Talking your way out of trouble
Talking your way out of trouble
Talking your way out of trouble
Sep 5, 2024
Matthew McEvoy, Content Strategist
Did you bag tickets to see the greatest reconciliation of the 2020s? To watch Noel and Liam Gallagher reunite on stage after 15 long years?
Most of us didn’t – and now trying not to Look Back in Anger. But with new dates announced following the initial ticketing fiasco, will the Gallagher brothers soothe fans' anger – or is there a chance they make it worse?
Besides the myriad technical issues that stymied fans’ attempts to bag tickets for Oasis’ 2025 UK reunion tour, the ticketing platforms’ ‘dynamic pricing’ system caught them off-guard, with ‘in-demand ticket prices apparently multiplying in real time – and sometimes at the point of sale, despite tickets sitting in fans’ shopping baskets.
Naturally, this was always going to be a hugely in-demand event, and many – if not most – would be left disappointed. Supply could not possibly match demand.
Exacerbating customer pain points
At best, dynamic pricing has been blamed for amplifying the pain of an already stressful customer experience. At worst, it’s conjured a sense of coercion, as it pressures fans to part with huge sums of money in a very small window of time – potentially with their judgement compromised by an overwhelming desire not to miss out.
Who is to blame is a question for debate, but questions linger about the planning for the whole relaunch and ticketing project.
Did they plan for all contingencies (before, during and after the event), or did they bank on the public’s fervour to sweep up the tickets without complaint? Were they clear enough on how their ticketing process worked, and that ticket prices could change from the prices published before they went on sale?
A chance of redemption
In the short-term, the band have announced two extra dates will be added to the tour, and they will specifically target fans who failed the first time, through a first-dibs, ‘invite-only’ ballot system. This should go some way to rebuilding trust with their customer bases.
It may come at the expense of accelerating a sales strategy, however, and no doubt will become a bigger lift for all parties, but it’s now a necessary step to help mitigate a crisis and protect from any further reputational damage.
Either way, it’s clear there are a few things that could’ve been done better.
Golden guidance
Our Strategy Director, James Murray, highlights some of these when it comes to planning for these moments. Clear and effective communication, he says, may have been enough to prevent the technical frustrations fans experienced, while setting an expectation that prices could change. Here are a few golden rules to make the customer experience as seamless as possible:
Put yourselves in the shoes of your customer
Think about where they are, what they’re thinking, and how they feel. It will help inform your preparations before, during and after your launch, to make sure they get the best possible experience. For example, publishing a comprehensive ‘this is what you need to know’/’queues guide’ will help customers prepare themselves properly
Ask yourself: ‘Is this who we are?’
Is the experience being planned as the best representation of what we do, and our values? Does it align with what customers would expect from us? Asking critical questions like this in any decision-making will help you keep you true and honest. For example, does dynamic pricing either align, or feel at odds with your brand promise (e.g. no profiteering/scalping)? If it’s a fair practice, how do you communicate this beforehand?
Manage expectations and be empathetic, every step of the way
Be clear about what you can control and highlight what you can’t. Prepare the necessary communications to help manage people’s expectations and the potential issues they could face. And don’t stop – look beyond the ‘big splash’ at the point of the launch, and plan for all scenarios that may happen next. In this instance an 'I’m sorry” will be inevitable – so make sure you’re the first to say it.
Want to understand how clear and concise communications can stop a product launch going Up in the Sky? Give us a message, we’d love to talk.
Did you bag tickets to see the greatest reconciliation of the 2020s? To watch Noel and Liam Gallagher reunite on stage after 15 long years?
Most of us didn’t – and now trying not to Look Back in Anger. But with new dates announced following the initial ticketing fiasco, will the Gallagher brothers soothe fans' anger – or is there a chance they make it worse?
Besides the myriad technical issues that stymied fans’ attempts to bag tickets for Oasis’ 2025 UK reunion tour, the ticketing platforms’ ‘dynamic pricing’ system caught them off-guard, with ‘in-demand ticket prices apparently multiplying in real time – and sometimes at the point of sale, despite tickets sitting in fans’ shopping baskets.
Naturally, this was always going to be a hugely in-demand event, and many – if not most – would be left disappointed. Supply could not possibly match demand.
Exacerbating customer pain points
At best, dynamic pricing has been blamed for amplifying the pain of an already stressful customer experience. At worst, it’s conjured a sense of coercion, as it pressures fans to part with huge sums of money in a very small window of time – potentially with their judgement compromised by an overwhelming desire not to miss out.
Who is to blame is a question for debate, but questions linger about the planning for the whole relaunch and ticketing project.
Did they plan for all contingencies (before, during and after the event), or did they bank on the public’s fervour to sweep up the tickets without complaint? Were they clear enough on how their ticketing process worked, and that ticket prices could change from the prices published before they went on sale?
A chance of redemption
In the short-term, the band have announced two extra dates will be added to the tour, and they will specifically target fans who failed the first time, through a first-dibs, ‘invite-only’ ballot system. This should go some way to rebuilding trust with their customer bases.
It may come at the expense of accelerating a sales strategy, however, and no doubt will become a bigger lift for all parties, but it’s now a necessary step to help mitigate a crisis and protect from any further reputational damage.
Either way, it’s clear there are a few things that could’ve been done better.
Golden guidance
Our Strategy Director, James Murray, highlights some of these when it comes to planning for these moments. Clear and effective communication, he says, may have been enough to prevent the technical frustrations fans experienced, while setting an expectation that prices could change. Here are a few golden rules to make the customer experience as seamless as possible:
Put yourselves in the shoes of your customer
Think about where they are, what they’re thinking, and how they feel. It will help inform your preparations before, during and after your launch, to make sure they get the best possible experience. For example, publishing a comprehensive ‘this is what you need to know’/’queues guide’ will help customers prepare themselves properly
Ask yourself: ‘Is this who we are?’
Is the experience being planned as the best representation of what we do, and our values? Does it align with what customers would expect from us? Asking critical questions like this in any decision-making will help you keep you true and honest. For example, does dynamic pricing either align, or feel at odds with your brand promise (e.g. no profiteering/scalping)? If it’s a fair practice, how do you communicate this beforehand?
Manage expectations and be empathetic, every step of the way
Be clear about what you can control and highlight what you can’t. Prepare the necessary communications to help manage people’s expectations and the potential issues they could face. And don’t stop – look beyond the ‘big splash’ at the point of the launch, and plan for all scenarios that may happen next. In this instance an 'I’m sorry” will be inevitable – so make sure you’re the first to say it.
Want to understand how clear and concise communications can stop a product launch going Up in the Sky? Give us a message, we’d love to talk.
Did you bag tickets to see the greatest reconciliation of the 2020s? To watch Noel and Liam Gallagher reunite on stage after 15 long years?
Most of us didn’t – and now trying not to Look Back in Anger. But with new dates announced following the initial ticketing fiasco, will the Gallagher brothers soothe fans' anger – or is there a chance they make it worse?
Besides the myriad technical issues that stymied fans’ attempts to bag tickets for Oasis’ 2025 UK reunion tour, the ticketing platforms’ ‘dynamic pricing’ system caught them off-guard, with ‘in-demand ticket prices apparently multiplying in real time – and sometimes at the point of sale, despite tickets sitting in fans’ shopping baskets.
Naturally, this was always going to be a hugely in-demand event, and many – if not most – would be left disappointed. Supply could not possibly match demand.
Exacerbating customer pain points
At best, dynamic pricing has been blamed for amplifying the pain of an already stressful customer experience. At worst, it’s conjured a sense of coercion, as it pressures fans to part with huge sums of money in a very small window of time – potentially with their judgement compromised by an overwhelming desire not to miss out.
Who is to blame is a question for debate, but questions linger about the planning for the whole relaunch and ticketing project.
Did they plan for all contingencies (before, during and after the event), or did they bank on the public’s fervour to sweep up the tickets without complaint? Were they clear enough on how their ticketing process worked, and that ticket prices could change from the prices published before they went on sale?
A chance of redemption
In the short-term, the band have announced two extra dates will be added to the tour, and they will specifically target fans who failed the first time, through a first-dibs, ‘invite-only’ ballot system. This should go some way to rebuilding trust with their customer bases.
It may come at the expense of accelerating a sales strategy, however, and no doubt will become a bigger lift for all parties, but it’s now a necessary step to help mitigate a crisis and protect from any further reputational damage.
Either way, it’s clear there are a few things that could’ve been done better.
Golden guidance
Our Strategy Director, James Murray, highlights some of these when it comes to planning for these moments. Clear and effective communication, he says, may have been enough to prevent the technical frustrations fans experienced, while setting an expectation that prices could change. Here are a few golden rules to make the customer experience as seamless as possible:
Put yourselves in the shoes of your customer
Think about where they are, what they’re thinking, and how they feel. It will help inform your preparations before, during and after your launch, to make sure they get the best possible experience. For example, publishing a comprehensive ‘this is what you need to know’/’queues guide’ will help customers prepare themselves properly
Ask yourself: ‘Is this who we are?’
Is the experience being planned as the best representation of what we do, and our values? Does it align with what customers would expect from us? Asking critical questions like this in any decision-making will help you keep you true and honest. For example, does dynamic pricing either align, or feel at odds with your brand promise (e.g. no profiteering/scalping)? If it’s a fair practice, how do you communicate this beforehand?
Manage expectations and be empathetic, every step of the way
Be clear about what you can control and highlight what you can’t. Prepare the necessary communications to help manage people’s expectations and the potential issues they could face. And don’t stop – look beyond the ‘big splash’ at the point of the launch, and plan for all scenarios that may happen next. In this instance an 'I’m sorry” will be inevitable – so make sure you’re the first to say it.
Want to understand how clear and concise communications can stop a product launch going Up in the Sky? Give us a message, we’d love to talk.
Ready to dive deeper?
Ready to dive deeper?
Ready to dive deeper?
Levelling the field for colleague expectation
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