Making Better Decisions: Ticketmaster, Essay Example

It does not come as a surprise that there were a number of individuals who disapproved of everything that was going on in Ticketmaster in previous years. However, with Nathan Hubbard as the new CEO of the company, there have been multiple major improvements that have proven to be game changing for the company in every aspect of the word. Hubbard, having being educated at Stanford University, clearly indicates that he knows what he is doing as the chief executive officer of the company. What this means for Ticketmaster is the opportunity to implement new changes in the manner by which it manages business as well as the way in which the company is headed.

Ticketmaster, previously seen for been closed off to its customers and not having any leniency in terms of what its customers truly want and need, has changed its perspective in recent years. It has done so by becoming what they like to call “transparent.” This is to say that the company is now much more willing to listen to what its customers have to say. Furthermore, the company has come to realize that its public image is indeed very important. One manner in which the company has been able to achieve this transparency is by ensuring that customers are able to sit where they want to sit throughout the events that they have the opportunity to attend. Of course, where they sit is restrictive on the condition that the sits that they want to have are not already taken. In previous years, Ticketmaster simply placed customers in their seats under the policy that they were being placed in the “best available” seats. Now, however, Ticketmaster has changed in that they now allow their customers to choose where they want to sit. In a way, this helps customers be more interactive with the company and also lets the company know what they want. Of course, this newly-introduced transparency could prove to be detrimental to the company because customers might come to realize that they should use other alternatives or means to get their tickets. They might come to realize that they are better off getting their tickets through Google as opposed to Ticketmaster because of cheaper rates or other factors. (Barenblat)

Because of the way in which Ticketmaster has been able to go from a more client-friendly model to a customer-friendly model, the company has been able to effectively increase in sales over extended periods of time. However, a downfall to this could have been that the company might have spent a lot of money on trying to change the manner in which they are perceived by potential customers. (Houghton)

If I were placed with the huge responsibility to being the CEO of the world’s most hated company, there would be a set of courses of action that would have to be taken in order to stop individuals from thinking so harshly about the company that I would be in charge of. First and foremost, I would ensure that the company would donate a percentage of its profits towards a great cause, or even better, to start their own charitable cause. This would give the message that the company truly cares about individuals. Preferably, the charity that would be funded would have to do something with the company so that individuals became cognizant of the actuality that the company is legitimate about its vision and what kind of impact it wishes to have on the world. This links in to the second priority that I would ensure that company take: Make the company’s vision clear. I strongly believe that when a company has reputation issue, it is largely due because of bad leadership within the organization. Moreover, this bad leadership is inherently linked to not having proper organizational and management skills. In order to help the company achieve optimal success, I would draft up a structurally sound mission for the company that all employees would have to follow and adhere to. With this, all of the organization would be given a sense of direction and all of the individuals within the company would be working towards one same objective. This would lead to all of the workers collaborating in order to make the company successful, for they would realize that the company’s success would ultimately mean that the customer’s succeeded as well. The third and final priority that would be placed within the organization would be to have a top of the line customer service department. With this, customers would leave Ticketmaster with a memory of how enthusiastic and overall fantastic the customer service was. Undoubtedly, this would make the customers come back for more goods and services in the near future. (“Ticketmaster LLC: Company Profile.”)

The recent decisions that  Ticketmaster’s CEO took that made the company much more effective had to do with, in short, organizational and management aspects. For example, Hubbard created LiveAnalytics, a team that was responsible for overseeing the kind of things that over 200 million customers wanted. This kind of action was perfect and quite necessary because individuals came to realize that they were being listened to. Not only that, but the workers at Ticketmaster came to the reality that listening to the customers are extremely important, for they are the ones who are ultimately keeping the company going. Despite the fact that Ticketmaster might not have absolutely everything figured out just yet, they have certainly taken a number of steps to ensure that the are not seeing as one of the world’s most hated companies. With this kind of leadership, the company will make a better name for itself in years to come. (Salter)

Works Cited

Barenblat, Adam. “Ticketmaster CEO On Brand Hatred: “People Want To Eat My Kids They’re So Angry” | Business + Innovation.” Fast Company. Fast Company, 10 Nov. 2011. Web. 19 Oct. 2015.

Houghton, Bruce. “Live Nation Reports Strong Growth, Stock Climbs.” Hypebot. Hypebot, n.d. Web. 19 Oct. 2015.

Salter, Chuck. “Ticketmaster: Rocking The Most Hated Brand In America | Business + Innovation.” Fast Company. N.p., n.d. Web. 19 Oct. 2015.

“Ticketmaster LLC: Company Profile.” Bloomberg. Bloomberg Business, n.d. Web. 19 Oct. 2015.