Ticket markets raise a large variety of pricing questions that are of substantial interest for theoretical economists. They also offer a unique laboratory experiment for empiricists because they exhibit rich sources of price variations. Prices vary because seats are different, because seats are located in different places, because performances take place on different dates, because venues offer different complementary goods, or because the promoter bundles several tickets together in a season ticket package such as New York Rangers Tickets, to name just a few examples.

Some of these pricing issues have received scant attention as applications of broader economic theories. In the last ten to twenty years, however, ticket pricing as such has started to receive more attention. This recent interest has produced a set of papers that cover both theoretical and empirical issues. What will surprise the reader who fancies these issues is that many of them have been studied in isolation. Surprisingly enough, these works rarely reference each other. In fact, there are many disjoint works on ticket pricing but no real literature per se on the topic.

In ticket markets, firms do not sell a homogeneous good since no two seats offer the same experience. One does not see or hear the same way from two different seats in the premises. These differences in visibility and hearing will depend mostly on the distance to the performance. In extreme situations, consumers are so far away that they can barely see the performance but rather experience it on nearby television screens. Firms will take these differences in product quality into account and will accordingly sell different seats at different prices. You can analyze some tickets such as Rogers Centre Tickets, Toyota Center Tickets, and Boston Opera House tickets as your own literature.

Creating the right team is imperative to your success. A team is comprised of people who can bring necessary skill sets to the venture. A team is different from partners. Partners are financially and legally tied to the venture while team members are brought in to create and continue the process. Team members can be employees or sub-contactors.

These are people you can control – you get to pick them. You can use their services for as long as you like. If they don’t work out as planned, you can find a different team member or you can find a place on the team where this person can be more effective.

Creating the right environment for the team is equally important. People will give their best when they feel that their services are being valued and that they are entrusted with producing a part of the success of the venture. Team members must have the same values as that of the venture and they must follow the same code of conduct consistent with your desired outcome. They must truly want the venture to be a success and feel that they are a part of that success. They must work well with the other team members.

Differences are encouraged only if they are presented in a positive fashion, recognizing the efforts of the others. Each team member must give more than they are asked for in their areas of expertise. This does not mean extra hours; it means working with heart and soul, working with the creative minds flowing, working with a positive mental attitude, and working together with the others so that all are winners.

What ideas do you have that will create a positive, successful team? How can you create this team and have each person feel that they are as important a part of the success of the venture as you are? Study successful entities to find out how they treat their team members. Find out what motivates team members in successful entities to keep them successful – is it money, power, trust, fear, etc.? Thinking these things out before you create the team will help you in putting together the right team for your venture.

You should write out all the positions of your team and keep updating it as you grow as when you grow you will need to change out some positions on your team. This is a big mistake that people make as they grow. They keep the same team members that were effective when they were small and they do not re-evaluate the need for replacing members who have not grown to levels where they are now needed. Therefore the overall team growth is limited by the lack of ability of one or more members. Just like upgrading your peer group, always be open to and active in upgrading your team members.

You must strive to place the right people on your team. This goes for all positions you pay for, including lawyers, accountants, advisors, sub contractors etc. Be clear on what is a must upfront and make the positions open as specific as possible.

If you are just starting out then make your team as simple and complete as possible. Just be sure that your team members are able to excel and have knowledge in the industry and direction you are going in. The last thing you want to do is to have to micromanage your team members. If you find you are doing so you have made a mistake and replace them right away.

Your team members must be proactive to your needs and outcome. If not replace them or place them in a position where they can be more effective. Please always keep in mind that in most cases you are paying for their services in one manner or another. Never pay a team member 100% upfront for their services as this always gives them something to aspire to. Placing the right team members in the right place will make your endeavor soar.