Orlando/Orange County Convention Center

SAG team members led Orange County in a planning process that envisioned the world, the industry, Orlando and the OCCC 30 years in the future.  Together with architects Thompson Ventulett Stainback & Associates and four other consulting, architectural and transportation planning firms, the team addressed all aspects of planning in two phases.  The Phase One Strategic Plan utilized the proven MindMapping strategic planning methodology and included interviews and focus groups with 150+ of the nation’s largest conventions and tradeshows.  This phase also addressed yield maximization, hotel room block attrition and food and beverage minimums, and other operational issues.  Phase Two addressed building programming and phasing, site options, cost estimates, organizational structure, operating cash flows, funding, economic impact, and laid out an action plan for implementation.  As a result of this study, the County approved the $750 million Phase V expansion.

SAG team members assisted with the preliminary planning related to Rio’s bid for the 2004 Summer Olympics.  Our efforts helped the committee understand what it would take to successfully host the games from a facility, infrastructure, and financing perspective.

Westin Boston Waterfront

SAG assisted the Massachusetts Convention Center Authority with analyzing the need for and development issues regarding a convention headquarter hotel adjacent or attached to the BCEC.  The market study entailed analyzing comparable hotels and convention centers throughout the country, assessing hotel room supply near the center, meeting planner surveys, economic and site analysis, and analyzing development and financial issues.  At the conclusion of the market study, SAG provided the Authority with recommendations as to potential sites, the Authority’s potential role in the project’s development and the project’s potential return on investment.

Williamsburg Convention Center

SAG assisted the City of Williamsburg in understanding the viability of developing new convention center.  Our research included analysis of industry trends, comparable and competitive destination and facility analysis, survey of meeting planners, analyzing potential synergies of a performing arts center, convention center site analysis, operating revenue and expense projections, project cost estimates, funding analysis, economic and fiscal impact analysis, and management structure and booking policy recommendations.  Market support for the project was moderate, and the local communities could not agree upon a funding plan.  The project has not been developed.

Detroit Headquarter Hotel

SAG assisted the City of Detroit understand the market support for a 1,200-room convention headquarter hotel located adjacent to the COBO Center, as well as potential expansion of the Center.  The market analysis for the hotel revealed that there was not market support for either expansion or the development of a new hotel.  Our recommendations revolved around changes to the operational policies of the facility and redevelopment initiatives that would improve the destination’s appeal. 

Savannah Minor League Ballpark

SAG assisted the City of Savannah in understanding the market support for, and financial implications of, building a new ballpark or upgrading the existing facility for the minor league baseball Savannah Sand Gnats.  Our research included case studies of similar baseball markets, including discussions with city and team management to understand the reasons for facility successes and failures experienced in these markets.  In addition, statistical regression analysis was used for predicting future attendance.  SAG also evaluated and recommended a re-negotiated lease with the baseball team.  The study concluded that although a new stadium would have a positive impact on the community and attendance, these impacts would have a nominal impact to the city.