The experience does not begin beyond the entrance. It begins with the question of whether people can get inside without stress. This is especially true for brand experiences.

At Fanatics Fest NYC, around 800 visitors were able to hold their place digitally for “The Shop” barbershop activation while continuing to explore the festival. Instead of waiting in front of the activation for hours, they received a notification on their phones when it was their turn.

The “Voice of the Visitor” Benchmark 2026 by accesso shows just how quickly waiting can affect the mood. Mentions of queues and crowding have almost doubled within three years, and around seven out of ten are negative. When complaints about queues are combined with concerns about crowding and prices, the average rating drops to 1.87 out of five stars. The data comes from visitor attractions such as theme parks and museums, but the same relationship is likely to apply to brand experiences.

In Brisbane, as many as 758 people were waiting virtually for an experience designed to accommodate around 35 visitors at a time—without having to stand in line outside the entrance. However, the waiting time itself remained long: according to the case study, it exceeded five hours at peak times. Virtual waiting relocates the wait; it does not eliminate it.

The EAST END perspective: Capacity and guest flow belong not only in the production plan, but in the creative concept. Digital technology is most valuable when it gives people greater freedom to enjoy the real-world experience. IRL begins with respect for guests’ time.