“What we saw in 2024 was just the tip of the iceberg. We have a dysfunctional industry that, for more than 30 years, has been built around a couple of major players, and this won’t be easy to untangle. In the meantime, the reputation of ticketing is likely to get worse before it gets better,” he said.
The good news is that the ticketing landscape is shifting. With the public demand for change mounting and lawmakers taking a closer look, decision-makers are asking how we can make ticketing better and fairer.
As a result, 2025 will be a crucial inflection point for the ticketing industry. The sector needs a new approach, and while large ticketing monopolies cling to outdated models, others – more nimble in their approach – are adapting and innovating to confront these challenges head-on.
“The issues of 2024 have opened up new conversations in ticketing about how to take back control,” Longatte said. “The year ahead presents an opportunity to create a better ticketing experience based on fairness and transparency.”
Here, Longatte outlines five key ideas and issues that will shape ticketing in 2025:
- How to get tickets into the hands of true fans
When we ask clients what’s keeping them up at night, the number one issue is how they can guarantee their true customers and fans, not the bots, get their hands on tickets.
In 2024, we saw an escalation in both the aggressiveness and volume of cyberattacks, the likes of which we’ve not seen before. With AI now at the attackers’ disposal, these will inevitably increase in terms of sophistication and scale.
Even smaller venues and events are vulnerable. Worryingly, many organisations at this level aren’t monitoring the risk, never mind tackling it. Smaller businesses have a real blind spot when it comes to cyberattacks, dangerously assuming they won’t be affected.
At SECUTIX, we’re fighting back with superior defence systems in partnership with DataDome, the leader in cyber fraud protection.
But fighting tech with tech will only get us so far. What we really need is a paradigm shift that returns the power to the fans so they can earn the right to buy tickets based on passion.
This pro-fan strategy prioritises the human over the bot, removing scalpers from the equation. To succeed, we must focus on identifying the true fan and rewarding that person.
It will take time to achieve because we need to build up the ‘proof of human’ and evidence of attendance over time. But technology is now capable of doing both, and in 2025, we will start to see companies who want to solve the problem of scalping testing out this new approach.
By incorporating advanced technologies and verification processes, tickets can reach genuine customers, protecting them from inflated secondary market prices and potential fraud.
- Full-scale adoption of mobile ticketing
Despite the widespread use of mobile tickets, the truth is that even today, many events are still reliant on a simple PDF displayed on a phone or paper tickets for specific categories such as VIPs.
However, the absence of a fully digital mobile ticketing system creates loopholes that are being exploited and causing major problems. In 2025, we expect to see organisers addressing these vulnerabilities, making a true mobile-first ticketing strategy the norm.
This is partly because fans are now asking for and expecting a better digital experience, compelling organisers to adopt it. Even older generations who have traditionally hesitated to embrace digital ticketing want it. Customers are accustomed to streamlined processes in other areas of their lives, such as using Uber to book a taxi, and they expect the same ease when purchasing tickets.
A mobile-first approach also addresses the issue of control and traceability, placing tickets in the hands of genuine fans. Once a ticket is purchased, it becomes a traceable digital asset, helping organisers combat fraud.
As for group sales, sponsors and VIPs, digital tickets are now easily managed through designated portals, making bulk distribution for mobile quick and convenient.
With these last remaining barriers to full-scale adoption having been removed, the digital transformation of ticketing can now advance rapidly over the coming 12 months.
- Time for artists and promoters to put the fan first
Artists often profess the importance of their fans, but for many, their priority is the revenue they can generate.
Some artists undoubtedly benefit from the current system. In 2024, we saw the issue of promoters and bands trying to maximise profits without considering the impact on fans. It’s frustrating that they often shift the blame onto ticket distributors for the problems, even though they instruct these distributors to prioritise profit.
It’s essential to recognise that artists and promoters have a role in prioritising fans. In 2025, we anticipate that more artists and promoters will take this stand.
This movement has already begun, with artists like James Blake expressing genuine concern over the enormous profits made by some at the expense of fans and speaking out publicly about it.
In Europe, major artists can break free from the traditional distribution network and connect directly with their fans. The big venues have the potential to remain independent from large ticketing distributors, making it feasible to implement a direct-to-fan ticketing distribution model with major artists if all parties agree to cooperate. We are eager to see whether anyone will take this significant step next year.
It’s more difficult in the US, where traditional ticketing players control venues and distribution channels, but the market there is undergoing shifts, and change will come.
- Rise of the Experience Economy
Organisers understand that fan trust is at an all-time low. Fans are frustrated with the lack of transparency regarding pricing and outdated technology that creates a clunky online buying experience, often requiring multiple logins across different platforms.
Given these challenges, organisers are approaching us not only with technical issues to resolve but also seeking ways to enhance their reputation and distinguish themselves from the competition.
Part of the solution will be an increased focus on the experience economy. Organisers recognise that addressing customer experience concerns is just as important — if not more so — than simply selecting the right technology. By focusing on customer care, providing added value, creating better experiences, and delivering excellent service, they can differentiate themselves from competitors and rebuild trust with fans. Failing to do so risks becoming another company that sells tickets without regard for customers.
As part of this shift, we anticipate more premium ticketing options next year, categorised between general admission and hospitality. The experience economy is about creating new experiences for fans beyond merely getting through the door, checking in, finding their seats, and grabbing a snack.
Fans are looking for more meaningful experiences, and many are willing to pay for that. Ultimately, an increase in customer satisfaction will help rebuild trust and reputation.
- CTOs want transformation partners, not just ticketing partners
Recently, we’ve witnessed a growing trend of Chief Technology Officers (CTOs) leading digital transformation initiatives within live events, sports, and cultural organisations. These leaders are broadening their responsibilities to include ticketing and exploring how technology can enhance value beyond just selling tickets, looking at hospitality, insurance, and the overall customer experience.
This new generation of digitally savvy decision-makers is taking a holistic view and asking questions typically raised in more technologically advanced industries. They seek greater fee transparency and more control over their content — including fan data and distribution channels. Some are even contemplating the ultimate transformation of eliminating the middleman to establish a direct-to-fan model. Digitalisation has made such disintermediation an attractive option.
To assist CTOs, the ticketing sector needs to think beyond its traditional boundaries and consider how it can support transformation throughout the entire organisation.