We decided we had to change the game with our pricing model based on solely putting ourselves in our customers shoes. The reality is we know we don't want to be nickel and dimed. No one does. The all inclusive model is a model of where we're going. It's where the future is going. And so for us we know that if person goes to a ballpark buys a ten dollars fifteen dollars ticket buys a six dollars burger buys a five dollars drink a ten dollars beer at the end of the night that's not a good experience that's not remarkable. How do you put it all together? And it was an experiment. It was a chance. There was no team in the country offering every ticket all inclusive. And we looked at a price point and said, what would be a price point that we would wanna pay and that would be great? And we said, all right, when we started with fifteen dollars For all your burgers, your hot dogs, your chicken sandwich, your soda, your water, your popcorn, your dessert, everything. And we got that question. Well, aren't people gonna take advantage of you? Create a product or experience where your customers feel like they're taking advantage of you. That was the game changer switch that we made for us. Yes. Does one percent of our fans probably have three or four or five burgers? Yes. And good luck to them. That's a lot of burgers on a hot night in Savannah. But the reality is ninety nine percent of them don't. And so many businesses create policies and procedures and systems because of a few people that take advantage of them. Create a model that's best for everyone and don't worry about those few. And that's what we realized here at the ballpark, and everyone's saying, it's one of the best values, best deals, experiences I could have. And that's how we're thinking at every single pricing structure with our team. It's why we don't charge shipping fees at all. Because no one wants to buy a twenty five dollar shirt that's thirty one fifty. Eliminate the shipping fees. That's why we eliminate the ticket fees. Any extra fees, stop there. Put it all inclusive. Give your fans what they want, and that's been a game changer for us. When we think about Fans First from a pricing model and pricing perspective for the fans and for the customers, our first thought way on back when we first started this was, what can we do to just increase the value proposition of what we're serving to these people in a dramatic way where it becomes a no brainer that you want this product. And then it's our job as business leaders to say, how do we manage the expenses on the back end to make sure we're running a fiscally responsible company? There's no fun in creating an amazing product and losing money on it. Like, that that doesn't make any sense. We decided how can we create a ridiculously valuable product and then work with vendors, work with staffing, work with our expenses to make sure we can deliver it in a profitable way. And then we know when people come to these games, they still have the opportunity to continue to buy services from us. They they have the ability to to to buy more merchandise, to buy food, to buy other drinks, to buy alcohol, to buy ice cream. They still have that ability to buy those things because we haven't nickel and dimed them every step of the way, which is what's expected in most industries. You know, you're expected to buy the thing, and then you gotta pay a shipping charge, and you gotta pay a processing fee, and maybe there's a credit fee, and maybe there's, you know, thirty days term, and if after that, it's an extra fee. All these different fees get wrapped into it. So the all you can eat model is where we take our most basic products, loop them all together in one fixed cost, one fixed price, and deliver that to the fans. So when you come to a game, you typically will buy your ticket, and you might buy a hot dog or a soda or water. You might buy a beer. You might buy some popcorn. We said, let's take all those basic items. And again, we didn't invent this. If you go on a cruise, you're getting this. This came from a different industry, which I'll challenge people to continue to think about how you can adapt from different industries and take pricing models or customer experience models or sales models or whatever it might be, and take those and apply them to your industry. So for us, we said, we love going on cruises. We love paying one price depending on where you sit at, you know, depending on where your room is at, and you get all the food and drink. Now you'll pay for gambling. You'll pay for, you know, alcohol. You might pay for trinkets or merchandise or things like that, and so we wanted to apply that to the baseball stadium. So when you come to our games, you get unlimited, hot dogs, hamburgers, chicken sandwiches, popcorn, soda, water, cookies, and chips. And so what we did, we said, well, what would the price be? Typically, a game here in the past would be five or ten bucks. So instead of discounting even more and saying, alright. Let's let's drive a lower bargain to try to do more value, we said, well, what if we charged eighteen dollars for the ticket and just gave them all the food and drink? To be fiscally responsible for our business, we went to our vendors and we said, guys, we're gonna be giving all the product away for free. What deal can you cut us? And they started cutting us deals based on the margins that we were going to be able to need within those product lines. And then the beauty of it is when you come to the game that night, you've already paid eighteen dollars in advance. But you still have twenty or forty or sixty or eighty dollars in your pocket, and you don't feel like you've spent anything that night. So you'll go out and buy a beer or you'll buy a t shirt or you'll buy ice cream or you'll do anything else because you've already paid that money in advance. You feel like you're getting such a great deal, which you are on the basic items, now you're buying premium items. And I'll tell you what, it has absolutely revolutionized the way that we serve our customers, the way that we deliver value to them, and our vendors love it, our staff loves it, our team loves it. It has been totally transformational, and I believe it's really what has made us probably most successful. If you can create a product, if you can create a service where you just deliver exceptional value into it, and then you provide additional services and products and all that on the upline, and you deliver amazing value to your people, and then fiscally determine what the expenses are going to be on the back end, your customers will be singing your praises because you've done something totally different from the rest of your industry. And that's where we believe Fans First is so, so important is that you take what's normal in your industry, you flip that on its head, you break the rules, you do things that aren't expected, You demand amazing value, you charge a fair price, you manage your expenses, and really at that point, things start absolutely firing on all cylinders because you're doing things that nobody else is doing. It's scary though. It's absolutely scary because you look at it and you say, well, if we charged item by item, man, we could make so much more money. But isn't that what everyone else is doing? And they might be struggling. They might be struggling to make payroll, struggling to make sales, struggling to be profitable. The team that had been here for ninety straight years did it the same way. Sell the tickets, sell all the items a la carte, charge a ticketing fee, charge a parking fee, all these fees locked in, and they they had to leave. They literally had to leave. We came in and said, let's flip the script. Let's break the rules. Let's change the pricing model, add ridiculous value, take care of the customers, and take care of that experience. It changed everything.
