live concert business plan

Concert Promoter Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business Plans » Entertainment Sector

Do you want to start a concert promotion and need to write a plan? If YES, here is a sample concert promoter business plan template & FREE feasibility report.

If you are a good event organizer and you have what it takes to organize and promote events that people will be willing to pay for, then you should consider starting a business that is involved in the promotion of concerts and related events. This is one business that is thriving in the united states of America and of course in most countries of the world.

As a concert promoter, you are expected to work on behalf of concert organizers in order to help them promote their concerts so as to get all available seats booked. They also have to spend a lot of money in marketing to boost ticket sales. At the end of the day, the most important thing is for them to achieve their primary objective and that is to make profit.

If you decided to start a concert promotion business, you are expected to map out strategies on how to a raise startup capital, how to run the business, how to promote the business as well as how to make profits. Here is a sample concert promoter business plan template that can give you the needed direction to start yours.

A Sample Concert Promoter Business Plan Template

1. industry overview.

Players in the Concert and Event Promotion industry create, manage and promote live performances and events, ranging from concerts and theater performances to state fairs and air shows. Some promoters lease space from stadium-, arena- and theater-owners, while others own and operate venues.

A 2019 Deloitte survey of millennials finds that most value experiences: 57 percent of respondents said they prioritized travel and seeing the world over owning a home. For artists, appearing at music concerts is an easier way to make money than depending on record sales or long tours.

A recent report published by IBISWorld shows that the concert and event promotion industry’s success has been the result of continued demand for live entertainment and its value to US consumers. Over the five years to 2019, industry revenue is expected to grow at an annualized rate of 4.6 percent to $33.3 billion, including an increase of 2.3 percent in 2019 alone.

The current period is marked by the growing success of music concerts and rising ticket sales. Billboard Magazine estimates that over 32.0 million Americans attended at least one concert or related event in 2015. These trends, in conjunction with growing per capita disposable income, have fueled industry growth.

The concert and event promotion industry is thriving and viable. Statistics has it that in the United States of America alone, the concert and event promotion industry generate over $35 billion annually from more than 81,535 registered and licensed concert and event promotion companies.

The industry is responsible for the employment of over 277,749 people. Experts project the music groups and artist industry to grow at a 4.0 percent annual rate between 2015 and 2022. Please note that the companies holding the largest market share in the Concert & Event Promotion in the US industry are Live Nation Entertainment Inc. and The Anschutz Corporation.

No doubt the concert and event promotion industry cannot be said to be oversaturated despite the fact that the entry bar is dependent on sponsors. As a concert promotion company, if you are creative and hardworking, you can successfully create your own market. It is safe to say the industry is still growing especially with the advent of new social media platforms.

Some of the factors that encourage entrepreneurs to start their own concert promotion business could be that the business is easy to set up, the startup capital is indeed affordable and the running cost can be put at the minimum level; you can actually start your own concert promotion business from the comfort of your home.

All you need to do is to create an office somewhere in your house but you must ensure that you have robust relationship with sponsors.

One good thing about starting a concert promotion business is that even if you decided to start it in the United States of America, your market will not be restricted to entertainers or musical artists in the U.S.; the world will be your target market, many thanks to the internet that has made the world a global village.

All you need to do is to strategically position your concert promotion business on the internet and you will be amazed that international musical artists would want to perform in your concert.

2. Executive Summary

Eric Moore® Concert Promoters, Inc. is an all – round concert and event promotion company with the capacity of organizing and promoting world – class music concerts within the United States and all across the globe. The company will be based in East Rutherford – New Jersey.

We are aware that to run an all – round concert promoter outfit can be demanding which is why we are well trained and equipped to perform excellently well and to attract top – class music artistes from within the United States and other countries of the world.

Eric Moore® Concert Promoters, Inc. is a client-focused and result driven concert and event promotion company that creates, manages and promotes live performances and events, ranging from concerts and theater performances to state fairs and air shows. We will also lease space from stadium-, arena- and theater-owners, and in the nearest future we hope to own and operate our own venues.

At Eric Moore® Concert Promoters, Inc., our client’s best interest would always come first, and everything we do is guided by our values and professional ethics. We will ensure that we hire professionals who are well experienced in a wide variety of concert and event promotions.

Eric Moore® Concert Promoters, Inc. will at all times demonstrate her commitment to sustainability, both individually and as a firm, by actively participating in our communities and integrating sustainable business practices wherever possible. We will ensure that we hold ourselves accountable to the highest standards by meeting our client’s needs precisely and completely.

Our plan is to position the business to become the leading brand in the concert and event promotion line of business in the whole of New Jersey, and also to be amongst the top 20 concert and event promotion companies in the United States of America within the first 10 years of operation.

This might look too tall a dream but we are optimistic that this will surely come to pass because we have done our research and feasibility studies and we are confident that East Rutherford, New Jersey is the right place to launch our business before spreading to other parts of the United States.

Eric Moore® Concert Promoters, Inc. is owned by Mr. Eric Moore. Mr. Moore who is the Chief Executive Officer of the organization is a notable figure in the concert and event promotion industry in the United States and he graduated from both University of California – Berkley (First Degree), and University of Harvard (MSc.).

3. Our Products and Services

Eric Moore® Concert Promoters, Inc. is going to offer varieties of services within the scope of the concert and event promotion industry in the United States of America. Our intention of starting our concert and event promotion company is to make profits from the industry and we will do all that is permitted by the law in the US to achieve our aim and ambition.

Our business offerings are listed below;

• Organizing and promoting music concerts and related events at community, city, state and international stages
• Managing venues (e.g. arenas, amphitheaters, clubs and stadiums)
• Booking talent, including musicians and performers, for concert events
• Organizing logistics for events (e.g. concerts, tours, shows, festivals and pageants)

4. Our Mission and Vision Statement

• Our vision is to build a concert and event promotion company brand that will attract the highest number of attendees in any music concert not just in East Rutherford – New Jersey, but throughout the United States of America.
• Our mission is to work with artistes to bring their creativity to life on stages around the world and to produce more concerts, sells more tickets, and connect more brands to music than any of our competitors in the United States of America.

Our Business Structure

Eric Moore® Concert Promoters, Inc. will build a solid business structure that can support the growth of our business. The fact that we want to become one of the leading concert and event promotion companies in the United States makes it necessary to deliberately build a well – structured business from the onset.

We will ensure that we hire people that are qualified, hardworking, creative, customer centric and are ready to work to help us build a prosperous business that will benefit all the stakeholders. As a matter of fact, profit-sharing arrangement will be made available to all our senior management staff and it will be based on their performance for a period of five years or more as agreed by the board of trustees of the company.

One of our guiding principles is to take care of our own. That applies to our artists, fans, partners, and of course, our employees. Below is the business structure that we will build Eric Moore® Concert Promoters, Inc.;

• Chief Executive Officer

Concert and Event Promotion Manager

Admin and HR Manager

Marketing Executive

• Front Desk Officer

5. Job Roles and Responsibilities

Chief Executive Officer:

• Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results
• Creates, communicates, and implements the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
• Responsible for fixing prices and signing business deals
• Responsible for providing direction for the business
• Responsible for signing checks and documents on behalf of the company
• Evaluates the success of the organization
• Reports to the board
• Responsible for drawing up contracts and other legal documents for the company
• Advise artists and the organization accordingly before promoting concerts and related events
• Responsible for booking talent, including musicians and performers, for events
• Responsible for interviewing and hiring vendors, selecting and ordering materials, negotiating rates, coordinating the sequence of events, following up with guests and vendors and producing full-scale events.
• Plan, design and produce music concert events while managing all project delivery elements within time limits
• Liaise with artists and sponsors to identify their needs and to ensure customer satisfaction
• Conduct market research, gather information and negotiate contracts prior to closing any deals
• Provide feedback and periodic reports to stakeholders
• Propose ideas to improve provided services and event quality
• Organize facilities and manage all events’ details such as decor, catering, entertainment, transportation, location, invitee list, special guests, equipment, promotional material etc.
• Ensure compliance with insurance, legal, health and safety obligations
• Specify staff requirements and coordinate their activities
• Cooperate with marketing and PR to promote and publicize events
• Proactively handle any arising issues and troubleshoot any emerging problems on the event day
• Conduct pre- and post – event evaluations and report on outcomes
• Responsible for overseeing the smooth running of HR and administrative tasks for the organization
• Maintains office supplies by checking stocks; placing and expediting orders; evaluating new products.
• Defining job positions for recruitment and managing interviewing process
• Carrying out induction for new team members
• Responsible for training, evaluation and assessment of employees
• Responsible for arranging travel, meetings and appointments
• Oversee the smooth running of the daily office activities.
• Identify, prioritize, and reach out to new partners, and business opportunities et al
• Identifies development opportunities; follows up on sponsor leads and contacts; participates in the structuring and financing of projects; assures the completion of concerts and related events.
• Writing winning proposal documents, negotiate fees and rates in line with company policy
• Responsible for handling business research, marker surveys and feasibility studies for clients
• Document all customer contact and information
• Represent the company in strategic meetings
• Help increase sales and growth for the company
• Responsible for preparing financial reports, budgets, and financial statements for the organization
• Provides managements with financial analyses, development budgets, and accounting reports
• Responsible for financial forecasting and risks analysis.
• Performs cash management, general ledger accounting, and financial reporting for one or more properties.
• Responsible for developing and managing financial systems and policies
• Responsible for administering payrolls
• Ensuring compliance with taxation legislation
• Handles all financial transactions for the company
• Serves as internal auditor for the company

Client Service Executive

• Welcomes guests and clients by greeting them in person or on the telephone; answering or directing inquiries.
• Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client with a personalized customer service experience of the highest level
• Through interaction with clients on the phone, uses every opportunity to build client’s interest in the company’s products and services
• Manages administrative duties assigned by the manager in an effective and timely manner
• Consistently stays abreast of any new information on the company’s products, promotional campaigns etc. to ensure accurate and helpful information is supplied to clients when they make enquiries

6. SWOT Analysis

Eric Moore® Concert Promoters, Inc. engaged the services of a core professional in the area of business consulting and structuring to assist the firm in building a well – structured concert and event promotion company that can favorably compete in the industry.

Part of what the team of business consultant did was to work with the management of our organization in conducting a SWOT analysis for Eric Moore® Concert Promoters, Inc. Here is a summary from the result of the SWOT analysis that was conducted on behalf of Eric Moore® Concert Promoters, Inc.;

Our core strength lies in the power of our team and the location of our business. We have a team that can organize and effectively promote top-notch musical concerts, attract first – class music artists from any part of the world. We are well positioned and we know we will attract loads of sponsors and attendees in any location we choose to organize and promote our music concerts and related events.

As a new concert promotion company, it might take some time for our organization to break into the market and attract some of the high paying sponsors and well – established music artists to perform in our music concerts; that is perhaps our major weakness.

• Opportunities:

Household disposable income, which is affected by changes in interest rates, wages, taxes and employment, can influence demand for and expenditure on sporting and performing arts events held by Concert and Event Promotion industry operators.

Since industry events are discretionary, lower per capita disposable income results in weaker demand. Per capita disposable income is expected to increase in 2023, representing a potential opportunity for the industry.

Corporate profit is a useful indicator of industry success, as large companies often purchase corporate or premium seating at events to entertain clients. Moreover, companies with higher advertising budgets are likely to sponsor and advertise at events. As corporate profit rises, so does corporate spending on industry services. Corporate profit is expected to decrease in 2023, representing a potential threat to the industry.

7. MARKET ANALYSIS

• Market Trends

The concert and event promotion and entertainment industry is in a continuous state of evolution and as such, ground breaking strategies and ideas that are once highly successful are no longer as productive as they were in time past.

Close observation of the trend in the industry reveals that the past few years have seen the rise and proliferation of social media and new tech tools. The trend also extends to increased attention paid to engagement and new market segments, adopting eco-friendly measures and sustainability when planning events, and of course increase in demands from event sponsors.

As a matter of fact, social media has now become one of the most important tools music concert promoters/organizers leverage on to disseminate information about their events, interact with attendees, solicit feedback, and create year-round engagement with their target audience.

Furthermore, new software apps and emerging technology have made it easier for concert promoters to gather all the needed data and information that will help them plan and project for the future.

When we talk about the business side, music concerts have become more streamlined and shaped by the advent of big music promoters over the last decade. Organizing and promoting music concerts can somehow be challenging, between having to pay artistes enough to secure their performances, needing to sell a certain number of tickets in order to be successful, the additional costs of insurance and the risks of bad weather.

Large corporate live music concert promoters, such as Live Nation or AEG Live, have in recent years, acquired hefty controlling stakes in some of the country’s biggest festivals. Their organizational capacity helps to manage ticketing and other factors that come into play in organizing a festival.

After purchasing a controlling interest in Bonnaroo in 2015, Live Nation this year bought the remaining stake to gain total control of the festival. Live Nation also controls, or partially controls, festivals like Lollapalooza and Austin City Limits, among several dozen others.

Lastly, music itself has changed, as well, making festivals a bigger attraction for listeners. As streaming becomes one of the most popular ways to listen to music, sales of tickets and merchandise make up the bulk of fans’ expenditures on music. Because listening to music has become practically free (or subscription-based), the access is unprecedented—and makes live music that much more special.

8. Our Target Market

As an all – round concert and event promotion outfit, Eric Moore® Concert Promoters, Inc. organized a wide range of music concerts and related events hence we are well trained and equipped to service a wide range of clientele.

Our target market cuts across people of different class and people from all walks of life, local and international organizations (for sponsorship) as well a wide range of attendees. Below is a list of the people and organizations that we have specifically design our products and services for;

• Blue Chips Companies (Sponsorship)
• Corporate Organizations (Sponsorship)
• Religious Organizations (Sponsorship)
• Music Artists (Performers)
• Households/Families (Attendees)
• Residents in the locations where we will host our music concerts (Attendees
• Tourists (Attendees)

Our Competitive Advantage

We are quite aware that to be highly competitive in the concert and event promotion and entertainment industry means that you should be able to attract first – class music artists and you should be able to meet the expectations of both participants and sponsors of the concert.

Eric Moore® Concert Promoters, Inc. might be a new entrant into the industry in the United States of America, but the management of the business are highly qualified concert and event promotion professionals in the United States. These are part of what will count as a competitive advantage for us.

Eric Moore® Concert Promoters, Inc. does not believe in bureaucracy and we don’t mandate synergy. We keep our corporate teams small, because we trust that our decentralized divisions know how to make the best decisions for their businesses.

While we give a tremendous amount of independence to our employees, we are also precise and exacting about performance. There is no hiding behind process here. Employees are evaluated on their results and concrete contributions to our business.

Lastly, our employees will be well taken care of, and their welfare package will be among the best within our category in the industry meaning that they will be more than willing to build the business with us and help deliver our set goals and objectives.

9. SALES AND MARKETING STRATEGY

• Sources of Income

Eric Moore® Concert Promoters, Inc. is established with the aim of maximizing profits in the concert and event promotion and entertainment industry and we are going to go ensure that we do all it takes to attract clients on a regular basis and sign retainer-ships with them.

Eric Moore® Concert Promoters, Inc. will generate income by offering the following services;

10. Sales Forecast

We are well positioned to take on the available market in the United States and we are quite optimistic that we will meet our set target of generating enough income/profits from the first six months of organizing music concerts and grow the business and our clientele base beyond East Rutherford to other cities in New Jersey and other states in the United States.

We have been able to examine the concert and event promotion and entertainment market, we have analyzed our chances in the industry and we have been able to come up with the following sales forecast. Below are the sales projections for Eric Moore® Concert Promoters, Inc., it is based on the location of our business and the wide range of concert and related events promotion services that we will be offering;

• First Fiscal Year (FY1): $250,000
• Second Fiscal Year (FY2): $650,000
• Third Fiscal Year (FY3): $1.1 million

N.B : This projection was done based on what is obtainable in the industry and with the assumption that there won’t be any major economic meltdown and natural disasters within the period stated above. There won’t be any major competitor offering same additional services as we do within same location. Please note that the above projection might be lower and at the same time it might be higher.

• Marketing Strategy and Sales Strategy

We are mindful of the fact that there are stiff competitions amongst concert and event promotion companies in the United States of America; hence we have been able to hire some of the best business developers to handle our sales and marketing (sourcing for sponsorship).

Our sales and marketing team will be recruited base on their vast experience in the industry and they will be trained on a regular basis so as to be well equipped to meet their targets and the overall goal of the organization. We will also ensure that our excellent job deliveries speak for us in the market place.

Our goal is to grow our concert and event promotion company to become one of the top 20 in the United States of America which is why we have mapped out strategies that will help us take advantage of the available market and grow to become a major force to reckon with not only in the East Rutherford but also in other cities in the United States of America.

Eric Moore® Concert Promoters, Inc. is set to make use of the following marketing and sales strategies to attract clients;

• Introduce our business by sending introductory letters alongside our brochure to corporate organizations, music artiste’s managers and key stake holders in East Rutherford and other cities in New Jersey.
• Promptness in bidding for concert and event promotion/event management contracts
• Advertise our business in relevant business magazines, newspapers, TV and radio stations
• List our business on yellow pages ads (local directories)
• Attend relevant international and local expos, seminars, and business fairs et al
• Create different packages for different category of sponsors in order to work with their budgets and still deliver quality concert and event promotion events
• Leverage on the internet to promote our business
• Engage direct marketing approach
• Encourage word of mouth marketing from loyal and satisfied clients

11. Publicity and Advertising Strategy

We have been able to work with our brand and publicity consultants to help us map out publicity and advertising strategies that will help us walk our way into the heart of our target market (sponsors, music artistes and attendees).

We are set to take the concert and event promotion and entertainment industry by storm which is why we have made provisions for effective publicity and advertisement of our concert and event promotion company. Below are the platforms we intend to leverage on to promote and advertise Eric Moore® Concert Promoters, Inc.;

• Place adverts on both print (community – based newspapers and entertainment and lifestyle magazines) and electronic media platforms
• Sponsor relevant community – based events/programs
• Leverage on the internet and social media platforms like; Instagram, Facebook, twitter, YouTube, Google + et al to promote our brand
• Install our Billboards in strategic locations all around East Rutherford – New Jersey.
• Distribute our fliers and handbills in target areas
• Ensure that all our workers wear our branded shirts and all our vehicles are well branded with our company’s logo et al.

12. Our Pricing Strategy

When it comes to pricing for such a business as concert and event promotion, the pricing package is in two – folds. Firstly, pricing packages for sponsors and secondly prices for attendees (music concert access fee/ticket).

At Eric Moore® Concert Promoters, Inc. we will keep our fees below the average market rate for all of our sponsors and attendees by keeping our overhead low and by collecting payment in advance. In addition, we will also offer special sponsorship discounted rates to start – ups, nonprofits, cooperatives, and small social enterprises who want to sponsor our music concerts and related events.

• Payment Options

The payment policy adopted by Eric Moore® Concert Promoters, Inc. is all inclusive because we are quite aware that different customers prefer different payment options as it suits them but at the same time, we will ensure that we abide by the financial rules and regulation of the United States of America.

Here are the payment options that Eric Moore® Concert Promoters, Inc. will make available to her clients;

• Payment via bank transfer
• Payment with cash
• Payment via credit cards
• Payment via online bank transfer
• Payment via check
• Payment via mobile money transfer
• Payment via bank draft

In view of the above, we have chosen banking platforms that will enable our client make payment for sponsorship deals and purchase of tickets without any stress on their part. Our bank account numbers will be made available on our website and promotional materials to clients who may want to deposit cash or make online transfer for our services.

13. Startup Expenditure (Budget)

Starting a concert and event promotion business can be cost effective because on the average, you are not expected to acquire expensive machines and equipment.

Basically what you should be concerned about is the amount needed to secure a standard office facility in a good and busy business district, the amount needed to equip the office, purchase the required software applications, pay bills, promote the business and obtain the appropriate business license and certifications.

These are the key areas where we will spend our startup capital on;

• The total fee for incorporating the Business in the United States of America – $750.
• The budget for basic insurance policy covers, permits and business license – $2,500
• The amount needed to acquire a suitable Office facility in a business district 6 months (Re – Construction of the facility inclusive) – $40,000.
• The cost for equipping the office (computers, software applications, printers, fax machines, furniture, telephones, filing cabins, safety gadgets and electronics et al) – $ 5,000
• The cost for organizing and promoting our first music concerts (most venues are paid up front, and they get paid whether the concert is successful or not. The average cost to rent an arena is around $20,000 / night while the average cost to rent an amphitheater is around $10,000 / night. Smaller clubs cost less, but their capacity is also less.) – $50,000
• The cost of launching our official Website – $600
• Budget for paying at least one employee for 3 months plus utility bills – $10,000
• Additional Expenditure (Business cards, Signage, Adverts and Promotions et al) – $2,500
• Miscellaneous: $1,000

Going by the report from the market research and feasibility studies conducted, we will need over two hundred and fifty thousand (250,000) U.S. dollars to successfully setup a medium scale but standard concert and event promotion business in the United States of America.

Generating Funds/Startup Capital for Eric Moore® Concert Promoters, Inc.

Eric Moore® Concert Promoters, Inc. will be owned by Mr. Eric Moore. He decided to restrict the sourcing of the startup capital for the business to just three major sources.

• Generate part of the startup capital from personal savings
• Source for soft loans from family members and friends
• Apply for loan from the bank

N.B: We have been able to generate about $50,000 (Personal savings $40,000 and soft loan from family members $10,000) and we are at the final stages of obtaining a loan facility of $200,000 from our bank. All the papers and documents have been duly signed and submitted, the loan has been approved and any moment from now our account will be credited.

14. Sustainability and Expansion Strategy

Part of the plans we have in place to sustain Eric Moore® Concert Promoters, Inc. is to ensure that we continue to make available a wide range of sponsorship packages, tickets types, deliver quality services, improvise on how to do things faster and cheaper. We are not going to relent in providing conducive environment for our workers and also the required trainings that will help them deliver excellent services at all times.

From our findings, another factor that kills businesses is financial leakages. In order to plug financial leakages, the management of Eric Moore® Concert Promoters, Inc. adopted the use of payment machine and accounting software to run the business especially as it relates to the sale of tickets.

We are quite aware that our customers are a key component to the growth and survival of our business hence we are going to continuously engage them to give us ideas on how to serve them better. We will not waste time in adopting new technology, best practices and diversifying our services.

Eric Moore® Concert Promoters, Inc. will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our company’s corporate culture is designed to drive our business to greater heights and training and re-training of our workforce is at the top burner.

We know that if that is put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.

Check List/Milestone

• Business Name Availability Check: Completed
• Business Incorporation: Completed
• Opening of Corporate Bank Accounts: Completed
• Opening Online Payment Platforms: Completed
• Application and Obtaining Tax Payer’s ID: In Progress
• Application for business license and permit: Completed
• Purchase of Insurance for the Business: Completed
• Conducting Feasibility Studies: Completed
• Generating part of the startup capital from the founder: Completed
• Applications for Loan from our Bankers: In Progress
• Writing of Business Plan: Completed
• Drafting of Employee’s Handbook: Completed
• Drafting of Contract Documents: In Progress
• Design of The Company’s Logo: Completed
• Packaging Marketing/Promotional Materials: Completed
• Recruitment of employees: In Progress
• Purchase of furniture, office equipment, electronic appliances and facility facelift: In progress
• Creating Official Website for the Company: In Progress
• Creating Awareness for the business (Business PR): In Progress
• Health and Safety and Fire Safety Arrangement: In Progress
• Establishing business relationship with sponsors, venue managers, music artists, vendors and key players in the industry: In Progress

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How to Start a Concert Venue Business

Main Sections In This Post Steps To Starting A Concert Venue Business Points to Consider Resources Knowledge Is Power Featured Video

This post provides an overview of running a concert venue and a comprehensive step-by-step guide.

You’ll also discover resources for the initial phase and when your venue hosts events.

There’s much to absorb, so consider saving this page. If it resonates, share it!

Let’s get started with the steps.

Steps to Starting a Concert Venue Business

Below are the steps to starting a concert venue business.

Each step is linked to a specific section, allowing you to jump to your desired section or scroll to follow the steps in order.

• An Overview of What You’re Getting Into
• Concert Venue Business Overview
• Researching Your Concert Venue Business
• Looking at Financials
• Choosing A Business Location
• Creating Your Mission Statement
• Creating A Unique Selling Proposition (USP)
• Choose a Concert Venue Business Name
• Register Your Company
• Create Your Corporate Identity
• Writing a Business Plan
• Banking Considerations
• Getting the Funds for Your Operation
• Software Setup
• Business Insurance Considerations
• Supplier Considerations
• Physical Setup
• Creating a Website
• Create an External Support Team
• Hiring Employees

1.  An Overview of What You’re Getting Into

Is Starting a Concert Venue Business the Right Step for You?

Passion – The Driving Force for Success

There is a key factor to succeeding in the concert venue business, and that factor is you! Understanding how you feel about owning and running a concert venue business is crucial.

Passion plays a significant role in the success of your venture. It is the driving force you need to navigate the challenges that may arise.

When you’re passionate about your concert venue business, any problems that come your way will be seen as opportunities for finding solutions. On the other hand, without that passion, you may find yourself looking for a way out when faced with difficulties.

Are You Passionate About Owning a Concert Venue Business?

Ask yourself: How passionate are you about owning your concert venue business? This question is essential as it will shape your journey as an entrepreneur in the concert industry.

An Interesting Perspective: Your 5 Wishes

Let’s look at an interesting perspective to gauge your passion. Imagine you were granted 5 wishes for anything you want. No restrictions! Now, with these wishes at your disposal, consider an important question: Would you start a concert venue business with one of your wishes in this situation?

Your Answer Matters

If your answer is a resounding yes, it shows that you are truly passionate about owning and operating a concert venue business and are heading in the right direction.

Your passion will be a driving force in overcoming obstacles and achieving success in the concert industry.

Discovering Your True Calling

However, if your answer is no, it’s time to reflect further. Consider what you would prefer to do instead. Perhaps, there is another path that aligns better with your passions and aspirations.

Exploring your true calling and pursuing a path that brings you fulfillment and satisfaction is essential.

Passion Paves the Way to Success

In summary, passion is the key to increasing your chances of success in the concert venue business.

The fuel will propel you forward, even during challenging times. Without passion, you may find yourself fighting an uphill battle. So, take the time to assess your passion and commitment to the concert venue business.

With unwavering dedication and enthusiasm, you can create a thriving and rewarding concert venue venture that resonates with your deepest desires.

For More, See How Passion Affects Your Business . Also, see, Considerations Before You Start Your Business to identify key points for a new business owner.

2. Gaining an Overview of Owning a Concert Venue Business

Next, let’s spend some time on key issues to give you an overview of what to expect from owning and running your business.

a.) A Quick Overview of Owning a Concert Venue Business

A concert venue business is a facility or location that hosts live performances, typically music concerts, for audiences. These businesses can range in size from small intimate clubs to large stadiums that hold tens of thousands of people.

They provide a space for artists, musicians, and performers to present their work to fans and generate revenue through ticket sales, merchandise, and sometimes concessions.

The concert venue serves as a place for entertainment and a hub for cultural and social interaction among attendees.

Day-to-Day Tasks of Running a Concert Venue

Booking and Scheduling :

Securing dates with artists, bands, or their management.

A balanced calendar of events is essential to ensure steady revenue and varied entertainment for patrons.

Maintenance and Upkeep :

Regularly checking and maintaining the sound and lighting systems, seating areas, and overall facility is crucial to ensure a safe and enjoyable experience for performers and attendees.

Marketing and Promotion :

Creating and implementing advertising strategies to promote upcoming concerts and events is crucial for ensuring ticket sales.

This can include social media campaigns, print advertising, or partnerships with local businesses.

Ticket Sales Management :

This includes overseeing ticket pricing, sales, and distribution online and at the box office.

Staff Management :

Hiring, training, and scheduling staff such as security, ushers, ticket agents, and concessions workers is a continuous task. Their effectiveness and professionalism can significantly impact the overall experience at the venue.

Financial Management :

This involves managing the venue’s budget, ensuring that expenses are kept in check and revenue targets are met.

This also includes settling with artists or their management after events.

Compliance and Licensing :

Staying updated with local and state regulations and ensuring the venue complies with all licensing requirements, including alcohol sales, if applicable, is essential to avoid legal complications.

Customer Service :

Addressing concerns, feedback, and patron complaints promptly and professionally ensures the venue maintains a positive reputation.

By understanding these tasks, anyone interested in the concert venue industry can better appreciate the intricacies and dedication required to operate a successful business in this sector.

b.) A Key Points To Succeeding in a Concert Venue Business

Building a Solid Customer Base :

In the initial stages, attracting a consistent audience can be challenging. Hosting diverse events and offering introductory promotions can help attract and solidify a loyal customer base.

Fostering Strong Relationships :

Forming meaningful bonds with customers, suppliers, and employees lays the foundation for trust and collaboration. These relationships can lead to repeat business, favorable deals, and a motivated workforce.

Meeting Customer Desires :

Understand and cater to the preferences of your audience. Offer concerts, products, and services that resonate with their tastes.

Valuing Customer Feedback :

Listen to what your customers have to say. When they highlight genuine issues in line with your business operations, taking action demonstrates commitment.

Prioritizing Customer Service :

Recognize that customers are the backbone of your business. Ensure every interaction they have at your venue is positive, welcoming, and memorable.

Offering Consistent Value :

Always prioritize giving your customers more than they expect. Whether through exclusive events or exceptional amenities, delivering value retains patrons.

Hiring the Ideal Team :

The right people can make or break the business. Be meticulous in hiring and choosing individuals who align with the venue’s mission and values.

Effective Staff Management :

Foster a supportive work environment. Treating staff with respect and emphasizing teamwork boosts morale and can reduce turnover.

Overseeing Cash Flow :

Financial prudence is vital. Regularly monitor your cash flow, ensuring that revenue covers operational expenses and allows growth.

Optimizing Costs :

Strive for cost efficiency. However, never compromise on the quality of services or products, as it can damage your venue’s reputation.

Embracing Change :

The entertainment industry is dynamic. Stay abreast of trends, technological advances, and shifts in customer preferences to remain relevant.

Navigating Revenue Shifts :

Seasons or events can cause fluctuating income. Plan, set aside reserves, and diversify events to counteract lean periods.

Addressing Competition :

Stay informed about what other venues are doing. Innovate, differentiate, and consider collaborations to coexist and thrive in a competitive landscape.

Championing Effective Promotion :

Whether you handle it internally or enlist experts, impactful marketing draws attention. Adopt a mix of traditional and digital strategies tailored to your target audience.

Incorporating these strategies can elevate the chances of success for anyone in the concert venue business.

They underscore the importance of adaptability, financial prudence, and unwavering focus on customer satisfaction.

c.) Making Your Concert Venue Business stand out

Unique Themes and Decor :

Create a distinct ambiance that separates your venue. Using interior design, artwork, or themed nights can transform an ordinary venue into an extraordinary experience.

Exclusive Performances :

Collaborate with artists for exclusive shows or album launch events. These special events can drive ticket sales and media attention.

Technology Integration :

Incorporate state-of-the-art sound and lighting systems. Advanced technology can enhance the concert experience, making performances memorable.

Sustainable Practices :

Embrace green initiatives like recycling, solar power, or biodegradable materials. Environmentally-conscious customers will appreciate and support eco-friendly venues.

Community Engagement :

Host local talent nights or community-driven events. Building ties with the community can foster loyalty and offer local artists a platform.

Educational Initiatives :

Conduct workshops or masterclasses with musicians, technicians, or industry professionals.

Such sessions can attract a diverse crowd and position your venue as a knowledge hub.

Innovative Partnerships :

Collaborate with local businesses for joint promotions or events. Partnering with breweries, restaurants, or art galleries can create a holistic experience for patrons.

d.) Add on Ideas for a concert venue Business

VIP Packages :

Offer exclusive seating areas, backstage passes, or meet-and-greet opportunities with artists.

Premium experiences can attract a dedicated clientele willing to pay for exclusivity.

Merchandise Corner :

Design and sell venue-branded merchandise, like t-shirts, posters, or accessories. Collaborate with performing artists to sell their merchandise and share profits.

Food and Beverage Outlets :

Establish a gourmet snack bar or collaborate with local food vendors. Themed cocktails or signature dishes can enhance the concert experience.

Photography Services :

Provide professional photography services for attendees. Capture moments they can take home as souvenirs or share on social media.

Themed Nights :

Organize events around themes or genres, such as ’80s retro nights or jazz evenings. This caters to niche audiences and offers variety.

Rental Spaces :

Offer parts of your venue for private events, like birthday parties or corporate events. Diversifying usage can ensure consistent revenue.

Interactive Installations :

Set up art installations or interactive exhibits related to the music world. These can serve as attractions and provide engaging experiences beyond just the concert.

Membership Programs :

Introduce loyalty programs or memberships.

Offer discounts, early access to tickets, or special events to members, fostering a sense of community and repeat patronage.

Incorporating these add-ons and standout features can elevate the status of a concert venue, ensuring it’s not just another place for music but a holistic experience for patrons.

e.) Concert Venue Business Models

Types of Concert Venue Business Setups and Their Business Models

Intimate Clubs and Bars :

These small venues, often accommodating fewer than 500 patrons, focus on offering an up-close experience with performers.

Business Model :

Revenue generation primarily through cover charges, ticket and drink sales.

Collaborations with local artists can lead to reduced upfront fees, instead opting for a profit-sharing model from the night’s earnings.

Theaters and Auditoriums :

Mid-sized venues that can host diverse performances, from plays to concerts.

Ticket sales form the bulk of revenue. Merchandising, concessions, and renting the space for private events or recordings can also contribute.

Outdoor Amphitheaters :

Open-air venues often host larger concerts or music festivals.

Aside from ticket sales, these venues might benefit from on-site parking fees, concessions, vendor booth rentals during festivals, and VIP packages.

Stadiums and Arenas :

These massive venues are designed for big-name acts and can hold tens of thousands of attendees.

There is major revenue from ticket sales, with significant earnings from VIP packages, food and beverage sales, merchandise, and brand sponsorships.

Pop-Up Venues :

Temporary spaces, like rooftops, warehouses, or parks, are transformed for unique concert experiences.

Due to their temporary nature, a significant portion of revenue comes from ticket sales and partnerships with brands looking for unique advertising platforms.

Specialty Music Venues :

Spaces dedicated to specific genres, like jazz clubs or classical music halls.

Revenue from ticket sales, specialty food and drink menus catered to the genre’s audience, and membership or subscription programs for regular attendees.

Historic or Themed Venues :

Locations known for their architectural, historical, or thematic significance.

These venues can charge a premium on ticket prices due to their unique appeal. Additionally, guided tours, special events, and merchandise related to the venue’s theme or history can boost revenue.

Choosing the right business model from the beginning is crucial, as switching your model later is more challenging.

Identifying a profitable and high-demand niche for your concert venue business is essential.

f.) Questions You Need to Consider for Your Concert Venue Business

Preparing for Your Concert Venue Business: Key Questions

Concert Venue Business Model :

What model are you considering? Are you thinking of a small intimate club, a large stadium, a themed venue, or a pop-up concert space?

Operational Roles :

Will you be directly involved in the day-to-day activities, or will you hire employees to handle specific roles?

Management Decisions :

Do you envision overseeing the management aspects, or would you prefer hiring an experienced venue manager to handle the operations?

Partnerships and Funding :

Are you considering bringing partners or seeking investors to finance your venture?

Location Choices :

Are you leaning towards a home-based concert setup for small private performances, or do you have a commercial location in mind?

Physical versus Digital Presence :

While the essence of a concert venue is physical, are you considering integrating online elements such as virtual concerts or streaming capabilities?

Growth and Vision :

Have you considered your concert venue’s future? What are your aspirations, and how do you envision scaling up?

Genre and Theme :

Have you decided on the type of music or themes your venue will focus on? Will it be a mix, or will you specialize in a particular genre?

How do you plan to create buzz and attract crowds to your venue? What promotional strategies are you considering?

Legal and Compliance :

Have you considered the licenses and permits required to operate a concert venue in your region?

Financial Planning :

How do you intend to finance the initial setup? Have you created a budget forecast and break-even analysis?

How will you integrate and contribute to the local community through your venue? Are there opportunities for local artists or community-driven events?

By thoughtfully addressing these questions, you’ll gain clarity on your concert venue venture’s direction and be better prepared for the challenges ahead.

g.) Pros and Cons of Owning a Concert Venue Business

Pros of Running a Concert Venue Business

Be Your Own Boss :

Owning a concert venue allows you to take the lead, overseeing every decision and direction the business takes.

Decision-Making Authority :

You have the final say in every aspect of the business, from bookings to promotions, allowing you to steer the venture based on your vision.

Creative Freedom :

There’s ample room for creativity, from designing the venue to deciding on event themes.

Potential for High Revenue :

With a successful strategy, concert venues can generate significant revenue, especially during peak seasons or high-demand events.

Flexible Working Hours :

Once you’ve established a trustworthy team, you can enjoy the flexibility of setting your hours and taking time off as needed.

Control Over Your Working Environment :

You determine the venue’s ambiance, ethos, and culture, ensuring it aligns with your personal preferences.

Networking Opportunities :

Owning a venue offers countless chances to network with artists, producers, and industry insiders, potentially leading to more opportunities and collaborations.

Sense of Fulfillment :

There’s a unique satisfaction in hosting successful events and concerts, bringing joy and entertainment to many.

Cons of Running a Concert Venue Business

Shouldering Responsibilities :

Every problem, big or small, will land on your desk, from maintenance issues to disputes with performers.

Irregular Income :

You may face fluctuating income in the early days, with some months more profitable than others.

Challenging Start-Up Phase :

Getting the business off the ground can be an uphill task, from acquiring licenses to promoting initial events.

Customer Acquisition and Retention :

Attracting a steady flow of patrons and ensuring they remain loyal can be demanding, especially with increasing competition.

Extended Working Hours :

In the beginning or during big events, be prepared to put in extra hours to ensure everything runs smoothly.

Success Pressures :

Owning a business comes with its set of pressures, especially when you’re accountable to investors or have taken on substantial loans.

Initial Investment :

Setting up a concert venue can be capital-intensive, from leasing or purchasing space to setting up sound systems and other infrastructure.

Constant Evolution :

The entertainment industry is ever-changing. You must stay updated with trends and continuously adapt to ensure relevance.

Inherent Business Risks :

From financial downturns to unexpected global events, various factors can impact the profitability and operations of your venue.

Regulatory and Compliance Challenges :

Concert venues must adhere to numerous regulations, from noise levels to safety standards, which can sometimes be complex and costly.

Reputation Management :

A single negative event, be it an unruly concert or a negative review, can affect the venue’s reputation, making damage control a continuous effort.

These pros and cons can provide valuable insights, helping prospective owners decide about entering the concert venue business.

For more, see Pros and Cons of Starting a Small Business.

3. Research

Concert Venue Business Research: A Crucial Step

Thorough Research for Concert Venue Business Success

Before taking any further action, conducting thorough research for your concert venue business is paramount.

Quality information will provide valuable insights and help you understand the dynamics of the concert industry.

Without it, you might find yourself facing unexpected challenges.

Learning from Experienced Concert Venue Business Owners

One of the best ways to gather the most reliable information is by seeking advice from experienced people in the concert venue business.

These individuals are qualified to share valuable insights that you can depend on.

Gaining Priceless Insights

Spending time with these experienced professionals can be priceless. It is a unique opportunity to tap into their vast knowledge and years of experience in the concert industry.

Their guidance can be instrumental in setting up and managing your successful concert venue business.

An Article with Actionable Ideas

To help you find and approach the right people, I have written an article that offers valuable ideas.

It will guide you through contacting experienced concert venue owners in an acceptable and non-threatening manner.

While the steps go beyond the scope of this post, I strongly recommend reading the full article to gain a comprehensive understanding of what you’re getting into.

Taking the Next Step: Read the Article

For a more in-depth understanding of how to connect with experienced concert venue business owners and benefit from their knowledge, click on the link below to access the article.

This article will be a valuable resource as you embark on your journey into the concert venue business:

See An Inside Look Into the Business You Want To Start for all the details.

Target Audience

Understanding your target audience is crucial for a concert venue business.

When you know your target market, you can tailor your offers to appeal to potential customers, providing products and services that genuinely interest them.

This level of understanding enables you to build meaningful connections and enhances the overall concert experience for attendees.

Target Market Ideas:

• Music enthusiasts of various genres (rock, pop, hip-hop, classical, etc.).
• Local residents looking for entertainment options.
• Tourists seeking cultural experiences and live music events.
• Event planners and organizations in need of a venue for performances.
• College students and young adults seeking vibrant social activities.
• Businesses looking to host corporate events or team-building activities.
• Families interested in family-friendly concerts and events.

For more, see How To Understand Your Target Market.

4. Looking at Financials:

Overview of a Concert Venue Business: Costs, Revenue, and Profitability

Startup Cost :

To ensure your concert venue’s successful launch, an accurate estimation of startup costs is essential for a seamless transition from the planning phase to the grand opening.

Underestimating can lead to financial shortfalls, potentially hindering your venue’s inauguration.

Overestimating makes the venture appear financially unstable to potential investors or partners.

Your costs will vary based on factors like the venue’s size and location, whether you’re hiring staff right away, opting for new or pre-owned sound equipment, and leasing or outright purchasing the venue space.

To gauge an accurate estimate, draft a list of essentials and price them out. As you investigate, unforeseen expenses may emerge, which you can then incorporate into your financial projections.

For more detailed information, refer to my article on Estimating Startup Costs.

Sales and Revenue :

The revenue of your concert venue will be influenced by:

• The appeal of your scheduled performances and events.
• Audience demand for live entertainment experiences.
• How effectively you market your venue, ensuring the right demographics know your events.

Achieving profitability in the concert venue business isn’t merely about ticket sales.

It’s imperative to account for various expenses, such as lease or mortgage payments, staff salaries, utilities, equipment maintenance, and other overheads.

For your venue to thrive, sales must cover these monthly expenditures and yield enough to compensate you adequately.

This balance ensures the business’s long-term sustainability and success.

For More, See Estimating Profitability and Revenue

Sample Financial Lists As a Starting Point

Broad Overview of Financial Considerations for a Concert Venue Business

Below are three overly simplified sample financial lists to give you a broad overview of the areas to focus on.

SAMPLE Startup Costs for a Small Concert Venue Business (USA):

• Property Purchase/Down Payment : $200,000 – $500,000
• Renovations and Interiors : $50,000 – $200,000
• Sound and Lighting Equipment : $30,000 – $100,000
• Licensing and Permits : $5,000 – $20,000
• Initial Marketing and Promotion : $10,000 – $50,000
• Seating and Stage Setup : $20,000 – $80,000
• Initial Inventory (Alcohol, Food, Merchandise) : $10,000 – $40,000
• Staff Training : $3,000 – $10,000

Total Startup Costs : $328,000 – $1,000,000

SAMPLE Monthly Expenses for a Concert Venue Business (USA):

• Rent/Mortgage : $5,000 – $20,000
• Utilities (Electricity, Water, Internet) : $2,000 – $5,000
• Staff Salaries : $10,000 – $30,000
• Loan Repayments : $2,000 – $7,000
• Maintenance and Repairs : $1,000 – $5,000
• Marketing and Advertising : $3,000 – $10,000
• Inventory Restocking : $5,000 – $15,000
• Miscellaneous : $2,000 – $6,000
• Entertainment Costs:   Bands may need to be paid if you promote the event rather than renting your venue to a promoter. It depends on their popularity. A local band might cost a few thousand dollars, while a well-known band could cost as much as six figures.

Total Monthly Expenses : $30,000 – $98,000

SAMPLE Sales and Profit Outline:

Let’s assume the venue can host 8 events per month, with an average ticket price of $50 and an average attendance of 350 people per event:

Monthly Revenue from Ticket Sales : 8 events x 350 tickets x $50 = $140,000

Additional Revenue (Food, Drinks, Merchandise) : $5 per attendee x 350 attendees x 8 events = $14,000

Total Monthly Revenue : $154,000

Profit (after deducting the upper limit of monthly expenses) : $154,000 – $98,000 = $56,000

This profit outline is based on our samples’ monthly revenue and expenses.

These fictitious examples provide a broad perspective on the financial factors you might need to consider when planning to start your concert venue business.

Adjusting costs can critically determine the success of the business. A marginal change in profit per ticket, especially with a defined number of events, can significantly alter your overall profits.

It’s essential to remember that many new businesses take time to become profitable, given the challenges of establishing a loyal clientele, earning a good reputation, and optimizing operations.

Your exact figures will differ, as every business environment is unique and influenced by many factors.

Research thoroughly and consider seeking professional advice when determining your business’s startup costs and operating expenses and estimating revenues and profits.

5. Choosing The Right Business Location

Location is a critical factor that can determine the success or failure of your concert venue business. Making the right choice will significantly impact your venture.

Demand and Competition: Striking the Right Balance

Operating in a location with little to no demand for live music events can lead to failure even before launching your business.

On the other hand, opening in an area saturated with competitors may make it challenging to gain market share.

Ideally, you want a location with sufficient demand and a manageable level of competition.

Affordability vs. Exposure

Consider your budget carefully when selecting a location.

Operating in a highly populated area may provide more exposure, but you must ensure your concert venue can still be profitable with the additional expenses.

Conversely, opting for a more affordable area might save costs, but you must assess whether it will generate enough ticket sales and revenue.

Thorough Research is Key

Choosing the right location is a vital factor in the success of your concert venue business.

Conduct thorough research to assess potential locations’ demand, competition, and financial viability.

Doing so can increase the chances of your concert venue thriving in its chosen area.

For more about business locations, see Choosing The Best Location for Your Business.

6. Create Your Mission Statement

Overview: The Importance of a Mission Statement for Your Concert Venue Business

A mission statement is a valuable tool in identifying and defining the purpose of your concert venue business.

It serves as a guiding principle, keeping you focused on the main benefits you aim to offer your customers and community.

Examples of Mission Statements for a Concert Venue Business:

• “To create an inclusive and vibrant space where music enthusiasts of all ages can come together, experience exceptional live performances, and foster a sense of community through the power of music.”
• “Our mission is to be the premier concert venue that showcases diverse genres of music, providing unforgettable experiences for both local and visiting audiences, while contributing to the cultural enrichment of our city.”
• “At our concert venue, we are committed to delivering top-tier performances, cultivating emerging artists, and contributing to the growth and appreciation of the arts in our community.”
• “To be a hub for artistic expression and entertainment, offering a dynamic range of concerts and events that captivate audiences, create lasting memories, and celebrate the magic of live music.”
• “Our purpose is to bring people together through shared musical experiences, promoting a sense of unity and joy, while supporting local musicians and contributing positively to the cultural landscape of our region.”

For more, see, How To Create a Mission Statement

7. Creating A Unique Selling Proposition (USP)

Overview: The Role of Unique Selling Proposition in Your Concert Venue Business

A Unique Selling Proposition (USP) is a powerful tool that helps you identify and develop distinctive aspects that set your concert venue business apart from competitors.

A USP allows you to create something special that appeals uniquely to your target audience.

Examples of USPs for a Concert Venue Business:

• “Our concert venue offers an intimate setting with state-of-the-art acoustics, providing an unparalleled live music experience for every attendee.”
• “At our venue, we curate a diverse lineup of world-class artists, ensuring an eclectic mix of musical genres that cater to the varied tastes of our audience.”
• “Our concert venue embraces sustainability, incorporating eco-friendly practices in our operations to promote environmental consciousness within the music industry.”
• “We differentiate ourselves by providing exceptional customer service, ensuring every guest feels valued and appreciated throughout their concert experience.”
• “With a strong focus on local talent, our concert venue serves as a platform for budding musicians to showcase their skills and connect with a supportive community of music lovers.”

8. Choose a Business Name

Choosing the Perfect Name for Your Concert Venue Business

Selecting the right name for your concert venue business is vital. You need something catchy, appropriate, easy to pronounce, and memorable.

Since business names are usually long-lasting, your chosen name will represent your company throughout its existence.

Consider Online Presence and Availability

It’s essential to have a matching domain name for your online presence.

Ensure the name you desire isn’t already registered by another business to avoid conflicts.

30 Creative Ideas for Concert Venue Business Names:

• Harmony Hall Concerts
• Melody Central Venue
• Encore Events Center
• Groove Junction Concerts
• Symphony Spot
• Radiant Rhythms Venue
• Starlight Soundstage
• Serenade Plaza
• Euphoria Concert Hall
• Crescendo Center
• Harmonic Heights Venue
• Pulse Pavilion
• Luminary Lounge
• Acoustic Aura Concerts
• Melodic Oasis Venue
• Rhythmic Revelry Hall
• Crescendo Connections
• NoteWorthy Venue
• Melodious Meadows Concerts
• Soothing Soundscapes
• Harmony Haven Venue
• BeatBox Concert Hall
• Vivid Vibration Venue
• Serendipity Sounds
• Symphony Serenade
• Resonance Center Stage
• Cadence Corner
• Elixir Ensemble
• Echoes Emporium
• Harmony Heights Hall

Use these ideas as inspiration to craft a unique and original business name that reflects the essence of your concert venue.

For more, see the following articles:

• How To Register a Business Name
• Registering a Domain Name For Your Business

9. Register Your Company

Ensuring Legal Compliance for Your Concert Venue Business

Operating a concert venue business requires ensuring all legal aspects are in order. This protects your venture, ensures you are eligible for potential tax benefits, and minimizes liability risks.

Consider seeking professional advice to navigate the complexities of legal requirements effectively.

Consulting with a Professional for Legal Setup

Engaging a qualified professional, such as an attorney or business consultant, can be beneficial in assessing the legal structure of your concert venue business.

They can guide you through the necessary steps to establish a solid legal foundation, ensuring compliance with local and federal regulations.

Common Types of Registrations for a Concert Venue Business:

• Sole Proprietorship: Operating the concert venue as an individual owner, assuming all responsibilities and liabilities.
• Partnership: Forming a business with two or more owners, sharing responsibilities and liabilities.
• Limited Liability Company (LLC): Combining the benefits of a corporation and a partnership, providing personal liability protection for owners.
• Corporation: Establishing a separate legal entity from its owners, offering personal liability protection.

Permits and Licenses for a Concert Venue Business:

• Business License: Required to operate a legal business in your city or county.
• Entertainment License: Specific license for hosting live entertainment events.
• Alcohol License: If serving alcoholic beverages at your venue, you need this license.
• Fire Safety Permit: Ensuring compliance with fire safety regulations for public gatherings.
• Noise Permit: This permit may be necessary if your concerts generate amplified noise.
• Health Department Permit: Ensuring food and beverage service compliance with health and sanitation standards.
• Occupancy Permit: Certifying the maximum capacity of your venue for safety purposes.
• Music Licensing: Obtaining the necessary licenses to play copyrighted music during events.

By understanding and fulfilling these legal obligations, you can set your concert venue business on a solid legal footing, allowing you to focus on creating memorable experiences for your audience while operating responsibly and within the bounds of the law.

Registration:

• How to Register Your Business
• How To Register a DBA
• How to Register a Trademark
• How to Get a Business License

Business Structures:

• How to Choose a Business Structure
• Pros & Cons of a Sole Proprietorship
• How To Form an LLC
• How To Register a Business Partnership
• How To Form a Corporation
• How To Choose a Business Registration Service

10. Create Your Corporate Identity

Creating a Strong Corporate Identity for Your Concert Venue Business

A Corporate Identity (Corporate ID) is a crucial design element representing your concert venue business.

It includes your logo, business cards, website, business sign, stationary, and promotional items.

Establishing a consistent and professional design is essential in leaving a lasting impression on new and existing customers.

The Components of Corporate Identity for a Concert Venue Business:

• Logo: Design a captivating and memorable logo that reflects the essence of your concert venue and can be used across various platforms.
• Business Cards: Create professional business cards that showcase your venue’s branding and contact information.
• Website: Develop an engaging and user-friendly website that provides essential information about your concerts and events.
• Business Sign: Display an eye-catching, well-designed sign outside your venue to attract attention.
• Stationery: Ensure all stationery, such as letterheads and envelopes, follows the consistent corporate design.
• Promotional Items: Utilize branded promotional items like posters, flyers, and merchandise to enhance visibility and recognition.

Consistency for Maximum Impact

Maintaining consistency in your concert venue’s corporate design is vital in reinforcing your brand identity and leaving a professional impression on your audience.

This visual cohesion fosters a sense of trust and reliability, which is crucial in attracting and retaining customers.

By investing in a strong Corporate Identity, your concert venue business can establish a compelling and recognizable brand presence in the market, making it stand out in a competitive industry.

You can see our page for an overview of your logo , business cards , website , and business sign , or see A Complete Introduction to Corporate Identity Packages.

11. Writing a Business Plan

The Concert Venue Business Plan: Navigating the Music Industry

The Essence of a Business Plan:

A business plan remains a fundamental document for concert venue operators.

It’s not just about securing funds or wooing investors; it’s your guiding star, ensuring alignment from the startup phase to regular events hosting.

Crafting the Vision:

Drafting a business plan is like painting a vivid picture of your concert venue’s future.

This isn’t a race. Deliberate, detailed planning lets you hone in on how you see the venue evolving once it’s buzzing with audiences and performances.

Options at Your Disposal:

Crafting a business plan for your concert venue doesn’t require a strict template.

Whether it’s a DIY approach, hiring a seasoned professional, using an available template, or tapping into dedicated software – the key lies in ensuring the end product rings true to your vision.

Stay Engaged:

Should you opt for a professional touch, remember to be more than just a spectator.

Your active involvement ensures the plan captures the essence, offerings, and unique management strategies you have in mind for the concert venue.

Evolving with the Times:

Music trends shift. Audiences evolve. Tech disrupts. Given this dynamic landscape, periodically dusting off and revising your business plan can ensure your concert venue remains relevant by fine-tuning the plan or your operation.

A Fictitious Business Plan Example for a Concert Venue

Concert Venue Business Plan: The Rhapsody Hall

Executive Summary: Business Name: The Rhapsody Hall Location: 123 Harmony Lane, Music City, USA Mission: To offer a premier concert experience by showcasing diverse musical talents in an iconic setting.

Business Objectives:

• Host a minimum of 12 major events annually.
• Achieve 90% occupancy for all major events in the first year.
• Garner partnership deals with local businesses for mutual promotions.

Business Description & Offerings: The Rhapsody Hall is a state-of-the-art concert venue with a seating capacity 350.

We will host various events, including concerts, live podcast recordings, and other musical events. Our bar area will serve refreshments and snacks.

Market Analysis:

• Target Audience: Music enthusiasts aged 18-45 within a 50-mile radius.
• Competition: Three other nearby concert venues, each with unique offerings.
• Opportunities: Increasing demand for live entertainment post-pandemic; emerging local musical talents seeking platforms.

Marketing & Sales Strategy:

• Advertising: Collaboration with local radio stations, social media campaigns, and partnerships with nearby businesses.
• Promotions: Early bird ticket discounts, loyalty programs, and group ticket deals.
• Partnerships: Deals with local food and beverage vendors to offer exclusive deals to ticket holders.

Management & Staff:

• Owner: Jane Doe
• Venue Manager: John Smith
• Operations Team: A team of 10 responsible for event coordination, tech setup, and guest services.
• Bar Staff: Five bartenders and servers.

Financial Projections:

• Startup Costs: $1M (including property lease, equipment, and initial marketing)
• Monthly Expenses: $50k (salaries, utilities, marketing, maintenance)
• Projected Revenue: $1.5M in the first year (from ticket sales, bar revenue, and venue rentals)

Conclusion & Future Goals: The Rhapsody Hall is positioned to become a beacon of live entertainment in Music City.

With a clear focus on the guest experience, partnerships, and a diverse event line-up, we anticipate robust growth and a solid reputation.

Future objectives include introducing merchandise sales, hosting international artists, and possibly expanding to a bigger location.

Note: This business plan is a fictitious representation, meant only as an example for illustration purposes.

For information on creating your business plan, see, How to Write a Business Plan.

12. Banking Considerations

Setting Up Financial Accounts for Your Concert Venue Business

Choosing a Business-Friendly Bank

Consider choosing a nearby bank that caters to business owners.

Having a bank that understands the unique needs of businesses can be highly advantageous for your concert venue.

Separate Business Account for Better Management

A separate business account separates your business expenses from personal spending.

This clear distinction makes tracking expenses and managing your bookkeeping easier, providing crucial documentation in case of a tax audit.

Building a Professional Relationship with Your Banker

Developing a professional relationship with your banker is also a good idea.

They can assist you with valuable advice and financial services that cater to your concert venue business.

Maintaining a strong connection with your banker can also streamline application processes and enhance overall financial management.

Accepting Credit and Debit Cards for Convenience

You will also want to consider applying for a merchant account or a similar setup to accept credit and debit cards.

By offering multiple payment options, you provide added convenience to your concert attendees, potentially increasing customer satisfaction and sales.

By making sound financial decisions and establishing the right banking and payment systems, your concert venue business can operate smoothly and efficiently, allowing you to focus on delivering exceptional experiences to your audience.

For more, see, How to Open a Business Bank Account. You may also want to look at, What Is a Merchant Account and How to Get One.

13. Getting the Funds for Your Operation

Getting Funding for Your Concert Venue Business: A Comprehensive Overview

If you require financial assistance to start and operate your concert venue business, these tips can guide you through the process of securing a loan:

Exploring Funding Options:

There are various funding options available to support your concert venue business.

Consider traditional lenders, private loans, seeking investors, or selling assets you may possess. Using collateral can also bolster your chances of securing a loan.

Meeting with a Loan Officer: Considerations

When meeting with a loan officer, being well-prepared and professional is essential. Keep the following considerations in mind:

• Present your business plan and financial projections.
• Demonstrate a comprehensive understanding of the concert venue industry and its growth potential.
• Be prepared to discuss how you will use the funds and how to repay the loan.
• Understand the terms and conditions of the loan, including interest rates and repayment schedules.

Sample List of Documents for Loan Application:

To apply for a business loan for your new concert venue, gather the following documents:

• Business plan outlining your venue’s vision, target audience, marketing strategy, and financial projections.
• Personal and business credit history.
• Financial statements, including balance sheets, income statements, and cash flow projections.
• Business licenses and permits required for operating a concert venue.
• Proof of collateral, if applicable.
• Any relevant legal agreements, contracts, or leases.

By diligently preparing for loan applications and exploring various funding options, you can secure the necessary financial resources to bring your concert venue business to life and ensure its successful operation.

See, Getting a Small Business Loan for more.

14. Software Setup

Software Considerations for Your Concert Venue Business

When choosing software for your concert venue business, thorough research is crucial.

Implementing a program from scratch is easier than switching to a new system after your data is already in another program.

Consider the following factors to make an informed decision:

• Demo and Reviews: Look for software providers that offer demos, allowing you to test the system’s functionality before committing. Additionally, check reviews and forums to learn about the experiences of other concert venue businesses using the software.
• Event Management Software: Explore event management software tailored to concert venues. Look for features like ticketing and seating management, event scheduling, and attendee tracking.
• Accounting Software: Research software options for tracking expenses and preparing financial documents for tax filing. Consult with your bookkeeper or accountant to ensure you choose the most suitable accounting software for your concert venue.
• Sound and Lighting Software: Consider software solutions for sound and lighting management, especially if your venue hosts a variety of performances and events.
• Marketing and Promotion Software: Look for tools to streamline marketing and promotion efforts, such as social media management, email marketing, and customer relationship management (CRM) software.
• Inventory and Merchandise Software: If your concert venue sells merchandise or concessions, explore software that helps manage inventory and sales.
• Venue Scheduling Software: Consider solutions that aid in managing the scheduling of events and performances at your concert venue.

You can enhance efficiency and organization by carefully considering your software options and choosing tools that align with your concert venue’s specific needs, leading to a seamless and successful operation.

Check out Google’s latest search results for software packages for a concert venue business.

15. Get The Right Business Insurance

Insurance Considerations for Your Concert Venue Business

Incidents can occur at any time, making having the right insurance coverage essential before hosting any activities at your concert venue.

Protecting your customers, employees, property, and yourself is crucial to ensuring a safe and secure environment.

Here are important concerns to address when seeking insurance for your concert venue business:

• General Liability Insurance: Obtain comprehensive general liability insurance to protect against claims for bodily injury or property damage that may occur during events.
• Professional Liability Insurance: Consider professional liability insurance to safeguard your venue against potential lawsuits arising from negligence or errors in providing services.
• Property Insurance: Ensure adequate insurance coverage to protect your concert venue and its contents in case of damage or theft.
• Venue Cancellation Insurance: Consider coverage for event cancellations or postponements due to unforeseen circumstances, ensuring financial protection in case of unexpected disruptions.
• Liquor Liability Insurance: If your concert venue serves alcohol, obtain liquor liability insurance to protect against liabilities resulting from alcohol-related incidents.
• Workers’ Compensation Insurance: If you have employees, workers’ compensation insurance is essential to cover medical expenses and lost wages for work-related injuries.
• Cyber Liability Insurance: If you handle customer data or conduct online transactions, consider cyber liability insurance to protect against data breaches and cyber-attacks.
• Equipment Insurance: Ensure that your equipment, including sound systems, lighting, and other technical assets, is adequately insured against damage or theft.
• Vehicle Insurance: If your concert venue owns or operates vehicles, obtain commercial auto insurance to protect against accidents and liabilities.
• Insurance Bundling: Consider bundling various insurance policies with one provider to lower costs and simplify administration.
• Review Coverage Limits: Assess coverage limits to ensure they adequately protect your concert venue and its assets.
• Expert Guidance: Seek advice from a competent insurance broker who understands the unique needs of concert venues to help you navigate the insurance process and secure sufficient coverage for your business.

By addressing these insurance considerations, you can protect your concert venue business from potential risks and liabilities, providing peace of mind while delivering memorable experiences to your patrons.

For more, see What to Know About Business Insurance . You can also browse the latest Google search results for concert venue business insurance .

16. Select Suppliers

Selecting Suppliers for Your Concert Venue Business

The Importance of Strong Supplier Relationships

Establishing strong relationships with your suppliers is vital for the success of your concert venue business.

Having reliable and trustworthy suppliers is key to ensuring smooth operations and customer satisfaction.

Benefits of Choosing the Right Suppliers

Partnering with the right suppliers can offer competitive prices, allowing you to offer attractive deals to your customers and improve your profit margin.

Moreover, dependable suppliers will ensure that you always have an adequate stock of essential items to run your concert venue efficiently.

Maintaining Positive Supplier Relationships

Treating your suppliers respectfully and ensuring they benefit financially from the partnership is crucial.

This approach fosters a mutually beneficial working relationship, leading to better services and support from your suppliers.

By carefully selecting and maintaining positive relationships with your suppliers, your concert venue business can operate seamlessly, deliver exceptional experiences to your patrons, and thrive in the competitive entertainment industry.

For More See, How To Choose a Supplier.

17. Physical Setup

A concert venue’s physical setup is crucial for ensuring a seamless experience for both artists and audiences.

The layout encompasses the stage, seating or standing areas, acoustics, lighting setups, backstage areas, and emergency exits.

Efficient circulation spaces, accessibility features, and comfort amenities further enhance the overall functionality and appeal of the venue.

Signage plays a pivotal role in guiding attendees throughout a concert venue.

Beyond the main marquee announcing the venue’s name and featured artists, strategic signs are placed in essential spots such as parking zones, exits, and unique designated areas like VIP sections.

Properly designed and positioned signs ensure smooth traffic flow and safety and show professionalism that patrons appreciate.

Office Setup:

An office within a concert venue serves as the administrative heart of the business.

With management responsibilities consuming a significant chunk of time, an organized office space is paramount.

To optimize productivity, this space should be outfitted with all necessary tools, including computers, communication devices, and file systems, ensuring effective and efficient business operations.

See, Here are Considerations for The Setup of Your Office, for tips and ideas to make your office work for you. Also, have a look at our article About Company Signs.

18. Creating a Website

The Benefits of Having a Website for Your Concert Venue Business

A website for your concert venue business offers numerous advantages, enabling you to connect with your audience, boost your online presence, and expand your marketing efforts.

Enhanced Visibility and Accessibility

A website allows potential customers to find and learn about your concert venue anytime, anywhere.

It enhances your venue’s visibility, making it easily accessible to a broader audience, including tourists and out-of-town visitors.

Information Hub for Events and Services

Your website is an information hub for upcoming events, ticket sales, venue details, and services offered.

It provides a centralized platform for your audience to stay updated on the latest concerts and performances.

Improved Customer Engagement

You can engage with your audience through your website by showcasing photos, videos, and testimonials from past events.

This interactive approach builds excitement and encourages potential attendees to experience your concert venue.

Marketing Tool and Thought Leadership

Your website can serve as a powerful marketing tool. By incorporating a blog, you can establish yourself as an expert in the concert industry.

Blogging about relevant topics and offering valuable tips tailored to your customers builds trust and credibility, potentially leading to increased ticket sales.

Seamless Online Ticket Sales

An integrated ticketing system on your website simplifies the ticket purchasing process for your customers, encouraging more frequent visits to your concert venue.

Collecting Customer Feedback

Utilize your website to gather feedback from attendees, enabling you to understand their preferences and improve the overall concert experience.

Amplified Social Media Presence

Your website is a focal point for linking to your social media channels, amplifying your online presence and encouraging audience engagement.

In conclusion, a well-designed website for your concert venue business is invaluable.

It expands your reach, boosts marketing efforts, establishes credibility, and fosters customer loyalty, ultimately contributing to the growth and success of your concert venue in the competitive entertainment industry.

For more, see How to Build a Website for Your Business .

19. Create an External Support Team

Building an External Support Team for Your Concert Venue Business

An external support team of professionals is a group of individuals you can rely on for valuable advice and services without them being on your payroll.

Importance of a Dependable Support Team

Having a dedicated team of external experts is crucial for the success of your concert venue business. These professionals offer specialized skills and knowledge, complementing your own expertise.

Flexible Services and Professional Relationships

Ideally, you can utilize their services per-use, contractual, or hourly.

While you may already be collaborating with some individuals, recognizing them as part of your team enhances your understanding of their significance. It opens the possibility of adding more members over time.

Gradual Development of the Support Team

You don’t need all the team members in place before starting your concert venue. Building professional relationships and establishing trust with these experts takes time, but it’s an ongoing effort that yields long-term benefits.

Key Members of Your External Support Team

Your external support team may include the following:

• An accountant to manage financial matters and tax planning.
• A lawyer to handle legal aspects and contracts.
• A financial advisor to provide expert guidance on financial decisions.
• A marketing specialist to develop effective promotional strategies.
• Technical advisors to assist with audio and visual equipment setups.
• Consultants with industry-specific expertise to offer valuable insights.

By assembling a strong external support team, your concert venue business gains access to knowledge and resources.

These experts can be there when you need them, providing essential assistance and contributing to your concert venue’s overall success and growth in the competitive entertainment industry.

For more, see, Building a Team of Professional Advisors for Your Business.

20. Hiring Employees

Building a Team for Your Concert Venue Business

In the early stages of your concert venue business, handling everything yourself may seem feasible to avoid the expenses of hiring employees.

While this approach can work initially, as your business grows, you might find it challenging to manage and operate it single-handedly.

Hiring employees can significantly improve productivity and overall efficiency if you bring on board the right people.

List of Jobs Needed to Run a Concert Venue Business:

The following are job positions or outsourced services you may want to consider as your concert venue business grows and becomes successful:

• Event Manager: Oversee the planning and execution of concerts and events, ensuring seamless operations and customer satisfaction.
• Marketing Manager: Develop and implement marketing strategies to promote upcoming events and attract a broader audience.
• Ticketing and Box Office Staff: Manage ticket sales, handle customer inquiries, and ensure smooth box office operations.
• Venue Operations Staff: Take care of day-to-day venue management, including setup, maintenance, and logistical arrangements.
• Security Personnel: Ensure the safety and security of patrons during concerts and events.
• Sound and Lighting Technicians: Handle technical aspects of sound and lighting equipment during performances.
• Hospitality and Catering Staff: Provide hospitality services and manage food and beverage operations during events.
• Finance and Accounting Specialist: Handle financial matters, budgeting, and bookkeeping.
• Customer Service Representatives: Assist patrons with inquiries and ensure a positive concert experience.
• Event Coordinator: Coordinate logistics and communication with artists, performers, and event vendors.
• Public Relations Specialist: Manage media relations and handle press releases to create positive publicity for your concert venue.
• Cleaning and Maintenance Crew: Keep the venue clean and well-maintained for a pleasant experience for attendees.

As your concert venue business grows, having the right team in place can contribute to its success and allow you to focus on delivering exceptional live music experiences to your audience.

For more, see, How and When to Hire a New Employee.

Points To Consider

Hours of operation:.

Hours of Operation for a Concert Venue Business

• Event Hours: The primary hours of operation for a concert venue business are typically based on the scheduled events and performances. These hours can vary depending on the concert start times and the duration of the performances.
• Pre-Event Preparation: Consider additional hours needed, including setting up the stage, sound systems, lighting, and other technical arrangements before each concert.
• Post-Event Cleanup: After each event, allocate time for post-event cleanup and venue restoration to ensure a clean and organized space for future concerts.
• Box Office Hours: Determine when the box office will be open for ticket sales and customer inquiries, especially leading up to events and on event days.
• Venue Tours: If offering venue tours to potential clients or patrons, establish designated hours for conducting these tours.
• Rehearsal Hours: If your concert venue allows for artist rehearsals, decide on designated hours for these practice sessions.
• Special Events and Private Rentals: Consider extending hours of operation for special events, private rentals, or corporate functions hosted at your concert venue.
• Extended Hours for Festivals or Multi-Day Events: For music festivals or multi-day events, adjust your hours of operation to accommodate the duration of the event.
• Off-Days: Determine days when your concert venue will be closed to the public, providing time for maintenance, rest, and staff scheduling.
• Seasonal Variations: Consider any seasonal variations in operating hours, especially if your concert venue hosts outdoor events during certain months.

It’s essential to strike a balance between accommodating concert-goers and performers while managing operational costs effectively.

Be flexible with your hours of operation to cater to the needs of your audience and maintain a successful concert venue business.

A List of Equipment and Supplies to Consider for a Concert Venue Business:

Sound System:

• Main speakers
• Microphones (wired and wireless)
• Microphone stands
• Direct boxes
• Signal processors (compressors, equalizers, etc.)
• Cables and connectors

Lighting Equipment:

• Stage lights (spotlights, wash lights, moving lights)
• Lighting control board
• Lighting trusses and stands
• Lighting gels and filters
• Fog machines or haze generators
• DMX cables and connectors

Stage Equipment:

• Stage platforms
• Stage risers or extensions
• Stage drapes and backdrops
• Stage skirting

Audio Visual Equipment:

• Projection screens
• Video switchers
• Video cameras
• Video cables and connectors

Seating and Furniture:

• Chairs or seating arrangements for audience
• Tables for merchandise or concessions
• VIP seating or lounges

Ticketing and Box Office Equipment:

• Ticketing system software
• Ticketing terminals or kiosks
• Cash registers or POS systems
• Receipt printers
• Ticket scanners

Safety and Security Equipment:

• Surveillance cameras
• Security monitors
• Security personnel communication devices
• Emergency exit signs and lighting
• First aid kits and medical supplies

Communications Equipment:

• Two-way radios or walkie-talkies
• Intercom system for staff communication

Stage and Backstage Equipment:

• Backstage dressing rooms or green rooms
• Backstage mirrors and vanity tables
• Backstage refrigerator or catering area
• Backstage equipment storage

Venue Signage:

• Exterior venue signage
• Directional signage for restrooms, exits, and facilities

Venue Decoration and Aesthetics:

• Decorative elements (such as curtains, banners, or artwork) to enhance the venue’s ambiance.

Power Distribution:

• Power distribution units or power conditioners to manage electricity supply to equipment.

Cleaning and Maintenance Equipment:

• Cleaning supplies for maintaining the cleanliness of the venue and equipment.

This comprehensive list covers the essential equipment needed for a concert venue business.

The specific equipment required may vary based on the size and scale of the venue and the types of events hosted.

Marketing Considerations

Attracting Customers to Your Concert Venue Business

In the concert venue business, customers are the lifeblood of your success. Initially, it can be challenging to attract customers since your operation is new and awareness is limited.

However, attracting customers becomes easier as you build a strong reputation over time.

You’ll refine your strategies with experience gained from previous marketing efforts for greater effectiveness.

Marketing your concert venue is an ongoing process that requires consistent effort and adaptability. The more you invest in effective marketing techniques, the more revenue your venue will likely generate.

While hiring a marketing agency or expert is an option, it’s not always necessary. You can handle marketing in-house or explore creative ways to promote your concert venue.

Simplify your marketing process by focusing on creating awareness about your business.

Take advantage of every opportunity to showcase your venue and events through online platforms, local promotions, partnerships, or community engagement.

By actively working to attract customers and consistently promoting your concert venue, you can steadily grow your audience and establish a thriving and successful business in the competitive entertainment industry.

See our article How To Get Customers Through the Door

Potential Referral Partners for a Concert Venue Business

Event Planners:

Collaborating with event professionals can yield consistent referrals, as they often seek out dependable venues for various occasions.

Benefit Offered:

Reduced venue booking fee for repeat business or priority scheduling.

Music Schools:

Local institutions might want to hold concerts or recitals at your venue.

Special rates for student performances or opportunities for students to play before major acts.

Local Radio Stations:

A partnership can result in station-sponsored events at your venue.

Cross-promotion – their station gets plugs during your events and highlights your venue during broadcasts.

Wedding Planners:

Unique venues for wedding ceremonies or receptions are always in demand.

Package deals that might include lighting, decor, or catering collaborations.

Corporate Event Organizers:

From team-building events to product launches, companies often seek out venues.

Discounts for multiple bookings or built-in tech support for corporate presentations.

Travel and Tourism Agencies:

Your venue could be pitched as a premier entertainment spot for tourists.

A small commission on ticket sales or promotional bundles.

Local Hotels:

Tourists frequently rely on hotel recommendations for local entertainment spots.

Exclusive discounts for hotel guests or promotional packages.

Universities and Colleges:

Educational institutions may want to host cultural nights, graduation parties, or other events at your venue.

Reduced rates during off-peak times or collaboration in promoting university events.

Building symbiotic relationships with these businesses expands your concert venue’s reach and establishes it as a community-centric space. Tailoring mutual benefits can foster long-lasting and fruitful partnerships.

Marketing Offers

Irresistible Offers for New and Existing Customers

For New Customers:

• Introductory Discounts: Offer first-time visitors a discount on their initial ticket purchase.
• Bundle Deals: Provide a package deal that includes a ticket, a drink, and a snack at a reduced combined price.
• Referral Bonuses: Encourage word-of-mouth by offering discounts to those who bring new attendees to the venue.
• Complimentary Backstage Tours: Give newcomers a behind-the-scenes look to enhance their first-time experience.

For Existing Customers:

• Loyalty Programs: After a certain number of shows attended, offer a free ticket or exclusive seating.
• Early Access: Give dedicated patrons first dibs on tickets for high-demand shows.
• Exclusive Merchandise: Offer limited-edition merchandise available only to frequent attendees.
• Members-Only Events: Hold special events or shows just for members or loyal customers.

Sample Classified Ads for a Concert Venue Business

• “Electrifying Nights Await!” Discover the city’s best live music at [Venue Name]. Experience unforgettable performances this weekend!
• “Where Music Comes Alive!” Step into [Venue Name] and feel the rhythm. Exclusive discounts for first-time attendees.
• “Sonic Bliss Awaits You!” Join us at [Venue Name] for an immersive musical experience. Check out this month’s line-up now!
• “Epic Tunes, Epic Times!” Dive into a world of musical wonder at [Venue Name]. Secure your spot now!
• “Unlock Musical Magic!” Every night is a journey at [Venue Name]. Don’t miss out; book your tickets today!

Simple Marketing Ideas for Your Concert Venue Business

• Local Partnerships: Collaborate with nearby businesses like restaurants and cafes for mutual promotions.
• Social Media Countdowns: Generate buzz by counting down days to a significant event or concert on platforms like Instagram and Facebook.
• Pop-Up Events: To draw attention, hold unexpected mini-concerts or open mics in popular local areas.
• Engage with Music Bloggers: Have local music influencers review or promote your venue and upcoming events.
• Merchandise: Create eye-catching merchandise like t-shirts and caps that fans would love to wear. This not only brings in extra revenue but also serves as free advertising.
• Attend Local Fairs: Set up a booth at community events or fairs, showcasing upcoming shows and offering on-the-spot ticket deals.

Remember, the essence of successful marketing lies in understanding your audience and constantly innovating to keep them engaged and excited.

See our marketing section for articles that will provide ideas to bring awareness to your business.

Overview: Importance of Skill Set Evaluation for Running a Concert Venue Business

Evaluating your skill set is crucial before starting a concert venue business. It ensures you have the necessary competencies to manage the venture effectively. If you lack a key skill, consider either acquiring it through learning or hiring someone with the expertise.

List of Essential Skills for a Concert Venue Business Owner

• Event Management: Ability to plan and organize various concerts and events smoothly.
• Financial Management: Skills in budgeting, financial planning, and bookkeeping for the venue.
• Marketing and Promotion: Competence in developing effective marketing strategies to attract audiences and promote events.
• Communication: Strong communication skills to liaise with artists, vendors, staff, and patrons.
• Customer Service: Ability to provide excellent customer service to enhance the concert experience.
• Negotiation: Skill in negotiating contracts with artists, suppliers, and sponsors.
• Time Management: Efficiently manage time to handle multiple events and tasks.
• Problem Solving: Quick and effective problem-solving abilities to address issues that may arise during events.
• Technical Knowledge: Understanding of audio-visual equipment and technical aspects of stage production.
• Leadership: Capability to lead and motivate a team of staff and volunteers.
• Flexibility: Adaptability to handle unexpected changes and challenges in the entertainment industry.
• Legal Awareness: Basic knowledge of legal requirements and contracts related to event management.

By possessing these essential skills or being willing to acquire them, you can ensure your concert venue business’s smooth and successful operation.

Expert Tips

Improving Your Skill Set with Expert Tips

Whether you’re an expert or a novice in the concert venue business, seeking expert tips can enhance your skills and knowledge.

Experts can discover new techniques, while novices can gain valuable insights to improve their expertise.

See the latest search results for expert concert venue tips to gain tips and insights.

Valuable Resources for Your Concert Venue Business

This section presents resources that provide the latest and most popular information in the concert venue industry.

These resources are beneficial during the startup phase and when your business is fully operational.

By utilizing these resources, you can gain a deeper understanding of the industry, access valuable tips, and continually improve your concert venue business. Stay informed and updated with the help of these valuable resources to ensure the success and growth of your venture.

Trends and Statistics

Understanding the Benefits of Industry Trends and Statistics for Your Concert Venue Business

Examining industry trends and statistics provides valuable insights into the concert venue business.

It helps identify market opportunities, customer preferences, and potential areas for growth and improvement.

Staying informed about industry developments ensures a competitive edge in the entertainment market.

See the latest search results for trends and statistics related to the concert venue industry.

Concert Venue Associations

Exploring the Advantages of Trade Associations for Your Concert Venue Business

Trade associations offer valuable benefits, such as keeping you informed about industry news and providing networking opportunities.

Participating in their organized events can further enhance these advantages, fostering growth and connections within the concert venue industry.

See the search results related to concert venue associations.

Top Concert Venue Business

Gaining Insights from Established Concert Venue Businesses

Analyzing established concert venue businesses can inspire innovative ideas to fill industry gaps or identify overlooked aspects in your own venture.

Learning from successful models can guide you towards improvements and unique offerings in your business.

See the latest search results for the top concert venue businesses.

The Future of the Concert Venue Industry

Understanding the Advantages of Researching the Industry’s Future for Starting a Concert Venue Business

Researching the industry’s future offers aspiring concert venue business owners valuable insights.

It helps anticipate emerging trends, potential challenges, and growth opportunities, providing a strategic advantage in the dynamic entertainment market.

See the search results for the future of the concert venue industry.

Concert Venue Businesses for Sale

Considering the Pros and Cons of Buying an Existing Concert Venue Business

When deciding between buying an established concert venue business or starting from scratch, there are important factors to consider.

Advantages of Buying an Established Concert Venue Business:

• Immediate Revenue: You start earning revenue from the day you take over, bypassing the startup phase.
• Proven Success: The business has a track record, and you know it works with established revenue, profit, and expenses.
• Existing Customer Base: You already have a built-in customer base, saving time and effort in attracting patrons.
• Reputation: The business has built a reputation which can contribute to its success.

Disadvantages of Buying an Established Concert Venue Business:

• Higher Cost: The purchase price is often higher due to the goodwill, which includes acquiring the customer base.
• Resistance to Change: If you want to implement significant changes, it may lead to customer loss and challenges.
• Inherited Reputation: Purchasing the business means taking on its existing reputation, both positive and negative.

Even if there are no exact matches for a concert venue business for sale, exploring available options within the same industry can provide valuable insights. Use the following link to explore opportunities in the concert venue business sector.

Businesses for sale: See the latest results for a concert venue business and others related to this business model.

Franchise Opportunities Related to a Concert Venue

Considering the Pros and Cons of Buying a Concert Venue Franchise

Before starting a concert venue business, exploring the option of buying a franchise is worth considering, with both benefits and drawbacks to weigh.

Pros of Buying a Concert Venue Franchise:

• Proven Business Model: You can follow the established plan provided by the corporate office, minimizing guesswork.
• Existing Reputation and Marketing: Benefit from the franchise’s established reputation and marketing efforts.
• In-depth Knowledge: You gain insights into the business before diving in, enhancing decision-making.
• Corporate Support: Enjoy support and guidance from the corporate office.

Cons of Buying a Concert Venue Franchise:

• Cost Considerations: Acquiring a franchise can be expensive due to licensing fees and initial investments.
• Limited Autonomy: Major changes require corporate approval, limiting entrepreneurial freedom.
• Restricted Offerings: You must adhere to approved products and services, limiting flexibility.
• Contractual Obligations: Operations must align with the franchise agreement, leaving little room for deviation.
• Ongoing Fees: Franchisees typically pay ongoing franchise fees for continued support and use of the brand.

Even if there are no exact matches for a concert venue franchise, exploring other opportunities in the entertainment industry may uncover related possibilities. Utilize the following link to discover potential franchises in the concert venue business sector.

See the latest search results for franchise opportunities related to this industry.

Knowledge Is Power if You Use It!

Harnessing Knowledge for Your Concert Venue Business

Utilizing knowledge is a powerful tool for success in the concert venue industry.

Online resources offer a wealth of valuable information that can aid you during research, startup, and full operational phases of your business.

Follow the links in the following sections to access essential insights to guide your concert venue venture effectively.

Stay informed and empowered with industry knowledge at your fingertips.

Concert Venue Managers Interviews

Gaining Insights from Concert Venue Business Owners

Interviews with fellow concert venue business owners provide valuable information and diverse perspectives.

Spending time on this section offers crucial insights into the industry and prepares you for what to expect in your venture.

See the search results related to interviews of concert venue business owners.

Concert Venue Business Insights

Utilizing Tips and Insights for Your Concert Venue Business

Exploring tips and insights can spark great ideas, help you navigate potential pitfalls in managing your concert venue business, and enhance your industry knowledge.

It’s a valuable resource for achieving success and making informed decisions in the entertainment industry.

See the latest search results leading to resources about  Concert Venue Business Insights.

Entertainment and Events Publications

Staying Informed with Concert Venue Business Publications

Publications offer an excellent means to stay updated with the latest information about the concert venue business.

They provide valuable insights, trends, and industry news, keeping you informed and well-equipped for success.

See the search results for Entertainment and Events publications.

Entertainment and Events Forums

Engaging in Concert Venue Forums for Industry Insights

Participating in concert venue forums offers access to hot-topic discussions and fosters valuable industry relationships.

Understanding customer perspectives through forums provides invaluable information to enhance your business approach.

See the latest search results related to Entertainment and Events forums.

Benefits of Industry Courses

Industry courses provide excellent opportunities to learn, enhance skills, and stay updated with the latest developments in the field.

They are valuable for professional growth and staying relevant in the industry.

See the latest courses related to Event Management  and our management articles to provide insights and tips on managing Your business.

Concert Venue Blogs

Benefits of Subscribing to Concert Venue Blogs

Subscribing to concert venue blogs offers ideas and industry updates.

By subscribing to various blogs, you can curate a valuable collection that provides a constant flow of relevant information for your business while eliminating less helpful sources.

Look at the latest search results for concert venue blogs to follow.

Entertainment and Events News

Keeping Informed with Entertainment Industry News

Stay updated with the latest developments in the Entertainment and Events industry through news sources.

Set up alerts to receive timely notifications for new media coverage.

Gaining Insights from Concert Venue Industry Videos

Watching videos about the concert venue industry provides valuable tips and insights.

Additionally, related videos on YouTube often offer unexpected topics that broaden your understanding of the business.

See the links to YouTube Videos Below.

• Videos related to starting a concert venue business can be found here.

Privacy Overview

Music Business Plan Template

Over the past 20+ years, we have helped over 5,000 entrepreneurs and business owners create business plans to start and grow their music businesses. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a music business plan template step-by-step so you can create your plan today.

Download our Ultimate Business Plan Template here >

What Is a Music Business Plan?

A music business plan provides a snapshot of your music business as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategy for reaching them. It also includes market research to support your plans.

Why You Need a Music Business Plan

If you’re looking to start a music business or grow your existing business you need a music business plan. A business plan will help you attract investors and raise money, if needed, and plan out the growth of your music business in order to improve your chances of success. Your music business plan is a living document that should be updated annually as your company grows and changes.

Source of Funding for Music Businesses

With regards to funding, the main sources of funding for a music business are bank loans and angel investors. With regards to bank loans, banks will want to review your music business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to confirm that your financials are reasonable, but they will want to see a professional music business plan. Such a plan will give them the confidence that you can successfully and professionally operate a music business.

The second most common form of funding for a music business is angel investors. Angel investors are wealthy individuals who will write you a check. They will either take equity in return for their funding or, like a bank, they will give you a loan. Venture capitalists will not fund a music business.

Finish Your Business Plan Today!

How to write a music business plan.

Your music business plan should include 10 sections as follows:

Executive Summary

Your executive summary provides an introduction to your music business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your executive summary is to quickly engage the reader. Explain to them the type of music business you are operating and the status; for example, are you a startup, do you have a music business that you would like to grow, or are you operating a chain of music businesses?

Next, provide an overview of each of the subsequent sections of your plan. For example, give a brief overview of the industry. Discuss the type of music business you are operating. Detail your direct competitors. Give an overview of your target audience. Provide a snapshot of your marketing plan. Identify the key members of your team, and offer an overview of your financial plan.

Company Analysis

In your company analysis, you will detail the type of music business you are operating.

For example, you might operate one of the following types:

• Recorded Music – This type of music business sells music that has been recorded in a studio.
• Music Licensing – This type of music business licenses music for films, TV shows, video games, advertisements, online videos, etc.
• Live Music – This type of music business sells tickets to live concerts and tours. They might also operate a school that teaches people how to become successful musicians, or they might sell memorabilia such as T-shirts and posters.
• Music Publishing – This type of music business is in the rights business; they represent songwriters. If someone wants to use a song by a songwriter that is represented by the music publishing company, they need to get permission and then pay a royalty.
• Music Production – This type of music business provides a service for musicians and recording artists. They might produce and record an album and then provide marketing services such as radio promotion and public relations.
• Music Business Consulting – This type of business is in the business of providing advice to musicians on how to become successful. For example, they may offer consulting on how to promote your music and how to book gigs.
• Music Artist – This type of business operates as an individual musician or music group. For example, they might be solo artists, bands looking for a record deal, or groups of musicians hoping to become successful together.
• Music Education – This type of music business offers music lessons, either in-person or online.
• Retail Music Store – This type of music business sells instruments, sheet music, and other music-related items.

In addition to explaining the type of music business you operate, the Company Analysis section of your business plan needs to provide background on the business.

Include answers to questions such as:

• When and why did you start the business?
• What milestones have you achieved to date? Milestones could include sales goals you’ve reached, new store openings, etc.
• Your legal structure. Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry analysis, you need to provide an overview of the music business.

While this may seem unnecessary, it serves multiple purposes.

First, researching the industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your strategy particularly if your research identifies market trends. For example, if there was a trend towards more people purchasing music online, you may want to focus your marketing efforts on digital platforms.

The third reason for market research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your music business plan:

• How big is the music business (in dollars)?
• Is the market declining or increasing?
• Who are the key competitors in the market?
• Who are the key suppliers in the market?
• What trends are affecting the industry?
• What is the industry’s growth forecast over the next 5 – 10 years?
• What is the relevant market size? That is, how big is the potential market for your music business. You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your music business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments for a retail music store:

• Adult beginning guitar players
• Teenage/college-aged students who want to learn how to play the electric guitar and will commit time and money to do so
• Middle-aged adults who want to learn how to play acoustic guitars for their own enjoyment
• Vintage guitar enthusiasts who are looking for specific instruments that are considered rare or valuable.

The following are examples of customer segments for a music education business:

• Parents who want their children to have a well-rounded education and believe that music is an important part of that
• Children who want to learn to play an instrument because they enjoy music
• Adults who want to improve their skills at playing an instrument they already know how to play

As you can imagine, the customer segment(s) you choose will greatly depend on the type of music business you are operating. Clearly, baby boomers would want a different atmosphere, pricing, and product options, and would respond to different marketing promotions than millennials.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, including a discussion of the ages, genders, locations, and income levels of the customers you seek to serve. 

Psychographic profiles explain the wants and needs of your target customers. The more you can understand and define these needs, the better you will do in attracting and retaining your customers or clients.

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Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other music businesses within the same niche.

Indirect competitors are other options that customers have to purchase from that aren’t direct competitors. This includes physical stores, online stores, and even locally owned retail shops that sell instruments.

Here are some examples of indirect competitors within the music education niche: 

• Local music store selling instruments
• Online retailer selling musical instruments
• The public school system offering a music program to students in grades K-12 or college offering a music ed program as a minor.

You need to mention such competition to show you understand that not everyone in the market is your direct competitor. Furthermore, including a SWOT analysis of your business in this section will demonstrate how you plan to compete against them.

For each such competitor, provide an overview of their businesses and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as:

• What types of customers do they serve?
• What products/services do they offer?
• What is their pricing (premium, low, etc.)?
• What are they good at?
• What are their weaknesses?

With regards to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to reach out to customers of your competitors and ask them what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

• Will you provide superior services?
• Will you provide amenities that your competitors don’t offer?
• Will you make it easier or faster for customers to book your own studio?
• Will you provide better customer service?
• Will you offer better pricing?

Think about ways you will outperform your competition and document them in this section of your plan.

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a music business plan, your marketing strategy and plan should include the following:

Product : in the product section, you should reiterate the type of music that you documented in your Company Analysis. Then, detail the specific products you will be offering. For example, in addition to selling instruments, you may also offer music lessons, CD recordings of the lessons, and other merchandise related to your business.

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections, you are presenting the options you offer and their prices.

Place : Place refers to the location of your music business. Document your location and mention how the location will impact your success. For example, is your music business located in a commercial district with a lot of foot traffic? If not, will you offer delivery or online sales?

Promotions : the final part of your marketing plan is the promotions section. Here you will document how you will drive customers to your location(s). The following are some promotional methods you might consider:

• Advertising in local papers and magazines
• Reaching out to local bloggers and websites
• Partnerships with local organizations (e.g., partner with vendors to provide recording packages at a discount over a la carte services)
• Local radio stations advertising
• Banner ads at local music venues
• Social media advertising

Operations Plan

While the earlier sections of your music business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your music business such as serving customers, cleaning, ordering supplies, and so on. This section should list the specific tasks that will need to be completed each day and who will be responsible for them.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to serve your 25th customer, or when you hope to reach $X in sales. It could also be when you expect to hire your Xth employee or launch a new location.

Management Team

To demonstrate your music company’s ability to succeed as a business, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a music business.

Ideally, you and/or your team members have direct experience in the music business. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act as mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in music and/or successfully running small businesses.

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet, and cash flow statements.

Income Statement : an income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenues and then subtracts your costs to show whether you turned a profit or not.

In developing your income statement, you need to devise assumptions. For example, how many customers will you serve? How much does it cost to provide your service/product? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.

Balance Sheets : While balance sheets include much information, to simplify them to the key items you need to know about, balance sheets show your assets and liabilities. For instance, if you spend $100,000 on building out your recording studio, that will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a bank writes you a check for $100.000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement : Your cash flow statement will help determine how much money you need to start or grow your music business, and make sure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.

In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a music business:

• Location build-out including design fees, construction, etc.
• Cost of equipment like studio gear, instruments, amps, inventory, etc.
• Payroll or salaries paid to staff
• Business insurance
• Taxes and permits
• Legal expenses

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your studio design blueprint or location lease.

Music Business Plan Summary

Putting together a business plan for your music business is a worthwhile endeavor. If you follow the template above, by the time you are done, you will truly be an expert. You will really understand the music business, your competition, and your potential customers. You will have developed a marketing plan and will really understand what it takes to launch and grow a successful music business.

Music Business Plan FAQs

What is the easiest way to complete my music industry business plan.

Growthink's Ultimate Business Plan Template allows you to quickly and easily complete your Music Industry Business Plan.

What is the Goal of a Business Plan's Executive Summary?

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of music business you are operating and the status; for example, are you a startup, do you have a music business that you would like to grow, or are you operating a chain of music businesses?

How Can I Generate Multiple Income Streams In My Music Business?

Whether you are a band, artist manager, recording producer, record label, or music store, if you can learn how to take the best advantage of both live and recorded revenue streams, you may be able to beat competitors at the music game. Your music business plan should describe your strategy of utilizing these two sides of the music industry.

Live concert tickets can be sold for hundreds of dollars for popular groups, while up-and-comers may need to play for just tips at bars and small venues. However, there is a place for every type of musician on this spectrum, and almost all musicians maintain a live performance schedule even as they become successful recording artists. Live concerts offer an opportunity for the group or artist’s music to be exposed to new audiences in a visceral way, sometimes driving direct sales of CDs at the concert itself, and leading to word-of-mouth inspired sales down the road.

Live concerts can be a significant revenue stream for a successful music artist, but they must play at venues large enough to cover the fixed costs of production (marketing, ticket sales, equipment rental, and set-up, travel, wages, and venue rental) leaving a net profit. If venues are too small and cost too high, concerts may have to be considered just a promotion method for other revenue streams, like recording sales.

Recorded Music

The sales of CDs or mp3s of the group or artist’s music, on the other hand, leave much more potential for huge returns. The profitability of selling recorded music increases significantly as the number of CDs or mp3s increases, as the cost of producing and selling each additional CD (and especially mp3s) approaches zero. Recordings can also help promote concert sales to a certain extent, through the release of singles and promo CDs. This can be through giveaways and through radio promotion of those songs.

If each revenue stream is significant on its own and also reinforces the other, you can build an extremely profitable business over time.

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Other Helpful Business Plan Articles & Templates

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Concert and Event Promoter Business Plan and SWOT Analysis

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Concert promoters operate within a very exciting industry given that they are able to work with a number of musical acts as well as artists that are looking to perform in a live venue. Concert promoters, once established, are generally very profitable businesses given that they are able to receive a portion of the sale from each ticket. Additionally, many concert promoters generate significant incomes based on the fact that they are able to provide outsourced marketing for a number of musical groups and other artists that fly by performing in a live environment.

A concert promoter business plan should have a three-year profit and loss statement, cash analysis, balance sheet, breakeven analysis, business research page, and a very well-developed marketing plan that will be used in conjunction with both obtaining clients will consist of musical artists and groups as well as how to market specific events to the general public.

Even more important than the business plan is the marketing plan. As stated earlier, concert and event promoters you have a very well-developed marketing plan so that they can properly obtain service contracts for promoting individual music and artistic acts. Additionally, a second marketing plan needs to be developed so that the business can effectively market any specific promotion to the general public. This usually consists of using radio advertisements, social media, online advertisements, and guerrilla style marketing that will allow individuals have a specific interest in a specific genre of music to find out about the specific event promotion. Approximately 35% to 50% of a concert promoters underlying expenses revolve around marketing costs.

Once the marketing plan and business plan has been developed, a concert and event promoter SWOT analysis should also be conducted so that an understanding of the strengths, weaknesses, opportunities, and threats can be properly assessed to ensure that the business is going to be economically viable. As it relates to strengths, these businesses are generally able to remain profitable in most economic climates given that attending a concert or event is considered to be a low-cost form of entertainment. For weaknesses, much like any other entertainment businesses there is a substantial amount of competition among companies that want to acquire someone’s entertainment dollar. Concert events compete with movies and sporting events as it relates to obtaining an audience. For opportunities, one of the ways that concert and event promoters expand their operations is by developing ongoing service relationships with musical artist and artistic groups that need specific marketing as it relates to their host events. For threats, one of the common threats faced by these businesses is that many artists look to stream concerts online and as such they do not have nearly the same attendance that they did for certain genres 10 years ago. However, given this is a low-cost form of entertainment there really are no ongoing flats outside of a potential economic recession and competitive issues that need to be dealt with on an ongoing basis.

7 Essential Strategies for Concert Promotion Business Success

• Published: October 2, 2023
• By: Yellowbrick

Are you passionate about music and interested in starting your own concert promotion business ? The concert industry is booming, with millions of music lovers attending concerts and festivals every year. As a concert promoter, you have the opportunity to bring artists and fans together, create memorable experiences, and make a profit in the process. However, starting and running a successful concert promotion business requires careful planning, strategic thinking, and effective execution. In this article, we will explore seven essential strategies to help you succeed in the concert promotion industry.

1. Develop a Strong Business Plan

Before diving into the concert promotion business, it’s crucial to develop a comprehensive business plan. This plan should outline your goals, target audience, budget, marketing strategies, and potential revenue streams. A well-thought-out business plan will serve as a roadmap for your concert promotion journey, helping you stay focused, organized, and accountable.

2. Build Relationships with Artists and Venues

Building strong relationships with artists and venues is key to the success of your concert promotion business. Attend local shows, network with musicians, and establish connections with venue owners and managers. These relationships will not only help you secure quality acts for your concerts but also negotiate better deals and build a solid reputation in the industry.

3. Understand Your Target Audience

To create successful concerts, it’s essential to understand your target audience. Research their musical preferences, demographics, and buying behaviors. By gaining insights into your audience, you can curate lineups and experiences that resonate with them, increasing ticket sales and attendee satisfaction.

4. Develop a Strong Online Presence

In today’s digital age, having a strong online presence is crucial for any business, including concert promotion. Create a user-friendly website that showcases your upcoming events, provides information about the artists, and allows fans to purchase tickets easily. Leverage social media platforms to engage with your audience, share exciting updates, and run targeted ad campaigns to reach potential attendees.

5. Implement Strategic Marketing Campaigns

Effective marketing is essential for promoting your concerts and attracting a large audience. Utilize various marketing channels, such as social media, email marketing, influencer partnerships, and local press coverage, to create buzz around your events. Craft compelling messaging and visuals that highlight the unique aspects of your concerts and appeal to your target audience.

6. Provide Memorable Experiences

Concert-goers today are looking for more than just live music; they want memorable experiences. Consider incorporating unique elements into your concerts, such as interactive installations, art exhibits, food vendors, or immersive themes. These additional experiences will set your concerts apart, create a buzz, and encourage attendees to spread the word.

7. Prioritize Logistics and Operations

Successful concert promotion requires meticulous attention to logistics and operations. From securing the appropriate permits and licenses to managing ticketing, security, and crowd control, every aspect of your event needs to be carefully planned and executed. Partnering with experienced professionals, such as event planners and production teams, can help ensure smooth operations and a seamless concert experience.

In conclusion, starting and running a successful concert promotion business requires a combination of strategic planning, relationship-building, marketing prowess, and operational excellence. By following these seven strategies, you can increase your chances of success in the competitive concert industry. Remember, the key to success lies in understanding your audience, curating memorable experiences, and staying ahead of industry trends. So, go ahead and turn your passion for music into a thriving concert promotion business!

Key Takeaways

• Developing a strong business plan is crucial for the success of your concert promotion business. It will serve as a roadmap and keep you organized and accountable.
• Building relationships with artists and venues will help you secure quality acts and negotiate better deals.
• Understanding your target audience’s preferences and behaviors will help you curate lineups and experiences that resonate with them.
• Establishing a strong online presence through a user-friendly website and social media engagement is essential in today’s digital age.
• Implementing strategic marketing campaigns across various channels will create buzz and attract a large audience.
• Providing memorable experiences beyond live music will set your concerts apart and encourage attendees to spread the word.
• Prioritizing logistics and operations, including permits, ticketing, security, and crowd control, is crucial for a seamless concert experience.

Consider taking the NYU Business of Entertainment online course and certificate program offered by Yellowbrick to further enhance your knowledge and skills in the concert promotion industry. This program will provide valuable insights into the business side of the entertainment industry and equip you with the tools and strategies to succeed.

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• Business Plans Handbook
• Business Plans - Volume 09
• Concert Promotions Company Business Plan

Concert Promotions Company

BUSINESS PLAN     GOOD VIBRATIONS, INC.

145 Mueller Avenue, Suite 13 Lansing, Michigan 48901

Good Vibrations, Inc. (GVI), is a home-based concert promoting corporation. GVI's keys to success include: implementing an effective cash flow plan, communicating with our customers and clients regularly, and targeting our most ready-tobuy customers or clients first.

EXECUTIVE SUMMARY

Company summary, promotional services, market analysis summary, management summary, financial plan.

Good Vibrations, Inc. (GVI), is a home-based concert promoting corporation, located at 145 Mueller Avenue, Suite 13, Lansing, Michigan. This business plan was developed for the purpose of applying for a business loan in the amount of $19,550. The start-up costs for this business are $29,550. The owner's equity is $10,000. Projected sales for 2002 alone are $377,250 and our projected profits are over $147,000.

GVI's keys to success include: implementing an effective cash flow plan, communicating with our customers and clients regularly, and targeting our most ready-to-buy customers or clients first.

The business of concert promotions, as shown in our plan, has an excellent profitability level and growth rate. Our competitive edge along with new promotion techniques puts GVI in the forefront of promotional services. We are living in an age where more and more new talent is being introduced into the concert mainstream. Our concert promotion services will differ from the traditional concert promoters because of our added personal touch. The highlights of our business plan are shown below.

Our objectives for the business are to:

• Sell 80 percent to 90 percent of an arena's capacity per concert
• Host at least 10-20 concerts a year
• Create an ongoing relationship between GVI, the artist, and the concert attendees that will continue throughout each year

Our mission is to provide the best and most unique quality of entertainment that the music industry has to offer to our concert attendees. Also, to meet the artists' performance needs with professionalism and expertise. We will establish an excellent business relationship with each arena facility owner so that the event is profitable to all parties involved.

Effective Facets of Promotions

Always ask questions, gather information, meet people, and learn more about our market.

We must do everything we can to let all potential attendees know of an event. Many avenues must be pursued to make sure no stone is left unturned in terms of promotion.

FREQUENCY & DISTRIBUTION:

If we wait until the last six days before an event to bombard the market, it is too late. People plan their "free time" weeks and months ahead. We must give our audience plenty of advance notice.

12 Keys to Outstanding Success

Below are 12 key marketing ingredients that we will apply to make significant growth almost straight away. They are as follows:

• Understand that marketing our business provides the ultimate return on our money. Work "on" our business, not "in" it.
• Only use direct-response marketing, not "institutional."
• Communicate with our customers and clients regularly.
• Run simple low-cost, or no-cost tests on every aspect of marketing to find our biggest sales appeal.
• Target our most ready-to-buy customers or clients first.
• Create a systematic, high profit back end.
• Always reverse the risk our customers feel before they buy.
• Give our reasons why our sponsoring of events will benefit, add value, and solve problems for the client.
• Always include testimonials or endorsements in all our marketing.
• Always think in terms of the customer or client's "What's in it for me?" question.
• Implementing an effective cash flow plan.
• Achieving efficiency.

Good Vibrations, Inc., is a home-based corporation located at 145 Mueller Avenue, Suite 13, Lansing, Michigan. Our present office is small but is in a room of its own to keep our home and work lives separate. Our office will contain bookshelves, file cabinet, desk with computer, sitting chairs, a fax, a copier, and space for a small waiting area.

Company Ownership

Good Vibrations, Inc., is a corporation, owned by its principal investor and operator, Roland Wilson.

Roland's plan is to be home-based for the period of three years after which he will seek the use of an office/hall building for his offices. GVI's regular business hours will run from 12:00 noon until 9:00 P.M., Monday through Friday. On Saturdays or concert days the hours will vary. Most of the business will be handled at our home office. As other business warrants, we will use hotel facilities and clients' offices for the larger more in-depth meetings.

The process of promoting a concert will begin with:

• Choosing a date, artists, and location
• Project expenses
• Project sponsorships needed
• Project ticket sales
• If concert selection is feasible, begin concert promotion schedule

Start-up Summary

Total start-up expenses (including legal costs, advertising and promotions, stationery, and related expenses) come to $29,550. Start-up assets required include $2,000 in short-term assets (office furniture, etc.) and $10,000 in initial cash to handle the first few months of operations as sales play through the cash flow. The details are included in the following chart.

Start-up Plan Start-up Expenses

GVI will offer the following promotional services to our clients:

• Distribute Public Service Announcements
• Purchase Radio Ads
• Purchase Newspaper Ads
• Offer Bulletin Announcements, Newsletters, and Personal Letters
• Print Bulletin Inserts/Flyers
• Submit Concert Information to the Press
• Display Posters
• Provide Press Kits
• Setup Telephone Interviews with Local Radio Stations
• Handle Merchandising of T-shirts, Posters, CDs, etc.
• Provide Lodging and Transportation
• Setup Facility and Site Selection
• Provide Food and Beverages for Artist
• Handle Technical Specifications, including Sound, System Needs, Lighting Needs, etc.

Promotional Strategies

We will use several types of promotional strategies for our events, but the majority of our market will be reached by radio.

Media Profile/Demographics

• WWCK 105.5 FM —265,000 listeners per day and, through the use of repeater facilities, are a major presence in the radio market throughout south central Michigan. Market: Lansing is the 16th ranked radio metro in the U.S. 42.9 percent of the adult 25+ population has at least some college education. Lansing metro retail sales total $5.4 billion per year. 95 percent of metro residents drive to work.
• WDZZ 92.7 FM —100,000+ listeners per day. Target audience 92.7 3,000 watts 18- 54 age group. #1 Urban Adult Contemporary alternative work station reaching adults of all ages. Is #1 in reaching our core audience of 18-34 urban listeners.

We will also use Print Media, Television, Online Information Services, Posters, Banners, and Event Programs.

Print Media (advertisements placed):

• Major Newspapers: Oakland Press, Saginaw News, Detroit News, Detroit Free Press, Grand Rapids Press, Lansing State Journal, Ann Arbor News, Bay City Times, Kalamazoo Gazette, Chicago Tribune, Saturday Star (Ontario Edition).
• Music Magazines: Current Magazine, Jam Rag, Metro Times, Orbit, Between the Lines, Music Review Magazine, The Buzz! News, Real Detroit, Repeat the Beat, Mirror, BPM Culture, DJ, Revolution, DJ Times.

In addition to advertisements placed, five waves of press releases with follow-up issued to 250 local newspapers and other periodicals in Michigan, Ohio, Illinois, Indiana, Wisconsin, and Windsor, Canada, listing supporting company as a major sponsor of the event.

• Five waves of press releases with follow-up issued to 60 television stations in Michigan, Ohio, Illinois, Indiana, Wisconsin, and Windsor, Canada, listing supporting company as a major sponsor of the event.

Online Information Services

• Five waves of press releases with follow-up issued to over 2000 international magazines, newspapers, and major music/information sites. Third-party sponsoring will be made available to supporting company where suitable in posting company's banners on major websites.
• Logo inclusion on 2000 11′ × 17′ three-color posters regionally distributed.
• Sponsor's banners prominently displayed at major traffic flow points. Banners will be prominently displayed at the entrance to the event, Major sponsors will have their banners on stage either across the front or as a backdrop behind the entertainers.

Event Program

• Prominent logo inclusion in 10,000 copies of the official program for the Good Vibes Explosion 2002 and listing of supporting company as a categorized sponsor.

Dealing with Local Media

We will use the following methods in dealing with the media.

Create our own cover letter on our organization. Thank them for their time and commitment to working for the community to keep them informed of special programs. Make it personal and warm. Build an ongoing relationship.

Deliver the Press Kit in person if possible. Both the fact sheet and release should be in the hands of media representatives two to three weeks before the concert date, to accommodate deadlines and schedules, and facilitate coverage. But even if we don't make the deadlines for the concert, we will submit the information and make contact with editors and assignment desks to keep them aware that our ongoing events for the community through concerts and programs will enrich the community.

The Press Kit includes the following:

• A Black and White Publicity Photo of the Artists (make sure we know how many to send).
• Artist Fact Sheet. This has generic information about the artist.
• News Release for Concert Night. The release is only intended to supply generic information for local communicators to build on. All details that the public needs to know in order to be aware of the event and consider attending should be in the local release. Always doublecheck to be sure that the information on how media people can reach us for questions or interview requests is clearly displayed. An important thing: Our office has clearly identified on the news release who media representatives should contact for information about our concert. If this information is not accurate please correct the contact persons name and daytime phone number before sending it to the media.
• Sample Community Bulletin Board Announcement and/or PSA. Since formats of these vary widely, adapt the sample to suit requirements.

Media Contact Tips

Media Contacts: If we have not contacted local editors and news directors for previous events in our community, now is the time! Call for an appointment. If an in-person meeting is not possible, ask to speak on the phone or ask if they want to suggest a more convenient time to call back. Personal contact is extremely helpful in getting coverage.

Accompany your release by a call before or after it is received, or arrange an appointment so we can present it in person. In our contacts with local media, make it clear that concerts such as this one held at our local arenas are planned as an enrichment event to the community at large and that the community is invited, without a charge. Some news people assume events are for paying attendees only, so your casual mentions about the fact that the whole county is invited may be helpful in getting coverage.

Invite the editor or news director to attend the concert, underscoring its community-wide aspect, and the fact that you believe it will be a very special event.

Good Vibrations is focusing on four target audience groups that are of all racial backgrounds. The men's and women's age groups are:

Our marketing survey has revealed that, on average, approximately two thirds of concert attendees are female and one third are male. According to the U.S. Census Bureau, Census 2000, these people are between the ages of 18-54 who possess disposable incomes of $10,000- $40,000. According to Arbitron, most are employed with high school diplomas and 57.8 percent have some college education.

According to the Lansing Area Chamber of Commerce the year round population for Ingham County is 436,000 and 125,000 for the city of Lansing. According to Arbitron the median annual household income is $42,784 and median home value is $50,500.

Lansing Area Access/Restaurant/Tours/Traffic Flows

• Immediately adjacent to the Lansing IMA Arena is I-69 which sees over 25,000 cars pass by each day according to the Lansing Area Chamber of Commerce.
• The IMA has the convenience of being within 100 minutes of at least four major state universities, theree major concert arenas, and the State Capitol.
• With the intersection of I-496 and I-69 in Lansing, it is favorably positioned near the corridor, which is one of the county's major north-south interstate highway systems.
• A major shopping complex, The Westinghouse Center, is within walking distance as well as a number of dining and fast food establishments.

Currently Good Vibrations, Inc., is conducting a feasibility study in hopes of bringing at least four concerts to the lower Michigan area in 2002. These concerts will also feature food and novelties booths.

Market Segmentation

We expect a modest 5 percent growth in our target market over the next four years. The growth will increase our Ingham County target market from 236,683 to 287,691 by 2005.

Market Analysis

Target Market Segment Strategy

Our strategy is to target individuals aged 18-54 because they are the largest population of music buyers and concert attendees. We will reach the 18-34 group by marketing some of the newest and heart-throbbing talents. For our 35-54 group we will market our older and more overlooked artists that this age group will recognized from the 1960s to the 1980s, from their school/college days along with the other R&B artists and music that appeals to them.

We cannot survive just waiting for the customer to come to us. Instead, we must get better at focusing on the specific market segments whose needs match our offerings. Focusing on targeted segments is the key to our future.

Therefore, we need to focus our marketing message and our product offerings. We need to develop our message, communicate it, and make good on it.

Our target market covers 15 lower Michigan counties, and people aged 18-54 which totals over2.9 million individuals. This market is the largest segment of people that generally purchase tickets to music concerts. We expect 18 percent of this market to be urban males, 30 percent to be urban females, 15 percent to be suburban males and 37 percent to be suburban females.

Market Growth/Industry

Attendance for top tours fell in 1999 while concert grosses jumped.

Analysis: The good news for the concert industry is that music fans in North America forked over a record $1.5 billion to buy concert tickets in 1999, according to industry trade magazine StarRate. The bad news for fans is that this feat was accomplished by increasing ticket prices rather than by increasing attendance.

StarRate's annual analysis of the concert business found that the average consumer paid $43.63 to see one of the top 50 tours in 1999, up more than $10 per ticket from 1998. But only 27.4 million tickets to the top 50 tours were sold in 1999, a decrease of 1.1 million from the previous year.

Aging rockers the Rolling Stones—who haven't been shy about asking a premium for tickets in recent years—were 1999's top grossing act, ringing up $66.7 million in ticket sales in North America, according to StarRate. The Stones' "No Security" tour, for which fans paid an average of nearly $110 per ticket, topped 1999's gross charts despite drawing nearly a half million fewer fans in North America than did the No. 2 Bruce Springsteen tour, for which tickets cost an average of about $60.

Trade magazine Entertainment Business , whose statistics include shows outside North America (and which has a slightly different reporting period), pegged the Stones' 1999 take at $89.2 million and named the band as the top touring act of the 1990s, with more than $750 million in ticket sales for the decade. Their closest competitors were the Grateful Dead ($285 million) and U2 ($282.5 million).

The Rolling Stones sold out 42 of 45 shows reported Entertainment Business for 1999, but there are signs that high ticket prices kept fans away from some events. Sting's "Brand New Day" tour, for example, attracted a disappointing average of 4,600 fans per city, perhaps because the typical ticket sold for nearly $80.

Neil Young, with an average ticket price near $70, averaged attendance of less than 5,000 per city. Meanwhile, Tom Petty and the Heartbreakers and John Mellencamp, acts with fan bases similar to Young's, both charged about half as much for tickets as Young did and both drew an average of well over 10,000 fans per city.

Premium prices weren't charged by every act in the top 10. The average NSync ticket went for $28.62; the Dave Matthews Band, $34.44; Shania Twain, $37.65; Backstreet Boys, $37.24; the George Strait Country Music Festival, $40.80; and Neil Diamond, $36.86. All had prices comfortably below the average. Among StarRate's top 50 tours, the lowest ticket prices were charged by the Goo Goo Dolls, $19.37.

The spike in 1999's average ticket prices can be attributed in large part to the Rolling Stones, who charged a much higher ticket price for their "No Security" arena tour than for their "Bridges to Babylon" stadium tour of 1998, which commanded prices in the $65 range. But also feeding the trend is the increasingly common practice of charging significantly higher prices for venues' best seats.

Also contributing to rising ticket prices is the rapid consolidation of the concert promotions business, which had traditionally been controlled by independent promoters who generally booked concerts in one region. That changed in 1997, when a new company called BEST Entertainment snapped up many of the top independents. BEST's big catch of 1999 was The Next Adventure, which, rather than controlling a region, specializes in promoting major stadium tours like "Bridges to Babylon."

BEST is particularly powerful in the amphitheater market because, during its buying spree, the company purchased promoters who also owned venues. BEST now owns venues in about 30 of top 50 markets, and it self-produced about 20 amphitheater tours in the summer of 1999.

These efforts have made BEST the dominant player in the industry. According to StarRate, BEST had a hand in more than 60 percent of the 200 top-grossing concert dates of 1999. BEST- promoted shows grossed $310 million in 1999, according to Entertainment Business, well ahead of the $118 million take of the number two player, House of Blues Concerts.

BEST's strategy for recouping its approximately $1.5 billion investment in the concert business has been to increase sales of sponsorships—which includes the placement of a business' name on a venue—and to sell more advertising. BEST also has increased the marketing muscle behind the subscription series at its amphitheaters.

Demographics are also working to increase ticket prices. As the spending power of baby boomers grows, so does the amount of money they will spend to see their favorite acts. That fact isn't lost on the acts and their management, who demand more money from promoters. Thus tours like those of the Rolling Stones, Bette Midler (with an average ticket price of $81.23, according to StarRate), and Andrea Bocelli ($101.34) can command higher ticket prices than ever.

One of the more encouraging signs to those in the concert industry was the emergence of acts that appeal to young audiences. While surveys of the top-grossing tours are often dominated by long-established acts, 1999's top tours included teen favorites NSync and Backstreet Boys.

Also of note is Shania Twain, who began her first headlining tour in 1997 and quickly emerged as the hottest country act since Garth Brooks.

Indicators weren't as positive for country music as a whole, however, as the genre didn't have the benefit of a Garth Brooks tour in 1999. The George Strait Festival continued to roll, and Brooks & Dunn grossed an estimated $10 million, according to Entertainment Business. But overall, gross country concert dollars were down 16 percent from 1998.

Despite the festival's calamitous end, Woodstock '99 was the single highest-grossing concert event of the year, according to Entertainment Business. Nearly 187,000 people attended the July 22-25 event, and its total ticket gross was nearly $29 million.

The year-end charts issued by both StarRate and Entertainment Business are compiled from unaudited box office reports voluntarily filed by concert promoters, and promoters are told that the numbers they report should reflect the face price of tickets. The numbers don't include taxes, ticketing company convenience fees, parking, and other charges.

Top 10 Tours (StarRate) Act/Gross (in millions)

• Rolling Stones/$66.7
• Bruce Springsteen and the E Street Band/$61.4
• NSync/$51.5
• Dave Matthews Band/$48.5
• Shania Twain/$40.8
• Backstreet Boys/$37.1
• Elton John/$32.5
• George Strait Country Music Festival/$32.4
• Bette Midler/$31.7

Top 10 Tours (Entertainment Business) Act/Gross (in millions)

• Rolling Stones/$89.2
• Bruce Springsteen and the E Street Band/$53
• Dave Matthews Band/$44.6
• NSync/$44.3
• Shania Twain/$36.6
• Neil Diamond/$31.3
• Celine Dion/$26.8
• Backstreet Boys/$24.5

As you can see Good Vibrations, Inc., has chosen a prime time to start a concert promotions business.

As stated above our strategy is a combination of promotions and target marketing. We will focus on concert attendees ages 18-54 and utilize our detailed promotional strategies to reach these individuals. The target customer will also consist of baby boomers and R&B music lovers.

Implementation Steps

Before we begin our marketing and promotions, we will confirm all of the following items:

• Check with other area concert arenas, churches, radio stations, and promoters for conflicting events
• Confirm our concert location in writing
• Confirm the date and artist in writing with the agent
• Confirm that the radio station will support us
• Thoroughly read artist's rider and contract to be sure we can fulfill it

14 Weeks Prior to Concert

Our tour posters, mailers, tickets, and flyers are ordered from the printer. The cost of our promotional pieces and tickets are to be absorbed by getting a local business to use the backs of tickets as a coupon, or by placing logos on our promotional pieces. Also, we are seeking to partner with our local radio station. We can do this by placing their logo on our promotional items in exchange for substantial discounts for on-air advertising and underwriting. The most important thing we will do is to start a "word of mouth" campaign immediately. We will make calls to local clubs, etc., and get the word out about our event. This is very effective and helps get the "buzz" going. This will begin immediately!

Determining what type of concert we are promoting we then acquire our mailing labels for a regional mailing for that particular industry. At least two to three times the venue capacity are mailed out. If the venue holds 500, between 1000-1500 mailers are sent out. All local barber shops and beauty salons are then contacted.

Next ticket sales at ticket outlets and music stores are set up. They are then listed on our promotional materials. All outlets are informed that the receipts and excess tickets are to be picked up no later than the day before the concert. Our music stores are then informed that even if they sell all of their allotted tickets UNDER NO CIRCUMSTANCES should they tell their customers the concert is sold out unless we personally tell them so.

13 Weeks Prior to Concert

Our mailing is sent out. We will use volunteers to help with our bulk mailing and as a back up we will contact our printer; they offer mailing services to promoters for a very reasonable fee.

12 Weeks Prior to Concert

Our flyers advertising the concert will be distributed throughout our city. Distribute flyers advertising the concert to all major clubs in the area. Also, flyers will be posted in local businesses and restaurants. Flyers are also distributed to our ticket outlets, and posters are being displayed in a prominent location in the selling outlets.

Our tour publicist is provided the following information:

• Venue street address, including city and state
• Ticket prices (specify ticket breakdown… $9 groups/$12 advanced, etc.)
• Local phone number for ticket information
• The name of the radio station(s) we are doing our primary promotions with, including the call letters, phone numbers, and the name of our contact at the station

If any stations or newspapers contact us directly, they will be supplied with all the details of our concert.

11 Weeks Prior to Concert

Tickets will be distributed to our outlets. They are adequately supplied with tickets, flyers, and a poster. The poster is hung in a prominent location.

8 Weeks Prior to Concert

Our partnering with a local radio station is arranged and they have started running spots/underwriting announcements—approximately 20 per week . We have inquired with the radio station about contests and giveaways, such as tickets, CDs, cassettes, and "prize packages." Most stations jump at the chance to center a huge promotion surrounding a concert. We are working mainly with our local station. The amount of "free" promotion they give us each time they giveaway tickets on the air will offset our expense of supplying them with a reasonable amount of free tickets. We will target our ticket giveaway at 20 pair of tickets. The product giveaway is available through management or the station can contact the radio promotions department at the artist's record company. We will always begin our radio campaign at least eight weeks before our concert. We are airing between 3-6 spots or more each day. Our radio promotion is always started early on. We can always reduce spots when we sell out our concert.

Also, the stations in our area are provided with all the information regarding our concert. We understand that waiting too late to begin our radio promotion will adversely affect our ticket sales. Although radio advertising does cost, it is an incredible means to effectively communicate with the concertgoers that will attend our concert.

6 Weeks Prior to Concert

We are following up to see that our local radio station received promotional giveaway products, including ticket giveaways. We are also contacting the artist's management about a radio interview. This is scheduled by week four.

4 Weeks Prior to Concert

We are now running the second "flight" of spots/underwriting announcements with our local radio station. Approximately 20 per week up to our show date or until the tickets have sold out. Radio spots will remain airing until the day of the show unless we sell out our tickets. We also are sending out a second mailing to "concertgoers" in our area at this time. Lists are available from Dunhams Direct.

Concert posters are placed in prominent locations throughout our community such as: local grocery stores, arcades, malls, restaurants, and any industry-owned businesses. We are also making sure all posters are still up at our area barber shops and beauty salons.

3 Weeks Prior to Concert

Arrange for a volunteer to call all major clubs to remind them about the concert. This is a very important part of the last-minute promotion of our concert. Even though we may have already contacted our local clubs, we are going ahead and giving them another "reminder" call. It is also being mentioned that we have group rate tickets available to groups of ten or more. Connecting with our local clubs is a vital link to the success of our concert.

Week of Concert

All ticket monies and/or tickets are picked up from the outlets no later than the day prior to the concert. This will give us time to make an accounting of all tickets sold at advance and group rates. Group rates will not be applicable at the door nor should any tickets not already paid for be held at the door. It is common for people to call, ask us to hold 30 tickets, and then not show up or appear with just a few people.

If we have not already discussed arrival times and last-minute details with the artist's road manager, he/she will be called to confirm appropriate arrangements.

Hotels are reserved and prepaid in the artist's name. There is often confusion at the desk so we will be sure that the artist's name is correctly spelled and, if possible, a confirmation number is assigned and given to the road manager.

Day of Concert

We are making sure that our crew will be present at the pre-determined time. The hall manager should have the building open and ready for set-up.

We will brief ushers and staff on their duties at least two hours before concert time. We are making sure they are aware of the fact that due to recording contracts, no tape recorders or video cameras are permitted in the hall without written approval of the record company or management. Photographs are not permitted.

We are meeting with our road manager to cover details on set-up and load-out as well as sound check, etc.

We have tables set up at the rear of the concert arena and have several people available to help with sales of records and T-shirts, etc.

We have an expense record sheet completed (door sales can be added following the concert) and receipts on hand so we can settle up quickly if percentages are involved.

Meal(s) for artists and crew are provided.

Preparation time with artists and crew usually takes place an hour or so prior to the concert. Doors usually open to the public 30-45 minutes before concert time.

Mailing list cards are passed out (if appropriate) to get the name and address of all who attended so we can send flyers to them in the future. More concertgoers will fill out cards if a drawing is attached. Drop boxes are placed by entrances for cards.

After the Concert

We are making sure that enough crew members are present to help artists with load-out.

• We will then send thank-you notes to all volunteers.
• We pay all our bills.

Logistical Specifications

Sound check.

Sound check should be scheduled at least two hours before the concert start time. A set time should be agreed upon before the event date. Plan to keep people out of the arena during sound check. The sound system and stage should be set when artists arrive. They usually like to take their time during sound check to make sure things go as smooth as possible during the concert. We will have our most qualified sound engineer on hand to run the sound. If additional equipment is rented or brought in, we will be certain that the sound engineer is experienced in operating it or has someone with him who is. Also, we must be sure that the sound engineer is at the site the whole time (sound check, concert time, and tear down). Concert order, track queues, and equipment instructions should be completed prior to sound checks.

Product Sales

GVI will have at least two trustworthy, responsible individuals available to handle the sale of merchandise. We may need more sales personnel depending on the size of the building. The vendor should provide a starting bank for the sales personnel for transactions. Sales personnel will be expected at the product table one hour prior to the concert, during the concert, and one hour after the concert.

It is necessary for the promoter to provide at least one to two eight-foot tables (depending on the size of the building) to display the products. We will place the tables in areas most heavily traveled by the concert attendees—near entrances and exits closest to parking areas.

The artist may have the right, but not the obligation, to sell products at the concert. The artist pays no charges or fees on merchandise sold at the event if stated in their contracts.

Lodging /Transportation

When necessary, we will provide one double room at a national chain hotel (Holiday Inn or like quality). The hotel should be as close as possible to the concert site. Confirmation of reservation should be returned with the Concert Confirmation Form.

When the artist is flying to the event, we will provide transportation to and from the airport, concert site and hotel. We will be notified of the cost of the air fare. We plan to pay this at the time the airplane ticket is booked. The artist arrival time, flight number, airline, etc., will be communicated with us as soon as possible prior to the event.

Possible Competition

The following are possible competitors:

• XYZ Music Presents
• WHYZ Presents
• Mega Explosion Concert
• River Run Casino
• Chandler Park Music Festival
• Industry & Stoned Productions
• Molehill Productions

These companies are listed as "possible" competition because we know with our unique marketing strategies and professionalism we can gain an edge over them.

Competitive Edge

Good Vibrations, Inc., currently has artists waiting to be promoted year round, instead of just during the summer. Our competitive edge will be that we will continuously market the artist and be more than a seasonal promoter. We operate with the utmost professionalism and offer quality service to all of our clients, not just the most famous ones.

Our ticket pricing will average about $35 for floor tickets and $27.50 for general admissions. Our average arena capacity will be about 2,500 to 4,500 seating capacity. Each concert will be budgeted out in regards to individual charges such as but not limited to:

• Arena rental
• Ticketmaster fees
• Novelty Sales
• Insurance Bond
• Switchboard
• House sound
• Risk Management
• Technical Director
• Stage hands
• Follow spots
• Set-up/Clean-up
• Marquee set-up
• Lighting Design Fee

Sales Strategy/AIDCA

AIDCA, or attention, interest, desire, conviction and action are the five stages of the sales call are how we'll approach our prospective clients. If this approach fails, we will politely thank them for their time and discontinue the call.

Possible Leads

Possible leads will derive from advertising firms, martial arts, travel agencies, automotive dealers, airlines, apparel, electronic stores, art supplies, youth organizations and centers, athletic organizations, ball clubs and organization, bartending schools, band instruments, beauty salons and schools, banks, cellular services and pagers, bible schools, colleges, pool parlors, bookstores, beverage manufacturers, sporting goods, apartments, pet supplies, car alarms, churches, basketball clubs, hockey clubs, soccer clubs, credit card companies, fast- food restaurants, employment agencies, fitness clubs, vitamin and health stores, travel agencies, furniture stores, manufacturers, grocers, hotels and motels, ice cream manufacturers, music stores, mobile home manufacturers, and brokers, and many more.

Key points of interest for sales calls:

• Strive to set-up an appointment as opposed to a sale.
• Target your sales drives.
• Keep features in reserve as aids to tip the balance in your favor.
• Elaborate on product or service features, benefits, and company knowledge.
• Never criticize the competition, but always aim to outperform it.
• Above all, SMILE!

Sales of sponsorships will be based on the collective expenses of each individual concert. Our goal is to know the total expenses of each concert before we promote it. Once we know the expense total, we will know how many sponsorships we need to sell.

Sponsorships

Sponsorship/Advertising will play a vital role in the success and growth of Good Vibrations. Before the first ticket is sold, sponsorship and program advertising is our primary resource to ensure a successful event for Lansing and Ingham County. Without such support, Good Vibrations would simply cease to get off the launching pad. This year is our inaugural year and we anticipate it to be a watershed for the four-concert event called the "Good Vibes Explosion 2002."

Good Vibrations's use of Internet, television, radio, and print advertising, as well as commissioned art posters, official programs, brochures, flyers, T-shirts, banners, direct e- mail, and extensive signage will blanket south central Michigan and deliver sponsor/advertiser's and the Good Vibrations's messages. We estimate that the event marketing campaign will generate 2.9 million impressions within 90 minutes of Lansing, effectively tapping into a market with an Effective Buying Income (EBI) of $38 billion.

The different sponsorship/advertising packages and their corresponding benefits and features are described within the following pages. Each package delivers incredible value, allowing your company to fulfill its marketing missions in a cost effective, culturally beneficial manner. All sponsors receive an entertainment package consisting of tickets and backstage and hospitality passes to all indoor and outdoor events. If our sponsors do not see an "exact fit," we are open and willing to create a special program for their company.

Sponsorship Title Endowment

Marquee Sponsor

The Marquee Sponsor will achieve unparalleled exposure at an unsurpassed value for their company through title sponsorship of the Good Vibes Explosion 2002. Grab the attention of a desirable target with millions of favorable impressions. Demonstrate their company's commitment to community service and preservation of America's unique musical heritage. Receive top billing across all the board in all media in all mentions.

The benefits afforded to the sole Marquee Sponsor of the Good Vibes Explosion 2002 will include:

• Their company's name will become the lead part of the Festival's name, i.e.: "The (corporate identity or product brand)" Good Vibes Explosion 2002.
• Full inclusion in primary position of all paid and trade television, radio and print advertising and promotional pieces, press releases, indoor event signage, and public service announcements.
• Continuous listings and press coverage in print, radio, and television during said event.
• Top billing mentions during emcee breaks and intros at indoor and outdoor events.
• License to use event name and trademarks in your company's promotional activities, subject to GVI review.
• First choice vendor booth placement (booth at GVI's expense) with product exclusivity at event with right to sell, use, or display products (within GVI's guidelines).
• Paramount banner placement at all indoor and outdoor events (subject to venue rules).
• Marquee sponsor title appearing on Good Vibes Explosion 2002 T-shirts.
• Largest size sponsor advertisement in the official Good Vibes Explosion 2002 program guide, published by Small Business Designs and Graphics and distributed at the event and in south central Michigan.
• Lead appearances in all event program, brochures, posters and flyers, and event website for one year, with linking.
• First option to be involved in video and audio recording and broadcast projects.
• Additional banner placements (up to four total) at indoor and outdoor events.
• Additional signage at concession and souvenir areas.
• Custom entertainment package to reward employees, customers, and others. Consists of eight VIP passes which feature a "Meet and Greet" session with headlining artists (subject to artist contractual riders) in addition to total access to all events and 20 sponsorship passes which allow for seats in both indoor events.

Corporate Sponsor

For the Corporate Sponsor we will tailor their contribution to a slightly more modest level than the Marquee Sponsorship, but they will receive incredible exposure nonetheless. Each opportunity to announce and credit the event will be followed immediately by a phrase such as "Presented by (their company or product brand)". Show the target audience their company's strong commitment to new American music and community service.

The Benefits afforded to Corporate Sponsors of the Good Vibes Explosion 2002 will include:

• Full inclusion in secondary position of all paid and trade television, radio and print advertising and promotional pieces, press releases, indoor event signage, and public service announcements.
• Prominent mentions during emcee breaks and intros at indoor and outdoor events.
• Preferred vendor booth placement (booth at GVI's expense) with product exclusivity at event with right to sell, use, or display products (within GVI's guidelines).
• Preferred stage wings banner placement at all indoor and outdoor events (subject to venue rules).
• Second largest size sponsor advertisement in the official Good Vibes Explosion's program guide, published by Small Business Designs and Graphics and distributed at the event and south central Michigan.
• Corporate sponsor title appearing on Good Vibes Explosion 2002 T-shirts.
• Second largest appearances in all event program, brochures, posters and flyers and event website for one year, with linking.
• Custom entertainment package to reward employees, customers, and others. Consists of six VIP passes which feature a "Meet and Greet" session with headlining artists (subject to artist contractual riders) in addition to total access to all events and 12 sponsorship passes which allow for seats in all events.

Principal Sponsor

We're adding this sponsorship level for sponsors who are trying to reach a new, expanded market (from local to regional or national).

The benefits afforded to Principal Sponsors of the Good Vibes Explosion 2002 will include:

• Full inclusion in third position of all paid and trade television, radio and print advertising and promotional pieces, press releases, indoor event signage, and public service announcements.
• Mentions during emcee breaks and intros at indoor and outdoor events.
• Vendor booth placement (booth at GVI's expense) with product exclusivity at event with right to sell, use, or display products (within GVI's guidelines).
• Stage wings banner placement at all indoor and outdoor events (subject to venue rules).
• Third largest size sponsor advertisement in the official Good Vibes Explosion 2002 program guide, published by Small Business Designs and Graphics and distributed at the event and south central Michigan.
• Principal sponsor title appearing on Good Vibes Explosion 2002 T-shirts.
• Third largest appearances in all event program, brochures, posters and flyers, and event website for one year, with linking.
• Custom entertainment package to reward employees, customers, and others. Consists of four VIP passes which feature a "Meet and Greet" session with headlining artists (subject to artist contractual riders) in addition to total access to all events and eight sponsorship passes which allow for seats in all events.

Patron Sponsor

No sponsorship can do so much for so little money. Gain millions of favorable impressions at an incredible value. This is the minimum level of sponsorship necessary to receive television-advertising benefits. Help one of the first and best American music festivals to grow and touch people with the uplifting power of Rap and Dance music.

The benefits afforded to Patron Sponsors of the Good Vibes Explosion 2002 will include:

• Inclusions in all paid and trade radio and print advertising and promotional pieces, press releases, and indoor event signage and public service announcements.
• Mentions during emceed breaks and intros at indoor and outdoor events.
• One-fourth size sponsor advertisement in the official Good Vibes Explosion 2002 program guide published by Small Business Designs and Graphics and distributed at the event and south central Michigan.
• Patron sponsor title appearing on Good Vibes Explosion T-shirts.
• Appearances in all event program, brochures, posters and flyers, and event website for one year, with linking.
• Custom entertainment package to reward employees, customers, and others. Consists of two VIP passes which feature a "Meet and Greet" session with headlining artists (subject to artist contractual riders) in addition to total access to all events and six sponsorship passes which allow for seats in all events.

Associate Sponsor

The Associate Sponsor will be able to promote their company to thousands of potential local customers who are proven spenders! This is the minimum level of sponsorship necessary to qualify for booth space at the event.

The benefits afforded to Associate Sponsors of the Good Vibes Explosion 2002 will include:

• One-fourth size black and white sponsor advertisement in the official Good Vibes Explosion 2002 program guide, published by Small Business Designs and Graphics and distributed at the event and south central Michigan.
• Associate sponsor title appearing on Good Vibes Explosion 2002 T-shirts.
• Appearances in all event posters and flyers, and event website for one year.
• Custom entertainment package to reward employees, customers, and others. Consists of two VIP passes which feature a "Meet and Greet" session with headlining artists (subject to artist contractual riders) in addition to total access to all events and four sponsorship passes which allow for seats in all events.

Affiliate Sponsor

The Affiliate Sponsor will be able to promote their company to thousands of potential local customers who are proven spenders!

The benefits afforded to Affiliate Sponsors of the Good Vibes Explosion 2002 will include:

• Inclusions in print advertising, press releases, and indoor event signage and public service announcements.
• Business card-size black and white sponsor advertisement in the official Good Vibes Explosion 2002 program guide, published by Small Business Designs and Graphics and distributed at the event and south central Michigan.
• Affiliate sponsor title appearing on Good Vibes Explosion 2002 T-shirts.
• Appearances in all event posters and flyers, and event website.
• Custom entertainment package consisting of two VIP passes which feature a "Meet and Greet" session with headlining artists (subject to artist contractual riders) in addition to total access to all events and two sponsorship passes which allow for seats in all events.

Booster Sponsor

The Booster Sponsor will be able to promote their company to thousands of potential local customers who are proven spenders!

The benefits afforded to Booster Sponsors of the Good Vibes Explosion 2002 will include:

• Mentions during emceed breaks.
• Mention in the official Good Vibes Explosion 2002 program guide, published by Small Business Designs and Graphics and distributed at the event and south central Michigan.
• Booster sponsor title appearing on Good Vibes Explosion 2002 T-shirts.
• Appearances in all event posters and event website.
• Custom entertainment package consisting of two VIP passes which feature a "Meet and Greet" session with headlining artists (subject to artist contractual riders).

Sales Forecast

We plan to host four concerts a year over the next three years. In 2002 we will host concerts on the following dates:

• Valentine's Day, February 14
• Easter, March 30
• Mother's Day, May 19
• Michigan State University Smash Month Concert, September 21

The following table gives a rundown on forecasted sales. We anticipate selling at least half of the available seats or 2,500 tickets for each of the first three concerts at our lowest price of $27.50. This would average approximate sales of $68,750 each for the first three concerts. For the Michigan State University concert we anticipate a sellout crowd of 4,500 seats at our maximum price of $37 or at least $166,500 in projected sales as recent similar concerts have shown. Then in 2003 we plan to increase our $27.50 tickets to $37, and our $37 tickets to $47. In 2004 we plan to increase our $37 tickets to $42 and our $47 tickets to $52. Those increases will help to promote growth in our cash flow. We also plan to have teen parties every month starting in January 2002. The ticket costs to the parties will be $10 a ticket for the first year and $15 a ticket for the second year. The parties will be for 50 to 100 teens. Our conservative sales forecast reflects the lower number of teens attending or purchasing tickets.

We expect our expenses to decrease about 10 percent as our events become annual events and not much advertising and marketing is required.

The accompanying table lists important program milestones, with dates and managers in charge, and budgets for each. The budgets are set for the cost of everything except the cost of the artist and will be adjusted depending on which artist we choose to use. The milestone schedule indicates our emphasis on planning for implementation. Our pre-paid sponsorships will help to offset any additional costs needed outside our budget.

What the table doesn't show is the commitment behind it. We will hold monthly follow-up meetings every month to discuss the variance and course corrections.

The initial management team depends on the founder himself, and additional back-up if needed. As we grow, we will take on additional office help and sales people.

Personnel Plan

Roland Wilson will arrange the concerts, make sure everything goes according to schedule, that and the bills are paid in full and on time. For the first year he will not receive any pay. All the profits will be put back into the business. Within the second year Roland will seek to hire a staff that includes a Secretary and Sponsorship Sales Rep, each being paid $25,000 a year without benefits. Roland will begin receiving an Owner's Draw in the amount of $1000 per week the third year. He will initially cut costs in the start-up phase by offering college student's working internships with his company.

• We want to finance growth mainly through cash flow. We recognize that this means we will have to grow more slowly than we might like.
• The most important factor in our case is sponsorship sales. The sales will offset any expenses we incur with promoting our concerts.
• We are also assuming start-up capital of $10,000.

Important Assumptions

The financial plan depends on important assumptions, most of which are shown in the following table as annual assumptions. At least we are planning on the problem and dealing with it. Interest rates, tax rates, and personnel burden are based on conservative assumptions.

Some of the more important underlying assumptions are:

• We assume a strong economy, without major recession.•We assume, of course, that there are no unforeseen changes in concert promotions to make our musical artists immediately obsolete.

Break-even Analysis

Our break-even analysis will be based on each concert and the following facts:

• Cost of promoting the event
• Cost of talent and talents expenses
• Cost of location and amenities
• How much in sponsorships do we need to sell and by what timeframe

All of the costs for these items are yet to be determined.

Projected Profit and Loss

Our projected profit and loss is shown on the following table, with sales modestly increasing over the next three years.

Projected Cash Flow

The following cash flow projections show the annual amounts only. Cash flow projections are critical to our success. The monthly cash flow is shown in the illustration, with one bar representing the cash flow per month, and the other the monthly balance. The annual cash flow figures are included here and the more important detailed monthly numbers are included in the appendices.

Projected Balance Sheet

The balance sheet in the following table shows managed but sufficient growth of net worth, and a sufficiently healthy financial position. The monthly estimates are included in the appendices.

Our risks for concert promotions are minimal. Our sponsorships will cover the out-of-pocket expenses up front. Any ticket sales will be mostly profit. In case of a concert cancellation, it will be stated in our contracts with the artists that they will be responsible for any fees or expenses we incur because of their cancellation.

Exit Strategy

We will consider using one of the forms of exit listed below, should our business come short of meeting our objectives over the next five years.

• Selling all or a portion of the business
• Passing the business on to a family member
• Selling to an Employee Stock Ownership Plan (ESOP)
• Taking the company public
• Liquidation

Each of the above forms of exit involves a variety of considerations. These considerations will be worked out between the owner, legal counsel, an accountant, and GVI's staff.

General Assumptions

Profit and Loss (Income Statement)

User Contributions:

Comment about this article, ask questions, or add new information about this topic:.

Mechanics • 20 min read

The Mechanics of Touring: How the Live Music Industry Works

By Dmitry Pastukhov

Published April 28, 2019

The Live Music Industry: An Overview

Key players in the touring industry, artists and managers, booking agents, tour managers and technicians, festivals & venues, label & publisher, the touring cycle, 1. finding the talent, 2. building the tour strategy and producing the show, 3. booking the tour, 4. selling the tickets, 5. preparations, 6. the day x, 7. the show, tour simulation, tour gross revenue.

Touring makes up a huge portion of an artist’s life and the lion’s share of the industry’s revenues. At the same time, it is the only part of the music career that remains 99% “physical” in what is otherwise the digital-first industry. While some of the artists can easily reach millions of fans via streaming, putting together an international tour for the same crowd is an extremely complicated process.

Despite the rise of digital streaming platforms, make no mistake, live music is still the cash cow of the industry. Even though streaming revenue is expected to grow to $23 billion by 2022, by that same year the live music industry is projected to reach a whopping $31 billion in global value. Global live music revenue continues to increase (with the substantial portion of this growth attributed to the worldwide explosion of EDM festivals, which we've traced in our analyses of Chinese and Indian markets). At the same time, if we take a look at the well-established music economies, a recent Nielsen study found that 52% of Americans attend live shows at least once a year.

Nevertheless, the touring industry’s decentralized and network-based system remains a complex landscape to navigate: artists often work with dozens of local promoters, booking agents and venues in the course of a single tour. So, let’s start with the basics and identify all of the parties that are usually involved in a mid-sized tour:

Artists and their managers are the crucial elements of the live business. As we’ve laid out in our Mechanics of Management , manager’s role is to build and coordinate the artist’s team on all sides of the music industry, and that, of course, includes the concert business. The artist’s management usually takes part in the initial route planning, helps the artist pick the touring team, and serves as a bridge between the live entertainment and all other sides of the artist’s career.  

The job of the booking agent itself is very easy to define: the agent represents the artist across the live industry. Their goal is to book the tour and sell the shows to the local talent buyers, finding the venue and negotiating the price. The booking deal is usually pretty straightforward: “an artist A, represented by the agent B, commits to play an N-minute show in the venue C on the day X for a $Y. ” A good agent is the one who’s able to get all those As, Bs and Cs right — so that the venue is sold out, but there are no fans left without a ticket; the artist gets paid well, but the promoter doesn’t feel cheated, and so on. While the deal is relatively simple, it’s hard to nail all the details — especially given the fact that the show are usually booked from 8 to 24 months in advance, depending on the scope of the venue.

Promoters are the side of the live business that funds the tour and buys the shows. The landscape of concert promotion is complex, and promoters themselves come in various shapes and sizes. To make it a bit simpler, imagine that promoter is a middle-man, connecting the concert space and the artist to put together a show. You can start building that bridge from either side, however.

Tour promoters set out from the artist side, contracting musicians to perform a series of concerts, paying for rehearsals, audiovisual production, covering the travel expenses and so on. Once the show is ready, tour promoters, working closely with the artist’s booking agent, either rent venues themselves or subcontract (read: sell) the shows to the local promoters (or a mixture of both).

Local promoters, in their turn, embark from a concert space. Affiliated, or at least connected with local venues and performance spaces, they buy gigs from the agents and/or tour promoters to own the ticket sales. An art-director of a small club, a local group of party promoters, a team of the major US festival — all those event promoters of different scope would fall into that category.

In that context, the role of the agent becomes clear. If promoters are the middle-men on the side of an artist or a concert space, the agent is the middle-man between the middle-men, who builds up the network of promoters (on both fronts) and artists, serving as a liaison between all sides.

However, some of the biggest tours today can be put together without the agent’s involvement.  One of the main shifts in the live business is the consolidation of tour and local promoters under the umbrella of entertainment conglomerates, with the most notable examples of Live Nation and AEG .

Essentially, these companies have grown their operation to the point where they can build the bridge from both sides, internalizing all the processes. They both produce the concert tours and own (or, at least, establish partnerships with) a vast network of clubs and arenas, providing venues for the tour. Live Nation, AEG and alike can now create centralized international tours, offering artists 360° deals. However, touring under such exclusive promotion remains reserved for the artists of the top echelon — so most of the shows out there are still put together in collaboration between the tour promoters, booking agents and local partners.

Tour managers that stay on the road with the artist's crew are the oil that makes the wheels of the tour spin. Even a nationwide tour involves extremely complex logistics, and it becomes exponentially harder to manage the travel as the tour passes onto an international level. For the first-tier acts, staying on the road with the artist crew, technicians and 30 trucks worth of equipment can cost up to $750k per day . The goal of the tour manager is to make sure that the money doesn't go down the drain when the artist’s bus breaks down in Nowhere, Oklahoma . Getting the band from point A to point B seems to be a pretty straightforward job, but in fact, the routine of the tour manager is dealing with unexpected and solving a dozen of new problems each day — all while keeping the artists happy and ready to perform. To give you a taste of an international tour route, here's an approximate map of the Lizzo's tour in support of "Cuz I Love You" release, stretching over 64 locations and 74,575 km — and that is just the straight routs, not accounting for the actual roadways.

"Cuz I Love You" tour route, 30.04.2019 — 28.10.2019 (interactive version available here )

Tour managers also run the technician crew, and, while the technical support of the tour is often overlooked, the fact is that behind every show there’s a team that turns the performance into an audiovisual experience that the audience has paid to see. It takes hard work and expertise to assemble the stage, set up the lights and the sound system, etc. The live industry relies on the tech crew to make the show actually happen.

Festivals and venues are at the very core of the live business, providing the space and (usually) the base infrastructure for the show. As we've already mentioned, there’s often a great deal of vested interest between local promoters and performance spaces.  That means that there’s usually a local promoter “attached” to the venue, and same goes for music festivals.

Outdoor events are a distinct part of the live performance landscape. Operated by promotion groups, prominent festivals can introduce artists to new audiences, both in terms of fans and music industry executives — all while offering a fat pay-check. A major festival performance puts the artist on the map, and the promotional effect of the show itself has to be considered. It can become even more important than the immediate monetary gain — especially for independent, up-and-coming artists. That’s why the tour routing will often be structured around a couple of big music festivals — and then filled up with solo concerts along the way. A good example is Coachella: as the event takes place over two separate weekends, most of the Coachella artists also book “side-gigs” around the area during the in-between week.

Although recording and publishing industries are not directly engaged in the live business, we have to remember that the music industry is built on collaboration . By convention, most music tours follow the release of an album, and each artist has to report his set after the show to PROs so that the proper songwriters get paid. The music industry is made up of separate companies and people working on the different parts of the artist career — and, while not completely aligned, they are always interconnected.

The six key parties described above work together to bring the live show to the concert-goers. However, it’s important to mention that they won’t always be represented by separate entities. Often some of the roles will be internalized by the different sides of the touring chain: independent artists and their management might produce the tour themselves, internalizing the job of the tour promoter; conglomerate promoters, as we’ve mentioned, can now offer exclusive touring deals; and so on. That said, in the next section we will go through the tour cycle step by step to showcase how all these players interact to create the tour. As it usually is in the music industry, it all starts with the artist.

On the first step, agents and tour promoters find and sign the performer. This process is not much different from the scouting of recording or publishing A&Rs, although the criteria might differ. For some types of artists (like DJs, for example) touring can be relatively huge, while the recording revenues might stay almost non-existent. Agents and A&Rs look for different things in the artist, but the essence of scouting remains the same across the board — identify and sign the promising acts before anyone else does.

There’s another twist to talent hunting in the live industry that is probably worth mentioning. As an average show has to be booked 9-10 months in advance, tour deals are usually signed around a year prior to the actual performance. At the same time, the vast majority of concert tours follow the recording releases to build up the momentum and ride the promotion wave. That has one unavoidable implication: tour promoters and agents sign the artist to perform the material which is not written yet, which can be quite risky.

That is especially true when it comes to the debut artists, that might not even have a 40-minute set or any solid live performance skills when they get their first touring deal. There is a lot of gut feeling that goes into scouting on the live industry side — more than in the recording business at least, where licensing deals allowed labels to mediate the risks of the creative stage.

Once the artist is on board, it’s time to produce the show and define the tour strategy and routing. At this step, the tour promoter starts the preparations: building the light show and live visual materials, booking rehearsal sessions to perfect the live performance, and so on. Meanwhile, the artist, manager, agent and tour promoter work out a general timeframe and draft an approximate route of the future tour. The initial tour planning is usually done around priority shows, like major city performances or music festivals, while the rest of the route is defined in broad strokes. Unless we’re talking about the top-tier, established artists, the tour will always follow a recording release. Once the initial planning is over, the tour strategy will be defined in terms of “The artist will play a priority city/music festival in a specific area N weeks after the release”.

Ones the initial route is set out, the agent goes on to book the tour, pitching the show to local promoters and festivals. Starting with the priority shows and then filling in the details, the tour route gradually takes its final form. The agent negotiates with local promoters to pick out an optimal venue (in terms of volume, style, conditions, etc.) to host the show. As Tom Windish, a senior executive of Paradigm Talent Agency mentioned in our recent interview , picking the right venue is perhaps the hardest part of booking a tour: the material is not out yet, and there’s no way to predict the reception of the release that’s almost a year ahead. Go for a small but safe venue — and you risk losing potential ticket sales and disappointing the fans; go big, and you might end up in a half-empty room, losing on the investment and leaving every side of the deal disappointed. The agent has to make risky decisions in a situation of uncertainty, and given the venue landscape in some of the regions, sometimes that means choosing between a venue capacity of 500 and 2000 for what is reasonably a 1000-ticket show.

As for the conditions and splits of the booking contract, generally local promoters, tour promoters, and artists will split the net profits of the show. Artists might also get a flat fee to ensure they'll make some money even if all other parties do their job poorly. Usually, the more the flat fee, the less the artist’s share of the net profits (and vice versa). In that sense, the structure of the contract splits often reflects the artist's risk appetite: some artists self-produce the tour, sacrifice the flat fees and end up getting almost 100% of the net. Others might ask for a higher "safety" fee, lowering both the profits of the tour and their own stake in it.   Booking agents, in their turn, earn a flat percentage on the revenues ‘on top’ (though they might put their share back in the pot if the tour doesn’t turn out a profit). That might be a lot to take in, but don't worry, we will get back to the splits and give you a clear example with a tour simulation you can find below .

Once the tour is booked, it’s the time to promote it and sell the tickets. On paper, the ball is in the promoter’s court here, but in reality the marketing of the tour is carried out in close collaboration between all the sides — from managers and booking agents to the artists' record labels. Concert marketing is a topic worthy of a separate article, but if we were to simplify things, it could be separated into two main parts.

First is the overarching tour marketing, implemented by the tour promoter and synchronized with the record release. The tour marketing campaign utilizes wide communication channels to promote the tour in general rather than a particular show. Second is the regional marketing owned by the local promoters, which aims to boost the sales of a specific show, focusing on narrow communication channels, like radio, OOH and locally targeted digital advertising.

As far as the actual ticketing strategy is concerned, there’s no one-size-fits-all solution, so most teams go through long and numerous meetings to define tit There's a lot of decisions to be made when settling the details of the ticketing strategy — especially as technology has put new tools into the hands of promoters — but generally accepted sales process follows an “announcement → pre-sale → general sale” pattern. First, the tour is announced through the label- or artist-owned channels. That announcement is both a chance to communicate the tour to the wide audience and build up the artist’s CRM-base by nudging fans to leave their contacts to get notified when tickets go on sale. On the live event market, the buying intent might not realize itself on the first day — so having direct contact with fans and growing the artist's CRM-base is a key tool in the hands of the industry.

Then, the pre-sale takes place: first, reaching out directly to fans in the CRM database — after all, artist-fan relationships are one of the most important assets of an artist, and a fan pre-sale ensures that engaged followers will be able to get tickets to the show. Pre-sale strategy might also involve sales through “preferred partners”, focusing on direct sales through systems like American Express PreSales in the U.S., or even Spotify, that allows to reach the artist’s fans and followers across the tour route based on their listening habits and geo-location. Finally, to complete the pre-sale, local promoters can also use the local communication channels, like CRM-base of the venue and local airplay.

All the pre-sale strategies have two primary objectives. Firstly, based on the pre-sale figures (and historical concert attendance data), the promoter can roughly tell how the show is going to sell in general — and adjust the marketing campaign accordingly. Secondly, pre-sale through reasonably closed off channels can help to mediate the problem of the secondary ticket market. In fact, most of the ticketing strategies aim to sell as many seats as possible before putting the show on the general sale. Ticketing platforms like Songkick, BandsinTown or Seated allow promoters to reach the widest audience but they also puts the show at risk of selling out to the scalper bots in a matter of hours. This is especially true for the biggest artists out there — the more the demand for the show, the more attention it's going to get from the scalpers.

At this point, the tickets are on sale and the date is coming up, but there are still a lot of details to cover to make the show actually happen. Carrying out a 100-show tour means getting the artist and his tour team to a hundred different locations across the globe — all while staying on a tight budget and an even tighter schedule. Then, you have to make sure that every step of the way the artist has the infrastructure to do the actual show. Big tours are extremely complicated logistics, that require a lot of planning (usually carried out by the tour manager, affiliated with the tour promoters). Plane tickets, car rental, backline equipment shipping — this is just a fraction of what needs to be taken care of before reaching the venue.

The venue is (hopefully) sold out, the material is well-rehearsed, the equipment is delivered to the club — but the show is still to be done. Someone has to set up the sound, check tickets at the door, take care of the security, prepare the guest list and set up the bar. This routine can seem insignificant at times, but in fact, a solid on-site setup is a must if you want the audience to enjoy the performance. Surely all of us can remember that one concert with that hour-long queue, delayed performance and warm beer at the bar — a poor concert organization can ruin even the best of shows. Making sure that the concert goes smoothly is a group effort of the tour crew and the local promoter's team, from tour managers and technicians to local sound engineers and the venue stuff.

Finally, one year, tens of thousands of kilometers and thousands of man-hours later, the artist will go on stage. Then, the team will get back on the road to repeat steps 5 through 7 over and over again, until the final row of the tour announcement is crossed out. The artist will eventually get back in the studio and start working on the new material, while tour promoters and agents will begin planning the next tour. That’s the tour life .

To conclude the Mechanics of Touring, we want to share with you an example of how the tour budget and profits are structured. Below, you will find a somewhat simplified (yet accurate at its core) budget simulation of an averaged tour. While the actual “business plan” will be much more detailed, the data below should give you a good idea of who pays for the tour and who ends up making money on it.

Total Fixed and Variable Costs

So, the tour has fixed costs of 70,000€, which have to be covered regardless of the tour length, and variable costs of 7,000€, per show. Such costs structure means that (and this is true for practically every tour) we will enjoy the scale effect , as total costs per show (calculated as (FC+ VC*N)/N, where FC is Fixed Costs, VC — Variable Costs and N is the Number of shows in the tour) will go down as the tour grows, due to the depreciation of the fixed costs.

Total costs per show, for 10-150 concerts in a tour.

To go forward with the simulation, we will assume that the shows of the tour are all booked at the same price (which is never the case due to the difference in the local ticket prices, venue and market capacity, and other specifics). However, to simplify things, we will use the following revenue structure:        

Guarantee per show = 8,000€

Bonus if sold out = 2,000€

If we plotted the tour’s total profits as a function of the number of shows, P/L = (Revenue per show * N) - (FC+VC*N), we would get the following:

Tour P&L (overall profit/loss before splits)

As the total costs per show go down against a constant revenue, the tour turns a profit, breaking even at the 24th and 70th show for “Sold Out” and “Not Sold Out” scenarios accordingly.

Then the time comes to divvy up the profits. First of all, the agent takes a share of all revenues “on top”. In this simulation, we will use a 15% split for the agent. So, if the tour is made up of 100 sold out shows, the agent would get (10,000*100)*15% = €150,000 in fees. However, it’s not customary in the music industry for one side of the deal to make money while the rest are losing. So, usually, the agent won’t take their share if the tour doesn’t turn a profit. But what if the tour makes a bit of money, but not enough to cover the agent’s 15% “on top”?

There are a couple of roads the agent might take in that case, cutting their share down to 5% or taking a percentage of the profits, rather than revenue, but for purposes of this simulation, we will assume that the agent will take their part of the share, but won’t put the promoter back in the red. So, if the tour has made €5K in NET profits by selling out 25 shows, the agent will take €5,000 instead of agreed upon (25*10,000)*15% = €37,500.

Tour promoter will take a share of the NET profits (Total Revenue — Agent’s Share — Costs). That would mean that, although the tour itself will break even on a 24th show in the Song Out scenario, the tour promoter will start making money only after the 47th show (once the agent is fully compensated). If we assume the tour promoter’s share at 20%, on a 100-show, sold out tour they will make ((10,000*100*0,85) - (70,000 + 7,000*100)) * 0,2 = €16,000 . It might seem that the promoters get the short end of the stick here, but in fact, they will often make quite a bit of money in the venue itself on things like bar and parking. This can be a substantial or even primary revenue stream for the promoter, but we’ll have to leave it out of the scope of the simulation for the sake of simplicity.

As for the artist , they will earn a flat fee (in this simulation €1,000 per show) as well as the remaining 80% of the tour’s NET. This sum will make up the artist gross, which in its turn will be divided between the artist and the management (an average manager’s share is around 15% ). So, for a 100-show tour the artist gross will be: (100*1,000) + ((10,000*100*0,85) - (70,000 + 7,000*100)) * 0,8 = €164,000 , which would then be split 85:15 between the artist ( €139,400 ) and the manager ( €24,600 ).

Tour profits distribution, by party

Of course, the actual tour will be much more complicated than in the simulation above. However, it should give you a good idea of how the tour is structured and budgeted. That’s it for this episode of Mechanics, but don’t worry — we’ll keep working to bring you insights on other parts of the music industry. If you liked this article, take a look at our Mechanics of the Music Industry to get the overview of the topics we covered so far — and the ones we plan to cover in the future.

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Dmitry Pastukhov

Content creator for Soundcharts. Deciphering the music business so you don't have to.

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Festival Business Plan Example

Published Oct.08, 2013

Updated Apr.22, 2024

By: Jakub Babkins

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Table of Content

Festival business plan for starting your own business

The purpose of this business plan for a music festival is to outline the steps necessary to launch a successful festival business. The plan will cover topics such as the mission and vision of the business, the target market, the organizational structure, the financial plan, the marketing strategy, and the operational plan. Additionally, the plan will provide a timeline for achieving the goals of the festival business.

This nightclub business plan will provide a blueprint for success and will be used for obtaining funding, recruiting employees, and managing the business’s daily operations. It is essential that the business plan is kept up-to-date to ensure that the business remains competitive and profitable.

2. Executive Summary

The business.

Festival Productions is a full-service event planning and management business specializing in creating and organizing large festivals and other events. Festival Productions will provide a complete package of event planning, coordinating, and management services to ensure each event is successful.

Our team is made up of experienced professionals who are passionate about creating memorable events. We comprehensively understand the event planning process and will use our expertise to help our clients create a successful event.

The food festival business plan aims to maintain a strong online presence and use social media to promote our services, increase brand awareness, and communicate with our clients. We will also use traditional marketing techniques such as print and radio advertising to reach potential new customers.

Business Target

Our target market consists of music enthusiasts of all ages, sizes, and backgrounds. We plan to cater to a diverse demographic with various musical genres, ranging from classic rock to EDM and everything in between.

The film festival business plan pdf also plans to target local businesses, as well as national and international brands, to create a unique sponsorship opportunity. The festival will be held in the City of Los Angeles and will attract attendees from throughout the Los Angeles area, as well as from across the country and worldwide.

Our main goals are to be the leading event production company in the region, to provide our clients with the highest quality service, and to ensure that every event we produce is a success.

3. Company Summary

Company owner.

Festival Productions is a startup company founded by two entrepreneurs, Joe and Sam. Joe and Sam have the vision to create a unique event experience for their customers.

The company focuses on creating innovative and entertaining events that bring people together and create unforgettable memories. The company will provide a wide range of services to ensure that its events are successful and profitable. These services include event planning, budgeting, marketing, and customer service.

Why The Festival Business Is Being Started

The festival business is being started with the goal of creating a unique event experience that will bring people together and create unforgettable memories.

The music festival business plan template will create events that will be enjoyable and exciting for both the customer and the company. This will be done by providing a high-quality and unique experience that will bring people together and create lasting relationships.

How The Festival Business Will Be Started

The community festival business plan will be started by first obtaining the necessary licenses and permits for the event. The company will then begin to plan the event by hiring event planners and budgeting for the event.

The company will then begin to market the event by creating promotional materials and advertising. The company will also create a customer service team to ensure that customers have a pleasant and enjoyable experience.

Finally, the company will work to ensure a successful and profitable event by monitoring the event and tracking the results.

Financial experts help festival business owners estimate starting costs, including investments, loans, and assets.

As part of the start-up requirements for an arts and crafts festival business plan, this information includes the following: startup expenses, assets, start-up funding, startup funding requirements, assets, liabilities, planned investments, capital, liabilities, and funding requirements.

4. Services

The purpose of the music festival business plan sample is to attract potential investors and give stakeholders a glimpse of the company’s strategies, goals, and financial projections. The children’s festival business plan services provide comprehensive solutions for festival organizers to execute successful events. These services include

• Event Management: Providing professional services to organize and manage all aspects of festivals, including entertainment scheduling, venue selection, marketing, budgeting, and more.
• Ticket Sales: Selling tickets to festival events, online and in-person.
• Vendor Relations: Developing and maintaining relationships with vendors, ensuring that all vendors meet all regulatory requirements and festival standards.
• Venue Management: Identifying and securing venues for festival events, ensuring that all necessary permits and licenses are in place.
• Event Promotion: Creating and executing marketing plans to promote the festival, including social media campaigns and print materials.
• Branding: Developing and managing the festival’s brand identity and messaging.
• Community Outreach: Developing relationships with local businesses, organizations, and government entities to ensure a successful and well-attended festival.
• Risk Management: Creating and implementing policies, procedures, and protocols to mitigate risk and ensure a safe and secure festival.
• Logistics: Managing all logistical aspects of the festival, including transportation, catering, security, and more.
• Compliance: Ensuring that all vendors, contractors, and other personnel comply with applicable laws and regulations.
• Budgeting: Developing and managing the festival’s budget to ensure that all costs are tracked and accounted for.

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5. Marketing Analysis

One of the most important components of how to do a business plan for a festival is the marketing analysis it provides.

Market Trends

The music festival industry has seen rapid growth in the last decade due to the increasing popularity of digital music platforms such as Spotify and Apple Music. This has caused a rise in live music events as people are looking for ways to experience music in a more engaging way.

Marketing Segmentation

The pride festival business plan can be segmented by age, gender, location, and type of event. Age-wise, younger generations are more likely to attend festivals, while those in their 30s and 40s are more likely to attend more traditional music concerts. Gender-wise, males are more likely to attend large-scale events, while females are more likely to attend smaller, more intimate gatherings. Location-wise, festivals tend to be concentrated in urban areas with a high concentration of young people. However, festivals are increasingly being held in rural areas as well. Type of event-wise, festivals can range from music to food and cultural.

The primary target audience for the music venue business plan is young adults aged 18-35 who are looking for a unique, memorable experience. This audience is likely to be tech-savvy and active on social media, and they are likely to be open to new experiences and innovative ideas. The secondary target audience is adults aged 35-60 who may be looking for a more traditional music festival experience.

Product Pricing

The pricing of festival tickets and other related products should be based on the type of event, the size and scope of the event, and the amenities provided. Ticket prices should be set to cover the cost of organizing the event and to ensure a reasonable profit margin.

6. Marketing Strategy

Competitive analysis.

In the beer festival business plan pdf, there is a lot of competition. To be successful, it is important to understand the local competition and its strategies. A thorough analysis of the local competition should be conducted to identify their strengths and weaknesses. This information should then be used to create a competitive advantage and develop a sales strategy to best position the festival business.

Sales Strategy

The sales strategy should focus on identifying the target market, creating a unique selling proposition, and developing a comprehensive marketing and promotional plan. The target market should be identified based on demographics, interests, and festival type.

The unique selling proposition should be developed to emphasize the festival’s unique features and benefits. The marketing and promotional plan should be developed to reach the target market, generate interest, and create awareness of the festival.

Sales Monthly

The sales monthly plan for how to craft a business plan for a festival should include specific goals and objectives for each month. These goals should focus on increasing the number of attendees, ticket sales, and revenue.

Each month, specific actions should be taken to reach these goals, such as developing and executing promotional campaigns, creating special offers, and utilizing social media. Based on the experts’ opinions, monthly sales are expected.

Sales Yearly

The sales yearly plan should focus on maximizing the revenue for the entire year. According to the experts’ estimates, the following sales are expected yearly.

Sales Forecast

The forecast should provide an indication of the expected revenue, number of attendees, and other important metrics. This forecast should be updated regularly to ensure accuracy. Sales are forecasted as follows:

7. Personnel Plan

Company staff.

Festival Productions is proud to have a team of dedicated and experienced event professionals. Our team consists of:

The management staff includes;

• Event Manager
• Marketing Manager
• Public Relations Manager
• Production Manager
• Logistics Manager
• Security Manager
• Vendors Manager
• Technical Manager
• Operations Manager
• Social Media Manager
• Food and Beverage Manager

The operational team includes;

• Financial Officer
• Graphic Designer
• Web Developer
• Volunteers Coordinator

Other Staff includes;

• Administrative Assistant
• Receptionist
• Cleaning Staff

Average Salary of Employees

The average salary of employees for a science festival business plan depends on the size and scope of the festival. For a small-scale festival, employees may receive an hourly wage. Employees may receive a salary or a combination of a salary and commission for a large-scale festival. The average salary of employees also depends on their specific job role. For example, a festival manager may receive a higher salary than a ticketing staff member. In addition, salaries may vary depending on the festival’s location and the employee’s level of experience.

8. Financial Plan

Our financial plan is designed to ensure that our festival is profitable and sustainable. Our revenue will come from ticket sales, sponsorships, merchandise sales, and concessions. We project that our total revenues will be maximum in the average length of time to create a festival business plan.

Important Assumptions

A financial plan for the festival business should be calculated as follows:

Nevertheless, deviations will be kept to levels that won’t affect the company’s major financial strategies.

Brake-even Analysis

Based on the fixed and variable costs of the karaoke business plan , the following is a breakdown:

As shown in the following table, monthly break-evens are analyzed

Projected Profit and Loss

For a festival business, here are the projected profits and losses.

Profit Monthly

Profit Yearly

Gross Margin Monthly

Gross Margin Yearly

Projected Cash Flow

This column diagram illustrates cash flow projections.

In the following table, you can find detailed information about pro forma cash flow. A subtotal cash flow statement includes subtotal cash received, subtotal operational expenditures, as well as general assumptions.

Projected Balance Sheet

The following is a projected balance sheet for a business plan consulting service showing total current assets, total long-term assets, total assets, current subtotal liabilities, total liabilities, and total capital.

Business Ratios

Below is a table that shows internet radio business plan metrics, along with ratio analysis and a total assets breakdown.

How does a festival make money?

Festivals may make money through ticket sales, sponsorships, merchandise, concessions, and donations. They may also receive funding from local, state, and federal governments.

What makes a successful festival?

A successful festival is one that meets the needs of its audience. This means having a variety of activities and events to appeal to a wide range of people. It should also have a well-executed marketing plan to ensure the event is well-publicized and attract the right demographic. Additionally, a successful festival should have adequate facilities and safety measures in place to ensure attendees can enjoy themselves without worry. Finally, a successful festival should be well-organized and have an efficient staff to guide attendees and help make sure the event runs smoothly.

Download Festival Business Plan Sample in pdf

OGSCapital’s team has assisted thousands of entrepreneurs with top-rate business plan development, consultancy and analysis. They’ve helped thousands of SME owners secure more than $1.5 billion in funding, and they can do the same for you.

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Everything You Need to Know to Plan a Concert in 9 Steps

The stage is set. Flashing lights illuminate the room. The air is filled with energy as the crowd roars with excitement. Feels familiar? This is the magic of a concert, an experience that goes above and beyond the everyday ordinary and leaves a lasting impression on every person in attendance.

Concerts are a great way to bring people together and create memories that will last a lifetime for every person involved. However, planning a concert can easily become overwhelming, especially if you're inexperienced and not sure where to start. From creating a budget, to picking the right venue, and promoting the event, there are numerous factors that go into concert planning. In this blog, we'll break down the process into 9 easy steps that you can follow to make your next concert a major success.

1. Establish Goals and Define your Vision

Successfully getting any task done starts with setting goals for yourself. When concert planning, it’s important to define the purpose of your concert and what you hope to accomplish. What type of audience are you trying to attract? What type of experience are you aiming to create for your guests? This sets a clear foundation, and answering these questions will help you stay on track when it comes to your decision making.

2. Create a Budget

Setting a realistic budget should be at the top of your priority list. Without carefully crafting a budget before you start planning your concert, expenses can easily skyrocket. The best way to determine what you’ll need to include in your budget is to think about what you’ll have to take care of before, during, and after the concert. Some of the major expenses associated with concert planning include venue rental fees, performer fees, promotion expenses, and staffing costs. Two of the biggest mistakes you could make is underestimating your expenses and overestimating the revenue you’ll make. Therefore, keep a close eye on your budget and monitor it regularly throughout the entire planning process.

3. Find your Talent

Obviously, you’ll need to book talent to perform at your concert! Make a list of between five to ten artists or bands that you want to reach out to. In your message, make sure that you clearly identify all the details upfront, including what payment will look like or if you’re asking them to volunteer their time. Sometimes this may involve communicating with the artist’s manager or agent. Once you’ve found someone who fits the vibe, negotiate booking fees and sign them to appropriate contracts and paperwork to make sure that everything is in place for the big day. 

4. Pick the Perfect Venue

The next challenge to tackle is that you’ll want to find the right venue to host the performance. You may already have the right place in mind, or you may be considering different options . Here are a few questions that you’ll want to ask yourself: What does the max capacity look like? What type of amenities do they offer (ex: is there parking? Do they already have AV equipment ready to use?). Once you’ve solidified your choice, review security measures, venue rules, and hygiene protocols to make sure that the guest experience is as smooth as possible.

5. Finalize Time and Date

After finding the perfect venue, it’s time to set a date for your concert. Concerts can take place during any point in the year, but there are a few things you should consider to make sure things run smoothly. Check in on the availability of your preferred venue, the schedules of your performers, and any conflicting events or holidays that might impact attendance. Give yourself plenty of time to plan, promote and execute the event.

6. Pick your Event Ticketing Partner

Ticketing is an essential part of your concert planning process. After all, this is how you’re able to generate a profit! There are a variety of online ticketing platforms out there, which can make it tricky to find the right one for your event. It’s key to look for a platform that offers easy payment processing, customizable ticketing options, and low fees. If you’re still feeling stuck, check out these 20 questions to ask yourself when choosing your ticketing partner . Need additional help setting up your event ticketing? Schedule a demo with our team and we’ll do all the heavy lifting for you!

7. Promote the Concert

Now that you have a solid plan for your concert, the next step is getting people to show up to it! There are several routes that you can take when it comes to promotion. Take it online through methods like social media marketing or email marketing, or offline through methods like flyers and promotional items. You may want to consider partnering with sponsors , media outlets, and influencers to increase your reach to help get the word out. 

8. Prepare for the Day of the Concert

Planning out the logistics is crucial to ensure that everything runs smoothly on the day of the concert. Make sure every detail is clarified: assign roles to your team members, coordinate with security, and prepare for any emergencies that may occur. When the day finally arrives, ensure that everything is in place before attendees arrive. Test equipment, set up signage, and check in with your talent to make sure they are ready to go.

9. Execute the Show

Finally, the big moment! It’s time to execute the show. Monitor crowd flow, keep an eye on the time to make sure everything runs on schedule, and promptly handle any issues that arise. Even after the concert is over, the planning doesn’t have to end. Now is the time to collect feedback from attendees, performers, and team members to improve your planning process for future concerts to make them even more spectacular.

Final Thoughts

It goes without saying that planning a concert requires a lot of work, but it's a rewarding experience that creates a memorable experience for your attendees. By following these 9 steps, you can successfully plan and execute a concert that meets your goals and is able to exceed your audience's expectations.

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10 Step Guide To Organize A Successful Concert Event

• August 19, 2019
• Event Ideas , Event Management , Event Planning , Live Music Events & Concerts

Listening to your favorite band or artist while traveling is way different than experiencing them live in action at a music concert. Planning a successful music festival is an exhilarating experience in itself, and everyone involved would not want to miss it.  Music has a magical way of connecting people from different communities and age groups. If you’re an event presenter or hospitality venue looking to bring the good vibes, here is your 10-step guide to organizing a successful concert.

1. Plan Your Budget

It all starts with the event budgeting and the scale at which you want to organize your concerts. Stick to an event budget template that can be used for all your upcoming concert events.  Set up a realistic budget to cover all expenses related to the infrastructure, venue booking, talent buying, and logistics, including any contingency.   Ascertain at this point if you need to generate sponsorship exposure for your event, especially if it’s a fundraiser event or concert for charity. Track your budget to ensure you don’t overspend.

2. Talent Buying

Depending on the type of concert you’re organizing and your budget, build an artist line-up that your attendees will enjoy and appreciate. Do an analysis of what works best for your audience.  For example, if you’re organizing a concert in Washington for people aged between 21-50, who enjoy pop music, then book an artist like Pitbull or Nelly.  Also, if you’re going for a star-studded line-up, make sure they are comfortable performing with the other artists.

3. Finalize Your Venue

Once your artists are decided, finalize the venue. Is it an indoor or an outdoor concert? If you already have a casino or a pub, the venue won’t be a big concern. But if you’re hosting the concert outdoors, you can choose a stadium or an open space to accommodate everyone. 

Depending on your budget and how many attendees your venue can accommodate, finalize your venue.  Consider the traffic, transit time, and parking facilities while booking the venue. Geotag the event location on social media and your  Online Ticket Store  so your attendees can locate the venue easily.

4. Finalize the Concert Date

Based on the availability of your artists, lock on to your concert event date. Create the buzz around the event and also while launching the concert, send out email campaigns and reminders to the stakeholders and your audience. 

With the holiday season arriving soon, there will be several events during the time. Make sure your event dates don’t clash with other popular events. Once you finalize the concert date, kickstart your targeted event marketing strategy .

5. Take Care of Logistics

Be it a small gig or a big concert, book a super sound system needed for that amazing experience. If it’s an outdoor space, set up the big stage for your artists, rent the stage equipment including light and sound. Set up a backstage, dressing room and take care of the event catering at the concert. While you take care of logistics, don’t miss out on procuring permits for noise and alcohol consumption. 

Begin your team recruitment process well in advance as you’ll need volunteers to welcome, answer queries and attend to any issue they may face while at the concert. If you’re offering liquor at the concert, make sure you have trained security, CCTV surveillance, and drones to take care of unwanted situations.

6. Price Your Tickets

Ticket pricing is one of the crucial factors for  growing your event revenue . Once you know your event expenses and the no of attendees expected at the concert, add an extra margin to cover up additional expenses and set up your ticket price accordingly.  Create multiple ticket types and seating combos  to give your attendees the ultimate flexibility of choosing what’s best for them and their group. 

Pro-Tip : Choose to deploy early-bird discounts or surge pricing to sell out concert tickets online.

7. Pick Your Event Ticketing Partner

Ticketing may seem like a small part of your event planning, but that’s what facilitates your revenue stream generation. From the event management, revenue generation, branding, our  event ticketing features  are the most preferred in the concert industry. We’re not only feature-rich but also offer 24/7 Customer Support to our event presenters. 

Concerts and overcrowded queues go hand in hand. An over-excited audience waiting to enter your venue is not be tested. With our  mobile apps  – YapTickets, YapScan & YapStats, concert managers have been streamlining ticket validation and data reporting on their mobile devices.

Are you an event organizer looking to create and sell your concert tickets?

8. Promote your Concert

Online marketing channels have made event promotion simple and straightforward. You can post your events on social media, roll out contests, offer group discounts, create your event on Facebook and check how many will turn up for your concert easily.  Apart from social media campaigns, use our email marketing integration to send out invites and access codes to VIP attendees weeks before the event.

9. Post-Concert Highlights

Whether it’s your first event or you’re an expert at it, always capture memories or key highlights of your concert. It’ll help you in two ways – you can see the results of your hard work and second, you can share it on social media to let people know about the success of the concert. So, if anyone missed your concert, they’ll make it a point to attend your next concert for sure.

10. Post-Concert Follow-Up

Build and maintain your relationship with your attendees even after the concert. Event presenters on board with Yapsody use our Email Marketing Integration to personalize their emailers as a post-event follow-up practice. A simple post-event survey or feedback form gives you an idea of what they thought about your event. With our Questionnaire & Surveys feature, concert managers asked their attendees all the right questions through logic-based questionnaires.

So, what are you waiting for? Start hosting grand music concerts to set yourself and your guests up for a fun and successful event every time by  signing up  with Yapsody! 

Let the magic begin!

Once they become your loyal fans, their word of mouth will get you more success compared to any other promotion. With this 10-step guide, you’re about to capture your attendees’ hearts by organizing the most memorable and successful concerts.

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6. Finalize a date and time.

The optimal date and time for your event will depend on your audience and your event concept. Some themes and concerts work better in a nighttime setting, where you can use lighting and backdrops to set the mood and tone. Other concepts and venues, especially outdoor ones, will be logistically easier to manage in the day.

Keep in mind that your audience has times that will work best for them as well. Take into account things like school, work, and holiday schedules to determine what day and time is best for your concert.

7. Determine what equipment is needed.

Speak with your musical talent and your venue to determine what equipment you’ll need for the performance and whether the venue can provide any of it. This could include a stage, speakers, microphones, sound system, lighting, and other audio/visual equipment. Check with your musical talent to determine what equipment they will be bringing themselves and what you are responsible for. 

Think about the acoustics of your space and whether you’ll need any amplification for the musical performance, as well as what types of seating arrangements make the most sense. If your venue is outdoors, make sure that you have a way to protect the equipment from the elements. As you speak with vendors, talent, and the venue to determine your equipment needs, make sure to ask how long they will need for setup and breakdown, and whether they need access to power, a loading dock, or any other special access. These details will be key to add to your plan to avoid costly mistakes.

8. Create a comfortable environment.

Keep your talent comfortable and help them prepare by creating or outfitting a backstage area. This can be any semi-private or private area in your venue, but it should have easy access to the stage as well as restroom facilities.

You can create a comfortable experience backstage by providing water, soft drinks, snacks, and other small necessities for your musical talent. Ask them in advance whether they will need somewhere to change, warm-up, or rest between performance periods.

Your audience’s comfort will depend on access to restroom facilities, refreshments, and appropriate seating. If your venue is outdoors, make sure there’s enough shelter in the case of inclement weather, or have a backup plan for when a storm rolls in.

Don’t forget to make a plan for everyone’s safety, too. You should have adequate security, medical assistance, and event assistants for the size of your audience and for your venue.

9. Start selling tickets.

If you’re planning on making money from the concert, you’ll need to sell tickets . You can partner with a ticketing service to offer print or digital tickets for your event. Some ticketing services offer the ability to use custom branding on the tickets, accept multiple payment methods, and offer tiered pricing. Many will also include a website for your ticketing and integration with your social media accounts.

The time and date of the concert should be clearly marked on the ticket, along with relevant seating information and a clear return/refund policy.

10. Promote the concert.

Just like any other event, the promotion for your concert will directly correlate to its success. You’ll need a marketing plan that takes into account your event concept, audience, and the musical talent that you’ve brought on board. If the talent has certain channels that work well for their marketing, make sure to double down on those channels and partner with the talent to spread the word.

You can increase your reach and spread your message further with the help of event partners . Sponsors, merchandisers, concert promoters, ticket sellers, and the venue can all be helpful in the marketing of your event. Get everyone on the same page about the event concept and goals and make it easy for them to promote the event by providing social media, email, and print assets that they can share.

Make sure to capture high-quality photos and videos leading up to and during the event, too. These will become marketing gold in your event follow-up and could be really useful if you’re considering making the event into a series or repeating it next year.

Now you know how to plan a concert!

Looking for help with the layout of your concert? We’ve got you covered with our top tips for music festival layouts .

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Think Outside the Box

The above tips are intended to help you get a system in place for any ideas you want to pursue. Brainstorming ways to make money and build brand awareness requires all hands on deck. Here are a few of the more creative ideas we’ve seen venues implement lately:

• Behind-the-scenes videos: The majority of your music fans likely have no idea what it takes to put on a show. They don’t know what goes on backstage, but they probably would love to. Leverage video platforms to educate them. 
• Partner with your acts: Just as people are interested in seeing how music venues work, they’ll often pay money to see an exclusive video interview with their favorite bands. This is money you can earn and split with the acts that agree to take an interview. Be sure you get your bands to market the videos on their channels as well and, if needed, offer to help them set up a way for fans to purchase tickets. You can also work with your band to host live or recorded concerts that people can buy tickets to see. 
• Leverage Spotify: Did you know that you can set up a Spotify account to reach an entirely new audience? Once you get your profile, you can start building your playlist. You will make fans, promote your brand and venue, and can eventually sell tickets on Spotify.
• Support a Cause: Did you know that just 49% of people believe businesses impact society positively ? That figure is down almost 10% from just the year prior. Supporting a meaningful cause can make you stand out in a positive light when done genuinely and transparently (show your audience the impact the support made). People love to support businesses that support others. The same report from Engage for Good noted that 73% of people believe a company can take actions that both increase profits and improve conditions in their communities. And when you do, 71% are willing to pay more as long as they know some of it is going to charity.  
• Rentals: You’ve worked hard to make your venue a place people want to visit, so get creative with your venue marketing and offer it up as a rental space. The venue can also host small exercise classes, private training sessions, stage tech lessons, and even remote office space.

Effective Live Music Marketing — How Do You Manage All of This?

A lot goes into effective live music marketing, and you’ve got artist and concert details to manage. How do you do it all? You need technology that brings everything together under one platform and automates it for your convenience and efficiency. Prism keeps all of your venue/concert details organized and everyone on the same page with dates, contracts, ticket sales, budgets, and more. Disorganization and manual processes (i.e., updating spreadsheets and jumping from one app to the next) can hold you back or generate mistakes, but an integrated platform will help you reduce your costs and be more organized, efficient, and productive.

With details well organized and updated for everyone the moment you enter them, you can spend more time planning your most creative marketing strategies, building relationships and interacting with concert-goers to scale your brand, and optimizing your live music marketing potential. Today’s concert-goers don’t just want a great experience at your live music venue — they want a great experience with a brand they’ve grown to rely on. Contact us today to get started with Prism .

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By Emily Mee , news reporter

We've all been there. You have a bad day and you need a little pick-me-up - so you head straight to your favourite website to buy something new.

That hit of dopamine you get when buying something is what many businesses rely on - and no one seems to understand it better than fast fashion brands. 

But not only is this hurting our wallets, it's also harming the planet. 

In the final part of our psychology of shopping series, we spoke to fair fashion campaigner Venetia La Manna ( @venetialamanna ) - who advocates for a more sustainable approach to clothing - about the little tricks fast fashion companies use to get people to spend, spend, spend... 

Always in a rush - and slippery floors

Many of the techniques fashion companies use involve ensuring people feel rushed to make purchasing decisions. 

Ms La Manna says websites and social media pages are set up to make them look "very immediate" so we "always feel like we have to buy something before it's gone" - meaning you're not able to sit with a purchase and think about whether you need it. 

Fast fashion companies also keep an eye on trends and push out products as soon as possible to make sure people are "buying very, very quickly without necessarily much thought". 

And the sense of urgency is not just limited to online stores.

Ms La Manna says physical clothes shops will make sure their floors are slippery "so you can almost whizz around with more ease".

Often they will also have loud music to encourage "shopping in a frenzy". 

They know what you want

Fashion sites use "highly advanced" search engine optimisation to find out what kind of products their customers are searching for and push these items to them, Ms La Manna says. 

They also work with popular online influencers and get them to post affiliate links - meaning if you want to look like your favourite influencer or celebrity, you can buy what they're wearing "in just a few clicks". 

Ultimately, they are making things "very easy to buy" and often have shopfronts on popular social media sites like Instagram and TikTok. 

Plus, there is the issue of affordability. 

Many are driving their prices down so low that "it makes you feel like 'hey, why not' when it's cheaper than a sandwich or a coffee", Ms La Manna says. 

Heaters at the entrance

Physical shops use other techniques to entice customers to buy. 

For example, Ms La Manna says the heat changes when you go into the shop so you're "invited into a warmer environment". 

Shops are also set out in a specific way, often placing cheaper items near checkouts and easy outfit formulas near each other. 

The dopamine hit

With lots going on in the world, we may be more susceptible to falling into the spending trap than ever. 

"The world is really heavy and people are struggling. Buying fast fashion or buying stuff gives us a momentary hit of dopamine, and of course we need that - when we're suffering, when we're feeling low, [shopping] is an easy one to reach for," Ms La Manna says. 

Despite practising "slow fashion" - trying to buy less and more consciously - for years, Ms La Manna says she still has moments where she feels that buying something would make her feel better. 

But she says it's possible to get much-needed dopamine hits from elsewhere - including by being active in your community, or by taking your time to find something you really, really want (ideally secondhand!). 

Why does it matter? 

Aside from being bad for your wallet, Ms La Manna says overconsumption is also bad for the planet and for the garment workers making your clothes. 

She says many big fashion companies don't pay their garment workers a fair living wage - with many unable to provide food for their families, living in poverty and lacking paid time off. 

The overproduction of clothing is also harming communities in the global south who are left to deal with vast piles of unwanted items, she says. 

The majority of clothes taken to charity shops or recycling bins don't end up being resold - instead they are shipped off largely to places in the global south, where communities are "left to deal with a problem that's not theirs". 

For more information on slow fashion, Ms La Manna suggests checking out The Or Foundation, Remake and the Clean Clothes Campaign. 

Asda has gone from selling the cheapest petrol out of the supermarket chains to now costing the most, according to the latest fuel price figures.

RAC says Asda's big rivals, Morrisons, Sainsbury's and Tesco, all sold a litre of unleaded petrol for 2.1p less on average at the end of May.

Diesel was also coming out costlier at Asda, with the supermarket 2.5p per litre more expensive than the rest of its supermarket competition.

Drivers are being urged - by the RAC - to change their refuelling habits to find the best prices. 

What makes up the cost of a litre of petrol?

The price you pay for fuel at the pumps is governed by wholesale fuel prices, which are affected by several factors.

These include the global price of crude oil, which itself is governed by supply and demand and oil refinery production and capacity.

Distribution costs, fuel duty (currently 52.95p a litre in the UK), VAT (currently at 20%) and profit margins dictated by fuel retailers all come into account when working out why prices of fuel rise and fall.

Fuel duty rate and VAT largely stay the same, though oil prices and the strength of the pound to the US dollar (refined fuel is sold in dollars per metric tonne) can cause prices to be extremely volatile.

How have UK petrol prices changed in the 21st century

Unleaded fuel in 2000 had an average cost of 80.35p, while the average cost of diesel in the same year was 81.73p.

The lowest average cost for unleaded petrol in the last 24 years came in 2002, where the average was 73.5p. Diesel also had its cheapest average cost in this year at 75.6p.

Unsurprisingly, the most expensive average prices for fuel have fallen in recent years. In 2022, the average cost of unleaded fuel was 165.06p and the average cost of diesel was 178.13p.

P Diddy has sold off his stake in the media company he founded more than a decade ago. 

The rapper, whose real name is Sean Combs, released his shares of Revolt with the company saying the have been fully redeemed and retired. 

Revolt has not disclosed how much Combs was paid for his stake in the hip-hop news and entertainment company, which he founded in 2013.

It also announced a new ownership structure that will give its employees an equity stake in the company. 

The move comes after several lawsuits were filed against Combs , accusing him of sexual assault and rape. 

In November, he was sued by R&B singer Cassie, who said he subjected her to a years-long abusive relationship that included beatings and rape.

Combs settled the lawsuit with Cassie, whose full name is Casandra Ventura, a few days after it was filed.

Three in five secondary school teachers and nearly 80% of primary school teachers are spending their own money on supporting students, according to new research.

A report by the National Foundation for Educational Research, based on a survey of 1,282 teachers and senior leaders, found a quarter of teachers had already spent £100 of their own cash on their pupils or school this academic year.

Some 79% of primary school teachers and 62% of secondary school educators reported spending their own money at some point.

And nearly one in five primary and 17% of secondary teachers said they were spending money on meeting pastoral needs such as providing food or clothes.

Jude Hillary, the NFER's co-head of UK policy and practice, said the report "clearly highlights the high level of need among young people".

She said teachers were "going above and beyond to meet pupils' pastoral needs using their personal funds" and the "unrecognised" support was coming at a time when staff themselves are facing their own cost pressures.

Tesco has started re-stocking its packs of a dozen eggs online, after lengthy supply issues forced them to stop selling them.

The supermarket had already re-started selling them in stores, but online shoppers had to buy two packs of six eggs if they wanted 12, costing them very slightly more.

The shortages began in the autumn of 2022 as farmers left the industry or pulled back on production due to rising costs.

An outbreak of bird flu last year also impacted the sector.

Customers of Loveholidays have had their travel plans thrown into chaos after the parent company of two of its partners unexpectedly went bust. 

In a post on Facebook, the holiday firm said FTI Group, which owns YouTravel and Meeting Point, had filed for insolvency. 

As a result, the accommodation and transfer arrangements of some travellers have been affected. 

A "small number" of hotels have already started contacting Loveholiday travellers, asking them to pay for their rooms again.

In the comments of the post, one person said they had been "threatened to be removed by police" for refusing to pay again. 

"We are supposed to go home Thursday evening and worried our transfers and flights might be affected because we are refusing to pay again," Scott Love wrote. 

"Shambles this and has ruined our holiday for me, my partner and three children." 

Several other people commented, asking the provider to tell them if their trip had been impacted. 

Loveholidays said it was "working hard" to honour its customers bookings and "minimise disruption" to any holiday. 

It also said it was "absolutely committed" to covering costs and was working with affected customers, and the hotels involved, to make sure that happens.

Those who are on holiday and need support have been advised to contact the holiday support team by calling the number on their booking documents. 

"If you're travelling with us soon and are wondering if your holiday is affected: Please don't worry. There is nothing you need to do - our team is working hard to honour any impacted bookings with another partner," Loveholidays added. 

Sky News has contacted the company for comment. 

Chef Tom Brown has announced he is closing his high-end Hackney restaurant Cornerstone due to high costs of the tasting menu format and changing diner preferences.

The seafood-focused restaurant first opened in 2018 and earned a Michelin star in 2021.

In a statement, Brown said Cornerstone had been his "proudest moment" and his "home for the last six years", and added that his focus would now be on his nearby Pearly Queen site.

First Direct is ending its text message banking service after 25 years, according to a report.

An email seen by This Is Money said the service - which texts customers mini bank statements and alerts them to their balance dropping below a certain amount - will be stopped on 10 August.

First Direct told the outlet that customers could get "more detailed and up-to-date information" by logging onto its app or online banking.

Tesco has partnered with Virgin Red to offer Clubcard holders the chance to turn points into experiences.

Those signed up to the supermarket's loyalty scheme will get twice the points value when they turn points earned on their shopping into Virgin Points.

A bonus 5,000 points is available for anyone who signs up to auto-exchange all their Clubcard points to Virgin Points for the first time.

McDonald's has lost the EU trademark for "Big Mac" when it comes to chicken sandwiches after a long-running dispute with an Irish restaurant chain. 

The European Court of Justice upheld a complaint from Galway-based Supermac's against the US fast food giant. 

The trademark for the words "Big Mac" was initially registered with the EU International Property Office (EUIPO) in respect of meat, fish and chicken sandwiches as well as a range of restaurant services by McDonald's in 1996.

Generally, the rights of a holder to an EU trademark are revoked if it has not been put to genuine use within a continuous period of five years.

Supermac's argued McDonald's had insufficiently used the contested trademark in relation to "chicken sandwiches".

McDonald's and the EUIPO put forward examples of advertisements and display boards relating to "Grand Big Mac Chickens".

However, the court found the evidence was not sufficient to prove McDonald's had used the contested trademark enough in relation to poultry products.

Supermac's complaint was upheld and McDonald's protection of the phrase for such purposes was overturned. 

Subway is following in the steps of some of its fast-food rivals with the introduction of self-service kiosks and its own dedicated app.

Customers will be able to place orders via digital screens sent to the kitchen instead of making their way along the chain of ingredients.

The self-service kiosks will be in all UK stores before the end of the year,  The Grocer  reports.

The sandwich shop chain is also launching a new app which will enable online orders - and offer customers points towards its "Subway Rewards" loyalty scheme, it said.

The points can eventually be converted into "Subway Cash" to spend on menu items.

Dan Holm, digital leader at Subway, said: "As we think about Subway's future, we're doubling down on our global digital commitment to streamline and simplify the guest experience from start to finish."

Rishi Sunak's claim in last night's debate that Labour will raise everyone's taxes by £2,000 comes from a "dossier" published by the Tories last month, which purported to calculate their tax and spending plans. 

The headline "finding" was that over the course of the next four years, Labour had roughly £59bn of spending plans but only £20bn of revenue-raising plans.

That leaves a £39bn hole. Divide that by the number of households in the country (18.4m) and you get a figure of just over £2,000.

Now, there are all sorts of objections to the way the Conservatives have carried out this exercise. 

For one thing, they deployed a weapon Labour don't have: because they're the party of government, they were able to ask Treasury civil servants to cost some Labour policies.

Today there has been a backlash - including from the Treasury's permanent secretary himself - about the way the Tories have portrayed these sums. 

The £2,000 figure isn't really a Treasury calculation or an "independent" one, as Mr Sunak called it last night. It's a Conservative figure - but it was put together in part with figures commissioned from civil servants. 

Labour also says many of the policies in that Tory dossier won't cost half as much as the Conservatives claim. 

Regardless, while £2,000 sounds like a big number, it's actually a cumulative total from four years. A far more representative figure to take from the dossier is £500 - the annual figure. 

And while that's not to be sniffed at (if you believe it - which you probably shouldn't) it's far, far smaller than the tax rises we've all experienced under this Conservative government since 2019.

They amount, all told, to an average of around £3,000 a year per household or, if we grit our teeth and tot it up as the Tories did in their dossier, over £13,000 over the course of the parliament. 

Which rather dwarfs that £2,000 figure.

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