StubHub focuses on building relationships with music and sports representatives. This is done in order to attract the largest possible pool of potential sellers, so that you have wider selection of tickets.
Darryl Lehnus and I then set out to every other team in Texas asking the same question, getting feedback, making adjustments and gaining support to launch the program in 2004 with the first graduating class in 2006. Students will get a kick out of watching the original S3 promo video. The keys, then and now, to make academic and professional partnerships work are simple:
Colin is the Vice President of Sales & Partnerships with the Chicago Cubs. Chris is Manager of Club Seat Sales and Service with the Denver Broncos. Each took different routes getting into their careers.
Colin went on to prove himself as an account executive with the then combined Texas Rangers/Dallas Stars group before moving to roles with the Stars as the Director of Ticket Sales (2002),Vice President of Ticket Sales (2004), Sr. Vice President of Ticket Sales & Service (2007), and Sr. VP of Marketing (2009). Fulfilling a lifelong dream, Colin was selected as the Vice President of Ticket Sales & Service with the Chicago Cubs (2010) before his recent promotion this spring to include corporate partnerships.
The Online Ticket Buyer Profile infographic offers an overview of our initial findings from a wide-ranging study of 688 recent online ticket buyers of tickets. Given the time of year and panel source, we draw primarily from NFL, MLB, and NBA ticket buyers, but also have representation from NHL and a few MLS buyers. All bought tickets within the past 12 months.
In collaboration with BAV, we developed the S3 4V ® Brand Index that evaluates online brands in terms of three positive dimensions of value, vision, and social vibe and one negative dimension of vanity. Customers favor online brands that demonstrate:
Customers discount or disfavor brands trying to score style-points without substance. Online visitors pick up on signs of Vanity, characterized as attempts to appeal to the upper class on the basis of glamour, style, prestige, sensuality, and trendiness. We find this has a negative effect on regular brand usage.
The 4V Brand Index covers 278 brands that offer some form of online experience across a dozen sectors. Our index places weights on each of the four Vs in an equation that best predicts brand usage. Scores range from Amazon on the high end (29.02) to ISIS (-7.24) on the low end. Sectors include mobile phones, with iPhone and Samsung Galaxy outclassing all other comers by large margins. More interesting is competition among mobile payment vendors (Amazon Local Register vs. Apple Pay vs. Square), internet tools and services (Google Maps vs. MapQuest), or social media (how is Snapchat doing against Facebook, Twitter and LinkedIn?).
With that idea in mind, the Daniel Summit was founded in 2013 by several top sports executives across all leagues. The summit gathers men and women within the sports & entertainment industry, committed to excellence personally and professionally. Participants share a common goal of using the platform God has provided to positively influence the personal and professional lives of others. Check out the vision here to learn more.
When we hire at Spurs Sports & Entertainment, we actively seek people who are not only highly proficient in their roles, but also fit with our culture and reflect our corporate values. Many of our staff have grown up in the organization, starting out as interns or assistants, but over time have grown to become our managers, directors, and vice presidents. This is great for stability, but as with any company, our staff (especially our ever-growing Millennial population) are eager to climb the proverbial corporate ladder. However, as a relatively small organization with many long-tenured members, the ladder may seem to some more like a step stool with only a few rungs.
We offer values based leadership courses that reinforce our corporate values and provide tools for staff to better handle conflict and work more effectively with one another. Our Leadership 101 series helps managers make the transition from being an individual contributor to an effective leader of people. Other course topics include game presentation, presentation skills, using data, creativity, writing skills, and much, much more. We also offer facilitated team building sessions for departments and cross-functional teams to help break down silos and build trust. Critical to having a successful culture is recognizing that employees are our greatest asset. Through SSEU, we continually invest in our human capital.
A year after launching the IDP and SSEU, our company culture survey reported increases in employee satisfaction. Employees identified that someone at work encourages their development (88%, up 15%); their manager takes time to talk with them about their professional goals (91%, up 10%); and they have a good understanding of their strengths and areas of improvement (82%, up 17%). Our culture continues to reflect our values of Integrity, Caring, Success, but it has evolved to include greater opportunities and support for staff to grow personally and develop professionally.
On the business side, the people that stick around and build good careers do so while doing things the right way. Treating coworkers with respect, avoiding office drama, rumors, and politics, and focusing on being the best person at your job are the simplest ways to uphold your integrity and build a name for yourself.
3rd Gen Intel Xeon Platinum 8380 CPU: 2x 3rd Gen Intel Xeon Platinum 8380 with 512GB (16 slots/ 32GB/ 3200MHz) total DDR4 memory, microcode 0xd0002b1, HT off, Turbo on, Ubuntu 20.04 LTS, 5.4.0-84-generic kernel, 1x Intel 960GB SSD, Intel® Extension for PyTorch v1.8.1, Transformers 4.6.1, MKL 2021.3.0, Bert-large-uncased ( -large-uncased) model, BS=1 per instance, 20 instances/node, 4 cores/instance, test by Intel on 09/17/2021.
Nvidia Ampere A100 GPU: Nvidia Ampere A100 GPU hosted on 2x AMD EPYC 7742 CPU with 1024GB (16 slots/ 64GB/ 3200MHz) total DDR4 memory, microcode 0x8301034, HT off, Turbo on, Ubuntu 20.04 LTS, 5.4.0-80-generic kernel, 1x SAMSUNG 3.5TB SSD, PyTorch 1.8.1, Transformers 4.6.1, CUDA 11.1, Bert-large-uncased ( -large-uncased) model, BS=1 per instance, 7 total instances with MIG enabled, test by Intel on 09/22/2021
3rd Gen Intel Xeon Platinum 8380 CPU: 1-node, 2x 3rd Gen Intel Xeon Platinum 8380 on Coyote Pass with 512 GB (16 slots/ 32GB/ 3200) total DDR4 memory, microcode 0xd0002b1, HT off, Turbo on, Ubuntu 20.04 LTS,5.4.0-84-generic, 1x Intel 960GB SSD OS Drive, Modin 0.10.2, Intel-tensorflow-avx512 2.6.0, oneDNN v2.3 , test by Intel on 09/29/2021
Nvidia Ampere A100 GPU: 1-node, 2x AMD EPYC 7742 on Nvidia DGXA100 920-23687-2530-000 utilizing 1x A100 GPU with 1024 GB (16 slots/ 64GB/ 3200) total DDR4 memory, microcode 0x8301034, HT OFF, Turbo on Ubuntu 20.04 LTS,5.4.0-84-generic , 1x SAMSUNG 3.5TB SSD OS Drive, Modin 0.10.2, tensorflow 2.6.0+nv, CUDA 11.4, test by Intel on 09/29/2021 2b1af7f3a8