Four Nights in Chicago, One in Helsinki: The Economics of Tour Routing
Rush plays four nights in Chicago and one in Helsinki. How deep the demand runs, how far the next city sits and what a day off costs decide the number in every market.
Marketing
Master brand positioning and storytelling from a strategic and executive perspective. It’s not just about campaigns; it’s about building authentic narratives backed by marketing analytics to truly connect with audiences. Discover a critical view that prioritizes strategic consistency and long-term impact over short-lived tactics.
The Economics of the Concert Residency: Why Multiple Nights Pay Off for the Artist
Coldplay played ten sold-out nights at one stadium in 2025, a record decades in the making. The multi-night residency is now a deliberate strategy. Here is how its economics work, from production savings to the divide between the US and Europe.
Revenue Per Attendee (RPA): How Live Music Tours Really Make Money
The ticket is just the access layer. The Revenue Per Attendee (RPA) model breaks down how a live music tour really makes money across five layers (base ticket, VIP, merchandising, F&B and digital add-ons) with a free interactive estimator to model your own event.
Event Profit Simulator©: From Spreadsheet Chaos to Real-Time P&L Thinking
The best tools come from watching how people actually work. Event Profit Simulator© was built from direct observation of how marketing teams manage event economics and what standard platforms consistently leave open. A real-time P&L simulator for trade shows and proprietary events, built to shift mindset as much as numbers.
Case Study: The ‘Revenue Per Attendee’ Model in Rush’s Tour
The ticket price is just the beginning. This Revenue Per Attendee case study breaks Rush’s 2026 world tour into five revenue layers, with real VIP pricing.
Between Theoretical Rigor and Business Reality
In many companies there is a tension between theoretical rigor and real-world applicability. Models help bring structure, but their value lies in how they translate into actions that impact the business. Organizations expect results, not models. This article explores this friction, using the Buyer Persona as an example to examine the boundary between useful analysis and operational noise and how an excess of theory can pull us away from what truly matters: selling more and selling better.
From SWOT to CAME Strategy: Managing Probability and Criticality
Strategy cannot be limited to describing the present through a static SWOT; it must anticipate scenarios and prioritize them with sound judgment. By weighting threats and opportunities according to their probability and impact, the analysis becomes a genuine decision-making tool. CAME then translates that diagnosis into action, turning strategic reflection into competitive advantage.
Not All Features Are for Everyone
Many products include layers that only certain groups of users actually use, while others pay the same price without perceiving any imbalance. The ProRAW mode on the iPhone by Apple, for example, enables professional-grade photo editing: photographers value it, but most users don’t even know it exists. Product maturity lies in understanding what truly drives purchase, what retains users, what defends against competitors, and what is simply excess.