Live nation
The music business has earned a reputation for being recession-proof. In bad economic times, people still pay for their music subscription services and want to go to concerts. Some synch opportunities may dry up as advertisers make cutbacks, but overall, the music is a hearty business that doesn’t follow typical economic cycles.
Music business stocks, however, aren’t immune to fluctuations in the market and investors’ worries about the increasingly fragile state of the economy. This week, just three of the 20 companies on the Billboard Global Music Index (BGMI) finished with gains, and five stocks had losses in excess of 10%. Despite a host of strong quarterly earnings results in recent weeks, President Donald Trump’s tariffs on goods from Canada, Mexico, China and Europe have caused markets to panic, taking down music stocks along with the industrial and agricultural companies most likely to be affected.
The S&P 500 entered correction territory on Thursday (March 13) when it closed down 10% from the all-time high. The Russell 2000, an index of small companies, was down 18.4% from its peak. Most stocks improved on Friday (March 14) as markets rallied — despite a decline in the University of Michigan’s consumer confidence index — but the first four days of the week were too much to overcome. The S&P 500 finished the week down 2.3% and the Nasdaq composite closed down 2.4%.
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Markets outside of the U.S. fared better than U.S. markets. The U.K.’s FTSE 100 dropped just 0.5%. South Korea’s KOSPI composite index rose 0.1% and China’s SSE Composite Index improved 1.4%.
Even though 17 of the 20 companies on the BGMI posted losses this week, the index rose 0.5% to 2,460.71 because of Spotify’s 8.1% gain, and the dollar’s nearly 1% increase against the euro offset the weekly declines of 17 other stocks. Spotify is the BGMI’s largest component with a market capitalization of approximately $117 billion — more than twice that of Universal Music Group’s (UMG’s) $50.2 billion. The stock also received rare good news this week as Redburn Atlantic initiated coverage of Spotify with a $545 price target (which implies 5.5% upside from Friday’s closing price) and a neutral rating.
UMG shares fell 8.8% on Friday, a reaction to Pershing Square’s announcement on Thursday that it will sell 50 million shares worth approximately $1.5 billion. Pershing Square CEO Bill Ackman called UMG “one of the best businesses we have ever owned.” JP Morgan analyst Daniel Kerven admitted the news was “a near-term negative for confidence” in UMG but saw Pershing Square’s decision to sell shares as a move to take profits and re-weigh its portfolio (UMG was 27% of Pershing Square’s holdings) rather than a commentary about UMG’s long-term potential or recent operating performance. UMG shares ended the week down 8.2% to 25.46 euros ($27.78) but remained up 6.5% year to date.
Live Nation shares dropped 6.5% to $119.22, marking the stock’s fourth consecutive weekly decline. During the week, Deutsche Bank increased its Live Nation price target to $170 from $150 and maintained its “buy” rating. On Friday, a judge denied Live Nation’s request to dismiss an accusation that the promoter illegally forced artists to use its promotion business if they wanted to perform in its amphitheaters.
Other U.S.-based live entertainment companies also fell sharply. Sphere Entertainment Co. fell 10.1% to $31.55. MSG Entertainment dropped 1.3% to $31.46 despite Wolfe Research upgrading the stock to “outperform” from “peer perform” with a $46 price target. Vivid Seats, a secondary ticketing platform, fell 28.1% to $2.86 after the company announced fourth-quarter earnings.
Radio companies, which tend to suffer when economic uncertainty causes advertisers to pull back spending, had yet another down week. iHeartMedia fell 12.0% to $1.61. Cumulus Media dropped 11.5% to $0.46. And SiriusXM, which announced layoffs this week, fell 10.1% to $22.67. Year to date, iHeartMedia is down 24.4% and Cumulus Media is down 40.3%. SiriusXM, on the other hand, has gained 1.4% in 2025.
K-pop stocks also fell sharply despite South Korea’s market finishing the week with a small gain. HYBE, SM Entertainment, JYP Entertainment and YG Entertainment had an average decline of 7.4% for the week. Collectively, however, the four South Korean companies have had a strong start to 2025 and, after this week, had an average year-to-date gain of 19.3%.
A federal judge says the Justice Department can move ahead with a key allegation in its antitrust case against Live Nation: That the company illegally forces artists to use its promotion services if they want to perform in its massive network of amphitheaters.
In a written ruling issued Friday (March 14), Judge Arun Subramanian denied Live Nation’s request to dismiss an accusation that the concert giant illegally required artists to buy one service if they wanted to purchase another one — known in antitrust parlance as “tying.”
Ahead of the ruling, attorneys for Live Nation had argued that it was merely refusing to let rival concert promoters rent its venues, something that’s fair game under longstanding legal precedents. But the judge wrote in his ruling that the DOJ’s accusations were clearly focused on artists, not competing firms.
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“The complaint explains that due to Live Nation’s monopoly power in the large-amphitheater market, artists are effectively locked into using Live Nation as the promoter for a tour that stops at large amphitheaters,” the judge wrote, before adding later: “These allegations aren’t just about a refusal to deal with rival promoters. They are about the coercion of artists.”
The decision was not on the final merits of the DOJ’s case; the feds must still provide factual evidence to prove that Live Nation actually coerced artists. But at the earliest stage of the case, when courts must assume allegations are true, Judge Subramanian ruled that the DOJ had done enough to move ahead.
The DOJ and dozens of states filed the sweeping antitrust lawsuit in May, aimed at breaking up Live Nation and Ticketmaster over accusations that they form an illegal monopoly over the live music industry. The feds alleged Live Nation runs an illegal “flywheel” — reaping revenue from ticket buyers, using that money to sign artists, then leveraging that repertoire to lock venues into exclusive ticketing contracts that yield ever more revenue.
Among other accusations, the government argued that Live Nation was exploiting its massive market share in amphitheaters — allegedly 40 of the top 50 such venues in the country – to force artists to use its concert promotion services.
“Live Nation has a longstanding policy going back more than a decade of preventing artists who prefer and choose third-party promoters from using its venues,” the DOJ wrote in its complaint. “In other words, if an artist wants to use a Live Nation venue as part of a tour, he or she almost always must contract with Live Nation as the tour’s concert promoter.”
Not so, argued attorneys for Live Nation. In its own court filings, the company said that it merely refuses to rent out its portfolio of amphitheaters to the competing concert promotion companies that artists have hired — and that it is “settled law” under federal antitrust statutes that a company has “no duty to aid its competitors.”
In Friday’s decision, Judge Subramanian said that argument could succeed at trial, but that the DOJ’s basic legal theory was sound enough to survive for now: “The facts may ultimately show that the tying claim here is nothing more than a refusal-to-deal claim,” the judge wrote. “But at this stage, the court’s role is to determine whether the complaint states a plausible tying claim, and it does.”
Live Nation did not immediately return a request for comment. A trial is tentatively scheduled for March 2026.
Live Nation, Sphere Entertainment Co. and MSG Entertainment stocks fell this week as markets were hurt by fears about the impacts of U.S. tariffs, ongoing inflation and government layoffs.
Live Nation, which reported record full-year results on Feb. 20, dropped 11.0% to $127.51, erasing the stock’s entire year-to-date gain. Sphere Entertainment Co. dropped 18.8% to $35.45 following the company’s quarterly earnings on Monday (March 3). MSG Entertainment slipped 7.7% to $31.86.
U.S. stocks had their worst week in months. The Dow slipped 2.1%, the S&P 500 dropped 3.1% and the Nasdaq Composite fell 3.5%. In the U.K., the FTSE 100 dipped 1.5%.
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On Friday, Treasury Secretary Scott Bessent told CNBC that the U.S. economy would go through an adjustment period with less government spending. “The market and the economy have just become hooked,” he said. “We’ve become addicted to this government spending, and there’s going to be a detox period.”
Doubts about live music’s ability to sustain growth in the current economic climate were captured in a CFRA analyst’s note. “Live entertainment and exorbitant ticket prices have raised investor concerns whether record demand will recede with a rising household cost of living and lower consumer confidence,” analyst Kenneth Leon wrote in a March 5 note to investors.
Nevertheless, Leon maintained its $135 price target and upgraded Live Nation shares to “hold” from “sell.” The company, he added, “is a market leader in tickets and continues to fund large capital expenditures to expand its own venues.”
Sphere Entertainment Co. shares fell 13.6% on Monday (March 3), the day the company released quarterly earnings, and slipped another 6% through Friday (March 7). Revenue fell 2% to $308.3 million from the prior-year period, although revenue for the Sphere venue was up 1%. At the company’s MSG Networks division, revenue dropped 5% and its $34.2 million operating profit turned into a $35 million operating loss.
Numerous analysts made downward revisions to their Sphere models after the earnings release. Benchmark dropped its price target to $35 from $36. JP Morgan cut its price target to $54 from $57. And Seaport cut its earnings-per-share estimate for the current quarter to -$2.03 from -$1.66.
Other companies in the live entertainment space also declined. MSG Entertainment fell 7.7%, Vivid Seats dropped 3.9%, Eventbrite dipped 2.1% and German concert promoter CTS Eventim lost 0.6%. Many other companies that depend on consumer discretionary spending also fell this week, including Expedia Group (down 6.9%), Hyatt Hotels (down 3.7%) and cruise operator Carnival Corporation (down 13.7%).
The 20-company Billboard Global Music Index (BGMI) dropped for the third consecutive week, falling 6.3% to 2,449.61. Although the index is up 15.3% year to date, it has fallen 11.1% in the last three weeks. Most of the index’s most valuable companies were among the week’s winners. Other than Live Nation, none of the 13 stocks that lost ground are among the index’s most valuable companies — with one major exception.
Spotify, the BGMI’s largest single component, dropped 12.6% to $531.71, putting the stock 18.5% below its all-time high set on Feb. 13. With a market capitalization of roughly $105 billion, Spotify is large enough to influence the fortunes of an index that contains 19 other stocks. Despite having a few off weeks, however, Spotify is the best-performing music stock of the last year and has gained 14.0% year to date.
Universal Music Group (UMG) shares rose 6.8% on Friday following the company’s fourth-quarter earnings release on Thursday (March 6), though itended the week up just 3.3%. Warner Music Group appeared to benefit from investors’ enthusiasm about UMG’s earnings as its shares rose 2.0% to $34.39.
iHeartMedia CEO Bob Pittman caused his company’s stock to spike 23% on Thursday after an SEC filing revealed the executive purchased 200,000 shares. Investors noted the CEO’s optimism in his company’s future, and the stock ended a downward slide to finish the week up 3.4% to $1.83.
The week’s biggest gainer, Chinese music streaming company Tencent Music Entertainment (TME), rose 9.2% to $13.31. TME benefitted from a surge in Chinese stocks as comments made during the country’s parliamentary meetings this week fueled optimism that the government will provide stimulus for Chinese technology companies. The company will release fourth-quarter earnings on March 18.
Cumulus Media was the week’s biggest loser after dropping 27.8% to $0.52. The company revealed on Friday that it received a warning from the Nasdaq stock exchange that it faces a de-listing for failing to meet the minimum shareholders’ equity threshold of $10 million.
In 2000, after Larry Magid sold his Philadelphia promotion company Electric Factory Concerts for an undisclosed sum, the buyer, Robert Sillerman, called at 12:30 a.m. to congratulate him. Then Sillerman said, “Now you congratulate me.”
“OK, congratulations on what?” Magid asked Sillerman, his new boss.
“Well, we merged,” Sillerman said.
Sillerman, then executive chairman of SFX Entertainment, was referring to his company’s $4.4 billion dollar sale to San Antonio, Texas-based broadcast behemoth Clear Channel Communications, which he’d finished at almost exactly the same time he bought Magid’s company. Thus, Magid would become an employee not of SFX, but Clear Channel, for the next five years — a period that was not easy for Magid, who had been Philly’s top independent promoter since roughly 1968, when he opened the Electric Factory club with a Chambers Brothers show. “It just seemed to be a struggle,” he recalls. “There were a lot of meetings, none of which we were used to.”
All this took place 25 years ago this week — Clear Channel’s purchase of SFX was announced Feb. 29, 2000 — and it would change the concert business forever. For decades, the live industry was ruled by unaffiliated local promoters like Magid, who ran their cities like local cartels as rock’n’roll evolved from tiny events to stadium concerts. Sillerman had spent the past three years buying out those local promoters — an acquisition spree that included big names like the late Bill Graham’s company in the Bay Area (for a reported $65 million), Don Law‘s company in Boston ($80 million) and lesser-known indies such as Avalon Attractions in Southern California ($27 million). The result was a consolidated behemoth that guaranteed advance payments of up to millions of dollars for top artists to do national tours, prompting promoters to raise prices for tickets, parking, food and alcohol to pay for their costs — all of which has become standard industry practice for concerts over the ensuing 25 years.
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Then Sillerman turned around and sold everything to Clear Channel.
By that point, the concert business no longer operated as a collection of regional fiefdoms — in which Bill Graham Presents and its Bay Area competitors competed for, say, a U2 date — but as a central entity in which SFX booked U2’s entire U.S. tour. In 2000, SFX was to promote 30 tours, from Tina Turner to Britney Spears to Ozzfest, “light years beyond what any other company has ever attempted,” Billboard reported at the time. “It has become nearly impossible for a major act to tour without SFX being involved in some way.”
“What [Sillerman] accomplished revolutionized the business. It was probably the biggest impact in the industry since the Beatles,” recalls Dennis Arfa, longtime agent for Billy Joel and others, who sold his talent agency to SFX and worked there for several years. “Bob took the business from a millionaire’s game to a billionaire’s game. From the street to Wall Street.” (Sillerman died in 2019.)
Sillerman’s sale to Clear Channel offered an even more tantalizing promise for the concert business: linking hundreds of top radio stations with top promoters and venues — “taking advantage of the natural relationship between radio and live music events,” Lowry Mays, Clear Channel’s chairman and CEO, said at the time of the sale.
But the venture ultimately failed. Many of the SFX promoters never felt they fit in at San Antonio-based Clear Channel. “We knew we were dealing with a very conservative family out of Texas — that was people’s main concern,” recalls Pamela Fallon, who’d worked with Boston promoter Don Law when SFX bought his company, then became a Clear Channel senior vp of communications. “We were pretty footloose and fancy-free in the concert business.”
Clear Channel’s meetings-heavy corporate culture reflected Mays, a former Texas petroleum engineer who, by 2000, had expanded the company from a single station in the early 1970s to a media giant with 867 radio stations and 19 TV stations, a robust billboard business and a weekly consumer base of 120 million. Along the way, Mays helped build conservative talk radio, using Clear Channel-owned syndicate Premiere Radio Networks to expand the reach of Rush Limbaugh, Laura Schlessinger and other right-wing hosts.
In 2001, writing in Salon, former Billboard reporter Eric Boehlert, later a progressive media critic, called Clear Channel “radio’s big bully.” In 2003, U.S. Senators questioned Mays about Clear Channel’s business practices during a committee hearing on media consolidation; the Eagles’ Don Henley showed up to accuse Clear Channel of strong-arming artists to work with the company, as opposed to its competitors. John Scher, a New York promoter who did not sell to SFX, Clear Channel or Live Nation, adds today: “The merger with Clear Channel, in some markets, was the death knell to local promoters: Sell to Clear Channel, or not be able to do any significant marketing with their radio stations.”
But the Clear Channel vision of combining radio with concerts had a fundamental flaw: It may have violated antitrust laws, as a rival Denver promoter claimed in a 2001 lawsuit, alleging the company blacked out radio airplay for artists who booked tours with Clear Channel rivals. (The parties settled in 2004.)
Other flaws in the “mega-merger,” as Billboard referred to it in a March 2000 front-page headline, were less public. In every market, according to Angie Diehl, a longtime marketing exec for promoters, who worked for both SFX and Clear Channel at the time, there were multiple competing radio stations that could present a concert. There were also multiple competing rival concert promoters. Clear Channel aimed to lock down all of these entities in one city so the company could control all the marketing, advertising and promotion of, say, U2.
“But there’s only one U2,” Diehl says. “The artist still dictates what they want. If you want U2 to play for you, and U2 says, ‘Well, we want KROQ to present the show,’ that’s who’s going to present the show.” Arfa adds that the combined company “never quite lived up to its synergistic ambitions.”
Perhaps recognizing this reality, Clear Channel spun off its concert division in 2005 — which would come to be known as Live Nation, led by Michael Rapino, a Canadian promoter who’d also sold his company to SFX. At first, despite emerging as the world’s biggest promoter, Live Nation struggled with hundreds of millions of dollars in debt — $367 million from the initial Clear Channel spin-off, growing to $800 million due to venue-maintenance fees over the next few years. But Rapino steered the promoter into a merger with ticket-selling giant Ticketmaster in 2008, providing crucial cashflow for years to come. “Until the Ticketmaster merger, I don’t think it made any money,” Scher says, adding that he used to book 30 to 40 New York arena shows per year, but industry dominance among Live Nation and top rival AEG has forced him to downsize to three or four. “They are formidable adversaries.”
In the long run, Live Nation solved a problem that the short-lived, SFX-infused Clear Channel Communications never quite figured out. (Clear Channel Communications renamed its radio operation iHeartMedia in 2014; Mays died in 2022.) So despite the promise — and the fears — that Clear Channel would take over the concert business and shut out competition, it was actually what came before and after the $4.4 billion acquisition that proved far more significant. Before the acquisition, SFX was the entity that expanded concert promotion from regional to national; after the acquisition, Live Nation made the concert industry more profitable than ever.
The promise of Clear Channel “synergy,” during its concert-industry excursion from 2000 to 2005, never fully paid off. “The idea was they were going to be able to promote all our concerts over their radio stations,” recalls Danny Zelisko, a Phoenix promoter who sold his company, Evening Star Productions, to SFX. “But at Clear Channel, [promoters] were the stepchild in the backseat. We were almost a dirty word. There was never anything about bringing the radio and the concerts together. It just wasn’t meant to be.”
A busy year in high-margin amphitheaters and arenas pushed concert promoter Live Nation to a record $2.15 billion in adjusted operating income (AOI) in 2024, up 14%, on record revenue of $23.16 billion, up 2%.
In the concerts division, full-year revenue rose 2% to $19.02 billion. Despite having 30% fewer stadium shows in 2024, the total number of fans grew to a record 151 million from more than 50,000 Live Nation events. A heavy slate of concerts at arenas and amphitheaters, where Live Nation can offer VIP experiences and capture more revenue from food and beverage sales, helped AOI climb 65% to $529.7 million and AOI margin — AOI as a percentage of revenue — reach a record 2.8%.
Ticketing revenue for the full year increased 1% to $2.99 billion while AOI dropped 1% to $1.12 billion. Ticketmaster had 23 million net new enterprise tickets that were signed in 2024, with two-thirds coming from international markets.
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Sponsorships and advertising revenue grew 9% to $1.2 billion and AOI rose 13% to $763.8 million. Led by festivals in Latin America and Europe, international markets were up double digits. The number of new clients increased 20%.
Live Nation is expecting 2025 will top its record-setting 2024. Through mid-February, stadium shows are up 60% from the prior-year period and 65 million tickets have been sold for Live Nation concerts, a double-digit annual increase. Ticketmaster’s transacted ticketing revenue for 2025 shows is up 3% to 106 million tickets, due mainly to an increase in concert demand.
The current year “is shaping up to be even bigger thanks to a deep global concert pipeline, with more stadium shows on the books than ever before,” CEO Michael Rapino said in a statement. Currently, Live Nation’s stadium tours for 2025 include Beyoncé’s Cowboy Carter tour, Morgan Wallen’s I’m The Problem Tour, Kendrick Lamar and SZA’s Grand National Tour, and Post Malone and Jelly Roll’s Big Ass Stadium Tour.
Consolidation fourth-quarter revenue dropped 2% to $5.68 billion as concerts revenue dipped 6% to $4.58 billion and ticketing and sponsorships and advertising grew 14% and 10%, respectively. Fourth-quarter AOI fared better, however, rising 35% to $157.3 million despite concerts AOI falling 16%.
Live Nation is ending its “concerts all summer long” program at the company’s amphitheaters and plans to replace the multi-show offering with something different, company officials tell Billboard. On Tuesday (Feb. 18), the Live Nation Lawnie Instagram page announced the end of the six-year-old program, in which music fans paid a flat fee for a […]
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Live Nation Urban, helmed by its president Shawn Gee, announced on Thursday (Feb. 13) an investment partnership in the Breakr platform, which aids creators in marketing their wares. Breakr, founded by a pair of brothers, aims to empower recording labels, online content creators, and related creatives in their marketing endeavors.
Breakr, founded in 2020 by siblings Anthony and Ameer Brown, frames its company as one that “operates at the intersection of music, creators, and technology, empowering music labels, creative agencies, owned media properties, and brands to discover, select, pay, and contract with independent online content creators for promoting songs, products, and services.”
With the backing of Live Nation Urban, Breakr introduced its BreakrPay™️ system, which puts its focus on making paying creatives a seamless process and cutting down on payment delays. In short, BreakrPay™️ is designed to make sure that content creators and influencers, all of whom truly push brands to the forefront, are paid equitably and on time while doing away with the outdated net 30-90 payout structure.
Breakr has broken deals in the past with Sony Music, Interscope, and BMG among other partners in order to push through innovative musicians in the TikTok and Instagram spheres to break their records and reach larger audiences. Breakr has also worked with brands such as Celsius, Samsung, Billboard, and more.
“The creator economy has changed the way we all connect with audiences, driving innovation and economic activity at an unprecedented scale. Breakr is a tech platform that was a core part of Live Nation Urban’s marketing mix for the better part of a year. After meeting the founders and understanding their vision, it was an easy decision for us to invest in Tony and Ameer and their trail-blazing platform,” said Shawn Gee, Founder and President of Live Nation Urban in a statement. “Our investment reflects our belief in the founders and in the transformative power of creators and the technology that empowers them to thrive.”
Anthony Brown, Co-Founder and Co-CEO of Breakr added in. the statement, “From Breakr’s founding, projects like our #RoadtoRollingLoud competition with Rolling Loud to our extensive work with indie labels as well as the ‘Big 3,’ we’re committed to creating opportunities, discovering talent, and financially empowering creators and change-makers worldwide. Our partnership with Live Nation Urban and Shawn is the exciting beginning of a new chapter where we can expand our vision further than ever before, particularly with brands.”
“Breakr’s proprietary technology is revolutionizing the way brands and agencies connect with creators, offering seamless campaign management, real-time analytics, and instant payments—all within a single ecosystem. Our white-label infrastructure empowers partners to scale their operations effortlessly while maintaining full control over their campaigns and finances. This partnership with Live Nation Urban will allow us to expand our reach and continue developing industry-leading solutions that drive measurable impact in the creator economy,” shared Ameer Brown, Co-Founder and Co-CEO, of Breakr.
The Live Nation Urban investment will be under a new venture fund known as the Black Lily Capital Fund and has involvement from the larger Live Nation outfit. This fund will grant support to Black founders who work within or are connected to the realm of live music with a special dedication given towards newer businesses.
Learn more about Breakr here.
Source: Live Nation Urban / Breakr
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Photo: Breakr/Live Urban Nation/Getty
The new “junk fee” rules passed by the Federal Trade Commission (FTC) to clean up the event ticket industry won’t slow the rising price of concert tickets or reduce the huge fees added by ticketing companies, a group of prominent music agents and managers is warning.
In a letter to the FTC last week, Nathaniel Marro, executive director of the National Independent Talent Organization (NITO), said the new rules are “a positive step forward” in cleaning up the business but that they do “nothing to reduce the junk fees buried inside each concert ticket.” NITO is now asking the FTC to expand its ruling to address its concerns.
So-called junk fees, which are added to a ticket purchase by ticketing companies like AXS and Ticketmaster, regularly push ticket fees up 25% to 30%, often without any sign-off from the artist, says Marro.
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“The artist is kept in the dark about how much their fans are being charged in fees for tickets,” Marro wrote in the letter. “We don’t know the fees in advance. Most agents, and artists and managers don’t see the full spread of fees until the show goes on sale.”
Some of the fees also aren’t accounted for during show settlement, Marro added, meaning that most artists don’t know how much revenue ticketing companies are making from their concerts.
Officials with Live Nation pushed back on this claim, telling Billboard that “if an artist team is ever unsure of the venue fees, it’s a simple ask that the venue rental agreement outline it,” adding, “this is never hidden as it’s a standard cost of doing business.”
Marro worries that the FTC’s new requirements that fans be shown the full price of a ticket upfront –instead of first being shown the face value before fees are tacked onto the price at checkout — will make it easier for ticketing companies to add fees to the face value of a ticket while effectively hiding them, resulting in higher ticket prices.
Recent data from Billboard Boxscore shows that ticket prices are rapidly increasing. The average cost of a concert ticket to one of the tours on Billboard’s Year-End top 100 tours chart last year was $132.30, marking an increase of 9.1% from 2023 and a 20.6% increase from 2022. Prior to the pandemic, ticket prices were increasing at a much more sustainable rate of just 3% to 4% a year.
In a statement to Billboard explaining its support for mandatory all-in pricing, Live Nation said that “fans are better off when they focus on the true cost of a ticket, which is the sum of face value and all mandatory fees. There is no basis for obscuring the all-in price on the fiction that artists do not understand ticket fees. That information is never hidden as the NITO comments suggest. It is readily available to artist teams, who also know that most ticket fees go to the venues hosting their events.”
Liberty Media, a major shareholder in Live Nation and SiriusXM, named Derek Chang as its new president/CEO, the company announced Wednesday (Jan. 8). He will begin his new role on Feb. 1. Liberty Media chairman John Malone will serve as interim CEO in the meantime. Chang’s hiring follows the departure of longtime CEO Greg Maffei, […]
Taylor Swift’s orbit is so powerful, it even draws in CEOs.
That’s what’s brought Tim Leiweke, chairman/CEO of Oak View Group (OVG), to Toronto in November. Joining us in a boardroom at OVG’s Toronto office in Liberty Village while an Eras Tour pre-party raffles off tickets to the excited sounds of “oohs” and “aahs” in the next room, Leiweke says Taylor Swift Mania represents a pivotal moment for the city and its big and growing live music industry.
“I’m always amazed not just by her talent, but that she’s just a genuinely very nice human being,” Leiweke said. “But to me, I love Toronto. I’m happy the city gets this moment and this platform. It’s a nice spotlight, and the city always does well in the spotlight.”
OVG played a minor role in the Eras Tour coming to Toronto, arranging the sponsorship of the Canadian leg and helping out with venues behind the scenes. But her presence is a perfect chance for Leiweke to survey the company’s operations in Canada, entertain clients and make ambitious plans.
“Canada is a place where we’re going to plant the flag of this organization and watch it grow,” says Leiweke. “Our entrepreneurial spirit is high in Canada.”
OVG has broken ground on a major renovation of an as-yet-unnamed 18,000-seat arena in Hamilton, Ontario (a large metropolis not quite two hours from Toronto) set to open in 2025. A partnership with Live Nation and the Hamilton Urban Precinct Entertainment Group (HUPEG), it’s a nearly $300-million private-public investment in the former FirstOntario Centre/Copps Coliseum building.
“You’re not gonna recognize the building when we’re through with it,” says Francesca Bodie, OVG’s Chief Operating Officer (Leiweke’s daughter), who also joins the interview with Billboard Canada. She’s excited for the different kinds of entertainment they can bring to Hamilton, from K-pop to South Asian music to boxing. “Hamilton is very diverse, and they’ve got a tremendous appetite for a variety of content. They just don’t have the venue yet.”
As it readies the new arena, which is poised to operate on a scale you’d more often see in Toronto, OVG has been increasing its presence north of the border. It’s hiring new staffers and investing in new ventures, like Departure conference and festival (formerly Canadian Music Week), and partnering with venues like Rogers Place in Edmonton, Canada Life Centre in Winnipeg and Scotiabank Arena in Toronto as part of its Canadian Alliance.
Leiweke is no stranger to Canada. He spent four years as the President and CEO of Maple Leafs Sports & Entertainment (MLSE), the company that owns the Toronto Maple Leafs and Toronto Raptors, from 2013-2015. He even personally cut the ribbon on BMO Field, home of the Toronto FC Major League Soccer Team. He has fond memories of the city, telling stories about buying beers for fans and personally ensuring hot dog buns were toasted.
Leiweke, who is also a former CEO of Anschutz Entertainment Group (AEG), broke away to partner with music industry titan Irving Azoff to form OVG in 2015, initially starting with four employees and funding it with their own money. Now, Leiweke says the company has 62,000 employees and did “half a billion in sales this year.” The company manages approximately 500 facilities, and built a number of them during the pandemic, anticipating the post-restrictions boom in concerts.
The exec compares the Hamilton Arena Project to Climate Pledge Arena in Seattle when it comes to sustainability (reusing 30,000 pounds of steel by renovating instead of building from scratch) and to CFG Bank Arena in Baltimore for how the company built a splashy project in a city that many didn’t then see as a top-tier market. He also compares it to the big-budget Co-op Live Arena in Manchester for its focus on music and special acoustic treatments to get the best possible sound.
The live music industry is hot right now, especially when it comes to stadiums and arenas. That’s good news for OVG, but it’s also increased scrutiny around the most successful companies. In the United States, the Department of Justice is investigating Live Nation in an antitrust complaint that ties back to the company’s 2010 merger with Ticketmaster. Correspondence from Leiweke and OVG was used as evidence in the case, which alleges that the two companies colluded to undercut competitors. Live Nation has countered to say OVG, which is focused on venue operations and services, is not a competitor in the realm of concert promotion, and that the company’s use of Ticketmaster is above board.
In this wide-ranging interview, the first in Billboard Canada‘s new Executive Spotlight series, Leiweke gives his opinion on the legal challenge from the DOJ. He also shares why OVG is investing in Hamilton, and talks about his big dream for a national stadium of Canada.
Taylor Swift’s Eras Tour is arguably the biggest tour of all time, but it seems like there are more mega-tours than ever before. Do you see it as a healthy market for arena and stadium concerts?
I’m also a huge fan of Coldplay, and they kind of sometimes get lost in the Swifties. They opened our building at Climate Pledge Arena in 2021, and they’ve been touring ever since. These guys have been on the road for like four years! We have Sir Paul McCartney at our building in Manchester next month, and to me that’s just another incredible story. Here’s this 80-year-old guy and he’s still in phenomenal shape. We have Springsteen doing three nights. He’s 70-something years old. I mean music is an interesting industry right now. We’ve got a bunch of young turks and a bunch of us old jerks.
It’s a healthy industry. This is still pent up demand from COVID. It’s what people have been talking about forever in our industry, which the transfer of power from recording to touring – because that’s where the money is.
Oak View Group is making a big push here in Canada with the new Hamilton arena that’s coming and then Canadian Music Week, which is now Departure. Is it an intentional push in this country?
Yes. I spent roughly four years with Maple Leafs Sports & Entertainment. I very much enjoyed my time here. I was just blown away by Toronto in particular. There’s a lot of great cities in North America, but in my mind there’s not a cleaner, bigger, better city than Toronto. So when we started the new company, I told Francesca I want to focus on opportunities in Canada and I want our company to grow. There were two people when we started this Toronto office. Now, we have at least 40 or 50.
I think the largest single private investment in the history of arenas is what we’re doing in Hamilton. And part of it is just because I was from here [Toronto] for four years. This metro area has to move south. It does. [Toronto’s] metro area is not gonna go backwards. It’s gonna continue to grow. It’s gonna continue to thrive. But if you look cost of living, you look at the campuses and the colleges down there, you look at companies that are moving there, I think Hamilton is an interesting alternative. I mean, just look at the number of condos being built in downtown Hamilton.
Toronto is one of the biggest global touring markets and Hamilton is relatively close by. Is that proximity part of the appeal to build there?
I’ll tell you a story. When I first got here, one of the first things I did is I went to meet every partner. And so I went to the Ford plant [in Oakville, Ontario] to meet the people there, and I realized that plant is almost as close to Hamilton as it is to downtown Toronto. And that was the first time that I understood Hamilton, essentially. It’s like a suburb of Toronto. It’s not that far away. Where I come from, it would be like as Anaheim is to L.A.
If you look at that old building, everyone looks past it. We saw a jewel. We did this in Baltimore where we took an old arena and no one got what we were doing there [at first]. There, we invested about a quarter of a billion. Here, we’re putting in about $300 million. But what we saw was the economy, the energy level, the kids and youth, they’re in Hamilton.
Why build in Hamilton though, and not Toronto directly?
Well, I didn’t want to take on Maple Leafs Sports, because that’s my home. I still have a very good relationship with everybody over there. We’re gonna grow our company with those people, so I’m not coming into their marketplace and competing with them. But what I knew running Air Canada Centre, now Scotiabank Arena, is they’ve got a calendar issue. They’ve got too much going on. There has to be another play. What I love about Hamilton is if there are conflicts [in Toronto], we can have the dates available at that building. But it’s also the ability to go play two nights in Scotiabank and two nights in Hamilton.
There’s lot of opportunity in Canada in general, including a national stadium. You need a national stadium.
What does a national stadium look like? What would that look like? Can you make a comparison?
Wembley Stadium in London. That’s really the inspiration and the concept. Everyone always talks about the NFL coming to Toronto. I say, you don’t understand. They are never coming here until you have a stadium first. You’ve got to find a stadium solution.
Also, I think this is actually one of the greatest soccer markets in the world. You could do 10 international games every year here during the summertime with all the big teams. The national team is also getting good and they need a place that ultimately becomes their home for the qualifications. I think Toronto FC is going to have some big games as well. They have the ability of putting some games into a big stadium. You’ve also got Live Nation building a temporary stadium in order to do concerts [in Toronto] because they’re going to do 20 a year.
So now, combine all of that into a national stadium and then add the opportunity to do NFL football. That’s a huge opportunity.
Are you talking about this theoretically, or is this something that you’re planning to do?
It’s a dream. It’s a really expensive dream. But it is a dream.
Is your strategy different from what you’re doing in the United States and in the rest of the world?
Here’s one thing I learned in Canada. I came up here thinking about open competition. We don’t want to be controlled by U.S. media and U.S. banks. And I came here thinking, well, they’re very open to entrepreneurial spirits. And then I remember the first time I walked down Lawrence Street, I think it was, and the banks were all right next to each other. I think they all talk to each other every day. And then I realized, well, wait a minute. There’s only three media companies here and they own everything. It was a learning lesson.
Michael Bloomberg always used to tell me if you want to see economic development, go out and ultimately be the first one in with a vision and then watch how many people will follow you. So, we privatized all 300 million dollars in Hamilton. That’s an amazing commitment on behalf of our partners and the company. And Live Nation, which is interesting that now they’re jumping into the facility business.
You’re partnering with Live Nation on the Hamilton arena. How does that relationship work?
Carefully. As you may know, we got dragged into the lawsuit [with Live Nation and Ticketmaster].
I get the debate on Ticketmaster and Live Nation. But guess what? They approved that merger. So now to sit there and say, you’re a monopoly. You should have dealt with it then. But you approved it. So you can’t now go back and say, we made a mistake.
When we started our company, AEG wasn’t going to do anything with us. There was still some tension [after Leiweke left the company]. They wouldn’t do our conferences. They wouldn’t do our publication [Pollstar or VenuesNow, which OVG owns]. They didn’t want to book our buildings. They wouldn’t talk to us. So if you looked at where we were as a company, it was like, hey, I don’t have a choice if I am going to survive and make a go of this company. Me and Irving Azoff, we personally put our own money into growing this damn thing. Now, I have to find somebody [to book shows] because I need content. My buildings can’t work if I don’t have content.
And so then [the authorities] come back and say, well, why didn’t you be a promoter? I barely had enough money to meet payroll. Me and Irving put $10-15 million into the company and started it up. We were doing the dog paddle.
Now you come along and you want to whack me? And the question I have is, shouldn’t we be like the gold statue winners for entrepreneurial spirit? All I’ve done is given people choices now on food and beverage companies, or facility management companies, or facility development companies. And I’m competing with all these other people. You let AEG and SMG merge. And I’m the dumb schmuck that took them on. I’m the one that went and competed with them. And by the way, I kicked their butt.
Now you penalize me? I didn’t go buy other companies out and try to eliminate competition. If you look at everything we’ve done – privatize the building in New York, privatize the building in Seattle, privatize the building in Austin – isn’t that what we’re supposed to be, entrepreneurial spirit? Shouldn’t we encourage that instead of condemning that?
But it’s like, well, anyone that’s partners with Live Nation, we’re going to get. Why? If you’ve got a problem with them, go talk to them. But at the end of the day, you’re going to penalize me, because I’m working with the only company that would return my phone calls? That’s the mindset now. And I just think it’s wrong.
Now, everybody has an opinion, and theirs counts. And so we will fight through that. But I think we’ve had a four-year stint, at least in our country, where there has been almost ruthlessness towards companies. And to me, this private-public partnership in Hamilton, where we’re putting up all the money and taking all the risk and the city ultimately gives us a long-term lease, I think that’s a good thing. But you’ve got to have entrepreneurs who are willing to take risk.
And so I think we’ve got to get back – in the U.S., but I’d say this applies to Canada, too – to encouraging competition, but celebrating entrepreneurs, and trying to encourage privatization of certain aspects of risk. I think governments should be focused on security, and education, and health, and wellness, and services. That means the private sector has to go figure out a way to build arenas. I don’t think the taxpayers should have to pay for arenas. But it means you better then find people who want to take the risk to develop them. We’ve spent $5 billion as a company. $5 billion. I think that’s a good thing. And by the way, we’re not a monopoly. We have lots of competitors.
Coming back to the arena in Hamilton, what are your hopes for the future of concerts and entertainment in the city?
If you think about arenas, they’re a point of destination that brings the entire community together. And as we’re proving again with Taylor, music moves people. It’s the one thing that unites us and always brings us together. If the arena can be a symbol of rejuvenation and renovation in Hamilton and we can get people pumped up, other developers are going to jump in and other projects are going to get built. There’s a chain effect, and that’s fantastic.
This story was originally published by Billboard Canada.