Pricing isn’t just a box office task. It's one of the most strategic levers arts organizations have. Yet too often, pricing is treated as an emotional, reactive decision; or worse, an afterthought.

In this episode, we unpack why the sector has fallen behind inflation, why the fear of raising prices lingers, and how strategic pricing can reshape both revenue resilience and accessibility. From pandemic-era hesitancy to the misconception that lowering price drives demand, we explore why pricing belongs at the leadership table and what it looks like when data (not gut instinct) drives decisions.

This is a call for leaders to move beyond set-it-and-forget-it pricing and instead adopt a discipline of monitoring, testing, and adapting. When pricing is managed strategically, organizations don’t just cover costs; they build relationships and grow loyalty and sustainable income.

Key takeaways you can act on:

• Pricing is leadership work: The most important financial lever shouldn’t be left to siloed decision-making.
• Fear is costing you revenue: Incremental price adjustments prevent the “catch-up sting” of years of inaction.
• Demand drives price (not the other way around): Price changes don’t create demand; they should respond to it. When seats aren’t selling, the challenge is awareness and value perception, not the cost of the ticket.
• Accessibility and revenue can coexist: Strategic scaling allows organizations to expand affordable access while strengthening income.
• Dynamic pricing is about nuance: It means responding to demand in both directions: raising or lowering when data shows it matters.
• Stop measuring success by sellouts: Optimize per-ticket revenue and define success by patron behavior, not full houses.

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