Pricing Strategy In The Ticketing Industry: A Comparison Of Alternatives

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Comparison of Alternatives
Firms in the ticketing industry have different combinations possible when it comes to pricing strategies. Unless it is for few very specific events, most tickets sold nowadays are subject to tier pricing as well as variable pricing. The decision the firm must make is whether to adopt fixed or dynamic pricing. Tier Pricing
The basis of this strategy is that each seat will bring a different value to the customer. For large event, there is a wide range of willingness to pay (WTP) for tickets, each associated with different demographics. This strategy will allow more people to purchase at their WTP. If all seats were charged at the same price, everyone would rush for the best ones. However, if a tier pricing strategy …show more content…

The ticket price will not vary with demand for the event and will prevent taking advantage of the consumer’s WTP. Consumers are attracted to fixed ticket pricing because they understand the price: unlike dynamic pricing (the following pricing strategy), fixed pricing will show the same price whether they are browsing when it is released, or the day before the event. The downside with this strategy for companies using it is that they might underprice, or overprice tickets. Underpricing will result in a loss of potential revenue, the size of the consumer surplus. Whereas overpricing it will result in a low sales level that also translates into a loss in potential …show more content…

Of all the combinations of pricing strategies available to the firm, we believe that the current one (dynamic pricing) is optimal. As of today, the company holds 80% of the market share in the primary market, and see no reason why the constant increase in market share should stop in the future. Our primary recommendation for the primary market is to keep this optimal strategy in place. Ticketmaster’s market share will keep growing in the future as it gains control over more artists and venues through Live Nation. By changing their pricing strategy, they would risk losing revenues they are certain to make with the current strategy and existing contracts (since consumers have quasi-inexistent

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