How the Savannah Bananas built a brand people love

He describes fans arriving early, wearing gear, and getting excited to high-five not just players but staff, and says the focus can’t be money, sales, revenue, growth, or even “the plan.” For him, the engine is building “amazing moments” every day and letting that energy spread through the organization and audience.

He credits a “whatever’s normal, do the exact opposite” mindset—sparked by the Veeck conference and the idea that ideas are the most valuable asset—and then shows how that led to nonstop experimentation (e.g., unusual theme nights and promotions). He frames early experimentation as easier when you have “nothing to lose,” because you stop over-weighting failure.

Cole says the Bananas developed a repeatable creative cadence: all-day idea sessions early in the week, a table read, and rehearsals—modeled after Saturday Night Live—to deliver a “brand-new show every week.” He contrasts that with over-formalizing, citing Disney’s view that you “just try things” and learn what works.

He explains they pivoted because they watched fans leaving early and inferred the experience was too long and slow, even though fans didn’t explicitly tell them they wanted a faster show. His point is to observe behavior (arrival times, departure times, reactions) and iterate based on what fans do, not what internal plans dictate.

Cole rejects trying to please baseball traditionalists, saying the Bananas aren’t for them, and frames criticism as expected when you pursue a different kind of entertainment. He emphasizes putting more out into the world, expecting daily failure, and measuring by whether your fans like it—not “the algorithm.”