TICKETING CONFERENCE

DAVID FISHEL – CHOOSING THE RIGHT BOX OFFICE SYSTEM• Survey sent to a sample of 180 in January 2014, consisting of

members of three listservs, including NARPACA Box Office Managers, VAPAC BomNet and APACA Marketing in January 2014

• 57 people responded to the survey (6 incomplete)

• 26 respondents had been involved in the procurement process for a new box office system.

MAIN CHALLENGES IN IMPLEMENTATION

• The resources and time to implement a new system whilst still maintaining the old system and the competing demands of the position .

• Timeline of implementation to meet all targets and expectations of the business, promoters and presenters, staff and patrons.

• Lack of skilled, experienced staff to implement and limited ongoing training provided. Functionality never properly explored and utilised.

MOST VALUABLE BENEFITS

• Better online functionality and integration of new technology.

• Easy to use, easy to train people. Cost efficient.

• Help desk is awesome. Reconciling is great

• The new system promises to integrate more effectively with current technology i.e. iPads, phones, tablets, and Facebook integration.

• Easier to build shows, better ticket design and easier manipulation of patron data

TICKETING PROVIDERS PRESENT

WHAT DID I THINK?

• There are some organisations more suited to particular ticketing software than others.• The majority all unveiled new systems • Importance of Support• Thorough investigation of the organisational needs and the various ticketing providers, necessary if wanting to change providers.

IMPORTANCE OF DIGITAL MEDIAAMBITION – HANNAH RUDMAN

• Expected in today’s, visual audiences

• With Arts Orgs constantly pushed but the dreaded budget monster it is important that they can produce digital media themselves

• Go to http://www.getambition.com

• This website has a variety of how to videos specifically for Arts Orgs on how to create videos, do a digital audit, etc.

• There are also videos and articles on how organisations implemented digital media when starting with none.

IMPLEMENTING DYNAMIC PRICING – TIM BAKER

• DYNAMIC PRICING: the adjustment of pricing variables over time in response to emerging and changing patterns of consumer demand, i.e. charging different prices for the same ticket at different times.

• Secret Seat

• Auctions

• All published prices are effectively ‘early bird’ rates which may or may not increase

• Monitor sales and when volume is above forecast, adjust prices accordingly

IS IT RIGHT FOR YOU?

When can dynamic pricing help?

• When demand is difficult to forecast• With patterns of late booking• When positioning demands

consistent pricing, but demand says otherwise...• Creating an enhanced benefit

to customer groups e.g. subscribers or members

When might it not be right?

• An organisation with a high proportion of loyal, frequent customers who all book early...• Where dynamic pricing does

not fit with the overall earned income strategy• Waiting until you’re 80% sold

out and putting the prices up

KEVIN PIETERSON

• Intelligent• Industrious• Impulsive• Critical• Stubborn • Envious

MICHAEL CLARKE

• Envious• Stubborn• Critical• Impulsive• Industrious • Intelligent

PLACE MORE EMPHASIS ON THE FIRST INFORMATION WE RECEIVE

Intelligent

Industrious

Impulsive

Critical

Stubborn

Envious

Envious

Stubborn

Critical

Impulsive

Industrious

Intelligent

Top-down not bottom-up• So, people use the first prices they encounter to interpret, or as context for, any later information about prices.• The first prices set the context for the value being offered.• ALWAYS present prices top-down rather than bottom-up i.e. $108-$58 and not $58-$108.Location or order of prices in printed materialsOnlineWhen asked about prices over the phone