The Rouse Company brought an interesting innovation to the retail industry in 1976 with the adaptive re-use of Faneuil Hall Marketplace in Boston. Faneuil Hall Marketplace was the first of the “festival marketplaces” built by The Rouse Company in numerous location throughout the U.S. The project, which revived a troubled downtown market, is centered on food and retail specialty items. Other festival marketplaces by The Rouse Company included:
- Faneuil Hall (Boston)
- Bayside (Miami)
- Harborplace (Baltimore)
- South Street Seaport (New York
- Aloha Tower Marketplace (Honolulu)
Festival marketplaces as a particular type of organized retailing format, influenced the design of later lifestyle centers, urban entertainment centers, and other specialty retail formats. The festival marketplaces were interesting as they were not cinema anchored and somewhat relied upon very strong food and beverage offerings.
GLOBAL PLAYERS BRIEF | Jackson Township, New Jersey
Adventure Sports & Entertainment, LLC is underway with an 87-acre “youth sports” and entertainment facility to be located in Jackson Township, New Jersey. The facility will be situated adjacent to Six Flags Great Adventure. The indoor/outdoor facility features an 89-FT high, 117,000 SF “sports bubble” connected to a 45,000 SF recreational facility, which will an array of venues:
- Four multi-use indoor turf fields
- Five full-sized convertible basketball/volleyball courts
- A flexible multi-use outdoor turf field,
- Rock climbing wall and ropes courses
- A sports bar/ food concession areas,
- Laser tag experience and full arcade area
- Speed/agility recovery areas and retail space
- Party rooms
The sports venue will be part of the Jackson Crossing complex, itself a development of Cardinale Enterprises (Jackson Township). The design team for the facility is Melillo + Bauer Associates, Inc. and Studio 200 Architecture, LLC.
SOURCE: Business Wire
Orchestrating the full slate of customer touch-points related to particular consumer experiences, is an essential aspect of today’s strategic marketing as part of overall experiential design. These days, an out-of-home consumer experience is at once a real in-person experience as well as a series of related touch-points that occur prior to, during, and after the experience. A wonderfully complex strategic problem (or opportunity).
The strategic marketing unit of Adventure Entertainment has extended its customer touch-point consulting to include a unique “customer touch-points marketing and guest experiential audit.” The audit includes a customer experiential audit to rate, rank, and refine guest, customer, shopper, buyer, and other end-use consumer experiences.
An organization's product and image are palpable with each customer touch-point; and each of these public interactions and materials used are part of the organization's experiential marketing platform.
– Donald Bredberg, managing director for StoneCreek Partners LLC
Customer touch-points refer to all the messaging implicit in experiences, mind-sets, and items included in the interaction between buyer and seller. Adventure Studios’ belief is that taken together, such touch-points with customers should be as cohesive as possible for best and lasting impressions. When well conceived, these touch-points not only carry the strategic marketing strategy but also provide the structure of truly experiential brand messaging.
“There are few organizations that are not well-intended with regard to their touch-points,” said Bredberg, “but like many things in life it is not the big clearly important things that go wrong – those are typically well-managed, but, it is the small items that are seemingly insignificant that when left untended can destroy all the goodwill an organization has tried to create. That bad loading dock experience after the perfect in-store interaction, is an example.”
AEC Creative’s Touch-Point Experiential Audit evaluates 20 leading aspects of an organization’s contact and relationships with their end-users, including such factors as 1) product and/or company naming, 2) logo, trademark, slogans, and trade dress, 3) employees and human resource polices that reinforce brand messaging, as well as intranet management, 4) website, email, 5) printed collateral materials, 6) other collateral such as business cards, 7) reports and sales communications, 7) sales signage and promotional materials, 8) the marketing calendar and advance team approach and interactions, 9) catalogs and/or in-store experiences, 10) announcements and media relations, 11) holiday cards, 12) corporate and product advertisements, 13) direct advertising and marketing, 14) corporate partnerships and sponsorships, 15) promotional items, 16) direct experiential programs including grand openings, guerrilla outreach, community programs, volunteer work, and the like, 16) office presence, 17) relationships with suppliers and third-party vendors, 18) employee family and local community participation, 19) education systems and philanthropic foundation support, and 20) the leadership and character of the CEO, Board, and senior management.