Maintaining The Edge In An Ever‑Changing Stadia Landscape
By Chris Harcombe, site director, The Murrayfield Experience.
Necessity is the mother of invention—or, in the case of stadia, reinvention. To stay relevant and profitable in this increasingly experience‑driven, digital world, stadia must break all sorts of conventions, including the events they host and the experiences they offer, innovating through technology, reducing their environmental impact, and re‑establishing their role within the communities they serve.
At the heart of this transformation lies a compelling paradox. Like many other sports and hospitality venues, stadia face rising operational costs and large fixed cost bases, which they must carefully manage to avoid burdening customers who are equally impacted by high inflation. Yet demand for premium, high‑quality experiences continues to rise. People are going out less often, and many are opting for more exclusive or luxurious options when they do, with an emphasis on comfort, convenience, and personalised experiences.
The ‘Hotelification’ Of Everything
Underpinning this shift is the rise of the experience economy. Earlier this year, Barclays research estimated that Britons spent an average of £3,322 per adult this past summer on experiences such as holidays and live entertainment. According to the bank, one notable element of this trend is the shift away from routine activities, such as retail, towards what it described as “competitive socialising”. That much is clear to anyone who has recently attended birthday parties at venues offering food and drink alongside bowling, darts, mini golf, or even axe throwing. Demand for these competitive socialising venues also means they are offering operators and investors a significantly faster return on investment than traditional food and drink outlets.
Indeed, sports and entertainment can learn valuable lessons from other sectors. In the travel industry, for example, operators are witnessing an increase in demand for airport lounge experiences and premium economy cabins. In the hotel sector, room supply in high end properties is outstripping any other segment of the market.
According to a Skift Research survey, most travellers (74%) report that experiences have a moderate to huge impact on shaping their trips, highlighting the growing importance of meaningful and immersive activities in travel planning.
It is also crucial to note that modern consumers have a heightened awareness of how their choices impact the world around them, particularly in terms of sustainability, social value, and authenticity. Countless surveys show that customers are willing to pay more for products, services, or experiences that align with their values or are perceived to contribute positively.
Increasingly, people are prepared to pay premium prices not only for the quality of a service but also for its provenance or inherent integrity. PwC’s Voice of the Consumer survey revealed that people are willing to spend nearly 10 per cent more, on average, on sustainably sourced goods, with 85 per cent reporting that they have experienced the disruptive effects of climate change first‑hand. Across the board, people are opting for environmentally friendly or responsibly sourced options.
In this sense, there is a strong link between personalisation and social value. It is not just that people are willing to pay more for personalised products and services. According to McKinsey, two out of every three consumers become frustrated when companies fail to offer it. At the same time, people will pay premium prices when suppliers can demonstrate that they are buying from or supporting local businesses, groups, and initiatives. Provenance—the origin and story behind a product or service—adds a layer of exclusivity and meaning. For example, a luxury item handcrafted by artisans or a dining experience featuring locally sourced ingredients appeals not just to quality but also to a sense of responsibility and connection. This “story” enhances the premium value by making the consumer part of a larger, ethical narrative.
How Stadia Can Adapt
Historically, sports stadia have been limited to match‑day use, resulting in costly but underutilised assets. The empty space represents a huge opportunity for change. The strategy at Scottish Gas Murrayfield—a venue synonymous with rugby union—revolves around agility and adaptability, leveraging existing infrastructure and creating flexible infrastructure to accommodate a more diverse range of major events (including a growing list of high‑profile concerts), and premium experiences.
Here, we can learn a lot from the US, where sports stadia are ahead of the curve. Across the Atlantic, they have invested heavily in premium experiences, such as high‑quality, authentic, local food brands, mid‑game entertainment, and more frictionless digital experiences.
However, there are also many practical and cultural differences that help us understand the challenges unique to British sports stadia. In the US, for example, popular sports such as American football and baseball have many breaks in the action, giving stadium operators and suppliers the freedom to be more inventive with the experiences they offer.
Football and Rugby is typically consumed differently, and stadia operators must strike a careful balance between tradition and modern consumer demands as these things are complex and nuanced. Scottish Gas Murrayfield opened nearly 100 years ago, on 21 April 1925, with a game between Scotland and England. Scotland won the game, which today is known as the Calcutta Cup. As we adapt, we cannot lose sight of our heritage. We need to blend the best of our established traditions, while adapting to new trends to remain faithful to the fans who continue to watch rugby at Murrayfield in their thousands.
To ensure this happens, we aim to maintain constant communication with fans, customers, and our local community to understand their concerns and the value that we are both offering and creating. This requires ongoing dialogue to learn and improve continuously.
Stadiums must collaborate with operators and partners to understand how to maximise the space. In practice, this could mean using contemporary structures and external spaces or flexing existing rooms. It could also mean preserving premium experiences in designated areas that do not disrupt others or compromise the integrity of the overall experience. For rugby and concert audiences, the focus is on family‑friendly experiences, food‑heavy options, and a strong emphasis on rugby‑associated drinks.
What’s more, stadia can serve as iconic focal points for community events, such as charity runs or walks, helping build community engagement. Overall, this integrated approach ensures that stadium spaces are dynamic and adaptable to meet evolving demands while staying true to their rich heritage.
Reimagining The Future
What’s clear is that reinvention in stadia is a critical measure and certainly not optional. For stadiums to remain relevant and profitable in an increasingly digital and experience‑driven world they need to focus on innovation, sustainability, and community engagement. By listening to their audience, focusing on all round experiences and learning from other sectors, stadiums can break traditional moulds and reinvent themselves into versatile hubs that become pivotal in the community, and extend far beyond their traditional roles.
