Today, e-ticketing means selling tickets or reservations online for visits to real world
events, e.g. a festival or an exhibition, while the days of selling e-tickets for virtual
exhibitions or events are not yet here.
Solution & service providers: tickets.com, ticketweb.com
E-ticketing is already used by large and first-rate cultural institutions, museums, theatres,
opera houses, concert halls, that can afford such an additional service.The service is usually
provided by external intermediaries.The large e-ticketing solution and service providers
have in their customer stock many museums, with the more famous being for example
Guggenheim or Louvre.The QUEST "e-Value"-report states:"In the UK one of the most
pressing concerns for individual arts organisations is online ticket, amid fears that multi-
national ticketing will control the market, reducing individual arts organisations' ability to
manage and control their own products." (QUEST, 2000, p. 13)
E-ticketing solution & service provider - Ticketweb.com
The company was established in 1995, has a strong US-base as well as a large presence in
the UK and in South Africa.The more than 500 top-tier clients, include from the museums
sector for example the Louvre Museum, the Guggenheim Museum, the New York Museum
of Modern Art.
Digital commerce (digital products)
In digital commerce, what is sold or licensed is a distinct digital/digitised product, and
the commercial transaction ideally takes place completely online, including purchasing,
payment and delivery of services.
Accessible.com (digitised historical periodicals), Audible.com (sounds), Handlo.com
(choral music scores); image banks are dealt with separately.
Digital commerce is clearly an option for cultural heritage institutions, but having with
the Internet a distribution channel at hand with which products can be displayed and
delivered very efficiently will not be enough. Usually much marketing is needed to come to
a broad enough customer base (if there is one).
In targeting consumers with e-products (and related services), many dot.com's found that
it is very difficult to turn a brilliant idea into an online business model that really works. For
those that failed, a shared common feature was that "they did not realize how much time it
would take for consumers to accept a radically new way of doing business". (Jackson, 2001)
Accepting and developing a radically new way of doing business is also something