Index

Absenteeism, 133

Baseline year energy, 142

Baseline year hauled solid waste/KGSF, 150

Capital reserve vs. deferred maintenance (DM), 127–131

Carbon dioxide emissions, 152–153

Cleaning

pricing comparisons to convention centers, 79–80

profit or commissions per total carpeted, 81–83

Commission per GSF rented, 65–67

Communications, 73

market pricing comparisons, 73–75

profit/commission per GSF rented, 75–79

Consumer show, 5, 29, 32, 51, 68, 99, 102, 118

Contract and professional services, 93–94

Contractors

excessive pricing, 74

exclusive/official, 47, 53–54, 56, 73, 99, 104–107, 121

Convention and Visitor Bureaus (CVB), 1, 3, 15, 28, 29, 37–40, 51

Convention center, ix, x, xi, 37, 39, 41, 45, 47, 50, 51, 61, 62, 64, 66, 72–76, 78, 85, 88, 91, 95, 123, 129, 134, 135

customer service, 109–115

economic impact, 26–35

event service business, 53–56

event types and economic sectors, 5–6

financial reports, 11–21

gross square footage rented, 4

Net Square Footage, 6–9

number of events, 2–3

occupancy rate, 9–11

parking, 67–73

percentages of earned revenue categories, 23–25

pricing comparisons to, 79–80

profit per GSF rented for each

event type and economic sector, 21–23

safety, 120–122

security, 117–120

Conversion rates, 43–44

Corrective maintenance (CM), 125–127

Current year hauled solid waste/KGSF, 150

Customer service, 109

net promoter score, 112–115

number and nature of customer complaints, 110–111

Decision-making, ix, 34

Deferred maintenance (DM), capital reserve vs., 127–131

Diverted solid waste per thousand GSF rented, 148–151

Drucker, Peter, ix

Earned revenue, xii, 2, 4, 7, 12, 13, 16, 17, 20, 23–25, 28, 48, 51, 57, 59, 97, 104

and profit/commissions, 54–56

Earnings before interest, taxes, depreciation, and amortization (EBITDA), 15

Economic feasibility study, 50

Economic impact, 2, 3, 26–28, 41, 50, 51

of convention center, 28–35

Economic output, 26

Electric and natural gas costs per thousand GSF rented (KGSF), 89–90

Electric demand, 90–92

Electric/plumbing profit/commission, 60–62

Electric services, 57–60

Energy use per event and facility gross square footage, 138–139

Energy use per KGSF rented, corrected for weather, 139–144

Enforcement; parking lot, 72

Event and house materials and supplies, 94–96

Event labor cost per GSF rented, 96–97

Event organizer, 7, 9, 27, 29–32, 38, 41, 47, 50, 51, 53, 62, 64, 80–82, 99, 103, 105–107, 109, 113, 115, 117, 118, 121, 129, 137, 149

Event service business, 53

Excessive pricing, 74

Exclusive/official contractors, 47, 53–54, 56, 73, 99, 104–107, 121

Experience modification rating (EMR), 121, 134

Feasibility, 3, 29, 33–34, 50

Financial reports, 11–16, 34

Forbes, 115

“Free” and complimentary parking, 72

Funding, 28

Grievances, 134

Gross square footage (GSF) rented, 4–6

Harvard Business Review (Reichheld), 113

Hotel occupancy tax, 10, 26

Hotel room nights, 29, 32, 35, 47, 52

Human resources (HR), 133–136

IMPLAN model, 27

In-house labor hours and overall cost, corrective maintenance, 125–127

Intervene, number of instances, 134

Javits Center, 12, 38, 91, 105, 111, 131

Key performance indicator (KPI), ix–x

good, x–xi

process, xi–xii

Labor union grievances, 134, 135

Leadership and governance, 2

License agreement, 29, 103, 115, 121

Long version (economic impact), 29–31

Lost business, 44–46

Market pricing comparisons, 62–63

Market share, 40–42

Marr, Bernard, ix, xiii

Multiplier, 27

Net promoter score (NPS), 112–115

Net Square Footage (NSF), 6–9, 61

GSF rented ratio, 101

and profit, 102–105

Non-event day paid parking, 73

Non-green house gas (non-GHG) electricity, 145–147

Number of events, 2–3

Occupancy rate, 4, 9–11, 101, 104, 151

Occupational Safety and Health Administration (OSHA), 120

Open contractors, 53

Operating expense

amount and percentages, 86–89

contract and professional services, 93–94

electric and natural gas costs per

thousand GSF rented, 89–90

event and house materials and supplies, 94–96

event labor cost per GSF rented, 96–97

peak electric demand, 91–93

per GSF rented, 85–86

Operational and business competency, 2

Opportunity costs, 34

Outsourced exclusive/official, 53

Overall financial health, 2

Paid parking spaces, 69–71

Parking lot/garage fees comparison, 67–69

Parking profit or commissions/GSF rented, 71–73

Peak electric demand, 91–93

Percentage of management and supervisory staff, 134

Physical security and crime incident, 117–120

Planimeter, 8

Preventive maintenance (PM) compliance, 123–125

Profit/commission per GSF rented, 63–65

Profit/loss per GSF rented, 16–18

Profit/loss statements, 18–21

Profit/NSF, 58–60

Profit per GSF rented, 21–23

Qualified lead list, 37–40

Reichheld, Frederick F., 113

Rent and license fees, 47–49

Retained events, 50–52

Safety, 120–122

Security, 117–120

Self-operated/in-house, 53

Short version (economic impact), 29, 30, 32

Social media, 110

Solid waste efficiency, 150

Strengths, weaknesses, opportunities, and threats (SWOT) analysis, 41

Sustainability, 137

diverted solid waste per thousand GSF rented, 148–151

energy use per event and facility gross square footage, 138–139

energy use per KGSF rented, corrected for weather, 139–144

KPIs to tons of carbon, 152–153

non-GHG electricity, 145–147

Tampa Convention Center, iv

Tradeshow, 5, 8, 32, 41, 74, 113, 115, 120, 149

Turnover rate of top performing employees, 133–134

United States, 1–2, 29

Utility costs, amount and percentages, 88–89

Utility service market pricing, 56–58

Utility services (electric/plumbing), 58–60

Vertical market, 38

WiFi, 73–75, 77, 78

Workman’s compensation, 96, 121, 134