M A V E RI K C EN T ER

C U L T U R E / W R I T I N G O F

M A R K E T I N G E N T E R T A I N M E N T

SH AY LA TH O MPS O N

E NGLIS H 21 0 0

Shayla Thompson

Date: June 25, 2010

To: Laryssa M. Waldron

From: Shayla Thompson

Subject: Project One: Corporate Culture Essay, Option One: Analytical Report

Enclosed is an analytical report on the corporate culture and it’s affect on writing at the Maverik Center. The transformative culture has been broken down into three categories: corporate, partners, and customers. Each section’s appearance, values, and specific writing are addressed.

This report was composed to fit the Project One, Option One guidelines for the English 2100 Technical Writing Course. All information was researched and given credit appropriately. After the analysis I learned much about the strategic atmosphere at the Maverik Center which contributes to its success by accommodating a diverse range of people.

I hope you enjoy the final draft, and learn something. If you have any further questions after reading please contact me. Thank you for all the help, time, and consideration.

CO N T E N T S

Abstract.............................................................................................................................................................................. Pg. 1

Introduction..................................................................................................................................................................... Pg. 2

Background......................................................................................................................................................Pg. 2

Corporation Culture/Writing...................................................................................................................................Pg. 2

Appearance.......................................................................................................................................................Pg. 3

Values..................................................................................................................................................................Pg. 3

Writing............................................................................................................................................................... Pg. 4

Partner Culture/Writing............................................................................................................................................ Pg. 4

Appearance.......................................................................................................................................................Pg. 4

Values..................................................................................................................................................................Pg. 5

Writing............................................................................................................................................................... Pg. 5

Customer Culture/Writing........................................................................................................................................Pg. 5

Appearance.......................................................................................................................................................Pg. 6

Values..................................................................................................................................................................Pg. 6

Writing............................................................................................................................................................... Pg. 6

Conclusion........................................................................................................................................................................ Pg. 6

References........................................................................................................................................................................ Pg. 7

Appendix........................................................................................................................................................................... Pg. 8

A B S T RA CT

The purpose of this report is to break down The Maverik Center’s strategic entertainment culture, specifi-cally in the Marketing department, and show it’s affect on the writing. Any individual interested in the Marketing field will be able to use this analysis to determine the importance of adapting to diverse people in order to increase success. A wide range of variables are addressed and explained within this report in-cluding appearance, values, and writing of three main categories.

M A V E RI K C EN T ER :

CU L T UR E/ W RI T I N G O F M A RK ET I N G E N -T E RT A I N M E N T

INTRODUCTION

Venues for entertainment vary on size, provisions, and management. Marketing departments for these buildings dealing with entertainment have to be skilled in a variety of areas in order to ensure success in the company. For Utah, The Maverik Center is a popular, family friendly place to catch the hottest artist, performance, or sports game. The Maverik Center has an ever evolving culture that directly affects the writing style in different levels. With a business casual core this entertainment company deals with a variety of people resulting in a diverse adaptive atmosphere. Regulations, and actions differ from the inter workings of employees, business partners, and customers. This melting pot culture has produced a customer first modern appearance with a strong professional back bone.

Background

In comparison to other entertainment venues, the Maverik Center is fairly young. Locally owned this building was bought by the state and put into business in 1997. Originally the Ecenter, over a recent three month period Maverik convenience stores bought out the name, and title. Today it serves thousands of customers, and works with numerous big names. Depending on the event over 10,000 seats are available for the public to purchase, including VIP seats, and the occasional off campus show most commonly at the Usana Amphitheater close by. Early on a name of prestige was set on The Maverik Center holding many Olympic Events in 2002 for ice skating. Specifically the Maverik Center is home to the Blaze football team, Grizzly hockey team, and others. Despite the name change this corporation is a still a part of the Centennial Management Group chain. Competitively strong, The Maverik Center is moving right along into the modern world in many ways. Citizens of Utah fuel the entertainment base bringing in revenue for a wide range of musicians, performers, and sports.

CORPORATION CULTURE/WRITING

The platform of The Maverik Center's culture is built and executed by the employees. Even within the employees the mood changes. Beginning with the application process and working your way into upper management you go through many different environments. Expectations withing the corporation are ones of quality, accountability, and dedication. Honesty as well as hard work are not only encouraged but emphasized. The staff at The Maverick Center is a mix of people,

however the selection process is not rigorous but it is specific. All employees are High School Graduates at minimum.

Appearance

The way The Maverik Center portrays it's image to the employees begins with the application process. This is consistent into the hiring of employees. The simplicity yet efficiency of the venue is expressed right off on the physical appearance of the application (see appendix 1). Providing a two page application makes it less intimidating for many people to apply, complimenting their need for diversity. Being personable another trait of the company is showcased when the applicants are encouraged to pick up, and turn in their applications in person. Also the composition of the application has a serious overtone indicating the existing professional culture the staff revolves around.

Working conditions provided compliment the professional tone. Moderate size offices with limited personal regalia are given to the management. The layout is secluded yet together, in order for the work to get done first with the necessary collaboration between employees. Business casual is the dress code. Employees take advantage of the bit of leeway but all look pretty dressy. The walls are also covered by many Olympic posters, almost as if reminding the staff what The Maverick Center is capable of.

The energy of the office space depends on the day. If a show is opening that night there is a sense of urgency in the air, whereas if there is no event going on the feel is productive yet more relaxed. Accommodations are not elaborate, but are complimentary. Mini fridges with drinks are provided and the occasional snack on special occasions. Food is more like a treat, not an expectation.

Values

The Maverik Center values success. Benefits like discounts on tickets are given to employees, as well as the opportunity to take a moment and watch the show if they are working it. All benefits are rewarded privileges not just free give aways, maintaining the results. Full medical, dental, and health benefits are given to employees for themselves as well.

Accountability is also emphasized within the Maverik Center. New employees being trained are put right into their section in almost a job shadow instead of a written training, building a resiliency. Julie Hoffman the Marketing Director commented how her manager doesn't hear about broken deals if necessary, first of all she just deals with it because it is her job to provide results. The leadership at The Maverick Center has really created a work place with delegated initiative.

Upper management values proactive employees, not slackers. After speaking to a current employee she stated “we joke around with each other, but if you're to receive a memo you won't be seeing anything but the point being made.” This work now, play later vibe doesn't stifle the fun but it definitely controls it. Since the excitement is not provided, the staff creates it themselves. Many jokes circle around the offices, and stories to live up to. Most stories told however are tied into a successful deal or something work related paralleling the culture.

Community, and a sense of synergy is also implemented. This is created with company parties about every two months. These are a place to de-stress but more importantly celebrate what the company has done, and where it is headed. The staff is brought together by accomplishments, service, and pride instead of playtime.

Writing

Whether it be applications, proposals, rules, or updates all Maverik Center writing is to the point and professional. All technology is taken advantage of including email and phone being the most common. When it is a quick question a phone call is appropriate, but if there is something that is expected to get done you pass it on, in person. All written communication is responsive and thorough. There is a trickle down system if the word needs to be passed the upper management will tell the managers, who then tell the employees. A common theme among all writing is to reduce as much confusion as possible, this is guaranteed by typing everything, and thinking about all possible questions/problems before hand.

PARTNER CULTURE/WRITING

For the Maverik Center taking care of the business partners has to be the most organized but the most interchangeable. This complex culture is redefined with every partnership. Big money, responsibilities, and follow through have to be taken care of. This environment caters to the type of person, company, or service but is regulated by The Maverik Center keeping all decisions under control, direct, and in favor of both sides at all times.

Appearance

When booking an event the process is even more professional than with the employees. Behind the scenes The Maverik Center's best foot is placed forward and they take the lead on what is expected, so that whatever is being planned can appear to the public as it's own entity not suffocated by the professionalism. All meetings with potential business partners take place with all department heads keeping everyone on the same page. This also provides the business tone, along with the ability to give the other side of the deal what they want. The Marketing team in particular has to be knowledgeable though, along with their serious tone. If you don't know who to contact to get a hard rock crowd in for a show then your business is lost.

Planning is the opposite of execution. All advertising goes hand in hand with the type of event, including transforming an area, and even rules. For instance if Snoop Dogg came into perform he would be treated the same way when scheduling but all advertising would have a tone to attract his crowd compared to Justin Beiber whos layout in the venue would even be different. This requires the employees to adapt and cater to what is being expected for the specific event. During the performances the artist/sports team have power. They are placing so much money to have The Maverik Center even for one night many regulations become lenient, such as censorship. Another variable that can be twisted is crowd control, it is not ideal for customers to be rushing a stage or grabbing things being thrown but the venue cannot comprise the effect of the show. Security is provided when the thick line is crossed, but you have to let Kid Rock be Kid Rock.

Values

Trust is completely reinforced. There is so much to lose in a huge deal The Maverik Center will give results, but they expect them as well. In this setting the employees have more weight because business partners will come and go.

The Maverik Center's quality is expected. Mistakes are constantly kept to a minimum. Especially with Marketing which is a vital portion of the success, big choices are only given to the cream of the crop. When putting together a contract all bases are covered so that everything remains straight forward and clear.

Writing

Contracts are the biggest part of writing with business partners. In the Marketing section the director has to propose what the Maverik Center will be providing in services in exchange for the charge. Instead of being straight to the point all contracts and proposals are extremely organized and detailed. When dealing with something so technical many problems can arise and if everything is not covered completely loop holes can be found or there is no back up. Everything written also has to be covered verbally to avoid problems.

A Marketing plan is normally constructed in powerpoint chronologically. All advertising is explained month by month, then week by week, until about two weeks in advance it will be presented day by day. If radio is being utilized then the cost of each spot is recorded. Whether ads or articles in the Newspapers are going to be used has to be defined. T.V. is rare due to the expense but is occasionally used. Flyer graphics are approved before being printed and strategically placed in areas with the most traffic of the appropriate marketing mix. The marquee by the venue is also available for ad space, and price is based on hits by the on coming traffic. All of these variables as well as unique marketing techniques for specific events are all explained in the plan as well.

Before being presented much research has to be done. Request for service have to be sent to all types of promotion. Specific promotion places have to be planned out that coordinate with the type of event. Also all promotion cannot exceed the amount of money provided. Marketing Directors getting into their field start compiling lists of radio station, newspaper, t.v., and even more contacts as well as networking to resources for special advertisements.

CUSTOMER CULTURE/WRITING

Interaction with customers is the last drastic change for The Maverik Center. Patrons are portrayed as the number one priority of the venue. The professional tone still overlays the culture, with an added casual atmosphere. Being a company of entertainment fun is more of an emphasis with customers. There are still certain expectations from their responsibilities but this leg of the company is more relaxed and exciting.

Appearance

The public sees the face of The Maverik Center covering the serious background. A good time is created because when the show is on, this is not work for the customer it is play. Food, color, and so much more is added to the professional building. Even the workers are allowed to dress more casually, still distinguishable from the crowd but more in shirts with pants instead of blouses with dress pants.\

Values

Entertainment is the biggest value with the customer. According to the mission statement “Maverik Center is dedicated to providing superior entertainment in a comfortable, enjoyable setting..” If something is wrong with tickets or anything like that the problem is dealt with. The entire experience is created in visuals, audio, food, and more.

Family fun is also valued, improving the appearance by valuing cleanliness helps families to enjoy their time. Along with keeping a clean facility, safety is watched. Lost and founds are provided for items and kids. Recently The Maverik Center switched to ticketmaster and when they buy their ticket they can fill out a survey on how well they liked the event they attended.

Writing

All writing to the customers ties in with Appearance. As the times change The Maverik Center wants to stay modern. Recently a new text code was implemented to send SMS updates about events. This is much different than the memos between employees. Written in text format a casual tone is used to advertise. All brochures and programs are also more causal. Facebook, Myspace and Twitter are new tools used in the Marketing department now as well. All programed status updates cater to the young crowd giving them special updates and promotions.

The writing on the website is also much more casual. A new street team is being created with members of the public to promote by word of mouth. “Be a part of Maverik Center's Street Team! As a member, you would have access to tickets, merchandise, special VIP passes and other cool stuff!” this is an excerpt from www.theecenter.com, which is a direct example of the transition being made to communicate with patrons compared to business partners or employees.

CONCLUSION

Being the Marketing Director or even an employee at the Maverik Center requires the ability to adapt to different situations, environments, and people. From full business casual in the staff, a complex combination of professional and ever changing atmospheres with business partners, and modern casual with customers the culture of The Maverik Center has evolved into a variety of tones all deriving from a professional core.

The writing always parallels the environment ranging from quick to the point, detailed, and hip. In order to make sure you have the right tone when composing a piece of writing in an entertainment business you have to ask yourself a few questions. How do I want to appear to who I'm talking to? and What does the person I'm talking to value? As a Marketing Director you have to be a student of people and adapt to what you're doing, and this will increase your

success, because if you wrote a memo to your boss the way you would update the website you would be out in left field.

After analyzing the corporate culture and writing of The Maverik Center the diversity in the culture is directly related to how well the company is doing. The only place the company could look for improvement would be to increase the casual culture within the staff. If work doesn’t feel like work then the staff would be more excited to show up to work, and provide excitement for what they are accomplishing. The employees already have their own offices if there was a little more personal feel, it might be easier to provide what they need for the customers, because they are already closer to the casual mood. An entertainment venue should have some fun behind the scenes too.

RE F E RE NC E S

The Maverik Center. (2010). Retrieved from www.theecenter.com

Sanchez, J. W. (2010, June 8). Maverik gives its name to e center.

Salt Lake Tribune, pg.1.

J. Hoffman (personal interview, June 18, 2010)

A P P EN D I X