Myrtle Beach Convention Center and Hotel

SAG provided operational asset management services for the 400-room hotel and the 100,000 sf convention center.  Working with both assets, we were able to increase bookings and make the hotel become a profitable operation.  Our work addressed marketing, management, staffing, compensation, pricing, operational, and contracted services issues. It also included leading a refinancing effort to better match debt service with projected operating performance. 

SAG helped the Center identify operational areas for improvement that provided both improved customer service and lower costs.  After leading the management team through a consensus building MindMapping exercise, it was determined that the two areas with the highest potential impact, related to security and exhibitor work order processing.  From the security perspective, OCCC had a cumbersome and inefficient in-house security function that SAG ultimately helped outsource with significant costs savings generated.   Regarding exhibitor work orders, OCCC manually processed over 40,000 exhibitor work orders related to utility installation (telephone, electrical, water, etc.), security, rigging, and other miscellaneous services.  SAG reengineered the work processes, enabling technology to significantly reduce the human resources required. 

Greater Pittsburgh Convention & Visitors Bureau

SAG assessed the effectiveness of Pittsburgh’s tourism and convention marketing and facilities.  The primary focus of our work entailed  benchmarking organization to 10 similar CVB’s in areas including general policies and procedures, organizational structure, hotel inventory, municipal funding, membership funding, department/initiative funding deployment, deployment, departmental staff cost, group room night booking goals and performance, booking costs, and several other measures.  SAG ultimately detailed how the organization compared and performed in relation to the competitive set, and recommended the areas the organization should focus on to improve results.

Norfolk Waterside Hotel and Convention Center

SAG assisted the City of Norfolk negotiate the management contract with the related HQ hotel operator to manage the convention center.  The unique structure reduced the City’s financial responsibility from over $500,000 annually without limit, to $200,000 restricted to capital improvement funding.

Cumberland County Crown Coliseum Complex

SAG performed an operational audit of the coliseum and exposition complex to identify areas for improvement.  Recommendations for improvement focused on tenant lease structure, information technology, parking policies and marketing approach.  Our work outlined sufficient solutions to take the complex from a net loss to a net profit.

San Jose Cultural Facilities

SAG helped community leaders assess and measure the impact from potential changes to the organizational structure, governance, and operations of San Jose’s cultural facilities, including a performing arts complex and convention center.  Our research and analyses found that combining the facility operations department of the City and Convention and Visitors Bureau (CVB) into one, could not only save up to $5 million annually, but could increase the asset’s overall success.  The organizations were merged into “Team San Jose” and bookings went up over 50% by the second year and the costs savings were realized.