DUE SOON PLEASE HELP !

READ TO ANSWER

How should this team price their tickets in the

primary market?

How do the factors involved in these decisions

change based on the specific team or league (a highly loyal NFL market vs, a small-market

MLB team)?

A Case Study of cormputer chip that links buyer and ticket ("Free- Market Fencitige 20006). However, the secondary market alwo presents ne'w Team Response to opportanitics 10 merntoct of the primary maricet. Since the secondary market as truly a frec and open matket, onganizations can learn important information Recently, after years of strong resistance, the NHL agreed were semi-structured and the questions were opento terms with Ticketmaster on a similar deal. Although ended. The interviewees were parposefully selected due the specific terms of this deal were not announced, this to their knowledge of and experience in the ticket marmulti-year deal could cost Ticketmaster 520 million per ketplace for this team. These included current and foryear (Branch, 2007). As a part of the deal, Ticketmaster mer team ticket office repreientatives (kichard, will create a new, NFL-endorsed website whete faes can William, Carol, and Thomas), a representative from a. buy and sell tickets to NFL, games. However, unlike__ secondary ticket marketplace (Allen), and an economStubllubs2007dealwithML.H,NFL,teamswillbealletomaintaintheirexistingsecondaryticketingdealsicsprofessor(lohn)whoseresearchinterestsincludeticketresaleonwww,ebaycom.Non-descriptpecado- (Eranch). As buyers and sellers become more famidiar with the nyms are used to identify each participant. industry, the secondary ticket market continues to Findings boom. However, realizing that the market offen bears a higherpriceonpopulareventtickets,eventprottiot-ers/organizersarefindingwaystocombatthesecend-arymarketintheformofticketpurchaserestrictionsandenhancedInternettechnologyintheprimarymar-ket.Inwhatisquicklybecomingacatandmousegameapproximately20yearsofexperienceasanupper-levedTraditionw.TrendRichard,Carol,andWilliamareapartofthe12-pervonticketoperationsdepartment.Richardisanupper-levelmanagerinthisdepartmentdue,inlargepart,to between event promotervorganizers and vecondary managet for various organizations within the ticheting ticket sellers, the ticketing industry is changing every_ industry. While there afe nine other members of this year as each segment continues to search for the opti- department, Rochard, Carola and Waham overee the mal position in the ticket marketplase. Whether the entire ticketing operation including season tickete. lusuimpoct is positive of negative, both segments of the 7 suites, premium seating, and single-game tickets. The ticketingindustrydirectlyimpacteachother.Thisinterplaybetweentheprimaryandsecondaryremainingpersoninelspecialineinoneofthesespecific interplay between the primary and secondary market_. areas of the ticketing department. Thomas was a former has yet to be empirically examined; hewever, a com-_ employee in a povition similar to Willam's. plete understanding of how both segments of the ticket The team's objectives as they relate to ticket sales and industry respond and react to each ofber has signifi- cant ramifications for leagaes, teams, primary and sec- and Thomas implied that mecting the goal of selling ondary ticket distributors, and fans alike. out every game was casy because of their large scason SincecachNFLteamisfreetoestablichtheirownpoliciesandprocedutesrelatedtotheresaleoftickets,ticketbase.Currently,inastadiumthatseatsover75,000fans,approximately94%ofticketsareheldby poticies and precedures related to the resale of tickets, the purpose of this study was to examine how the _seawn ticket holders. Additionally, the team has a increasing presence of the secondary market affects the waiting list of over 20,000 names for season tickets. ticketing strategies of one NHL. team. Specifically, this Civen that the organizational goals and objectives study examined the implementation of policies in the. met easily and without great expense, the idea of primary market in direct response to the reale of tick- changing their sales and distribution methods is met. ets, decisions related to participation in the secondary with great skepticisma by Richard. He said: market, and policies and procedures related to the Kight now, I don't see anything changing in the management of the secondary market. future. We're pretty much status qua right now as Methodstickets,andthenpoonsalewiththehandfulolfaraswesellourrenewals,sendoutoutweatem necessary as long as they make enough money to cover expenses. Richard provided an opposite example when he told a story about a discussion among team executives regarding secondary market involvement at the annual NFL. League Mectings: To a man, everybody was against this and then [another NFL team] jumped in. They were the first to jump in and the guy with [that team] and I are really good friends and I said, "What the hell are you doing?" He said the owner got involved. He saw the moncy. He saw the revenue potential. While the revenue potential remains substantial, this organization, with a loyal fan base and abundant revenue streams, has chosen to avoid the potentially damaging perceptions associated with over-priced and fraudulent tickets. However, regardless of the philosophy of the pervonnel in the front office, the owner will ultimately determine which direction their organization will go. This team's owner is committed to reinvesting everything back into the team so the need for a profit-maximization strategy is unnecessary. Further, the philosophy of the owner is diminished as long as the NFL. has the final say on ticket strategies such as variable pricing. These philosophies, whether centered on tradition or trend, will ultimately come from the top. A Case Study of cormputer chip that links buyer and ticket ("Free- Market Fencitige 20006). However, the secondary market alwo presents ne'w Team Response to opportanitics 10 merntoct of the primary maricet. Since the secondary market as truly a frec and open matket, onganizations can learn important information Recently, after years of strong resistance, the NHL agreed were semi-structured and the questions were opento terms with Ticketmaster on a similar deal. Although ended. The interviewees were parposefully selected due the specific terms of this deal were not announced, this to their knowledge of and experience in the ticket marmulti-year deal could cost Ticketmaster 520 million per ketplace for this team. These included current and foryear (Branch, 2007). As a part of the deal, Ticketmaster mer team ticket office repreientatives (kichard, will create a new, NFL-endorsed website whete faes can William, Carol, and Thomas), a representative from a. buy and sell tickets to NFL, games. However, unlike__ secondary ticket marketplace (Allen), and an economStubllubs2007dealwithML.H,NFL,teamswillbealletomaintaintheirexistingsecondaryticketingdealsicsprofessor(lohn)whoseresearchinterestsincludeticketresaleonwww,ebaycom.Non-descriptpecado- (Eranch). As buyers and sellers become more famidiar with the nyms are used to identify each participant. industry, the secondary ticket market continues to Findings boom. However, realizing that the market offen bears a higherpriceonpopulareventtickets,eventprottiot-ers/organizersarefindingwaystocombatthesecend-arymarketintheformofticketpurchaserestrictionsandenhancedInternettechnologyintheprimarymar-ket.Inwhatisquicklybecomingacatandmousegameapproximately20yearsofexperienceasanupper-levedTraditionw.TrendRichard,Carol,andWilliamareapartofthe12-pervonticketoperationsdepartment.Richardisanupper-levelmanagerinthisdepartmentdue,inlargepart,to between event promotervorganizers and vecondary managet for various organizations within the ticheting ticket sellers, the ticketing industry is changing every_ industry. While there afe nine other members of this year as each segment continues to search for the opti- department, Rochard, Carola and Waham overee the mal position in the ticket marketplase. Whether the entire ticketing operation including season tickete. lusuimpoct is positive of negative, both segments of the 7 suites, premium seating, and single-game tickets. The ticketingindustrydirectlyimpacteachother.Thisinterplaybetweentheprimaryandsecondaryremainingpersoninelspecialineinoneofthesespecific interplay between the primary and secondary market_. areas of the ticketing department. Thomas was a former has yet to be empirically examined; hewever, a com-_ employee in a povition similar to Willam's. plete understanding of how both segments of the ticket The team's objectives as they relate to ticket sales and industry respond and react to each ofber has signifi- cant ramifications for leagaes, teams, primary and sec- and Thomas implied that mecting the goal of selling ondary ticket distributors, and fans alike. out every game was casy because of their large scason SincecachNFLteamisfreetoestablichtheirownpoliciesandprocedutesrelatedtotheresaleoftickets,ticketbase.Currently,inastadiumthatseatsover75,000fans,approximately94%ofticketsareheldby poticies and precedures related to the resale of tickets, the purpose of this study was to examine how the _seawn ticket holders. Additionally, the team has a increasing presence of the secondary market affects the waiting list of over 20,000 names for season tickets. ticketing strategies of one NHL. team. Specifically, this Civen that the organizational goals and objectives study examined the implementation of policies in the. met easily and without great expense, the idea of primary market in direct response to the reale of tick- changing their sales and distribution methods is met. ets, decisions related to participation in the secondary with great skepticisma by Richard. He said: market, and policies and procedures related to the Kight now, I don't see anything changing in the management of the secondary market. future. We're pretty much status qua right now as Methodstickets,andthenpoonsalewiththehandfulolfaraswesellourrenewals,sendoutoutweatem necessary as long as they make enough money to cover expenses. Richard provided an opposite example when he told a story about a discussion among team executives regarding secondary market involvement at the annual NFL. League Mectings: To a man, everybody was against this and then [another NFL team] jumped in. They were the first to jump in and the guy with [that team] and I are really good friends and I said, "What the hell are you doing?" He said the owner got involved. He saw the moncy. He saw the revenue potential. While the revenue potential remains substantial, this organization, with a loyal fan base and abundant revenue streams, has chosen to avoid the potentially damaging perceptions associated with over-priced and fraudulent tickets. However, regardless of the philosophy of the pervonnel in the front office, the owner will ultimately determine which direction their organization will go. This team's owner is committed to reinvesting everything back into the team so the need for a profit-maximization strategy is unnecessary. Further, the philosophy of the owner is diminished as long as the NFL. has the final say on ticket strategies such as variable pricing. These philosophies, whether centered on tradition or trend, will ultimately come from the top