S tatistics music venues

1. Statisticsmusicvenues usefulnessandnecessity of collecting data How? What? Why? do we collect?

2. Principles of data collecting Individualuse • Benchmarking • Responder (venue) is andstays the owner of the data • Improvingyourown business bycomparingyour data toothervenues • Political • Lobbying on a localandregional level Collectiveuse • Collectingandpublishingcollective data - Representing the sector withannualpublications (media, pr) • Political, economical, social • Usefor policy, strategy, collectiveinterestsand research • Lobbying on a national level

3. How do we collect? Collecting data (of previouscalenderyear) • annually • throughan online survey • collecting data aboutcapacity, activitiesandvisitors (January-February) • collecting data about employees andfinance (March-June) • checkingandanalysing data (July-August) • publishing data and benchmark tool (September)

4. What do we collect? First of all • Onlyaskingfor relevant data • Important to collect only data that are comparible, so have verycleardefinitions. Questionsshouldnotbemulti-interpretable. • Important to collect only data relatedto the concert halls (thusnotcount the data of the cinema, theatre or restaurant of somevenues) to make sure data of venues are comparible

5. Survey part A OrganisationandAccomodation • Legal structure of organisation? • Which different functions has the venue? • Whoowns the building? • How many buildings, howmany concert halls? • Capacity per concert hall andtotalcapacity?

6. Survey part BProgram, activities, visitors • How manyactivities? Divided in activitieswithpaidentrance, activitieswith free entranceand non-public activities (private rental /leisure) Notdivided in genres, but divided in: • Concerts (music) • Dance nights (music) • Otheractivities (non-music) • How manyvisitors? Divided in paidentranceand free entrance

7. Survey part BProgram, activities, visitors

8. Survey part CCatering • Sellingprices of beer, wineand soft drinks

9. Survey part DEmployees • Number of persons • Number of Full Time Equivalents (FTE) • Classificationaccordingtofinances, i.e. • own payroll • hired (freelancers, payroll) • Volunteers • Classificationaccordingtofunction, i.e. • programming/booking • marketing/publicity • technicians • catering/bar • WhatCollective Labour Agreement (CAO) is used?

10. Survey part EFinancial • Expenses • Employees costs • Volunteercosts • Direct program costs • Marketing andpublicitycosts • Housingcosts • Purchasecosts catering • Otherexpenses

11. Survey part EFinancial • Income • Ticket sales • Catering sales • Municipalexploitationsubsidy • Municipalhousingsubsidy • Municipalwagessubsidy • Programming subsidy • Sponsorship • Private leisure • Otherincome

12. the use of benchmarking Data loadedinto online benchmark system PAS: www.poppodium.analysesysteem.nl preview • Linkingeffortsandachievements • Costsandrevenuesperactivityandpervisitor • Comparingyour data withearlieryears (progress, trends) • Comparingyour data toother, similarvenues • Highlightingstrengthsandweaknesses

13. Examples of succesfulluse of individual benchmarking External • Venuegot more subsidyfromlocalgovernmentbecauseit was statistically proven thatallcompariblemusicvenues in the Netherlands got a higher % of subsidy Internal • Venuereducedhours (FTE) of technicalstaff, afternoticingcompariblevenuesused far lesshoursfortechniciansfor the sameamount of concerts • Venueimproved marketing efforts, afternoticingcompariblevenues had much more visitorsthroughinvesting in marketing employees andcostsper activity • Venueincreasedrevenues of drinks pervisitor, afternoticingpeople drink more at othervenuespervisit

14. Principles of data collecting Individualuse • Benchmarking • Responder (venue) is andstays the owner of the data • Improvingyourown business bycomparingyour data toothervenues • Political • Lobbying on a localandregional level Collectiveuse • Collectingandpublishingcollective data - Representing the sector withannualpublications (media, pr) • Political, economical, social • Usefor policy, strategy, collectiveinterestsand research • Lobbying on a national level

15. Collective data Annualpublication ‘Music venues in figures’

16. Collective data Capacity >1000 Capacity 400-1000 Capacity <400

17. Collective data Averageexpenses of allvenues Program costs 34,2 mln (37%) Employees costs 31,0 mln (33%) Housingcosts 10,5 mln (11%) Catering costs 7,7 mln (8%) Othercosts 9,4 mln (10%)

18. Collective data Averagenumber of payingvisitors per concert and per dancenight Visitors per concerts Visitors per dancenight

19. Collective data average program costs & ticket price per visit average ticket price & catering expenses per visit average ticket price average ticket price average program costs average catering expenses

20. Collective data The mainconclusionsfrom the figuresfor 2010 (comparedto 2009): • Decrease in the totalnumber of musicactivities (7%) • Reduction of totalvisits (8%) • Increase in private rental • Decrease in the numberandproportion of volunteers in small stages • Continued strong increase in program costs (mainlyduetorisingwages) andthereforeanincrease of the average ticket prize (rise of 65% in 6 years) • An improvedtotal financial result (revenuesequalexpenditures, comparedto 2.2 millionloss last year)

21. Collective data • Annualpublication ‘Music venues in figures’ • Delivering data to ´Central Buro of Statistics´ (CBS) in the Netherlands • Delivering data to ‘Ministry of Culture’ • Delivering data to ´Atlas forMunicipalities´ in the Netherlands • Delivering (somespecific) data to National Tax Authorities

22. Summary • Betterinsight in yourownorganisation • Benchmark withothersimilarvenuesandimprove • Trends anddevelopmentsvisibletoparticipate on • Lobby instrument on a local, regionalandnational level • Increasing attention from media andgovernment • Tool for the industryassociationtodetermine policy andstrategyand set priorities • Factsinstead of speculationsandindications • Knowledge is power!

23. Anyquestions?