B2B churn and ticketing experience research: 40 organiser interviews, 3,000 survey participants and audits of 25 events. Dublin, Ireland · 2025.
Tickets.ie operated through Oshi Software Limited as a local alternative to international ticketing platforms. The supplied case dates its history to 2004 and covers sport, festivals, cultural events and regional venues.
Promoter relationships determine access to events and transaction volumes, while purchasing, fees and entry reliability shape visitor experience. The research examined these together: B2B relationships create inventory and B2C service helps sell it.
The pandemic period, ownership changes in 2022 and changes in large partnerships formed the backdrop. The research focused on switching reasons and services that could sustain independent-operator relationships.
The study took place in 2025 and focused on Ireland, including Dublin, Cork, Galway and Limerick. The June 2026 cessation of trading is a subsequent corporate-history event, separate from research outcomes.
Explore festivals, venues, sport and concert organisers switching to global platforms or direct-selling tools, identifying conditions that make an alternative preferable.
Understand organiser and buyer responses to booking and service fees and which parts of the offer make the charge understandable. Full purchase cost and event economics were central.
Examine clarity of fund status, transfer schedules and access to presale proceeds. Artist advances, suppliers and venue commitments make timing relevant to platform value.
Assess smartphone purchasing, digital-ticket access, scanning and cancellation or rescheduling experiences, connecting the interface with physical admission.
Bring together technology, data, pricing and financial transparency to inform proposals for retention and monetisation.
Interviews with independent festival directors, theatre owners, sports-club representatives and concert promoters examined platform selection, switching, payouts, analytics and support.
A survey of Irish residents actively attending concerts, festivals and sports matches. The source describes it as representative, but quotas, weighting and error parameters are not disclosed. The case presents the count as the size of this research stream.
Packages varied commission, payout timing, marketing support and software flexibility. This examined trade-offs in the promoter offer. Participant numbers and attribute utility estimates are not supplied.
Fieldwork assessed buying, scanners, mobile-ticket reliability and interaction around cancellations or rescheduling. Events are the unit of this audit, not a count of individual buyers.
The methodology includes transaction and promoter/payout analysis to connect expectations with service processes. Data periods and record volumes are not disclosed.
B2B interviews explored criteria, conjoint preferences, the B2C survey visitor context and fieldwork purchase and entry. The different units are not combined into one sample.
Promoters compare reach, fees, selling tools and payout conditions. A low commission does not by itself offset a poor financial or technology process.
Event pages, ticket categories and marketing tools establish how closely the platform fits the team’s working environment. Integrations and independent control become tangible here.
Ticket sales begin before the event, while artists, equipment and advertising may need advance funding. The analytical question is whether transfer schedules align with these commitments.
Scanning, mobile tickets and support affect how confidently an organiser can operate admission. Reliability becomes part of the B2B relationship.
Reconciliation, clear transfers and permitted audience-data use support the next marketing cycle. This journey expands the processes described in the supplied materials.
Visitors come for a particular event and assess total cost. The research considers whether charges are clear before payment and what service expectations accompany them.
Mobile purchase needs to end with an accessible ticket and understandable instructions, including saving and recovering it when required.
Scanning, weak connectivity, rescheduling and cancellation test the digital product in real conditions. These moments connect interface, entry staff and buyer guidance.
The interviews described independent promoters needing early access to presale proceeds for event costs. Holding funds until the event could make another platform or a D2C module more attractive.
The source interprets the loss of large sports relationships, including GAA, as a reduction in baseline transaction volume. Higher charges on smaller events then intensified promoter tension. Financial calculations isolating individual contract effects are not published.
Value extended beyond taking payments to audience analytics, CRM communications and advertising integrations. Access to permitted buyer data was relevant to building repeat audience relationships.
The local brand attracted warm sentiment, but organisers usually selected the ticketing system. The source cites a 90% estimate without a calculation method or denominator. It illustrates the model’s B2B dependency rather than an established share of the Irish market.
The proposal developed the role of a software partner, with organiser-branded tools, an embedded CRM and Meta/Google Ads integrations. The objective was independent event marketing and data use within applicable permissions.
A proposed structure combined distinct fund accounting with staged transfers 30, 14 and three days before an event, subject to agreed conditions and bank guarantees. These are proposed model parameters, not an operating Tickets.ie timetable or verified guarantee.
A unified ticket wallet with offline access and controlled fan-to-fan resale at face value was proposed to improve usability, reduce speculative resale opportunities and create a separate service-monetisation option.
Flexible plans combining subscriptions and transaction terms were recommended for niche venues and cultural centres. Their feasibility depends on event frequency, sales volume and service costs.
Visible fund status, understandable transfer rules and reconciliation form a basis for B2B confidence. The proposed logic treats financial clarity as part of the organiser product.
CRM and analytics give the operator a role in audience development. White-label tools position it as infrastructure supporting an event’s own brand.
Mobile tickets, offline use and scanners connect platform commitments with physical experience and reduce organiser uncertainty at admission.
Subscriptions, commissions and services must be assessed alongside product and support costs. The case describes areas for evaluation, not a new implemented tariff table or achieved margin.
The case connects switching with payout timing, technology expectations, fee pressure and audience data. It informed linked recommendations for B2B software, mobile experience, monetisation and settlement transparency.
SaaS, CRM, mobile wallets and staged payouts are strategic proposals. The source states that a large transformation was not implemented in time. It provides no measured churn reduction, margin uplift or market-share gain.
The case illustrates the role of integration and predictable promoter conditions within this model. It neither establishes that all agency ticketing is unviable nor replaces a financial investigation of the later closure.
Ticketing can be examined within the organiser’s entire workflow: sales, marketing, settlement, admission and the next event cycle. This connects B2B retention with concrete client processes.
Let’s explore B2B switching, product expectations and conditions for a lasting partnership.