Complimentary tickets are a go-to strategy for arts organizations when demand feels soft, but are they as harmless as we often assume?
In moments of lower demand, it’s tempting to turn to comps (complimentary tickets) to fill seats, boost attendance, and show that the performance is drawing interest. However, these actions can come with hidden consequences that aren’t always immediately obvious.
This week, we challenge the idea that comps are a simple, benign solution to lower demand. Instead, we reframe them as a form of currency that subtly shapes how audiences perceive demand, value, and access, and often in ways that undermine future revenue.
Comps send a message far beyond "we need more people here." When you give away tickets, it changes the perception of value.
As this episode of Leading the Way highlights:
"Well, comps send a message to the receivers that I can get access to free tickets. It automatically changes the perception of demand and success. And it changes the perception of value. Completely."
Think about it: when an audience receives a free ticket, they are immediately conditioned to believe that the event wasn’t valuable enough to warrant full payment.
This perception influences not only their behavior today, but also their future engagement with the organization.
Comps are not a neutral choice. They’re a signal, a message about the event’s value, the organization’s financial health, and, ultimately, what the audience should expect.
Here’s the issue: we tell ourselves that comps will create future ticket buyers, but the data suggests otherwise. In fact, unmanaged comp strategies often train audiences to wait for deals. Over time, they become less likely to pay for a full-priced ticket, especially when they have become accustomed to receiving tickets for free.
"What we tell ourselves maybe to sleep a little easier at night is that they’re going to love it so much they’re going to want to buy a ticket. And that’s the gamble. But the data says that’s actually not what happens."
This behavioral shift is a costly, unintended consequence of relying too heavily on comps. And it’s not just about revenue today, it impacts loyalty and future buying behavior.
Rather than eliminating comps altogether, the conversation should be about managing them wisely. The leadership decision is about making comps strategic, not reactive.
Managed comps are intentional. They are part of a carefully planned strategy to:
Unmanaged comps, on the other hand, risk eroding the perceived value of the experience and teaching audiences that the work doesn’t deserve to be fully paid for.
"There’s a big, big difference between comps that are really managed and those that are used recklessly."
For example, when you use comps as a “quick fix” to fill seats or as part of a knee-jerk reaction to low demand, you're undermining the long-term perception of value. On the other hand, when comps are strategically allocated (for instance, offering a select few to high-value donors) the message is different.
The experience stays special, and the perception of success remains intact.
The temptation to fill a room at all costs is understandable.
However, the real cost of that decision often becomes visible later: weak loyalty, strained pricing power, and diminished perceived success in the room. The cycle of low demand isn’t fixed by temporary boosts in audience size; it’s fixed by intentional strategies that foster value and connection with the audience.
"In the moment, it’s maybe not the highest and best use of that extra hour of marketing time... But those are problematic costs we don’t think about. The desire is to just feel like, 'I need more people here.'"
The true value comes from shaping demand through carefully crafted experiences, not just through comps. Leaders must decide when and why they’re using comps, and more importantly, what those decisions are teaching audiences about the work.
If comps are going to remain a part of your strategy, they need to be disciplined and intentional:
The TRG team unpacks why comps are more than just a tool for filling seats. In the full episode of Leading the Way, we explore how leaders can balance comps with experience and access strategies that enhance long-term loyalty and revenue.