 16 wks 10 wks 14 wks 16 wks 10 wks 18 wks 68 wks

Mon 7/25/16 Mon 9/5/16 Mon 6/13/16 Mon 6/13/16 Mon 6/13/16 Mon 10/31/16 Mon 4/3/17 Mon 4/3/17 Mon 5/1/17 Mon 5/15/17 Mon 5/29/17 Mon 6/26/17 Mon 7/24/17 Mon 7/24/17 Mon 9/4/17 Mon 6/13/16 Mon 6/13/16 Mon 6/13/16 Mon 6/13/16 Mon 6/13/16 Mon 6/13/16 Mon 5/15/17 Mon 6/13/16

Preconstruction Services and Surveys

Design For Summer of 2016 Permit For Summer of 2016 Procurement of 2016 project

EVENT

New Permafrost and Refrigerant Piping For Rink Dasher board Glass Replacement Improve Access to Sub Zero Club Blue Note Club Family/Entertainment Hospitality Room NCAA Press Work Room Renovate/Addition to Event Level Locker Room (3 Existing, 1 New) New Administrative Offices Blue Note Pub

PLAZA

Entry & Elevator Core Renovate Restrooms Peabody Event Space

24

New Ticket Office Phase I Clark St Entry Exterior and Area D Area A West Concourse North Neighborhood Area B East Entry Neighborhood Area C

25

New Ticket Office Phase II

20 21 22 23

26 27 28 29 30 31 32 33 34 35 36

Peabody Connection Upgrade Retail Store Hall of Fame Plaza and Pavers

SUITE

New Loge Boxes Carpet, Paint and Lighting Suite Level Opera Boxes/Renovate Suites Renovate Suites (Assume 50) Renovate Restrooms

Suite Club / Infill Atrium w/F & B and Retail

MEZZANINE

Project: STC Project Schedule 0 Date: Thu 2/25/16

, '15 M

F

Mar 13, '16 T

S

Jun 19, '16 W

S

Sep 25, '16 T

M

Jan 1, '17 F

T

Apr 9, '17 S

W

Jul 16, '17 S

T

Oct 22, M

ID

Task Name 37

Area A West Concourse

39

Renovate Restrooms

40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66

Task

Project Summary

Manual Task

Start-only

Deadline

Split

Inactive Task

Duration-only

Finish-only

Progress

Milestone

Inactive Milestone

Manual Summary Rollup

External Tasks

Manual Progress

Summary

Inactive Summary

Manual Summary

External Milestone

East Entry Neighborhood Area

38

Clark St Entry Area D North Neighborhood Area B

RING / PRESS

Radio Broadcast, Press Box, N Rafters Club

BOWL/TECHNOLOGY

IPTV New LED Ribbon Board Wi-Fi System Video Production System/Contr Television Distribution System Sound System Upgrades Reseat Entire Bowl New Building Signage/LED New Center-Hung Scoreboard Bowl Curtain Arena Sound Attenuation New Sports Lighting

STANDARD FACILITY

New HVAC (all systems Center New Monitors Throughout Roof Replacement Security Upgrades Exterior Building Lights New Wayfinding Rebuild Elevators and Escalato Concession and Commissary K

Task

Project: STC Project Schedule 0 Date: Thu 2/25/16

Split

Milesto

Summa

2 0 1 6 C A P I TA L I M P R O V E M E N T S

A MP L E P R O J E C T SC H E DU LE 1 SSCOTTRADE CENTER STRATEGIC PLAN

1

ESTABLISH A SCHEDULE

2

COMPREHENSIVE BUILDING AUDIT

3

MAR FEAS

(BY 3rd

STRATEGIC PLAN STEPS 1-2 SETTING A SCHEDULE + AUDITING YOUR FACILITY To analyze the feasibility and potential of any renovation project, it is important to understand the unique schedule, organizational goals, and current performance of systems and deferred maintenance required to sustain your building in the future.

PLE BU ILDIN G AU DIT 2 SAM AMALIE ARENA STRATEGIC PLAN

RETIREMENT SCHEDULE EXECUTIVE SUMMARY: A matrix is enclosed which identifies the anticipated dates for maintenance and replacement for the majority of the building system, components, fixtures and equipment.

The costs to maintain the facility will be

STRUCTURAL

TASK ITEM Cast-in-Place Concrete Repairs Joint Sealant Replacement at Seating Areas Repair Fireproofing and Coroded Steel Concrete Masonry Unit Repointing Concrete Masonry Unit Replacment Joint Sealant Repairs - Facade Joint Sealant Replacement - Facade Repair Gaps in Gaskets Repair Wet Glazing of Curtain Wall Repair Curtain Wall Metal Mullion Covers Replacement of Insulated Glass Units Waterproof Coating on Cast Stone Repair Stucco and Recoat Floor Recoating - Concourses Floor Recoating - Seating Areas

KET ANALYSIS SIBILITY STUDY

d PARTY)

4

ongoing; every attempt to replace at the end of an item or systems useful life has been made.

New scope is scheduled with prioritization on items that drive revenue and relevance.

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 202 X X X X X

X X

X

X X

X X X

X X X X X

X X X X X

X X

CAP EX PLANNING

5

PRELIMINARY ARCHITECTURAL RECOMMENDATIONS

6 FINAL REPORT FOR YOUR STAKEHOLDERS

PLE M AR KE T AN ALYSIS 3 SAM AMALIE ARENA STRATEGIC PLAN

FINANCIAL ANALYSIS Cumulative net revenues are depicted in Figure 1.1 below. Net new revenue projections total $3.9 million in the conservation model, $4.67 million in the moderate, and $5.35 million in the aggressive.

The greatest area of financial risk is in the concession reconfiguration, while the loge boxes offer the least predictable range of results. Cumulative net revenues in the moderate model are made up of premium seating lease/ticket revenue of $1.2 million (25%), F&B revenue of $2.3 million (49%), and advertising revenue opportunities at $1.2 million (26%).

Conservative Moderate 2018 2018 [1] Migration Ticket/Lease Revenue [2] Suite Investment Loss Club Seat Gain Premium Ticket/Lease Revenue Loge Boxes All-Inclusive Decks 16-Person Zone Club Sideline Club Endzone Ticket/Lease Sub-Total Food & Beverage Loge Boxes All-Inclusive Decks 16-Person Zone [3] Club Migration F&B Concession Repositioning IPTV F&B Increase F&B Sub-Total Advertising Opportunities Loge Boxes All-Inclusive Decks 16-Person Zone Organ Concept IPTV Advertising Sub-Total Net Revenue

$993,000 $846,000

$993,000 $846,000

Aggressive 2018 $993,000 $846,000

Spread From Variance Mean from Mean -

-

$589,000 $44,000 $0 $217,000 $308,000 $923,000

$678,000 $810,000 $118,000 $199,000 $0 $0 $217,000 $217,000 $308,000 $308,000 $1,174,000 $1,387,000

$110,500 $121,500 $0 $0 $0 $232,000

16% 103% -

$60,000 $17,000 $0 $553,000 $1,035,000 $233,000 $1,864,000

$85,000 $126,000 $42,000 $74,000 $0 $0 $569,000 $553,000 $1,353,000 $1,670,000 $233,000 $233,000 $2,282,000 $2,656,000

$33,000 $45,500 $0 $0 $317,500 $0 $396,000

39% 108% 23% -

$235,000 $0 $0 $166,000 $717,000 $1,118,000

$248,000 $262,000 $55,000 $110,000 $0 $0 $193,000 $221,000 $717,000 $717,000 $1,213,000 $1,310,000

$13,500 $55,000 $0 $27,500 $0 $96,000

5% 100% 14% -

$3,905,000

$4,669,000 $5,353,000

$724,000

16%

[1] Migration assumes betw een 5 suite losses and 275 club seat relocations [2] Suite loss does not include opportunities to fill empty suites on per game basis [3] Club migration utilizes $18.00 improv ed per cap spending; 20% no-show factor for STM Note: All projections utilize FY 2013-2014 as baseline; analy sis does not consider parking

1

ESTABLISH A SCHEDULE

2

COMPREHENSIVE BUILDING AUDIT

3

MAR FEAS

(BY 3rd

STRATEGIC PLAN STEPS 3-4 MARKET ANALYSIS AND CAPITAL EXPENDITURE PLANNING Once we work together to establish your goals and understand the comprehensive status of your building and systems, we will work with your financial team and/ or a third party to determine the financial feasibility of those goals to help you understand the financial requirements and capital necessary to move forward.

/07

BUDGET TRACKER

1.00 1.01 1.02 1.03 1.04 1.05 1.06 1.07 1.08 1.09 1.10 1.11

ITEM NO.

54 >

2.00 2.01 2.02 2.03 2.04 2.05 2.06 2.07 2.08 2.09 2.10 2.11 2.12 2.13 2.14

ITEM NO. 3.00 3.01 3.02 3.03 3.04 3.05

ITEM NO. 4.00 4.01 4.02 4.03 4.04 4.05 4.06 4.07

EVENT

Preconstruction Services and Surveys Improve Access to Sub Zero Club Blue Note Club Blue Note Pub NCAA Press Work Room New Permafrost and Refrigerant Piping For Rink Dasher board Glass Replacement Family/Entertainment Hospitality Room Renovate/Addition to Event Level Locker Room Equipment Storage Repair Retractable Seating New Administrative Offices

PLAZA

SUITE

220,465 142,924 1,250,000 762,503 535,330 6,585,046 460,000 167,071 3,204,830 230,000 825,000 2,010,830

$ $ $ $ $ $ $ $ $ $ $

10,005 87,500 53,375 37,473 460,953 32,200 11,695 224,338 16,100 57,750 140,758

$

16,393,999

$

1,132,147

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$ $ $ $ $ $ $

2,247,607 4,026,677 598,238 433,253 2,500,000 484,149 10,289,923

$ $ $ $ $ $ $

842,009 354,806 726,728 1,104,323 551,927 754,824 532,614 4,867,231

$

241,300

$

968,819

$

$ $ $ $

17,151 150,000 91,500 64,240

$ $

20,048 384,580

FF&E

$ $ $ $ $ $

20,257 851,237 159,743 90,912 123,986 197,322

$

35,082

$

291,137

$ $ $

102,846 19,951 1,892,474

157,333 281,867 41,877 30,328 175,000 33,890 720,295

269,713 483,201 71,789 51,990 300,000

$

1,176,693

$ $ $ $ $ $ $ $ $

58,941 24,836 50,871 77,303 38,635 52,838 37,283 340,706

101,041 42,577 87,207 132,519 -

$ $

63,914 427,258

18,494,965

174,031 200,884 8,441,438 1,584,116 901,539 1,229,526 1,956,781 411,850 347,899 481,500 976,222 2,887,110 1,519,816 1,019,893 197,850 22,330,456

ITEM NO. 5.00 5.01

ITEM NO. 6.00 6.01 6.02 6.03 6.04 6.05 6.06 6.07 6.08 6.09 6.10 6.11 6.12

2,674,653 4,791,745 711,903 515,571 2,975,000 518,040 12,186,911

Totals

$ $ $ $ $ $ $ $ $

1,001,991 422,219 864,806 1,314,144 590,562 807,662 633,811 5,635,195

ITEM NO. 7.00 7.01 7.02 7.03 7.04

4

5

BOWL/TEC

IPTV New Building S Lighting Upgra New LED Ribb New Center-Hu New Sports Lig Sound System Wi-Fi System Video Producti Television Dist Bowl Curtain Arena Sound A Reseat Entire B

STANDARD

New HVAC (all Roof Replacem Rebuild Elevat Security Upgra Concession an

7.05

Exterior Buildin

7.06 7.07

New Wayfindin New Monitors T

A MP L E C A P E X P L A N N IN G 4 SSCOTTRADE CENTER STRATEGIC PLAN

CAP EX PLANNING

RING / PRE

Radio Broadca Rafters Club

Totals

$ $ $ $ $ $ $

FF&E

$ $ $ $ $

220,465 170,080 1,487,500 907,379 637,043 7,045,999 492,200 198,814 3,813,748 246,100 882,750 2,392,887

Totals

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FF&E

$ $ $ $ $

ESTIMATED PROFESSIONAL FEES

CONSTRUCTION VALUE

$ $ $ $ $ $ $ $ $

11,385 11,817 496,555 93,183 53,032 72,325 115,105 26,943 20,465 31,500 63,865 169,830 99,427 59,994 11,638 1,337,064

Totals

$ $ $ $ $ $ $ $ $ $ $ $

ESTIMATED PROFESSIONAL FEES

CONSTRUCTION VALUE

DESCRIPTION

South - Neighborhood 1 - Concourse West - Neighborhood 2 North - Neighborhood 3 East - Neighborhood 4 / Pepsi Porch Spare Epoxy Resin Floor Renovate Restrooms Mezzanine Level Renovate Concessions (5 @ $100K ea)

162,646 168,810 7,093,646 1,331,190 757,596 1,033,215 1,644,354 384,907 292,352 450,000 912,357 2,426,143 1,420,389 857,053 166,260 19,100,917

FF&E

ESTIMATED PROFESSIONAL FEES

CONSTRUCTION VALUE

DESCRIPTION

New Loge Boxes Suite Club / Infill Atrium w/F & B and Retail Carpet, Paint and Lighting Suite Level Opera Boxes/Renovate Suites Renovate Suites (Assume 50) Renovate Restrooms

MEZZANINE

$ $ $ $ $ $ $ $ $ $ $ $

DESCRIPTION

Hall of Fame Plaza and Pavers New Ticket Office Clark St Entry - Neighborhood 1 - Exterior Clark St Entry - Neighborhood 1 - Concourse West Entry - Neighborhood 2 North - Neighborhood 3 East Entry - Neighborhood 4 Lighting Upgrades (general) Peabody Connection Peabody Event Space Epoxy Resin Floor Entry & Elevator Core Renovate Restrooms Plaza Level Renovate Concessions (9 @ $100K ea) Upgrade Retail Store

ESTIMATED PROFESSIONAL FEES

CONSTRUCTION VALUE

DESCRIPTION

2 0 1 6 C A P I TA L I M P R O V E M E N T S

KET ANALYSIS SIBILITY STUDY

d PARTY)

ITEM NO.

PRELIMINARY ARCHITECTURAL RECOMMENDATIONS

6 FINAL REPORT FOR YOUR STAKEHOLDERS

VISITING TEAM / NCAA LOCKERS 01

RAFTERS CLUB ADDITION

05

CLARK avenue BEER GARDEN 02

PEPSI PARTY DECK RENOVA 01 06 02 07 03 E AVENU CLARK

UPGRADED MEZZ CONCOURSE 03

EAST MARQUEE ENTRY

04

s 14th

street

UPGRADED PLAZA CONCOURSE 04

STUDIO

NEIGHBORHOOD PRECEDEN

SCOTTRADE CENTER CAPITAL IMPROVEMENTS

INSPIRED BY THE PEOPLE AND NEIGHBORHOODS OF ST. LOUIS

RECOMMENDATIONS 5 PRELIMINARY SCOTTRADE CENTER STRATEGIC PLAN

1

ESTABLISH A SCHEDULE

2

COMPREHENSIVE BUILDING AUDIT

3

MAR FEAS

(BY 3rd

STRATEGIC PLAN STEPS 5-6 DESIGN CONCEPTS + FINAL STRATEGIC PLAN The last steps of our collaborative strategic plan bring the vision to life. We will sketch and refine ideas to identify a list of priority scope that works with your schedule, budget and goals and demonstrate the final scope through a series of diagrams and renderings that become your final strategic plan report.

05

RENDERINGS FOR REPORT 6 FINAL SCOTTRADE CENTER STRATEGIC PLAN

VATION 06

NTS

07

00

KET ANALYSIS SIBILITY STUDY

d PARTY)

4

CAP EX PLANNING

5

PRELIMINARY ARCHITECTURAL RECOMMENDATIONS

6 FINAL REPORT FOR YOUR STAKEHOLDERS

COMPLETED 2011 SCOPE IDENTIFIED IN STRATEGIC PLAN NEW ENTRY PAVILION & TEAM STORE NEW THEMED OUTDOOR PARTY DECK REMODELED PUBLIC CONCOURSES REMODELED CLUB RESTAURANT REMODELED SUITES NEW SIGNATURE IN-BOWL PIPE ORGAN

TAMPA BAY LIGHTNING STRATEGIC PLAN

TOD LEIWEKE CHIEF OPERATING OFFICER, NATIONAL FOOTBALL LEAGUE (PREVIOUSLY CEO, TAMPA BAY LIGHTNING)

“We set high expectations for the design and construction team but they delivered in extraordinary fashion.”

AMALIE ARENA

|

TAMPA BAY, FLORIDA

NHL ARENAS IN USE 1968

MADISON SQUARE GARDEN

1983

SCOTIABANK SADDLEDOME

1993

HONDA CENTER SAP CENTER

1994

1995

CENTER HUNG SCOREBOARD

UNITED CENTER

COMPREHENSIVE ARENA RENOVATION

ROGERS ARENA

STRATEGIC PLAN

SCOTTRADE ARENA

TD GARDEN 1996

AMALIE ARENA BELL CENTRE BRIDGESTONE ARENA CANADIAN TIRE CENTER KEYBANK CENTER WELLS FARGO CENTER

1997

VERIZON CENTER

1998

BB&T CENTER

1999

AIR CANADA CENTER PEPSI CENTER PNC ARENA STAPLES CENTER

2000

NATIONWIDE ARENA XCEL ENERGY CENTER

2001

AMERICAN AIRLINES CENTER

2003

GILA RIVER ARENA

2004

MTS CENTRE

2007

PRUDENTIAL CENTER

2010

PPG PAINTS ARENA

2012

BARCLAYS CENTER

2016

ROGERS PLACE

2017

LITTLE CAESARS ARENA T-MOBILE ARENA

24,000 SF EXPANSION COMPREHENSIVE ARENA RENOVATION STRATEGIC PLAN

CENTER HUNG SCOREBOARD TECHNOLOGY UPGRADES BUD LIGHT TOP SHELF LOUNGE + LOGE BOXES

RENOVATED + EXPANDED RETAIL STORE EXPANDED TICKET OFFICES

SCOPE IDENTIFIED IN STRATEGIC PLANS LED

BY GENERATOR STUDIO

RENOVATING SPORTS VENUES GENERATOR STUDIO’S SPECIALTY Modern expectations for sports venues have changed dramatically—from fans to stakeholders. Rethink your fan experience, seating, food & bev, tech, sponsorship and entertainment. RE|VENUE® with Generator Studio.

center hung scoreboard designed by Generator Studio for the MN Wild

NBA arenas throughou

1960-1989

1990 1990

1966

TARGET CENTER

ORACLE ARENA

A CE

1991

1968

VIVINT SMART HOME ARENA

MADISON SQUARE GARDEN

2002

AT&T CE

CHESAPEA ARENA

1992 TALKING STICK RESORT ARENA

2003

1988

TOYOTA CENTER

BMO HARRIS BRADLEY CENTER

1995 TD GARDEN

2004

PALACE OF AUBURN HILLS

MODA CENTER

FEDEX FORUM

1996

RENOVATED ICE PLANT, SLAB + INFRASTRUCTURE

2005

WELLS FARGO CENTER

SPECTRUM CENTER

1997 CAPITAL ONE ARENA

1999 STAPLES CENTER BANKERS LIFE FIELDHOUSE AIRCANADA CENTRE AMERICAN AIRLINES ARENA PHILIPS ARENA SMOOTHIE KING CENTER

131,000 SF RENOVATION + EXPANSION 220,000 SF ENTERTAINMENT DISTRICT COMPREHENSIVE ARENA RENOVATION STRATEGIC PLAN

im foca

ut history

2000

2010

2001

2010

AMERICAN AIRLINES ENTER

AMWAY CENTER

2012 BARCLAYS CENTER

ENTER

AKE ENERGY

R

2018 (ESTIMATED) MILWAUKEE BUCKS ARENA NAME/SPONSOR TBD 2019 (ESTIMATED) CHASE CENTER

RENOVATED + EXPANDED RETAIL STORE EXPANDED TICKET OFFICES

YOUR TOWN. YOUR TEAM. YOUR GEAR. When looking at revenue drivers, signage, concessions and team stores can all help refresh brands to appeal to the modern sports audience. Whether you’re looking at a total overhaul of concourses and concessions, or a refresh of your team store, GENERATOR STUDIO can help you integrate your brand into your facility in new, relevant and revenue-increasing ways.

mages of Barclays Center team store renovation with custom details including al hat rack designed by Generator Studio for Barclays Center

Truss Bar at US Bank Stadium designed by Generator Studio for the MN Vikings

BEYOND ARENAS GENERATOR STUDIO UPGRADES EXISTING AND NEW STADIUMS Generator’s expertise extends beyond the boundaries of creating strategic plans. Whether you have a new or existing venue, we are experts at crafting spaces and stories that respond to local culture, history and flavor and help drive new revenue through cultivated experiences.

GROUP SALES CABIN | US BANK STADIUM

TRUSS BAR | US BANK STADIUM

COMPLETED 2015 SCOPE IDENTIFIED IN STRATEGIC PLAN CLUB LEVEL + GROUP SALES THEMED FOOD + BEV OFFERINGS REMODELED RESTROOMS UPDATED LOCKER ROOMS VOLOGY LOGE CLUB LEVEL CIRCULATION + ENTRANCE

TAMPA BAY LIGHTING STRATEGIC PLAN

MIKE O’DONNELL SENIOR DIRECTOR OF PLANNING + PROJECTS, TAMPA BAY LIGHTNING

“Tom and Mike have shown remarkable creativity in developing both a short and long term vision for the Tampa Bay Lightning and Amalie Arena.”

AMALIE ARENA

|

TAMPA BAY, FLORIDA

Tom Proebstle, AIA, ncarb Partner & Design Director tom@generatorstudio.com Mike Kress, aia, ncarb Partner & Chief Architect mike@generatorstudio.com Call Us: 816-333-6527 Generatorstudio.com