Impact of Pay-What-You-Want Pricing Model.
Study investigates the effectiveness of Pay-What-You-Want (PWYW) pricing models in the nonprofit performing arts sector, focusing on Toronto's Harbourfront Centre during the COVID-19 pandemic. Through methods involving quantitative ticket sales data and qualitative insights from management, this res...
| Publicado en: | Journal of Arts Management, Law & Society Vol. 54; no. 6; pp. 323 - 348 |
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| Autores principales: | , |
| Formato: | Artículo |
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Taylor & Francis Ltd
2024
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=hlh&AN=183273765&site=ehost-live header: @attributes: shortDbName: hlh uiTerm: 183273765 longDbName: Humanities International Complete uiTag: AN controlInfo: bkinfo: jinfo: jid: 10632921 ARM jtl: Journal of Arts Management, Law & Society issn: 10632921 maglogo: N pubinfo: dt: 2024 vid: 54 iid: 6 pid: 377 pub: Taylor & Francis Ltd artinfo: ui: 183273765 10.1080/10632921.2024.2442962 ppf: 323 ppct: 25 formats: fmt: @attributes: type: P size: 4.2MB tig: atl: Impact of Pay-What-You-Want Pricing Model. aug: au: Lightwala, Owais Wall-Andrews, Charlie affil: Toronto Metropolitan University, Toronto, Canada su: COVID-19 pandemic Target marketing Nonprofit organizations Performing arts Arts management sug: subj: COVID-19 pandemic Target marketing Nonprofit organizations Performing arts Arts management keyword: access arts management case study dance pay what you can pay what you want performing arts Pricing revenue model theatre ticket pricing ab: Study investigates the effectiveness of Pay-What-You-Want (PWYW) pricing models in the nonprofit performing arts sector, focusing on Toronto's Harbourfront Centre during the COVID-19 pandemic. Through methods involving quantitative ticket sales data and qualitative insights from management, this research assesses how PWYW affects audience behavior, revenue, and accessibility. Results indicate that PWYW can enhance audience inclusivity, notably by attracting a broader geographic distribution of attendees, though shifts in demographic diversity were less pronounced. Analysis of repeat customers reveals increased financial contributions under PWYW, suggesting the model's potential for leveraging loyal patron support. The study provides strategic implications for arts organizations, emphasizing the need for comprehensive audience analysis and targeted marketing to maximize PWYW's accessibility and sustainability goals. Findings contribute to the literature on alternative pricing in arts management, highlighting PWYW's viability as a tool for democratizing access while maintaining financial resilience post-pandemic. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: Y custom: Copyright of Journal of Arts Management, Law & Society is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. item: Journal of Arts Management, Law & Society holder: Taylor & Francis Ltd dt: @attributes: year: 2024 holdings: @attributes: islocal: N |
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