Start: A quick tour of your premium program

• Tell me about the premium seating and hospitality products you sell today and which ones feel closest to a win
• How many total premium seats, suites, and club memberships are in active inventory today Options: Under 50, 50–150, 151–400, 401–800, Over 800
• When was the last time you changed tier structure or created a new price tier for premium seating Options: This season, Last season, Within two seasons, More than two seasons ago, Never
• Who typically joins a hospitality preview or tour from your side and how are invite lists sourced Options: Sales team curated lists, Current holders nominate guests, Marketing campaigns, Corporate outreach, Other
• Which weekly or monthly metrics do you watch to decide premium inventory health Options: Renewal rate, Per-seat revenue, Utilization by event type, Lead-to-close conversion, Net promoter score, Other

If renewals slipped next season

• If your renewal rate fell below 85% next year, what would that reveal about the current program
• Walk me through the last three non-renewals you had, why they left, and what you tried to win them back
• How many suite or club accounts do you expect to be actively negotiated during the next renewal window Options: Fewer than 10, 10–30, 31–75, 76–150, Over 150
• Which parts of the guest experience—hosting, food and beverage, staff consistency, access—have produced the most complaints recently Options: Food and beverage quality, Staffing/service consistency, Seat comfort/sightlines, Access and parking, Value vs. price, Other
• Which single renewal failure mode would cause you to stop this initiative immediately

Are you leaving money on non-marquee nights

• On a typical non-marquee event night, how often do premium seats go unsold and why does that happen Options: Rarely, Occasionally, Often, Most non-marquee nights
• Describe your current approach to discounting, comps, and dynamic offers for low-demand nights
• If you were able to increase off-peak utilization by 15 percent, estimate the revenue or margin impact you would expect Options: Revenue +5–10%, Revenue +11–20%, Revenue +21–30%, Unsure / need modeling
• Who owns day-to-day pricing and who must approve mid-season repricing for premium inventory Options: Head of premium sales, Chief revenue officer, General manager, Revenue operations, Committee
• What single pricing or inventory constraint would make you walk away from a new partner

Stakeholders and approvals that shape your timeline

• Which executive or committee has final veto authority on multi-year premium seating commitments and what are their top concerns Options: Finance/capital impact, Brand and guest experience, Operational capacity, Legal and liability, Other
• Who are the internal stakeholders that must sign off and what is each person's primary decision criteria
• How soon can procurement and legal realistically turn around a standard hospitality agreement in your organization Options: Less than 2 weeks, 2–4 weeks, 4–8 weeks, More than 8 weeks
• If legal or procurement insisted on a commercial term you cannot accept, would that stop the deal Options: Yes, Maybe, depends on term, No
• Which timeline constraint from stakeholders is most likely to accelerate or delay the deal Options: Budget cycle, Season launch, Board/owner review, Renovation schedule, Other

Pricing tiers, buyer profiles, and what triggers upgrades

• Which buyer segments purchase your highest-value tiers and what motivation do they cite most often Options: Corporate hospitality, High-net-worth individuals, Seasonal sponsors, Nonprofit partners, Other
• How do you currently allocate food, beverage, staffing, and add-ons across tiers Options: Fixed inclusions by tier, Point-of-sale per event, Custom per-account, Mixed approach
• Give an example of a corporate buyer who upgraded mid-season and what change in service or outcome prompted that decision
• What price step between adjacent tiers has historically caused the most friction or churn Options: Less than 10%, 10–20%, 21–35%, More than 35%, Unknown
• If you had to reduce hospitality spend by 10 percent across tiers, which tier would you cut and would that decision end the partnership

Operational readiness and technical constraints we cannot ignore

• Which system gap or venue access issue would block onboarding inside an 8 week window Options: No API access to CRM or ticketing, Lack of a named operations owner, Unresolved data ownership, Physical access restrictions, Other
• Which venue systems must integrate with our platform for guest lists, billing, and inventory control Options: Primary CRM, Ticketing system, POS/F&B, Access control, Accounting/ERP, None
• Who owns admin access and API credentials for those systems and how quickly can they grant credentials Options: IT / Systems admin, Revenue operations, Venue operations, Third-party integrator, No one currently
• How clean and complete is your historical guest, billing, and renewal data for migration Options: Ready to import, Needs light cleanup, Needs significant cleanup, Not accessible
• Do you have dedicated event-night operations staff and if not, who would be assigned to run hospitality execution Options: Dedicated in-house team, Shared operations staff, Third-party vendor, Not assigned yet
• If integration work required 12 weeks instead of 4, would you still proceed and under what conditions

The alternatives on the table and why they might win

• If you kept selling and servicing premium seats internally, what capability would you need to add to hit your renewal and revenue goals
• Which outside options are you actively evaluating right now including incumbent vendors, new providers, and internal alternatives Options: Current incumbent vendor, New external provider, Build internally, Hybrid approach, Unsure
• Who inside the organization has proposed a do-it-yourself plan and what headcount or budget did they estimate
• What would have to be true about your current approach for you to remain with it instead of switching Options: Renewals > 90%, Per-seat revenue meets target, Improved guest satisfaction, Lower operational risk, Other
• Which timeline, price, or performance threshold would make you sign with a new partner this quarter Options: Price within budget, Pilot proves uplift, Fast integration under 4 weeks, Clear ownership and SLA, Other

How you will measure success and the signals that matter

• Which three measurable outcomes would prove premium seating is delivering value to your leadership Options: Renewal rate, Per-seat revenue, Utilization on non-marquee nights, Guest satisfaction/NPS, Sponsor conversions, Other
• Which single metric is your top priority for the first six months Options: Renewal rate, Per-seat revenue, Utilization, Guest satisfaction, Other
• By when would you expect to see those results for a pilot program Options: After 2 events, After 3–5 events, After a season segment, Longer than one season
• Who on your team should receive weekly performance reports during a pilot and who must see the final pilot review
• If a pilot delivered a 15 percent uplift in per-seat revenue, what would stop you from signing a year-long agreement that week

Commit criteria, next steps, and realistic timelines

• Which internal approvals are required before you can sign commercial terms and how long does each typically take
• Which payment schedule options would be acceptable to you Options: Upfront annual payment, Quarterly payments, Monthly billing, Milestone-based payments, Custom
• Realistically, what is your target go-live date for a new premium seating partner Options: Within 4 weeks, 4–8 weeks, 8–12 weeks, Next season/longer
• Who will be the named internal owner responsible for day-to-day coordination during onboarding
• Is there any contractual term or operational constraint that would immediately kill the deal Options: Yes, Maybe, depends on term, No

• Hospitality Experience Session

• Confirm the current state and its cost to your team
• You confirm the restated current state and agree on the quantified cost to renewal and revenue.
• Deliver a tailored three-scenario pricing and hospitality model showing 12-month revenue and renewal impact.
• You confirm that at least one pricing + hospitality scenario materially improves retention and reduces unsold inventory in the model.
• Align on buyer segments and value drivers
• Provide current suite-holder list with renewal dates, historical attendance, and F&B spend for scenario inputs.
• Pricing tiers scenario walk-through
• Provide a sample event-night run-sheet and staffing plan for a non-marquee night to validate operational feasibility.
• You agree on the remaining evidence needed before a commercial decision and the next milestone to create that evidence.
• Event-night hospitality scenario walk-through
• Identify the internal decision-makers who must validate hospitality expectations and confirm a date for the operational readiness meeting.
• Combined forecast, sensitivity to on-field performance
• Validate the demonstrated outcomes
• Agree evidence needed and next milestones

• Hospitality Experience Session
• Hospitality Experience Deck
• Hospitality Experience Solution Brief

• meeting
• slides
• document

• Dynamic Premium Inventory Pricing
• Dedicated Suite Sales Representation
• Multi-Channel Corporate Outreach Campaigns
• Renewal Campaign Execution and Negotiation
• Suite Holder Onboarding and Seat Selection
• Hospitality Preview Event Production
• Event-Night Hospitality Operations and Staffing
• Food & Beverage Menu Curation and Coordination
• Suite Resale and Transfer Facilitation
• Dedicated Account Management for Suite Holders
• Contract Management and Billing Execution
• Per-Seat Revenue Yield Reporting and Analytics

Dynamic Premium Inventory Pricing

• Which pricing approaches do you want us to configure for your suites, club seats, and single-game boxes (season-fixed tiers, game-by-game dynamic, or hybrid)? Options: Season-fixed tiers, Game-by-game dynamic, Hybrid (season + dynamic), Promotional-only tiers
• How many price bands per inventory type do you want the pricing model to produce (for example, 3 tiers for suites)? Options: 1-2, 3, 4+
• Which night types or opponent tiers should trigger automatic price adjustments in your inventory calendar (for example marquee opponents, weekends, weeknight filler games)? Options: Marquee / key opponents, Weekend vs weekday, Weeknight non-marquee, Holiday / playoffs, All nights
• Do you want the pricing engine to optimize toward minimum occupancy thresholds, revenue per available seat (RevPAS), or both for your premium inventory? Options: Occupancy threshold, RevPAS target, Both, Neither
• Define measurable success thresholds you will accept for the pricing module (examples: % uplift in per-seat revenue, reduction in unsold suite nights). Options: Increase per-seat revenue by 10%, Reduce unsold inventory by 20%, Achieve 85% occupancy on targeted non-marquee nights, Custom
• Identify the data sources you require to feed pricing decisions (ticketing system sales, CRM account purchase history, point-of-sale F&B sales, team schedule). Options: Ticketing system, CRM account history, POS F&B sales, Team schedule / fixture list, Other

Dedicated Suite Sales Representation

• How many dedicated suite sales reps do you expect per market or per X suites for your premium-sales coverage? Options: 1 per market, 1 per region, 1 per 25 suites, TBD
• Who will be your primary internal contact for sales handoffs and executive introductions during suite negotiations?
• Confirm whether you require field sales coverage for corporate account travel and in-person hospitality visits. Options: Yes, No, Selective based on account tier
• Specify which CRM or account system you want the sales team to use to log suite-holder interactions. Options: Your current CRM, New shared instance, Shared sales enablement tool, Other
• Outline the outreach cadence you expect for converting suite prospects (for example hospitality invite, facility tour, 6-touch follow-up).
• What target SLA do you want for first response to inbound suite sales leads (for example within 24 hours)? Options: Within 4 hours, Within 24 hours, Within 72 hours, Custom

Multi-Channel Corporate Outreach Campaigns

• Select the channels you want included in corporate outreach for premium seats (email nurturing, account executive calls, LinkedIn outreach, hospitality invites, direct mail). Options: Email nurturing, Account executive calls, LinkedIn outreach, Hospitality invites, Direct mail
• Indicate how many distinct corporate segments you want targeted separately (for example Fortune 500, local SMBs, hospitality past purchasers). Options: 1-2, 3-5, 6+
• Confirm whether outreach sequences should include automated event-night hospitality invites for your high-value prospects. Options: Yes, No, Conditional
• What campaign KPIs do you want us to track to measure outreach effectiveness (meeting conversion rate, offers accepted, pipeline dollars created)? Options: Meeting conversion rate, Offers accepted, Pipeline dollars created, Response rate, Custom
• List the CRM personalization fields you require for outreach (company revenue band, decision-maker title, past F&B spend, previous attendance).

Renewal Campaign Execution and Negotiation

• When do you want renewal outreach to commence relative to contract expiration (for example 120, 90, or 60 days)? Options: 120 days, 90 days, 60 days, Custom
• Who in your organization holds approval authority for renewal pricing and concessions?
• Confirm whether you want automated tiered renewal offers to be sent to suite holders or a manual negotiation workflow. Options: Automated tiered offers, Manual negotiation, Hybrid
• What concession bands are permissible for renewals in your policy (examples: 0%, up to 5%, up to 10%)? Options: No discount allowed, Up to 5%, Up to 10%, Case-by-case
• Provide the acceptance thresholds you will use to validate a successful renewal campaign (for example renewal rate >= 90% for the target cohort). Options: Renewal rate >= 90%, Renewal revenue >= prior year, Retention of top 20% accounts, Custom
• List the negotiation playbook items you want included (event upgrades, F&B credits, payment-term flexibility).

Suite Holder Onboarding and Seat Selection

• Identify the mandatory onboarding deliverables you require before the first event (seat assignments, hospitality guide, account portal access, F&B pre-order form). Options: Seat assignments, Hospitality guide, Account portal access, F&B pre-order form, Other
• Specify the number of seat selection rounds you will allow (initial selection, pre-season swap, in-season reassignments). Options: 1, 2, 3+, TBD
• State if you require written or online acceptance from suite holders for final seat assignments and hospitality terms. Options: Signed paper acceptance, Online acceptance only, No formal acceptance required
• Define the measurable acceptance criteria you will use for onboarding completion for a buyer cohort (for example 100% seat assignments, payment setup, hospitality preferences returned). Options: 100% seat assignments, Full payment setup, Hospitality preferences returned by 90%, Custom
• Name the ticketing and access platforms seat assignments must be synchronized to (team ticketing system, venue access control, mobile wallet passes).
• By when do you expect seat selection and onboarding to be completed after contract signature for season buyers? Options: Within 2 weeks, Within 30 days, Before first home game, Custom

Hospitality Preview Event Production

• Indicate whether you plan an on-site hospitality preview event to showcase your suites and club areas. Options: Yes, No, Conditional
• Select the spaces you want showcased at the preview (suite interiors, club lounges, event sightlines, backstage areas). Options: Suite interiors, Club lounges, Event sightlines, Backstage areas
• Provide the expected attendee count and priority buyer segments for the preview (corporate accounts, season prospects, VIPs).
• What F&B tastings or service demonstrations must be included to validate menu quality for your suite buyers?
• Name the day-of preview lead you want responsible for approvals, vendor coordination, and guest lists.
• State whether you require post-preview surveys to measure attendees' likelihood to purchase and perceived hospitality quality. Options: Yes, No

Event-Night Hospitality Operations and Staffing

• Provide the staffing ratio you expect for event-night service in premium areas (for example 1 server per 8 guests). Options: 1:4, 1:8, 1:12, Custom
• List the specific event-night roles you require to staff premium areas (hosts, servers, concierge, F&B runners, suite attendants).
• Identify the credentialing or access passes your staff must carry for suite-level access and back-of-house entry. Options: Staff ID badge, Event wristband, Access card, Vendor pass
• Are there event-night service SLAs you require for food delivery timing, beverage service cadence, or cleanup windows? Options: Yes — will specify SLAs, No
• Explain the escalation path you want for event-night service issues and who on your side should be contacted for rapid resolution.

Food & Beverage Menu Curation and Coordination

• Select the menu categories you require for premium hospitality (grazing platters, plated meals, beverage packages, dietary-specific options). Options: Grazing platters, Plated meals, Beverage packages, Dietary-specific options, Local specialty items
• How many distinct F&B menus or tiers do you want across suite tiers and club areas? Options: 1, 2, 3+, Custom
• Choose the service styles you require for different event types (plated service, buffet, on-demand ordering, or a combination). Options: Plated, Buffet, On-demand ordering, Combination
• What quality and temperature expectations do you require for delivered F&B items inside suites (for example hot within 10 minutes of order)? Options: Hot within 10 minutes, Cold items chilled to 40°F, Serve within agreed windows, Custom
• Name any local supply or vendor constraints we must observe for menus (local sourcing requirements, allergen handling, liquor licensing limits).
• What KPIs do you want tracked to evaluate menu curation success (guest satisfaction score, complaint count, on-time deliveries)? Options: Guest satisfaction score, Number of complaints, On-time delivery rate, F&B revenue per suite

Suite Resale and Transfer Facilitation

• Clarify whether you permit suite holders to resell or transfer suite nights and list any restrictions you want enforced. Options: Resale allowed with restrictions, No resale allowed, Resale via approved platform only
• Select the resale channels you want enabled for transferable nights (official marketplace, internal waitlist, broker-assisted resale, peer-to-peer). Options: Official marketplace, Internal waitlist, Broker-assisted, Peer-to-peer
• What fees or revenue-share terms do you want applied to resale transactions (platform fee percentage, administrative flat fee)? Options: No fee, Platform fee %, Administrative flat fee, Custom
• Name the contact you want responsible for transfer approvals and identity verification for incoming transferees.
• List the readiness checks you require before enabling resale functionality (inventory visibility, payment flow, transferee verification).

Dedicated Account Management for Suite Holders

• How many named account managers do you require per account tier (for example enterprise vs mid-market)? Options: 1 per enterprise account, 1 per 10 accounts, Shared pool, TBD
• Select the recurring engagement cadence you expect from account managers (monthly check-ins, quarterly business reviews, game-by-game touchpoints). Options: Monthly check-ins, Quarterly business review, Game-by-game touchpoints, Other
• Confirm whether you want account managers to own renewal outreach and upsell motions. Options: Yes, No, Shared responsibility
• Describe the reporting you want account managers to provide (attendance reports, F&B spend, guest satisfaction) and how often you want those reports.
• Are there SLAs you want for account manager responsiveness to suite-holder requests (same-day, 48 hours, 72 hours)? Options: Same-day response, 48 hours, 72 hours, Custom

Contract Management and Billing Execution

• Which billing cadence options do you accept for contracts (annual, seasonal, installment plans)? Options: Annual, Seasonal, Installments, Custom
• What payment methods and processors must be supported for suite billing (card, ACH, wire)? Options: Card, ACH, Wire transfer, Other
• List the billing checks you require before go-live for a contract (signed contract stored, payment method on file, initial invoice scheduled).
• Identify the authorized signatory you will use for contracts and billing adjustments.

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Seat License & Order Form
• Service Level Agreement (SLA)
• Payment & Deposit Schedule
• Renewal & Termination Addendum
• Change Order Agreement
• Data Processing Agreement (DPA)

• Go-live Health Check
• First Outcome Measurement
• Acceptance Gate — 90-Day Outcomes Review
• Ongoing Success Review (Quarterly Operational Review)

• Publish the guest-satisfaction follow-up plan for events with CSAT below the target.
• Confirm the incumbent wind-down or retention plan and the status of legacy data archival.
• Restate acceptance criteria and numeric targets
• Document pass/fail for each acceptance criterion recorded in Solution Scope and capture the formal acceptance decision.
• For any failed items, have a remediation plan with owners and firm deadlines.
• Publish the acceptance decision and the 90-day outcome scorecard in the shared workspace.
• Record remediation items in the shared issue tracker with owners, milestones, and validation criteria.
• Complete legacy data archival or read-only retention and confirm access procedures for archived records.
• Rolling performance review
• Confirm whether revenue and renewal metrics remain within tolerance of the targets recorded in Solution Scope.
• Ensure all high-priority operational tickets have owners and resolution dates recorded in the issue tracker.
• Agree any operational adjustments to implement before the next quarterly review.
• Update the inventory calendar and tiered pricing assignments for the next quarter.
• Close or reassign stale tickets older than 30 days and report status in the shared channel.
• Re-confirm success criteria and owners
• All critical go-live items validated or assigned with owners and dates.
• Top adoption gaps and blockers documented with remediation actions agreed.
• Publish the go-live validation checklist with unresolved items and owners in the shared channel.
• Provide event-night staffing confirmation and access lists for the next three events.
• Schedule data collection cadence for the metrics that will be reviewed at first measurement.
• Present first outcome data
• Determine whether premium seating revenue per event and suite renewal rate (%) are moving toward the Solution Scope targets and document any variances.
• Agree a prioritized set of corrective actions with owners and resolution dates.
• Confirm data sources and reporting cadence for the acceptance gate review.
• Deliver an event-level revenue variance analysis covering the measurement window and underlying drivers.
• Implement the agreed hospitality checklist updates for the next three events and report results.
• Log all corrective actions in the shared issue channel with owners and due dates.
• Guest satisfaction trends and major service tickets
• Diagnose root causes for gaps
• Deployment and configuration validation
• Present 90-day outcome data against each criterion
• Open issues and corrective actions
• Open issue and ticket triage
• Document pass/fail per criterion and formal decision
• Early adoption signals and usage patterns
• Agree operational adjustments for next quarter
• Blockers and open issues
• Agree remediation items and resolution timeline
• Confirm timeline to acceptance gate
• Agree immediate remediation actions
• Incumbent wind-down and data archival check