Stadiums, Arenas, Exhibition Parks, Conference Centres, Leisure Centres, Leisure Parks, and Museums have become ultra-modern and connected centres playing their part in our lives. They combine sports, leisure activities, culture, events, business centres, shops, accommodation and travel.

All of them are either already multifunctional or will need to become so. Their primary aim is more about products at the head of the market than essential financial resources. Ticket sales are not sufficient to make them profitable enterprises.

These facilities are real drivers of economic development and employment in their region. They structure their local areas through urban and commercial developments and the transport infrastructures that they require.

They develop a feeling of belonging amongst fans and residents. They have a social role to play by means of the central focus they provide. They contribute to the attractiveness and reputation of the local area through the events they host.

In the context of limited public finances, private initiative is an effective lever for development. It can provide local areas with the opportunity to obtain the facilities they need, or renovate or enlarge existing ones, by working together with users to arrange modern facilities and to establish and develop their activity. A virtuous approach in which the quality of the infrastructure contributes to producing quality entertainment and reinforces the interest of spectators and companies.

Creation of large facilities involves a set of large stakeholders, both public and private, within a regulatory framework, and complex creation processes frequently opposed when revealed. In addition, it is not certain that there will be a full understanding of the facility to be constructed, its  schedule and its budget, with perfectly coherent actions and without information in advance.

After their inauguration, everything gets going, with a greater or lesser degree of fluidity depending on the quality of the structure created and how well the expected uses, skills and means in place for operation and organisation of events have been taken into account. Safety and security remains the priority for spectators and visitors.

The key is to be able to provide client satisfaction, the atmosphere and the sensations that they are seeking. Knowledge of their expectations is essential in gaining their loyalty and in planning new services and uses.

The adjustment and growth period allows observations to be made in order to optimize operations and reduce expenses.

At each stage, from description through to operation, the performance and the customer’s journey must be at the centre of thoughts and actions, in order to guarantee spectator satisfaction and the success of the enterprise.