Ticketcorner/IT infrastructure

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[edit] Ticket online and IT infrastructure

The main reason why Philipp Gihr and the management team were working on the re-evaluation of their IT & ticketing platform needs was their discontent with the Ticket Online Software they were currently licensing and their limited influence to sway the software's evolution.

"For every change or adaptation of the software to our needs we needed to ask Ticket Online. However, since they had several licensees across Europe they would only make changes if required and asked for by a bulk of their customers." - Philipp Gihr, COO

Furthermore, one of Ticket Online's main flaws was its lack of integration with Ticketcorner's Internet channel and the absence of a call centre module. Tickets sold over Ticketcorner's website were not automatically integrated with their accounting systems and the print of payment orders could not be printed automatically either. This had other inconveniences. Each order placed on the Internet had to be re-entered manually, which implied the use of costly labour. This partially swept away some of the Internet's advantages. Moreover, the missing integration didn't allow for real-time inventory checks. This could have potentially negative consequences. If the online sales channel wasn't closed early enough, Ticketcorner might sell more tickets than actually available, since it couldn't double check for availability in the inventory system. Philipp Gihr remembers how this happened once before a Swiss football cup final. Ticketcorner received angry calls from fans who had purchased tickets online, while no more were actually available. Though their expenses were reimbursed they had no other chance than watch the game on TV.

Ticket Online also had shortcomings when it came to the core of the ticketing business. Several details of the ticketing process were not possible with the software. Packages with special rebates were not doable. It was impossible to offer the purchase of a package, for example, of two ice hockey games at half the price. Also, price changes during the advanced booking period were impossible to make. Furthermore, the Ticket Online Software didn't allow for the breakdown of a ticket's cost into its single items, like value added tax (VAT).

In terms of IT infrastructure operations Ticketcorner was running the Ticket Online software on their own IT infrastructure. They were doing this because performance and stability were a core strategic factor and one of their core competencies. Ticketcorner's B2B customers and the organizers/promoters were connected to Ticketcorner's systems through phone lines and a client-server architecture with a ticketing application running on their customers' and point-of-sales partners' computers.