Touring
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In the desert east of Los Angeles, the new Acrisure Arena has defied critics and proved to be an oasis of entertainment in Coachella Valley.
Since opening in December, Oak View Group’s new 11,000-capacity venue in Palm Springs, Calif., has grossed $17 million in ticket sales from 10 reported shows, according to figures reported to Billboard Boxscore, earning itself the title of North America’s third-highest-grossing arena under 15,000 seats, according to Billboard Boxscore’s 2023 midyear report. The arena actually had 17 shows during this period, and had it reported them all, its ranking on the Boxscore chart would have been even higher.
It’s an impressive launch, especially considering criticism it received that an arena of its size could not survive in the Coachella Valley, the geographic region of 370,000 residents anchored by Palm Springs in the north and Indio to the south. Not only was the valley already teeming with competitive options, from tribal casino showrooms to festivals like Coachella and Stagecoach, but Southern California was already home to three big-name arenas and an ultra-competitive concert market with little incentive for acts or tourists to make the two-hour drive down I-10 from Los Angeles for a show.
Midyear Boxscore charts are based on figures reported to Billboard Boxscore. Eligible shows played between Nov. 1, 2022 and April 30, 2023.
First is Oak View Group’s relationship with OVG partner Irving Azoff, the super-manager whose ability to bring top-tier talent to the facility netted two shows by Harry Styles, a comedy double-header featuring Dave Chappelle and Chris Rock, two shows from the Eagles and concerts by Taylor Dayne, Lizzo, Journey, Shania Twain and Jimmy Buffett. Adding American Hockey League home games from the Coachella Valley Firebirds, the Acrisure Arena has welcomed more than 430,000 people through its doors for 72 ticketed events since opening.
While Acrisure Arena is an open building that can work with any promoter, it enjoys a special relationship with Live Nation, which plans to continue to bring top contemporary tours to the venue, says GM John Bolton, who previously worked at SMG and managed the BOK Center in Tulsa, Okla. In the next six months, Live Nation is bringing some of its strongest tours to Palm Springs, including Peso Pluma (on July 8), Paramore (July 15), Dierks Bentley (Aug. 19), ODEZA (Sept. 20), Sting (Oct. 5), KISS (Nov. 1), Stevie Nicks (Dec. 5) and Madonna (Jan. 11, 2024).
“Part of our success booking artists is that many artists are playing Acrisure Arena on a separate leg of their tour months apart from their L.A. dates,” says Bolton. “There certainly are times when artists will play us after stopping in Orange County or Los Angeles, but in many instances, we’re booking artists as they come across the Southwest and then head into Las Vegas or the Central Valley, making the building very routable.”
Another factor in Acrisure Arena’s success is the building’s innovative, fast-paced, high-touch design. Most seats in the building are in the arena’s lower bowl, which has wide concourses that make moving around the building simple and dramatically decrease time spent waiting in line, thanks to innovative grab-and-go food catering stations. The dozen-plus food concepts inside the arena, as well as those located in an outside common space, feature only a few popular precooked items that reduce prep and wait time.
And while the Coachella Valley population is fairly small, Palm Spring’s year-round marketing efforts attract 14 million visitors to the region each year, including 3 million annually to Palm Springs, according to the city’s conference and visitor’s bureau, accounting for $7.1 billion in spending.
Those visitors include 450,000 Canadians who spend their winters in the area, many of whom support the arena’s Seattle Kraken minor league team, the Coachella Valley Firebirds. In the team’s first season, it reached the league championships and is currently facing the Hershey Bears in the finals. With a strong year-end calendar, Acrisure Arena will almost certainly land on the Boxscore year-end list and continue to chart new routes in and out of region, changing the way artists tour through the Southwest and generate revenue in the Golden State.
Everything may be bigger in Texas, but Dickies Arena in Fort Worth is punching above its weight class.
The 14,000-capacity venue opened in 2019 amid a competitive Texas market. With the 20,000-capacity American Airlines Center less than 40 miles east and the San Antonio, Austin and Houston markets reachable within a few hours, the region is saturated with large venues to book big names. Still, Dickies Arena has managed to stand out as a major contender in its first full year of shows following the COVID-19 pandemic, ranking at No. 2 on Billboard Boxscore’s Top Venues (10,001-15,000 capacity) chart for the 2023 midyear report.
In the report, which is based on the touring period of Nov. 1, 2022-April 30, 2023, Dickies Arena grossed $40.1 million from 79 reported shows. Compared with the same period last year, as the touring business was still coming out of the pandemic, the venue nearly tripled the number of tickets sold (from 209,000 to 610,000) and grossed almost four times as much (up from $11.6 million). Even beyond its capacity limit, Dickies Arena out-grossed all but six venues in the 15,001-plus range, including American Airlines Center in Dallas.
Midyear Boxscore charts are based on figures reported to Billboard Boxscore. Eligible shows played between Nov. 1, 2022 and April 30, 2023.
“If you look at entertainment, there wasn’t really much on this side of the [Dallas-Fort Worth Metroplex],” says Dickies Arena president/GM Matt Homan, who notes that the drive between arenas can reach up to an hour-and-a-half with traffic. “What we’ve proven is that the market is large enough for American Airlines Center and Dickies Arena.”
While American Airlines Center is the larger of the two Metroplex arenas, the venue also has two home tenants (NBA team Dallas Mavericks and the NHL’s Dallas Stars) that occupy several dates on the calendar. Dickies Arena, however, only has the Fort Worth Stock Show and Rodeo, which runs from January to the first week of February, when concerts tend to be space. This year’s event brought in over $9 million from its 25 performances.
The Dickies Arena’s arrival and success run parallel to the city’s growing population. According to the U.S. Census Bureau, in 2022, Fort Worth had the largest numeric population gain of any large city in the United States, with 19,170 people joining its population of roughly 1 million — and the venue is focused on catering to the city’s varying interests. Country music is naturally a good fit for the arena, with two sellouts from George Strait ($9.9 million) in November marking its highest-grossing run of the midyear report, with two more scheduled for later this year. “It’s a great experience for fans to see [Strait] in such an intimate venue,” says Homan, “you’re not going to a baseball stadium with 60,000 or 40,000-plus seats, which we all know George could sell out in a heartbeat.”
Beyond country, the Dickies Arena’s Boxscore totals also included shows from the Eagles, Muse, New Edition and K-pop group Stray Kids, the lattermost moving more than $2.5 million in tickets sold. “Our K-pop merch sales have been great,” says Homan. “Our merch numbers are generally amongst the top three to five on the tour, based on numbers I’ve seen recently.” Rauw Alejandro’s sold-out show in April, which grossed over $1.5 million, was also the start of Homan’s focus on the Latin market. “Going into this year, the [Latin market] was my highest priority,” he says. The arena will welcome Peso Pluma, Banda MS, Christian Nodal and Grupo Frontera in 2023. “We’re starting to finally dip our toes into those markets. We want to make sure that we have something here for everyone and that we’re really representing the major city that we are.”
Take a look at Bad Bunny’s recent tour history, and you get a good sense of Latin’s rapid growth on the road.
When Billboard published the 2019 Midyear Boxscore Recap, Bad Bunny missed out on the then-10-position Top Tours ranking, scraping the bottom of the top 30 with $25.8 million, according to figures reported to Billboard Boxscore. In doing so, he scored the biggest Latin tour of the tracking period, covering shows between Nov. 1, 2018, and April 30, 2019.
Three years later, following the COVID-19 pandemic, Bad Bunny took himself – and his genre – to the top. He crowned the all-genre list in 2022, earning $123 million in the same November-April six-month window – the first time a Latin act has ever topped the ranking.
Midyear Boxscore charts are based on figures reported to Billboard Boxscore. Eligible shows played between Nov. 1, 2022 and April 30, 2023.
Now, Bad Bunny is in the midyear top 10 again in 2023 at No. 6 with $67.9 million, and he’s not alone. At No. 5, Daddy Yankee earned $72.5 million, marking the first time that two Latin artists have landed in the midyear top 10.
The top 10 Latin tours grossed a combined $295.1 million between November and April. That represents growth of 18.83% from last year, after already improving 101% from 2019.
While Bad Bunny and Daddy Yankee lead that growth with the three biggest Latin tours in Boxscore history, it doesn’t stop with the genre’s top headliners. See below to watch how the biggest Latin tours of the midyear reporting period have grown uniformly since 2019.
Each of the top 10 Latin tours is up — in both gross and attendance — from last year and 2019. This across-the-board growth applies to heritage stars such as Marc Anthony ($22.4 million) and Wisin y Yandel ($15.3 million) as well as newer headliners including Rauw Alejandro ($33.3 million) and Feid ($11.9 million).
Beyond the genre’s 19% growth in top-10 revenue, those shows’ attendance has grown by 48% as well. While last (mid)year’s biggest Latin tour (Bad Bunny) outgrossed this year’s (Daddy Yankee) by more than $50 million, the latter sold more than 100,000 tickets more than the former. Total attendance among the top 10 is 3.1 million, up from 2.1 million last year.
Beyond Latin, attendance is growing in R&B/hip-hop, pop and rock as well – which are up 44%, 43% and 16%, respectively. Despite the smaller bump, Rock remains No. 1 in both gross and attendance, with $539.1 million and 4.1 million tickets among its top 10 tours on the midyear recap.
Pop follows with $419.7 million and 3.8 million tickets. Further illustrating Latin’s gains, in 2019 the genre’s gross sales trailed pop by $350 million. This year, that lead has shrunk to $125 million.
Arena dates are on deck for Rauw Alejandro, Anuel AA and others for the rest of the year, while Enrique Iglesias, Ricky Martin and Pitbull will team for a tri-headline tour this fall. Karol G will play in select U.S. stadiums later this year, leveling up to unprecedented heights for Colombian acts.
As the genre’s biggest acts get bigger, its focus will grow wider as some of the biggest names in regional Mexican music join reggaeton and Latin-pop stars on the Boxscore charts. Eslabon Armado and Peso Pluma will separately enter the domestic arena circuit this year while their No. 1 duet continues to dominate Billboard’s global charts.
“Bienvenido y gracias,” British singer Chris Martin told the sold-out crowd of more than 40,000 at Costa Rica’s Estadio Nacional in March 2022 — and “welcome and thank you” may be just enough Spanish to cement Coldplay’s popularity in the region forever.
“Over the years, Chris has developed a good level of what you might call ‘frontman Spanish,’” says Phil Harvey, the band’s manager. “It’s not what I would say is fluent, but he knows enough that he can conduct a concert in Spanish, and obviously that’s helpful in large parts of Latin America.”
The concert in San José, Coldplay’s first performance in Costa Rica, kicked off the band’s Music of the Spheres tour, which eventually played 41 sold-out stadiums throughout Latin America, from Mexico to Peru to Colombia to Chile. The band hit the top two slots on the 2023 midyear Top Boxscores chart with two runs in South America: six dates in March at Estadio do Morumbi in São Paulo drawing almost 440,000 fans and grossing $40.1 million, and six dates last November at Estadio Unico Diudad de la Plata in Buenos Aires, Argentina, with more than 376,000 fans and a $29.8 million gross. The band also hit No. 13 with three dates in Rio de Janeiro later in March, totaling 211,000 fans and a $17.2 million gross. All in all, not counting the band’s performance at the sold-out, 100,000-capacity Rock in Rio festival in Brazil last September, its tour dates in Latin America earned more than $193.3 million, according to Boxscore.
English-speaking rock stars from the United States and Europe have sold out shows in Latin America over the decades, of course, including Aerosmith and Lady Gaga, but Coldplay has spent the last several years burrowing unprecedentedly into local territories and cultures. In addition to tiny gestures such as speaking Spanish, the band invited Colombian singer Manuel Turizo onstage in Bogotá and Argentine star Tini in Buenos Aires for duets. In Buenos Aires, Coldplay covered beloved Argentine rock en espanol band Soda Stereo’s 1990 hit “De Música Ligera”; in Colombia, it covered local hero J Balvin’s 2019 hit with Bad Bunny “La Canción.” (It probably didn’t hurt the band’s Latin American popularity that Camila Cabello, who is Cuban American, opened several dates.)
Midyear Boxscore charts are based on figures reported to Billboard Boxscore. Eligible shows played between Nov. 1, 2022 and April 30, 2023.
“The Latin American audience is so fanatically loyal — if you’re loyal to them, they’re not going to forget you, the way crowds do in the U.S. and Europe,” says Bruno Del Granado, CAA’s global head of Latin music, who does not work with Coldplay. “A lot of times, international bands go to Latin America and they phone it in. They don’t want to deal with the language barrier. By having Manuel Turizo onstage, then singing his song, it’s like, ‘Wait a second, this guy wants to learn our culture.’”
In addition to the onstage moments, Coldplay has spent the last few years routing tours with prominent dates in Latin American countries — its 2016 A Head Full of Dreams tour began and ended in La Plata, Argentina, with stops in Chile, Peru, Brazil, Colombia and Mexico. “That was very deliberate,” says Jared Braverman, senior vp of global touring for Live Nation, Coldplay’s longtime promoter. “They’ve always made it a point to prioritize many countries that get passed over because they’re not easy to get to. That builds up an audience over time.”
Over the years, many Western pop and rock stars have sold out large venues throughout Latin America, from Aerosmith’s regional tours beginning in the late 1970s to Rock in Rio, the Brazilian festival that debuted in 1985 and attracts some 700,000 attendees every other year. American rockers such as Keith Richards in the ’80s and Metallica in the ’90s, according to Del Granado, emphasized Latin American dates. The difference over the last two decades, he adds, is “state-of-the-art arenas,” such as the 11-year-old Mexico City Arena, the 4-year-old Movistar Arena in Buenos Aires and the Movistar Arena in Bogotá, renovated in 2018. “So it’s not even a case of, ‘Oh, my God, what am I going to do? Play in an open field or a bullfighting ring or a stadium?’” Del Granado says. “There’s no real excuse for bands not to go down there.”
Coldplay’s Western contemporaries have flirted with the same idea of building up Latin American credibility by paying tribute on the ground to beloved local songs and artists: In 2017, Maroon 5 performed a Portuguese version of the Getz/Gilberto Brazilian jazz classic “The Girl From Ipanema” at Rock in Rio. “But Coldplay has embraced it head-on,” says Bruce Moran, president of Live Nation Latin America, adding that music stars are scheduled to play 70 stadiums in the region in 2023. “It’s not just that they’re smart and savvy, but they really have embraced their fans in all regions — and it has paid off, clearly.”
The concert travel business, once a reliably modest slice of the estimated global $25 billion concert industry, is being primed as a potential growth category as promoters of all sizes look for new revenue sources to offset rising costs.
As the pandemic has receded and the demand for live entertainment has blossomed, inflation and scarcity have driven up expenses across the board, and the resulting rise in ticket prices is unlikely to cool soon — a recent report from the American Bus Association cited a driver shortage as part of the reason for higher costs and concluded another 7,300 drivers would need to be added to the 28,000 tour bus drivers now working just to meet current demand.
With already tight margins squeezed further, concert promoters are looking for new revenue streams. “Many are seeing the economic impact their events create within their community and realize they’re not participating in that upside, despite taking on the bulk of the risk with their event,” explains Daren Libonati, co-founder of Las Vegas-based Fuse Technologies, which partners with concert promoters to source and sell accommodations and VIP upgrades for their events.
Libonati, a longtime Vegas event veteran who has served as an executive at both MGM and the University of Nevada Las Vegas, wants to help music event organizers unlock “travel per caps,” a twist on the phrase “per caps,” the concert business measurement of the spending on food and beverage per patron at an event. Tapping into travel spending could unlock major value. A March study commissioned by Live Nation found that its marquee Lollapalooza festival generated $270 million for Chicago last year, with fans spending $48.5 million on hotels and over $80 million on food and beverage.
Libonati is just one of a half dozen entrepreneurs who believe that event producers who draw fans from around the world to festivals and concerts should share in the hotel and hospitality revenue those fans generate. These entrepreneurs include Live Nation CEO Michael Rapino, whose company announced a new travel and hospitality firm, Vibee, in April, which is producing a premium cruise based on Electric Daisy Carnival called EDSea and was behind a Resorts World hotel takeover during the flagship dance festival in May. They’re bringing new ideas to market just as two of the biggest players in concert travel have either gone bankrupt or pulled out of the music travel industry.
Pre-pandemic, three types of businesses were involved in concert travel: destination festivals, mostly in Mexico and the Caribbean; high-end packaging as an add-on for domestic events; and music-driven cruises.
Demand for music-driven cruises has been stronger than prior to the pandemic, but those packages are difficult for promoters to make substantial margins on because of the high fixed costs of chartering vessels and hiring crews, as well as the pressure to keep prices low against competing cruise lines.Hotels have lower fixed costs than cruises and come with different expectations: Customers are used to paying a premium for hotel inventory during periods of high demand. That was what helped drive the success of two of the biggest concert travel companies during much of the last two decades, CID Entertainment and Pollen.
CID focused on creating destination events like Luke Bryan’s long-running Crash My Playa at Riviera Cancun in Mexico, as well as travel packages similar to those it put together for the Grateful Dead’s 2015 Fare Thee Well concerts in San Francisco and Chicago. Pollen helped expand hospitality and VIP offerings for events like Bestival, a four-day event held in the south of England.
Pollen, founded in 2014, raised over $200 million from venture capital investors. But the pandemic stalled business, and a series of last-minute cancellations — including a January 2022 J Balvin event in Cancun — cost the company dearly. By October 2022 Pollen had collapsed, owing nearly $100 million in debt.CID Entertainment, launched by Dan Berkowitz in 2007 and purchased by a private equity group in 2016, was merged with a number of sports travel companies in 2020 and eventually sold to entertainment conglomerate Endeavor, where it operates as OnLocation and focuses mainly on big-ticket sporting events like the Super Bowl.
With CID Entertainment and Pollen out, companies like 100x, which Berkowitz launched earlier this year, and Fuse see a gap in the market they can fill. Fuse has been racing to expand its white-label software systems, which make it easy to tack partner hotels and add-on VIP events to a festival’s website for sale, divide revenue and handle credential management and verification through an integration with the ticketing company. The revenue lift from packaging and bundling these items with ticket purchases would then be split with promoters.
Live Nation has made the fastest inroads into the space with Vibee. It launched as both a facilitator of high-end destination events, like the Nov. 9-12 Chasing Sunsets festival in Cabo San Lucas, Mexico, headlined by Tiësto with prices (tickets and hotel included) ranging from $999 to $3,259, and an entrant into the hospitality business for Live Nation’s traditional headline concerts, offering hotel packages paired with VIP upgrades for U2’s U2:UV Achtung Baby shows at the MSG Sphere in Las Vegas. Those packages have already yielded a $20 million boost to revenue from ticket sales for Live Nation and its partners at the Sphere and the Venetian hotel, Rapino explained during a recent investor earnings call.“Vibee is a product where we looked at OnLocation and CID and others that were doing it,” Rapino said. “The challenge these other companies have is the expensive part: the rights. We don’t have that problem.” He added, “These are our rights. We can do it in-house. We don’t have to outsource it and split any of that upside with anyone else but our own businesses.”
That leaves the rest of the sector competing for non-Live Nation events, which by some estimates equals 40% to 50% of the business and billions of dollars in potential revenue. Berkowitz has not yet revealed his plans or business strategy for 100x, while Libonati says that for now, Fuse plans to focus on creating add-on packages for existing events.
Can either firm make enough money to survive without also operating as an event promoter? It will take the right combination of scale and volume, but given the rebound in travel spending across the board — and engagement of dedicated fans — it seems possible.
Danny Robson, co-founder of management firm Leisurely, believes the answer is yes if the artist controls the event. Robson’s client Rüfüs Du Sol sold an impressive 8,000 tickets for the Australian EDM trio’s Sundream festival — a four-day event in San Jose Del Cabo, Mexico, where prices ranged from $700 to $2,000 per person — without a promoter or any outside help.
“The same changes in the business that make destination events lucrative for promoters,” Robson says, “also make these types of events profitable for artists interested in cutting out the middleman.”
As previously reported, Harry Styles came out on top on Billboard Boxscore’s 2023 midyear Top Tours chart. But it wasn’t an easy win. Across the six-month tracking period, the No. 1 spot flipped six times, coming down to a margin of less than $500,000, or 0.3%. Take a look below at how the midyear 2023 Top Tours ranking took shape, from Nov. 1, 2022, through April 30, 2023.
For the first day of November, Elton John led via his Nov. 1 show at Las Vegas’ Allegiant Stadium, earning $7.8 million, according to figures reported to Billboard Boxscore. But, temporarily, he gave way to Coldplay, in the middle of a 10-show run at Buenos Aires’ Estadio Unico Ciudad de La Plata.
It took two Argentinian shows for Coldplay to take over. But before that epic run could end, Sir Elton was back on top, continuing his mammoth stadium run in North America, including three sold-out shows at Los Angeles’ Dodger Stadium on Nov. 17 and 19-20.
John held the top spot into December, until being displaced by 2022’s overall champ, Bad Bunny. The Puerto Rican superstar wrapped World’s Hottest Tour, reaching a high of $67.9 million since the beginning of the ’23 tracking period. But just like that, Daddy Yankee, another Puerto Rican icon promoted by Cardenas Marketing Network, took over for the end of the calendar year, with $72.5 million.
Elton was back in January, playing shows in Oceania that not only gave him a third stint at No. 1, but cemented the Farewell Yellow Brick Road Tour as the highest-grossing tour of all time.
But then came Harry. After many months, midyears and year-end rankings in the top five, Mr. Styles claimed the pole position, juiced up by shows in Australia and Asia in February and March. Ultimately, he earned $138.6 million between November and April.
And despite Elton’s last-minute run at the O2 Arena (and one show on April 27 at Munich’s Olympiahalle), Styles stayed strong. John inched towards the top but ultimately fell short by less than half of a percentage point.
While those men traded off on top, Ed Sheeran, Trans-Siberian Orchestra, Dua Lipa, Kevin Hart, Luke Combs, SZA and many more came in as some of the top touring acts of the midyear tracking period. Check back later this year for a year-end update with some of the summer’s biggest stadium runs.
Billboard Boxscore’s Midyear reports are in, and once again, the box-office ticket sales data voluntarily submitted by promoters and venues shows continued growth in the top tier of tours.
This year’s numbers are a strong signal of strength in the post-pandemic concert business. Still, a more in-depth look shows that the business may also have to adjust the way it looks at the touring calendar.
For much of the history of the concert business, touring schedules were planned around the calendar year: Outdoor tours launched in spring hit their high mark in summer and wrapped up in autumn, coming off the road just as winter began. But the growth of the indoor arena business — and growing importance of international markets — has upended the traditional touring calendar, in turn affecting how information from reporting tools such as the midyear Boxscore reports is used.
“The idea of touring year-round was once revolutionary,” says Gregg Perloff with Another Planet Entertainment, which produces concerts in the San Francisco Bay Area. “In California, the moderate climate allowed for year-round touring, but few acts wanted to be the ones who experimented with performing during the winter months. But as the business became more global, that shift started happening without any people noticing, and today, the schedule for how major acts tour is totally different than it was in the past.”
In the Spring of Things
This year’s data shows that many tours now begin in late March or early April, and that the fall months of October and November, when tours once wound down, are now more of a midpoint.
The height of concert season now takes place well past the middle of the summer and continues into the beginning of the new year — and often wraps up in seasonally warm climates. Take for example the midyear Top Tours title holder, Harry Styles, who began the European leg of his Love on Tour trek in late June 2022, and will end his run in July 2023. Coldplay, which launched its Music of the Spheres world tour in late March 2022, will end the bulk of its touring in July of this year. (The band will then play four fall dates, including makeup performances in San Diego, Australia and Malaysia.)
By late May/early June, it often starts to become clear which headline concert tours stand out as big earners, which major-market venues won the big shows of the summer and who will be headlining the big festivals that run through Labor Day weekend. But that’s a challenge for calendar-based reporting metrics such as Billboard Boxscore, whose midyear tracking period covers shows from Nov. 1, 2022, to April 30, 2023. While November is typically a strong month for the concert business, touring grinds to a halt around mid December and often doesn’t resume in a major way until mid March.
Still, while the top 10 of the Top Tours chart is $94 million stronger than 2022’s midyear recap, it’s not because the 2023 season started earlier, but because the 2022 season ran longer.
New Year, Same Success Stories
The 2023 Top Tours chart essentially functions as an addendum to the 2022 year-end chart at the halfway point, with all of the top 10 midyear tours from 2023 also appearing on the 2022 year-end chart, including seven within the year-end top 10. The crossover is simple to explain: The tours continued after Billboard’s Nov. 1 cutoff date.
Bad Bunny’s record-breaking $373 million haul from 2022 actually extends past the $400 million mark after factoring in the last two months of the year. Elton John adds $60 million to his $338 million year-end total when his shows at Dodger Stadium in Los Angeles are accounted for, according to the midyear report.
Nearly all of the concerts featured on the midyear charts took place in venues in the western United States, Mexico, South America or Australia.
Only one entry on the top 10 Boxscores chart was located in a cold-climate city: John’s run of shows in London, which took place during the fairly warm month of April.
That’s not to say the East Coast and Western Europe is dead in the winter. Eleven of the top 20 performing venues in the categories of 10,001-15,000 capacity and 15,001 or more capacity are located in cold-climate cites such as London; Hamburg, Germany; New York; and Washington, D.C. The number drops to five out of 10 for theaters and four out of 10 for clubs.
Some of the year’s biggest tours — including those by Taylor Swift, Beyoncé and Madonna — will likely make a sizable dent in 2023’s year-end charts with blockbuster summer grosses as stadiums in America open up for the next several months. (Beyoncé’s and Madonna’s tours began after the tracking period for the midyear report ended; Swift is yet to report numbers during that span.) Once reported, those figures will provide a strong indication of how 2023 looks — and early sales reports have concert business executives feeling optimistic.
Mexico Drives International Growth
Even with half of 2023 remaining, data from the midyear Boxscore report may indicate what lies in store for the rest of the year. One example is Phish reporting that it earned $22 million from its February engagement at the Moon Palace Golf & Spa Resort in Cancun, Mexico. The impressive eight-figure return proves that the perennial jam-rock band can still generate huge sales. It also shows that demand for live entertainment is still strong there, both for concerts targeting U.S. tourists and those aimed at residents of Mexico.
Two other concerts, both held in Mexico City — Daddy Yankee at the Foro Sol and Corona Capital at Autódromo Hermanos Rodríguez — each generated over $20 million apiece, making Mexico the highest grossing country on Billboard’s Top 10 Boxscores chart. That data shows that despite a continued rise in cartel violence since 2019, according to the U.S. Department of State, the Mexican concert market remains strong nearly a year after Live Nation purchased Mexican promoter OCESA. That information can be extremely helpful to concert bookers and promoters as they plot touring plans — potentially far more important than what part of the touring cycle Billboard Boxscore covers. Still, the inexorable shift toward year-round touring is making itself felt in a way that’s hard to ignore.
Harry Styles has been a constant presence on Billboard’s Top Tours chart, especially since the post-pandemic return of live music. He was No. 3 on 2021’s abridged year-end ranking, No. 21 on 2022’s midyear list and finished at No. 4 on that year’s overall tally. In between and since then, he has appeared on 13 monthly charts, including 10 top five appearances and three at No. 2. Now, finally, he takes his place atop the heap, dominating the 2023 midyear chart.
According to figures reported to Billboard Boxscore, Styles’ Love on Tour trek grossed $138.6 million and sold 1.2 million tickets across 38 shows between Nov. 1, 2022, and April 30, 2023. That puts him at No. 1 on both Top Tours (ranked by gross revenue) and Top Ticket Sales (ranked by paid attendance).
Though this is Styles’ first solo appearance at No. 1 on Top Tours, he has reached the summit before as a member of One Direction. The five-member global sensation topped the 2014 year-end list and the 2015 midyear chart.
As Styles’ consistent chart presence indicates, his midyear triumph is the result of a constant grind, with the pop star road warrior making his way to the top at a pivotal moment in the two-year tour. The Love on Tour run was long delayed (pandemic-affected tours continue to appear on the Boxscore charts) but built upon the successful tours behind both 2019’s Fine Line and 2022’s Harry’s House.
Styles’ win is also an example of Boxscore’s global reach, as the artist’s chart totals include shows in California, Central and South America, Australia and Asia.
Styles began the tracking period with the back half of 12 shows at the Kia Forum in Inglewood, Calif. (The first half were in October, which counted toward the 2022 year-end rankings.) He returned for three additional dates at the venue in January that were rescheduled from November, completing a $47.8 million haul over 15 concerts at the Los Angeles-area arena. Of that total, $28.9 million goes toward the 2023 charts, placing Styles at No. 3 on Top Boxscores.
From mid-November to mid-December, Styles played 14 shows in Mexico and South America, adding $40.4 million and 546,000 tickets. Then, following his final return to California (the three last Kia Forum shows, as well as two at the Acrisure Arena in Palm Desert, Calif.), he swept through Australian stadiums, earning $47.6 million from 373,000 tickets sold.
Those legs include three appearances on Top Boxscores, at Nos. 15 ($16.4 million; Accor Stadium, Sydney; March 3-4), 20 ($15 million; Marvel Stadium, Melbourne; Feb. 24-25) and 27 ($11.1 million; Allianz Parque, São Paulo; Dec. 6, 13-14).
Finally, Styles played six shows in Asia, adding $16.1 million and 122,000 tickets to his totals.
On Top Ticket Sales, Coldplay joins Styles as the only other act to sell over a million tickets during the tracking period. Coldplay’s 1.11 million tickets fall 9% short of Styles’ 1.22 million.
But on Top Tours, the margins are even thinner. Styles’ $138.6 million barely defends his title against Elton John’s late-surging total of $138.2 million, maintaining a lead of just 0.3% over his fellow Brit. Like Styles, John has been a consistent player on Billboard’s monthly, midyear and year-end Boxscore charts since the launch of his Farewell Yellow Brick Road Tour. Notably, he was No. 1 on the midyear rankings for 2019 and 2020 and has topped seven monthly listings, which is more than any other act.
The presence of pop/rock British acts from last year’s Boxscore charts doesn’t end with Styles and John. Coldplay and Ed Sheeran, who come in at Nos. 3 and 4, respectively, on the midyear list, were Nos. 5 and 3, respectively, on last year’s recap. The only other act in last year’s top five was Bad Bunny, who winds up at No. 6 on the midyear chart, bumped by fellow Cárdenas Marketing Network artist Daddy Yankee.
Carryover from one year-end chart to the next is common, as major tours often continue beyond Billboard’s cutoff date of Oct. 31/Nov. 1. Further, tours are also blurring the lines of traditional album cycles, carrying on beyond a typical one-year span. Styles’ Love on Tour run has spanned the release of two albums, while Sheeran’s Mathematics Tour began as support for 2021’s = (Equals) and continues following the release of – (Subtract) in May.
Those blurred lines disappear, however, for Taylor Swift’s The Eras Tour, which is celebrating her entire discography rather than focusing on last year’s chart-topping Midnights. Launching in mid-March and continuing through the summer, the trek will likely crash the year-end rankings with other summer tentpole tours. But Styles won’t fade away. While Love on Tour became one of Boxscore’s highest grossing treks of all time in May, 30 shows still remain — and he’ll play stadiums in Europe before wrapping July 22 in Italy, perhaps on his way to a $500 million finish.
Gayle is giving solo tours another shot. After gaining experience supporting Taylor Swift and P!nk this year, the “abcdefu” singer announced Monday (June 12) that she’s hitting the road in the fall for her very own headlining trek in North America. Dubbed the “Scared But Trying” tour, the 15-show run will kick off Oct. 17 […]
Amid the sports memorabilia in Tim Leiweke’s office, there’s a small framed quote with the word “Motivation” at the top. Leiweke, the chairman/CEO of Oak View Group (OVG), is a 45-year veteran of the estimated global $25 billion concert industry who spent the pandemic building seven new arenas — five of which his company owns and operates — so he’s not one to hang inspirational thoughts from Wikiquotes on his wall. “Motivation” is followed by a question: “How does ASM differentiate itself from its main competitor, Oak View Group?”
The answer comes from Ron Bension, president/CEO of ASM Global, and the most salient part reads: “There are other companies that are noisier, but we’re managing more buildings, with more content from Live Nation and AEG than anywhere else in the world.”
Oak View Group and ASM are indeed competitors in managing facilities around the globe, and it’s important to know that ASM is co-owned by sports/live-entertainment company AEG, where Leiweke was CEO until his “mutually agreed upon departure” in 2013 from the company owned by billionaire Philip Anschutz. Leiweke, 66, says he wishes Anschutz “nothing but luck,” but he also says he carries a copy of Bension’s quote in his backpack and reads it before every presentation he makes. “Never piss off your competitor,” he says with a broad smile. “I thank Ron daily that he has decided it’s me that causes him success. Maybe that motivates me as much as it motivates him.”
In 2015, Leiweke partnered with multisector music magnate Irving Azoff to build a company that now manages approximately 500 facilities. OVG employs 5,000 people full-time (including Leiweke’s daughter, Francesca Bodie, who is president of business development), with another 35,000 part-time staffers.
The arenas OVG has built in the last 18 months include Climate Pledge Arena in Seattle; Acrisure Arena in Palm Springs, Calif.; CFG Bank Arena in Baltimore; and UBS Arena on New York’s Long Island. “We did it in the middle of COVID, inflation, rising interest rates, labor issues, political issues,” he says.
OVG is working on multibillion-dollar projects in Las Vegas; Manchester, England; and, in partnership with Live Nation, São Paulo, and Leiweke says it’s time for the music industry to recognize the crucial role companies like his play in fan satisfaction. “Everyone talks about the promoters, the agents and the managers,” he says. “The brick-and-mortars and the fan experience are equally important. We’re spending tens of millions on acoustics and air-handling systems that deal with things like COVID. And yet people underestimate our passion for how important that is to the live experience.”
“We did a lot of boxing in the AEG days,” Leiweke says. “I’ve got signed globes by Wladimir Klitschko, Lennox Lewis, Oscar De La Hoya. I don’t know how many gloves I have.”
Joel Barhamand
How did you get the Long Island Railroad to open a station at your UBS Arena?
Paid for it. Our landlord and our partner is the state of New York. We went through two governors and a lot of politics to get the deal done. If you look at all the other facilities in the New York area, except for [Madison Square] Garden, Citi Field was built with bonds issued by state and city authorities. The Meadowlands [in New Jersey] was paid for mostly by taxpayers’ dollars. Barclays Center [in Brooklyn] involved bonds. That’s the nature of many of these projects. We were private. Us and [New York] Islanders [co-owner] Scott Malkin put up $1 billion privately to build that arena. Of that billion, roughly $75 million was a cash contribution toward that light rail station. It’s about developing a private-public partnership that works for everybody, which enabled us to get a lot more done there than most anyone else.
The opening of that station has made going to UBS convenient and environmentally friendly. Did sustainability play a part?
We happen to be very sustainable around here. UBS is LEED-certified. Our goal is to make that a carbon-neutral venue within the next couple of years. Obviously, we had the first carbon-neutral arena ever in Seattle. You cannot be carbon-neutral if everyone is driving there for every event. So mass transportation was highly important to us, to get somebody from Penn Station or Grand Central [in Manhattan] in a 30-minute train ride. It was also highly important for the viability of that building in a very competitive marketplace for arenas. You’ve got Prudential Center [in New Jersey], Barclays, the Garden and you’ve got us. We’ve got to find a way to get people in and out without it having to be about the Long Island Expressway.
What is the strategy behind building in secondary and tertiary markets like Palm Springs, Calif.?
There are small markets and big markets, and a combination of those deals is smart. Partially because in North America, the majority of big arenas are owned or controlled by an NBA or NHL tenant. They’re greedy, and they have a strategic value within that market that we don’t have, which is, if you want me to keep this team here, you’ve got to help me build or take over this arena. We’re going to get a few of those — Seattle and New York are examples — but we also have to find either A markets that don’t have an anchor tenant, which are few and far between, or B markets. The business proposition in a B market is just as good as an A market because we can build an arena there for between $200 million and $300 million. I’m not going to get the 86 nights of music that I’m getting in Seattle, but Irving and I can live with 40 nights of music in Palm Springs. And then, we happen to have probably the most financially successful American Hockey League team there this year with the Coachella Valley Firebirds. The mix of those two means we get just as good a rate of return on every dollar I invested at Acrisure as we will in Seattle. We love these B markets because there’s 20 of them out there compared with half a dozen of the A markets.
You’re seeing a lot of growth right now. When does what you do plateau?
It won’t be in my lifetime. There are 50 markets in the world today that need new arenas, but only 20 of them will make sense. I’m very driven by the rate of return that we get on our investment. Irving, the employees and I own the majority of this company. I have an investment partner in Silver Lake, and I’m very driven to get them a healthy valuation on this asset one day because they put a lot of money into it.
Memorabilia from the arenas that OVG has built and the sports teams associated with them. From left: hockey pucks from Climate Pledge Arena and the Seattle Kraken; a plaque from Baltimore’s CVG Bank Arena; a shovel from the groundbreaking for UBS Arena.
Joel Barhamand
You talk a lot about the importance of “alignment” with partners before the work starts. How has that benefited OVG beyond the seven arenas you’ve built?
In Seattle, Climate Pledge Arena was a 50-50 joint venture between us, [Seattle’s NHL team] the Kraken, and [the team’s majority co-owner] David Bonderman. David and I were aligned on that vision for the arena from day one — before he got the team.
That is a city-owned facility, and we continue to be good partners and good neighbors with Mayor Bruce Harrell, Governor Jay Inslee, and county commissioner Dowe Constantine. My brother deals with them every day on our behalf. We’re jumping into Memorial Stadium there because it’s the right thing to do for the city and the county and the school district. And so that alignment with the people I just mentioned has created a hell of an asset. Even though we privatized it, they own it. It has also created all kinds of other opportunities, including our new restaurant, event center and the bid we’re making on Memorial Stadium. And we’re just getting started.
How much of an advantage is it for you that, once you build these venues, you can then bring in Harry Styles or the Eagles because of your partnership with Irving Azoff?
At the end of the day, we’ve got no chips with anybody out there. We’re not promoters, which means we get along with everyone. Louis Messina is one of my best friends. We have known each other most of our adult lives. I have a great relationship with Michael Rapino and everybody else at Live Nation. I like Jay Marciano. I hired Jay. I should be able to get along better with Jay, but there are other relationships at play there. As great as it is to have Irving as my partner, he’s only part of the equation.
Arena builds are not your only business.
We do 16 different services. I probably have 40 people in this company that work with every promoter, including some that route Irving’s tours for him. What makes us dangerous is, we are everybody that wants us to come in and bid because we’ve spent $4 billion building arenas. We’re going to do it better because we’ve got real skin in the game. We raise the debt on each of these buildings through my daughter Francesca and her division. We do the food and beverage, parking. We have a division called GOAL where we learn how to operate buildings more sustainably each year and rate them annually. We have 150 people selling naming rights and sponsorships every day.
How important are VIP packages and services?
We sell premium — suites and club seats. Premium and hospitality are still a huge growth opportunity. We’re just closing a deal on Rhubarb Hospitality Collection, RHC. They’re a high-end catering, food and beverage company based in London, New York and Berlin. They have one of the top restaurants in New York, Peak at Hudson Yards. We’ve also brought on Christian Navarro from Wally’s Wine and Spirits [in Beverly Hills]. When people come into our VIP areas, we want to create a whole different level for them. RHC is my fourth food and beverage company.
You’ve got a massive development in Las Vegas.
The biggest bet we’ve ever made is our project in Las Vegas. You could add New York and L.A. together, and they don’t do as much live entertainment as Vegas. It’s the live-entertainment capital of the world. But let’s look at the venues. There must be 10 nice theaters on the Strip. You need good arenas, too. T-Mobile was my last deal at AEG. It’s a nice arena, but it pales in comparison to what we just built in Seattle, New York and Austin. How do you have the No. 1 live-entertainment marketplace in the world and its arena is not one of the 30 nicest arenas in the country? You’ll hear about this soon, but we have a lot of world-class partners, brands and entrepreneurs who have come together to build out a 100-acre campus that will be the destination for live entertainment, culture, the arts and hospitality.
What does your overseas strategy look like?
The majority of projects we’re working on are overseas, like São Paulo with Live Nation. Thirty million people live in São Paulo. It’s a great music market. Latin music and K-pop are the biggest industry influencers now. We are also highly focused on Singapore and Asia; Lagos, because look at the artists coming from Nigeria. That’s where you’ve got to go for live music and culture and arts. We have a partner from Nigeria to build the single best arena in all of Africa.
You’ve also got Co-op Live opening in Manchester.
That is the capital of the U.K. for live events. That arena is going to be a top five arena in the world. When I opened up Staples Center in 1999, Bruce Springsteen was my opening artist for two nights, and the first night he told everyone, “Why don’t you come out of those corporate boxes and join us.” He didn’t have a great experience. I was like, goddamn it, the Boss just ripped me a new one from the stage. What he told me after the Staples concert is, “Tim, I like hot, sweaty halls.” When he opened up the CFG Bank arena for us in April, I said to him, “You’ve been running around my brain for 25 years because I failed you miserably.” Co-op Live is going to be the first music-only arena that is a hot, sweaty hall, and yet it will have 32 points of destination — restaurants, clubs and VIP spaces. It’s the first time we said, make it about music — make the bowl perfect — and then we’ll shoehorn in whatever else is important outside the bowl. Make all of the people right on the artist so it’s a hot, sweaty hall. I think that arena is going to change our industry. We’re sniffing around in Barcelona and Madrid. We want to go to the great cultural markets of the world where they have arenas that are 30, 40 years old and make those the next flags for the company. We have $2 billion to $3 billion of additional investment coming outside of Vegas and the projects we’re building in the U.S.
What’s your perspective on the Taylor Swift ticketing issue that Live Nation encountered? What could it have done better?
Ticketmaster did nothing wrong on Taylor Swift except for handling the demand, and we all knew that was coming. In a perfect world Taylor, Louis Messina and Ticketmaster would go back, take those dates and spread out the on sales. But at the end of the day it’s the bots and the scalpers that broke that system down. Did Taylor get any money from all of those secondary companies? Not a penny. Did the arenas or stadiums? I’ve spent $4 billion. Why is it that I let a secondary company come into my arena and resell my tickets and keep those fees? It’s a crime.
What are you doing to solve scalping and secondary-market issues?
I’ve got some ideas. In Seattle, we cleansed our season ticket list, our premium list and our club seat list. We got rid of anyone that was a scalper or secondary company so they couldn’t use the right of first refusal on concerts to tie those tickets up. Second is the bots. If an artist wants to be protected, we have to create smart tickets. And one day, your tickets are going to be here. (Holds up his hand.) We use the Amazon “grab and go” using your hand system. It’s not perfected yet, but within two years, it’s going to be phenomenal. Then we’ll be able to put the ticket in there and work a deal between Ticketmaster and Amazon. Just as technology has created the problem, so technology will solve the problem.
There’s also an outcry against fees.
They want to come in and say get rid of fees, but the reality is the fees are split by everybody in the pool. The artist gets some of the fees. Yes, they do. The building gets some of the fees and the promoter gets some of the fees. The fees are shared. There is an economic universe out there of rebates and waiving rent and giving artists free nights in the arena. That’s all part of this ecosystem of sharing fees. Everyone tends to forget about that. Ticketmaster does not even make the majority of fees. It’s not the fees. Should we tell people what the fees are in advance? That’s a good idea. But at the end of the day, if we want to attack what ultimately creates the majority of problems that people like The Cure or Taylor Swift feels strongly about, then attack the secondary companies who have no skin in the game.
“Shaq is our partner,” Leiweke says of NBA star Shaquille O’Neal, whose Big Chicken franchise is among the concessions found at OVG venues.
Joel Barhamand
Do you think Congress is focusing on the right players then?
Congress can’t even get a budget passed. Can they please just go run the country. Do I think they could solve the ticketing problem? No. These are the people saying it’s all Ticketmaster’s fault. No. Come learn the business, and what we’ll tell you is that the very same lobbyists you’re listening to that wrote that bill that you want to pass — they’re the problem.
The lion’s share of an act’s income comes from live shows. How much longer can we look at the live business as this sort of unlimited resource for artists, and whose responsibility is it to foster new arena and stadium acts?
How long can we maintain this ratio? I think forever because as I said music is the essence of our life. The economics have shifted, but the demand for music, recorded music, hasn’t shifted. It’s streaming now, and the economics are different. But we now have more ability to get more music from more artists than ever before. That’s who’s developing the emerging artists, god bless them — those streaming services. Ironically, they took some of the economics out of what an artist makes but they’ve created tens of thousands of more artists now, and who would have ever guessed that today we’d be seeing these K-pop and Latino artists? I’m looking at some of the numbers we did for Grupo Firme and Rauw Alejandro. The amount of tickets that Latino artists sell is unheard of. The same with K-pop. We just did four nights of K-pop including Suga, and UBS sold out everything. We had record merchandise sales. We’re going to continue to see that, and I give a lot of credit to the streaming industry. That’s going to be the live pipeline. So, maybe the economics ultimately got kind of turned a little bit against the artist, but it’s created far more artists that can now go sell out arenas.
Will they come up through the clubs or go straight to arenas?
We have the theater alliance because I think that’s highly important. Clubs are highly important. Both Live Nation and AEG are doing a great job on clubs. I’m a huge fan of Bowery Presents, and we’d like to have a better relationship with them. We will one day when the personalities get shifted. Will we keep going at the rate we’ve been going the last two years? Probably not. We’re seeing record rates, and we see it again next year. Our bookings are very, very strong for next year. But this is going to continue for a while because people have pent-up demand and discretionary income. I also think people went through Covid and said I’m going to go live life. Well, music happens to be something that relates to everybody. So, this isn’t going to stop. We’ll continue to develop smaller venues like Acrisure, which is a huge stepping stone for a lot of Latino bands. Everyone was scared of that marketplace except for Paul Tollett. I’m like, Paul’s pretty smart. I’ll follow his lead.
The same goes for sustainability when it comes to venues and festivals. You seem to be doing a lot on that front, but whose responsibility is it?
Sustainability is the overriding factor of this company. We spent $150 million on sustainability in Seattle saving the roof. I floated that roof in the air for three years. Everyone thought build a new arena, but that is the greatest waste of our planet — new steel, new glass, new everything. I thought, what if we reuse stuff? The arena’s roof is historic. It was originally part of the Washington State Pavilion at the 1962 World’s Fair. We figured out how to float it in the air with temporary steel supports, and I reused the steel. Then we took the front of the building and built an atrium system and a people-moving system to get everyone up and down. Take the existing arena, tear it down, build a hole three times as large, go down, not up because I use less energy below ground level. I don’t have to spend as much money on heating or cooling. Then drop the roof back on. Everyone says, “Oh, the renovation.” I’m like renovation? This is $1.15 billion. Renovate my ass. The only thing that stayed was the roof, and then three of the four sides is the original glass from the 1962 World’s Fair. I preserved it, packed it, stored it for two years and then put it back on. Then I had to retrofit the glass with fiber for earthquakes because the earthquake standard has changed since 1962.
You and Irving Azoff were once rivals and now you’re partners. What does that say about the music industry?
Yo-yos. It’s up and down, up ad down. We were partners, then enemies, then partners. I’m hoping that cycle has played itself out completely. Michael Rapino and I fought aggressively against each other. We’re not best of friends, but I’d say in our business he’s one of the greatest partners I have. The music business is a unique business because everyone thinks they’ve got to be either best of friends or fighting each other. There’s no in-between. The drama in the music business is crazy. We’re drama free around here. Our job is to get along with everybody. That’s the good thing about being private. People say, “Do you get along with Phil?” I wish him nothing but the best of luck. Whatever AEG does, I’m proud that I hired the majority of those people. And guess what, whether they succeed or fail, it will have little impact on my company. The greatest drama I had in my life is when Irving and I were fighting each other because he’s formidable. I’m very happy he’s on my side of the equation.