More Info On A-Corp Potential

by:

Joe Patti

A little more information about A-Corporations I wrote about last month. Paddy Johnson writing for Hyperallergic had a little more detail and insight into how the corporate structure might be used.

One of the biggest benefits mentioned is that an artist could create an A-Corp for themselves without the need to hire a lawyer as they would when creating an LLC. That would gain them the protection of isolating their personal assets from their professional assets. The article suggests creators of public art might find that particularly important.

As I had mentioned in my earlier post, another important benefit of an A-Corp would be to allow the artist to retain 51% controlling share of their work. Hyperallergic gives some examples of the types of groups which may value this protection.

The rest of the benefits currently better suit musicians, filmmakers, NFT artists, and large collectives like Meow Wolf — artists with predictable, recurring revenue streams. In these cases, it makes sense for an investor to purchase shares to buy into the company’s future earnings. It makes sense, then, the A-Corp requires artists to maintain 51% voting rights and have a stated artistic mission. The last thing you want is a bunch of investors deciding what your art should look like. 

I hadn’t realized Meow Wolf was organized as a large collective of artists until I read this.

One thing I had been wondering when I read the initial reporting on A-Corps was how they would allow artists to leverage their numbers to get healthcare. I could see how an entity as large as Meow Wolf might benefit, but what about artists operating on a smaller scale?

In fact, Yancey Strickler, the person who has been central to advocating for the creation of the A-Corp form has been thinking about that. In the Hyperallergic piece he is quoted tracing the arc of business development from social media giants laying waste to the media environment, the trend toward everything being a subscription, and then an emerging trend toward smaller, private communities.

If we moved to private communities where we owned our content and could monetize it ourselves, perhaps we wouldn’t be so beholden to giant tech companies…

As it turns out, Strickler’s next project, Dark Forest Operating System, purports to offer just that. The idea is to create an entire ecosystem of collaborative artist-led communities, which would own their creative materials and charge for them. They would be able to join together to create a federation of A-Corps, pooling members to hit the thresholds that unlock true group insurance — the kind tied to employment, not the individual market plans most artists are stuck with…

Paddy Johnson quotes a piece in the Cardozo Arts & Entertainment Law Journal which points out that how Strickler might envision the new corporate structure being used and how artists actually use it may not match. Artists being both non-conformist and creative may not avail themselves of some features but may flourish in unexpected ways thanks to other opportunities the structure provides.

Finally, Someone Created Games For Theater Professionals

by:

Joe Patti

So a bit of a light-hearted follow up on yesterday’s post about states making laws to combat deceptive ticketing practices. I have to give much love to Ticketing Professionals (UK) Conference for creating a series of games for the ticketing community.

About a month ago I became aware of their Usher Rusher game where you have to seat people as fast as you can while watching out for VIP or special access patrons. It wasn’t until the last week or so I discovered they have a whole series of games, including one where you play as a ticket speculator where you try to buy low and sell high and a wack-a-mole style game where you try to smackdown ticket touts.

There is even a theater management game where you set ticket prices, marketing budget, and “balance public interest with customer satisfaction.”

I feel so seen!

But also, this may be way too close to what I do at work to be fun.

Check out the whole arcade of six games

Illinois Moves To Combat Deceptive Ticketing Practices

by:

Joe Patti

About a year ago I had mentioned that states had begun creating legislation to combat problematic ticket resale practices given that legislation on the federal level was either slow to emerge or viewed as insufficient.

Recently, Illinois had joined the effort. In particular, they wanted to address the problem of speculative ticket sales:

“Every day, patrons are being sold what they believe are valid tickets, when, in reality, they are only paying for a chance that someone may be able to secure a seat,” said John Mangum, Lyric’s general director, who was also joined by leaders of The Auditorium and Harris Theater.

“This practice leads to confusion, frustration, and what many in our field now call ‘front-gate heartbreak,’ when audiences arrive at a performance only to learn that they do not actually have a valid admission ticket.”

In some cases, the seats people purchase don’t exist either. The pavilion in which the Ravinia Festival occurs recently completed a renovation that changed their seating chart. However, the entities masquerading as the Festival’s ticket sales site are still selling tickets based on the old map which includes tickets that no longer exist.

I have run into the same issue at two venues for which I worked for the same reason. For a year or two after a renovation people show up with tickets for seats that no longer exist. It can be difficult to suppress a grimace and remain optimistic as you tell people they have been scammed and try to suggest options.

The story mentions that the Lyric Opera sets seats aside for those who arrive with fake tickets so they can see the show. But say this practice results in losses of $2500 to $5000. I am not clear if these losses are due to providing them seats at no cost rather than making them pay on top of what they already paid the scammer. If they feel the need to hold tickets aside that may mean the performances are well-attended and they are forgoing advance sales revenue and losing out when those tickets remain unused the day of the performance.

You Can’t Scale Connection

by:

Joe Patti

There was an article on the FastCompany website talking about how companies can’t expect to scale customer connection. It needs to happen on a individualize basis through a relatively painstaken process rather than via high volume communication channels.

The industry’s current obsession with scaling connection misses the point. When brands treat connection like a growth metric, it’s a sign the audience has become abstract. You earn connection at the individual level when the right brand leverages the right voice for the right audience—the same way relationships work in real life.

This made me think of a mini case study regarding the efforts of the New Bedford Symphony (NBS) Ruth Hartt has been sharing via her newsletter and LinkedIn posts. Hartt relates how NBS learned about what motivated their patrons by speaking and surveying them directly rather than making assumptions about them based on demographic data.

She says that people can feel uncomfortable collecting data in this manner because you end up having some very personal conversations with audience members.

What NBS has done is create a handful of personalized landing pages that align with audience motivations (i.e. seeking to relax/recharge, learn something new/expand horizons, spend time with family and friends). They sent emails that connected people to personalized landing pages that best aligned with their desired outcomes.

For the last 14 weeks NBS has been doing a little experiment sending personalized emails to those they surveyed and general non-personalized emails about concerts to the rest of their mailing list. The personalized emails have been out performing the non-personalized ones handily.

Hartt says it is the fact the marketing messaging is focused on the customer needs and interests rather than on the organization or the work being performed that makes the difference.

Because the instinct in arts marketing is to make the product do all the work upfront:

Here’s the composer.

Here’s the soloist.

Here’s the repertoire.

Here’s the conductor.

Please care.

But in this pilot, the stronger path was different. Start with the patron’s need. Then let the concert become the answer.

[…]

“Don’t talk about the concert” is not the lesson here. The lesson is: Relevance comes first. The product comes second.

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