Archive for September, 2010
It may be me being thick, but this article seems to continue the confusion over who runs a venue, who hires the venue and owns the act and who is just an agent.
This article would be amusing if it were not for the large number of annoyed customers and fans judging by the comments.
Just because you can gouge some customers does not mean you should disadvantage all customers. This is a shortsighted tactic that hopefully will be discouraged by consumer backlash.
Or am I just being naive?
Some classic quotes for your amusement:
“Ticketmaster, the official ticket agency for the O2, tells fans that using “market-based pricing” for tickets will give them a better chance of seeing their favourite groups than using set prices.“
“The most expensive price of all – £675.03 for a pair of tickets in block A1 – was charged by Simply Red, the Mancunian band fronted by Mick Hucknall, the Labour-supporting singer whose songs include ‘Money’s Too Tight (To Mention)’.“
“History shows that the travel sector, more than most others, is at the mercy of the global economic tide, growing slightly faster than the economy in boom periods, falling slightly more than the economy during the downturns.” I wonder if entertainment responds similarly?
“Traditional cabin classes to be replaced by “virtual classes” as individual traveller preferences create a personalised experience. The future of the aircraft cabin is set to go through significant changes as customers are able to share their preferences with airlines and airlines will be expected to meet their individual needs leading to the decline of traditional cabin classes.” Looks like another example of simple segmentation not cutting the mustard, let alone ‘one size fits all’. More one to one marketing is likely to be demanded and that is increasingly technically feasible with information enabled relationship marketing.
“64% of people believe it is very likely that they will be booking the bulk of their travel online by 2015 (Fast Future 2009).” The rates of adoption we are seeing with online ticketing for entertainment would suggest that the majority of entertainment will be booked online in the very near future.
“Agents are likely to reinvent their role as bespoke travel advisors and as a trusted source of information.” Similarly, entertainment ticketing agents must become advisors and trusted sources of information moving beyond the current purely transactional focus. If not, here is another reason why the ticket agent is a dinosaur that has outlived its purpose.
“Agents to focus on industry niches and expert advice in the future. Their customer offer will focus on ensuring that their clients are assisted across the entirety of the travel experience.“
In discussing some of the possibilities to generate more revenue, ancillary revenues are mooted: “À la carte Ancillary Services, products and services which were previously included in the ticket price such as checked baggage/ sports equipment, seat assignment, priority boarding, in-flight meals, snacks, beverages and pillows. This also covers totally new added value services such as “elite security” lanes or guaranteed exit row seats.” I find this interesting as it suggests offering and being charged for extra services i.e. augmenting the basic service offered. Maybe entertainment could learn from this. However an important distinction is that this is charging for extra services, not just charging extra fees for “convenience” or “print at home tickets”! If entertainment could learn one thing from travel let’s hope it is getting rid of additional and annoying fees.
“It is likely that successful agents will exploit their traditional role as information aggregators – saving time and money for their clients. However, this is dependent on their willingness to embrace and work with new technologies rather than against them.“
Thanks to Roger Tomlinson for putting me on to this report.
READ FULL REPORT ONLINE The Travel Gold Rush 2020>>
More than half of online ticketing websites scrutinised in a sweep coordinated by the European Commission appeared to breach consumer laws. Common issues included: “missing, incomplete and misleading information about prices charged“, and “the imposition of unfair terms and conditions“.
“Regulators from the 27 European Union countries, Norway and Iceland investigated 414 sites, and 247 rang alarm-bells … These will now be probed further by enforcement authorities to verify whether they broke any laws.“
READ FULL ARTICLE ONLINE Ticket websites breaking EU laws>>
The Sydney Opera House has launched a membership scheme called Sydney Opera House Insiders.
There are a variety of benefits for the annual fee of $110:
- Insider discounts and offers on tickets and experiences
- You’re invited to hang out at Insider pop-up lounges and events
- Get VIP treatment and discounts at bars and restaurants in and around the House, including Opera Bar
- Discounted parking at the Sydney Opera House Car Park, and …
- No more booking fees
I find the removal of booking fees very interesting and I do hope it sets a precedent for many other venues. The common logic of punishing loyal or regular customers with add on fees still escapes me. I understand that there is an opportunity cost of foregone income that venue box offices have become dependent upon, but I do find this development offers greater finesse to look after loyal customers as well as develop an ongoing dialogue and engagement.
This is interesting, Smart Destinations has launched a service to tourists that offers numerous attractions that can be purchased all at once on the same portal. The beauty is that the more attractions you buy tickets for at the same time the greater your discount. They claim you can “save up to 55% off buying separate attractions“. It is currently available in 14 cities across the USA.
I am intrigued that they have managed to get the individual attractions to cooperate and sign up and not perceive it as competition. Wouldn’t it be interesting if entertainment options could similarly put concerns of brand based competition at bay and see the greater potential of cooperation?
I find tow elements of this approach disappointing, the requirement for a smart card with its limitation of fulfillment and the requisite dedicated scanning equipment at the entrance of the attraction.
Surely there are now numerous other ways of verifying validity of a ‘ticket’ and as discussed recently there are several options for validating a ‘ticket’ via a unique identifier. Yes an iPhone application springs to mind, but then several other platforms must be addressed as well (and a minority still own and iPhone or Android). A credit card is used to pay for the package ‘ticket’ online, so maybe it could or should be the ticket as being trialled in Singapore?