A Straight-Talking Guide for Theatre Directors, Board Members, and Anyone Staring at the Budget with a Cold Sweat
So here you are: cast is set, the set is halfway built, and the budget spreadsheet is laughing at you in Comic Sans. You’re wondering if it’s time to raise ticket prices—but you can already hear someone on your board muttering, “We can’t charge more. People will stop coming.”
Let’s bust that myth wide open.
This isn’t about greed. It’s about survival. It’s about respect for your work. And yes, it’s about making sure your performers have working microphones and your patrons can see the show without leaning halfway into the aisle.
If you haven’t looked at your ticket pricing in a few years—or ever—this guide is for you. It’s packed with data, real stories, and practical, no-fluff strategies for:
- Knowing when it’s time to raise prices
- How much to raise (without causing an uprising)
- How to announce it so people nod instead of revolt
- How pricing affects perception, satisfaction, and long-term sustainability
A True Story (And Why I Knew It Was Time to Raise Prices)
Case Study: Phantom of the Opera (Our First Ever Show on Ludus)
When I started directing, I inherited a pricing system that hadn’t been updated since the days of dial-up internet or Betamax tapes. Every time I suggested raising prices, someone in the administration would say, “Our community just won’t pay more,” or, “This is what we’ve always done.” No research. No surveys. Just assumptions.
Then my superintendent said, “Well, it’s not like you’re doing Phantom of the Opera.” So I thought—why not?
We chose Phantom, raised ticket prices by $5, and limited comp tickets to contributors—those who helped with sets, posters, or showed up for the kids. We stopped giving comps to administrators making double our salaries. And yes, royalties cost us per seat—whether sold or comped. My friend Ashley pays nearly $5,000 just for royalties on one show. Royalties don’t care who you are.
The result? No complaints. Ticket sales soared. People expected something big—and we delivered. A stunning chandelier, professional-grade sound, and a sold-out run.
We added $5 day-of-show pricing. And 90% of tickets were gone before opening night.
And here’s some Ludus trivia: Phantom was the first show ever sold on Ludus. That bold step changed everything.
Raise prices to elevate your program and your patron experience.
Let’s dive in.
1. The Data: Your Prices Are Probably Too Low
We looked at over 4,000 organizations on Ludus. Here’s what we found:
And beyond Ludus:
- Small venue concert prices are up 20–30%
- High school sports are up 20–40%
- Fast food prices are up 15–20%
If you haven’t raised prices, you’re falling behind.
Want more data?
2. When Should You Raise Prices?
Answer: Now. Do it now. You may not get another chance for a while. Make it count. Raise enough to sustain your growth—and use that increase to upgrade the experience.
✅ Your Shows Are Selling Out
High demand = higher value. A modest increase won’t stop loyal patrons.
✅ You’ve Upgraded the Experience
New lights? Flying effects? Costumes that don’t disintegrate under stage lights? Your patrons will pay for quality. We brought in a New York choreographer for ten days—she trained student leaders and improved the show tenfold. Worth every penny.
✅ You Want Early Sales
Add $5 for day-of-show pricing. It encourages early purchases and helps planning.
✅ You’re Offering More
VIP seating. Meet-the-cast receptions. A cozy intermission lounge. Small details = big value.
We have to stop saying, “Our audience won’t pay more.” It’s not true. What they won’t pay for is mediocrity.
3. How to Raise Prices Without a Backlash
This is where boards get nervous—but you don’t have to.
- Communicate the upgrade. Don’t say, “We’re raising prices.” Say, “We’re flying Mary Poppins and bringing Bert up the wall.”
- Make it worth it. Talk about the flying effects, the orchestra, the new seating—not just the price. Make them feel the upgrade.
- Offer something extra. Loyalty perks, flex passes, VIP treats. Make it feel like a deal.
This isn’t about greed. It’s about survival. It’s about respect for your work.
4. How Much Should You Raise?
Evaluate how much your operational costs have increased and raise prices by a similar amount. A recent study from Theatre Communications Group (TCG) reported that production costs have risen as much as 60% in recent years. If your costs are up 10–15%, a price increase isn’t just fair—it’s necessary.
Larger venues should also consider tiered seating. It’s one of the smartest moves you can make if you want to keep some prices lower while still increasing revenue. It gives your patrons a clear message—if they want a better seat or want to buy earlier, there’s value in paying more. And if they’re watching their budget, there’s still a spot for them too. It’s flexible, fair, and widely used for a reason.
- Go bold—but smart. You may only get one price increase every 5–7 years. Don’t waste it.
- Match inflation. Costs are up. Your prices should be too.
- Think perception. If your ticket is priced like a fast food combo, it’s easier to skip. Price it like the experience you’re offering.
- No apologies. Be proud. You’re improving the art.
Thinking Logically About Price Increases
Raising prices isn’t just a “gut decision”—it’s a logic problem. If your average ticket is $12 and your show sells 180 seats, raising prices by $3—even if you lose 5% of your audience—can still result in more revenue.
And if you’re running a 100-seat house versus a 500-seat one? Your strategy might shift:
- Small houses may benefit from modest price increases and day-of-show premiums
- Large houses should explore tiered pricing and early access passes to optimize
Always ask: Will this scale? Can we repeat this each season? What system helps track results? Make your pricing process-driven, not panic-driven.
Explore our companion resource:
5. What If It Fails?
Let’s say you raise prices by $3 and lose 5% of your attendance. If you usually have 180 patrons, 5% is nine people. You’re still ahead financially—and most often, that dip is temporary. Patrons adjust to new norms quickly, especially when they see results.
The reality: when you charge more and deliver more, they come back. Smiling. Donating. Supporting.
This is your Ticket Value Cycle:
Repeat. Build. Thrive.
6. How to Announce a Price Increase (Without Panic)
What NOT to do:
- Don’t bury the news on page 3 of the program.
- Don’t raise mid-run.
- Don’t lead with guilt.
- Don’t wait until it’s too late.
What TO do:
- Tie it to something big. A new season, a new show, a new milestone.
- Highlight what’s new. “We’re flying Mary this year.”
- Use every channel. Email. Social. Posters. Program inserts.
Sample messaging:
- Press release: “As part of our most ambitious season yet, we’ve made small adjustments to ticket pricing to support production quality and staff. We’re focused on delivering even more magic.”
- Patron email: “Exciting news! We’re upgrading our sound, lighting, and experiences this year. Tickets will rise slightly—but we’re adding perks and early access options for subscribers.”
- Social post: “More magic. Bigger shows. Slightly higher prices. Totally worth it.”
7. Final Words for the Skeptical Director
Let me say this like I would backstage, flashlight in hand and headset duct-taped:
You’re not being greedy. You’re being brave. And responsible.
We have to stop saying, “Our audience won’t pay more.” It’s not true. What they won’t pay for is mediocrity.
They want magic. They want quality. And they’ll pay for it—if you deliver.
I’ve returned cans for green felt. I’ve used $10 microphones that cut out in the middle of ballads. But when we raised prices and raised the bar, people noticed. And they came back for more.
Raise your prices—not because you’re greedy, but because your work is worth it.
Download our Ticket Price Strategy Checklist
