- SaaS
- Entertainment tech
- Ticketing
- Team Building
- Marketing Strategy
- Product Marketing
- Product Launch
- Sales Content and Enablement
- Digital Transformation
Ticketmaster's Digital Transformation to Tech Dominance
Ticketmaster, founded in 1976, is the world’s largest ticket marketplace and the global market leader in live event ticketing products and services. Through official partnerships with thousands of venues, artists, sports teams, festivals, performing arts centers and theaters, Ticketmaster processes 500 million tickets per year across 30+ different countries. Ticketmaster is a part of Live Nation Entertainment (NYSE: LYV).
For forty years, Ticketmaster had been providing a white-glove approach to customer management for events and venues with little competition. They covered everything from event promotion, to ticket sales to reconciliation. Much of this was performed on outdated tech using DOS with no SaaS interface. This opened the way for new innovative companies to enter the ticketing space with easy to use SaaS platforms. Ticketmaster had to transform fast and advance to a modern day technology company. Ticketmaster had no B2B marketing team and did not have the internal skills to launch this new platform and transform its Go-to-Market. Given that this team was new and entering an established company, we were challenged with the fear of change, both internally and with clients, as the white-glove model was going to transition to a self-serve approach.
Working closely with the Ticketmaster executive team I helped build the first B2B marketing team. My focus was hiring, marketing strategy, leading the launch of the TMOne platform and building out all standard operating procedures (SOPs) for product launch and GTM. SOPs ranged from guidelines around alpha and beta testing programs to post launch assessment. As this was a big change to the organization, a focus was on internal and external education. To accomplish this, I partnered very closely with executive leadership on the product, customer success and sales teams. Customer migration, platform education and sales enablement were accomplished through communications, content development and training sessions.
A B2B team of 10 FTE was established. There was a successful launch of TMOne with full migration of customers onto the platform . The team was able to reproduce the launch process using the SOP templates to support the growing features and capabilities of TMOne. This platform opened the door to new affiliate revenue streams and that combined with a sales team geared on how to sell added an additional $2.5B in revenue, maintaining its competitive edge.
