THE BIGGEST SHOW ON EARTH: The U2 360-
Degree Tour and its implications on the Concert
Industry
An Undergraduate Honors Thesis by
Daniel Dicker
Senior
V449
Professor Monika Herzig
April 2011
Abstract
The rock band U2 is currently touring stadiums and arenas across the globe in what is,
by all accounts, the most ambitious and expensive concert tour and stage design in the history
of the live music business. U2’s 360-Degree Tour, produced and marketed by Live Nation
Entertainment, is projected to become the top-grossing tour of all time when it concludes in July
of 2011. This is due to a number of different factors that this thesis will examine: the stature of
the band, the stature of the ticket-seller and concert-producer, the ambitious and attendance-
boosting design of the stage, the relatively-low ticket price when compared with the ticket
prices of other tours and the scope of the concert's production, and the resiliency of ticket sales
despite a poor economy. After investigating these aspects of the tour, this thesis will determine
that this concert endeavor will become a new model for arena level touring and analyze the
factors for success.
Introduction
The concert industry handbook is being rewritten by U2 - a band that has released
blockbuster albums and embarked on sell-out concert tours for over three decades - and the
largest concert promotion company in the world, Live Nation. This thesis is an examination of
how these and other forces have aligned to produce and execute the most impressive concert
production and single-most successful concert tour in history. During the course of this study,
the findings will prove that no other concert promotion firm or artist in this current time could
match the accomplishments of the 360-Degree tour, and possibly for the rest of time.
In an examination of the industry as a whole both past and present, this study illustrates
that the concert industry has consolidated into companies that can coordinate massively
successful tours across the globe singlehandedly; a first for the industry. It will also explain that
the industry has undergone a period of steady growth in the past decade, but has encountered
turbulent times in the past few years. Also, this section will list the most successful tours of the
past. These details give the 360 tour historical and economic context from which the
accomplishments can be fully appreciated.
After examining the industry, the thesis will prove that the artist - U2 - is of unique
stature in the music industry after studying their accomplishments. U2 creates a concert
attraction of unparalleled breadth. Also, adding to draw of the tour is the immense stage
production designed by veteran U2 show designers and stage architects, and provided by a
number of firms. The type of coordination and the costs involved with the production will be
examined in full.
Along with the production, Live Nation also handled the booking, marketing, and
ticketing for the concert tour. This is the first time that all of these aspects of a tour were
controlled by a single firm. The thesis will, however, examine all of these aspects separately, as
all of them are involved in the success of a concert tour endeavor.
When the numbers are calculated at the end of the tour in July 2011, the 360-Degree
tour will be declared the most successful concert tour of all time in terms of both total gross and
attendance. At the conclusion of this study, the question of whether this tour will ever be
topped by another tour will be put forth: In a November Billboard article, Live Nation’s Global
Music Chairman, Arthur Fogel said of the 360-Degree tour, “This tour is big, so successful, so
great…it so far eclipses anything in the past and quite possibly anything for the rest of time. How
do you top this?” (Waddell, November 2010)
U2’s Stage in Berlin, courtesy of Clair Global
Concert Industry: History and Economic Context
Prior to examining U2’s current tour’s box office information and production
capabilities, the tour’s accomplishments must be given both economic and historical context.
The recorded music and live entertainment industries have undergone tremendous changes in
the past decade, and these changes are forging a path for artists and concert promoters to
execute large-scale concert tours that are bigger and more successful than ever. These
opportunities have been made possible by a common market force that has influenced the
concert industry: “competitive pressures have led to consolidation in the concert promotion
industry” (Baskerville, 244).
The concert industry began as a loose system of independent promoters, venues, and
festivals at the onset of the popularization of rock and roll music. As rock and roll became more
mainstream as both a music and social force through emboldening influences like the Vietnam
War and the counter-culture movement in the 1960’s, the relationships between promoters,
venues, and artist representatives developed into an interconnected network. Influential
promoters then consolidated these networks by obtaining ownership in venues and creating
independent promotion firms: Bill Graham’s Bill Graham Presents (venues: Fillmore East and
Fillmore West), Chet Helms’ Family Dog Productions (venue: Avalon Ballroom), and Don Law’s
Don Law Company (venue: Tea Party)–(Dorenfeld). However, the earliest example of a promoter
owning and operating multiple venues as a conglomerate was Rob Sillerman’s company SFX
Entertainment, which was first founded as a radio conglomerate, SFX Broadcasting. Sillerman
first forayed into concert promotion by purchasing promoter, Delsener/Slater of New York,
followed by deals to acquire Sunshine Promotions of Indiana, Bill Grahama Presents of San
Francisco, Contemporary Group of St. Louis, Concert/Southern Promotions of Atlanta, Network
Magazine Group, and PACE Entertainment Group (SFX).
The Super Promoter – Live Nation Entertainment
Continuing with the consolidation of the industry, Sillerman then “spun [SFX] and sold it
to the radio conglomerate, Clear Channel Communications (CCC) in 2000” (Dorenfeld). This
became CCC’s new division, Clear Channel Entertainment, which was spun off into a separate
entity with control of all of the old SFX venues, exclusive booking contracts, and promotion
companies under one new roof, Live Nation (Barnet, Berry, Waddell. 113). As the years
progressed, these patterns of consolidation formed the top concert promoters that we now
know, including the aforementioned largest, wealthiest, and most influential concert promoter,
Live Nation Entertainment (no longer owned by Clear Channel Communications), and the
second-largest company of this kind, AEG Live. Both own and operate a number of clubs, arenas,
and amphitheaters and have exclusive booking contracts with many other venues across the
globe and execute concert tours of the largest scale, but it should be noted that Live Nation’s
market share dwarves AEG’s and the independent promoters that follow – Jam Productions and
C3 Presents. Live Nation controls 62% of the entertainment ticket market and reported total
revenues of over $5.06 billion in 2010 (“Live Nation…”). AEG Live is the second-largest concert
promoter with a 21% market share in tickets (“Entertainment Venues…”). Jam, C3, and other
independent promoters barely rival the aforementioned corporations in terms of influence and
income (US v. Ticketmaster Entertainment, INC. and Live Nation, INC).
62%
21%
17%
International Concert and Special Event
Ticket Market: Market Share
Live Nation
Entertainment
AEG Live
Jam Productions,
C3 Presents, and
all others
Though Live Nation already had a tight hold on the concert industry by the early 2000’s,
the firm expanded its reach by consolidating outside of the traditional means. To become the
largest concert promotion company and venue operator in the world, Live Nation engaged in
horizontal integration – the merging of two or more companies that conduct the same business
– by acquiring other concert promoters and venues. The firm also recently practiced vertical
integration – merging with companies that conduct complimentary business - when they
merged with the largest ticket seller in the world in 2010, Ticketmaster, to become Live Nation
Entertainment (LA Times).
This merger allows Live Nation Entertainment access not only the resources from
venues – concert production capabilities, audience demographic and ticketing data,
merchandise rates – and individual concert promoters – agency and artist contacts -, but also
the control of ticket pricing rates and fees (Huffington Post). Live Nation Entertainment has also
recently entered the recorded-music business by inking all-encompassing deals with popular
music titans, Madonna, Jay-Z, and the band of topic, U2 (Foley). The consolidation practices of
Live Nation gives the firm the capabilities and clout to execute a concert tour endeavor unlike
anyone has ever seen, as Live Nation chairman Irving Azoff explains: “History shows fans want
consolidation, you see it across the web every place…Google, Amazon, eBay, Facebook”
(Peoples).
List of Top - Grossing Tours of the Past
This 360-Degree tour might become the largest grossing and the most attended tour of
all time, but there are many other acts and tours that have trekked before and generated
astounding numbers. Examining the most successful tours of the past allows one to fully
appreciate the size and scope of Live Nation’s and U2’s current endeavor.
Before April 10, 2011, the top-grossing tour of all time was the Rolling Stones’ A Bigger
Bang tour of 2005-2007, which included 144 shows in front of paying audiences of
approximately 4,680,000 (Pietrolungo) and accumulated a gross over $558 million (Watt).
AC/DC’s 2008-2010 Black Ice tour was number two, with 168 shows in front of more than 4.8
million fans and grossed $441.6 million (ACDC.com). After grossing $408 million from 85 shows
in front of audiences of over 3.5 million, Madonna’s Sticky and Sweet tour was ranked the third
largest-grossing concert tour (Waddell, Madonna). Of the top-ten tours of all time, the Rolling
Stones have four tours on the list and U2 has two (including the 360-Degree tour).
If U2’s 2009 and 2010 reported gross and attendance figures are included and factored
into the current list of the top tours, U2 was ranked as the second highest-grossing tour and the
most attended tour of all time, with half as many shows as both the Bigger Bang and Black Ice
tours (Pollstar). If the reported gross and attendance figures as of April 10, 2011 are added, 360-
Degree is currently ranked the highest-grossing and most-attended tour (Waddell, “U2 Sets
Record…”).
Highest-Grossing Tours of All Time (as of April 11, 2011, according to
Billboard
and
Pollstar
)
Rank
Actual Gross
Artist
Tour Name
# of Shows
Attendance /
Average Per
Show
1
$558,255,524+
*
U2
U2 360
°
Tour
84
5,051,275 /
60,134
2
$558,255,524
Rolling Stones
A Bigger
Bang
Tour
144
4,680,000 /
32,500
3
$441,600,000
AC/DC
Black Ice
Tour
167
4,846,965 /
29,024
4
$408,000,000
Madonna
Sticky &
Sweet Tour
85
3,545,899 /
41,716
5
$389,000,000
U2
Vertigo
Tour
131
4,619,021 /
35,259
*
Tour is still in progress. According to Ray Waddell of Billboard Magazine, U2 360 passed the Rolling
Stones A Bigger Bang tour in gross on April 10, 2011 at U2’s show in Sau Paulo, Brazil.
Concert Industry in Current Economy
As the figures above show, the aforementioned tours were very lucrative, but this is not
indicative of the current trends of the concert industry. The past few years have been some of
the best and worst in the concert industry in terms of ticket sales.
2008 and 2009 both proved to be prosperous for the concert industry. Ticket sales hit a
new high point in 2008 after increasing more than 7 percent with revenues of $4.2 billion
(Hartford Courant) and the industry “continued a recession-proof boom in 2009” (Daily Variety).
The robust concert industry of those years lead to an overconfidence by concert promoters and
ticket sellers, and increased prices to the point where consumers balked: “Though industry-wide
total grosses had increased in eight of the previous nine years, that growth had largely been
driven by rising ticket prices…that led many in the industry to warn that if fans’ tolerance for
rising prices were to wane, the gravy train could grind to a halt” (Smith).
Indeed, this is what occurred, as 2010 proved an abysmal year for the concert industry.
Pollstar reported that the 50 largest worldwide tours grossed 12 percent less than in 2009,
Michael Rapino, the CEO of Live Nation Entertainment, “said last year that 40% of seats
routinely went unsold” (New Zealand Herald), and The Washington Post proclaimed, “It’s
official. The concert business had a lousy 2010” (Richards).
The past years’ ticket sale reports and media coverage illustrate a dichotomous
economic climate for the concert industry, but one thing is clear: young people are not
attending concerts like they used to. “A report by Edison Research found that in 2010, 12-24
year-olds went to fewer than half as many concerts as 2000; nearly two-thirds went to none at
all” (Kulash Jr.). It should be observed that most of U2’s fans are not members of this age
bracket, but it is a disconcerting sign for the concert industry (Financial Times).
Though the global economic situation has been turbulent in 2009 and 2010, U2’s tour
generated astounding ticket-gross numbers in both years, even grossing the third-highest tour
of 2010 with less than thirty shows; the number one and number two tours both included over
sixty shows (Financial Times). The show’s success and resiliency to troubling times can be
attributed to a number of factors – lower ticket prices, most U2 fans are over 24-years-old, the
unique concert production, the ticket seller - that will be examined further in the sections
below.
The 360-Degree Tour: Overview
U2 performs exclusively in stadiums and arenas around the world on their current tour.
The staging concept is the first of its kind: a configuration that is 360 degrees in an “in the
round” concept that allows for the audience to enjoy the show from within the radius of the
circular stage. The band, along with the myriads of staging, lighting, and audio professionals and
their respective companies have been involved in planning for the tour since the end of the
band’s previous Vertigo tour in 2006 (Clair, “Backstage Pass”).
After testing the sound, staging, and lighting in January 2009 in Toronto’s Rogres Center,
the band embarked for their first show of the 360-Degree tour on June 30, 2009 in Barcelona,
Spain. Since then, the band has traveled and played shows in 23 countries. The tour will not
conclude until July 30, 2011 in Canada, but even though it is only two-thirds complete, the tour
has clearly been a blockbuster.
At the conclusion of 2010, U2 played 76 shows in 53 cities in front of more than 4.5
million paying concert attendees and grossed $471.9 million on the 360-Degree tour (Pollstar).
To date, every show has sold out (Live Nation). These numbers put the 360-Degree tour on pace
to not only break the gross record of $558 million set by Bigger Bang tour, but to shatter it, as
these figures do not account for the thirty-four shows scheduled for 2011 (Live Nation).
The tour has garnered positive attention throughout the music and live entertainment
industry and has earned a number of awards, including Live Production of the Year in 2009 from
the Total Production International (TPI) Awards, 2009’s Top Tour and Top Draw awards from
Billboard Magazine, and two individual awards from TPI - Video Visionary of the Year and
Lighting Designer of the Year - to Show Director, Willie Williams.
This tour’s success cannot be attributed to a single factor because the job of
coordinating and promoting a tour, which is handled mostly by a concert promoter, is a multi-
faceted task: “Anyone who considers entering the field of concert promotion should have an
aptitude for juggling a thousand details and managing all aspects of the production”
(Baskerville). In the case of the 360-Degree tour, the “thousand details” can be broken down
into the following categories: Production, Routing, Ticketing, Marketing, and the Artist.
While there are many important aspects of a concert tour, and all of them will be
examined, the determination of a concert effort’s success begins and ends with the artist.
The Artist
U2, the band, has enjoyed a career that can be paralleled only by a few “legends” in the
music world. This is due to the band having a combination of mainstream success, cultural
significance, a relentless touring schedule, a lead singer who is a celebrity is his own right, and
the most-overlooked aspect of a successful musical act, longevity. According to Billboard’s editor
of touring, Ray Waddel, "’U2 is selling out stadiums around the world and breaking attendance
records in the process. A lot of bands that have been around this long have peaked
commercially, and that certainly does not seem to be the case with U2”’ (Gundersen).
The four boys from Ireland have been a band since 1978 and released four albums to
lukewarm acclaim and commercial success, but didn’t break through until the 1980’s with
appearances at the Live Aid benefit music festival and the release of their first number one
album in 1988, Joshua Tree, that catapulted them to superstardom (Flanagan). Since then, the
band has won 21 Grammys (2 for Album of the Year), 8 BRIT awards (6 for Best International
Group), 5 MTV Awards (nominated for 16 others), 12 Irish Music Awards, numerous Rolling
Stone Magazine Readers’ Picks and Critics’ Picks, and countless other musical and humanitarian
awards (U2Faqs.com). The group was inducted into the Rock and Roll Hall of Fame in 2005, with
the award presented to them by Bruce Springsteen (“U2 Bio”).
In the past decade (2000-2009), U2 ranks number two on the list of top-touring artists
with a total gross of over $844 million (Billboard). If you add the $160.9 million grossed on the
current tour in 2010, U2 is the top-touring artist of the past decade and of all time.
Though these accomplishments are impressive, they still do not fully explain the cultural
significance of the band. Their lead singer, Paul “Bono” Hewson, has championed a number of
philanthropic causes such as Third World debt relief, and has involved the band in benefit
concert efforts like Live Aid and Amnesty International’s Conspiracy of Hope tour throughout
their career (“U2 Bio”). The passionate and outspoken nature of Bono not only put the band in
the headlines and made the band a household name, but also created significance for the band
that reached beyond music.
The band has cultural clout, and this is further expanded by the business sensibility of
their manager, Paul McGuinness: “[He] can take credit for a series of eye-catching deals that
have led to U2-branded iPods, 3D concert films, sponsorship from BlackBerry, and [U2’s show at
the Rose Bowl in Pasadena, California was] the first concert streamed live on YouTube”
(Edgecliffe-Johnson, “Lunch”). McGuinness also supported U2’s decision to be the first band to
delve into the realm of musical theatre. Though their Spiderman musical has stalled and will
begin performances this year, the fact that the rock band Green Day began writing and
producing a musical, “American Idiot” shortly after (even though it beat Spiderman to the stage)
illustrates the scope of U2’s influence.
An examination of the influence of a rock act may seem superfluous or unnecessary, but
the importance of the artist in the scheme of a concert tour is central to a tenet of the Arts
world as a whole: the Arts is product-centered (Sturm). An arts organization, concert promoter
or otherwise, cannot change the product and call it by the same name. However, just as in any
other business, a faulty product cannot be rectified through creative advertising or public
relations campaigns. As AEG Live CEO Randy Phillips says, “If an artist is hot, people are
motivated to find a way to go. If they’re not, I don’t care how much money you spend on
marketing or how you package things, it’s not going to work” (Waddell, “The Year in Touring”).
The product of a concert and concert tour revolves around the artist; however, that is
not the completed product. The way the artist is presented on stage through sound, lights, and
stage configuration completes the package, and in the case of the current U2 tour, the package
is one-of-a-kind.
Production
The idea for the 360’s radical production had been strongly considered by U2 and their
manager, Paul McGuinness, for many years and in fact, many artists had considered this type of
concert production, but no one had been thinking about doing a tour with it (Cunningham).
What sparked U2 to embark on this staggering endeavor was, as McGuinness says, courage: “U2
has always been a band that is very prepared to invest in their own career…and with Arthur
Fogel and Live Nation, we have partners that are equally courageous in business terms”
(Cunningham). The specific 360-degree idea for U2 was formulated two-and-a-half years before
the first concert date, first by the band and Paul McGuinness. After the idea was completely
conceptualized, the production team led by long-time U2 Show Designer Willie Williams, Stage
Designer Mark Fisher, Production Director Jake Berry, and Transformable Design Engineer and
Inventor Chuck Hoberman worked on the planning, designing, and building of the stage for close
to 18 months (“Chicago Tribune’s…).
To accomplish the band’s ambitious goals for this tour, which included the 360-degree
concept, the production crew had to rewrite many of the normal rules for stage and sound
configurations: “Because of the staging’s scope and design, the textbooks had to be thrown out
and a system designed that would cover everyone” (Becka). The band wished to embark on an
arena tour with a stage show that would be the same experience for those in the front row as
those in the bleachers, and this was achieved by playing in massive venues, but playing on a
stage just as massive, as to make the venue look small by comparison. As Bono put it, the tour
should deliver “intimacy on a grand scale” (Becka).
Introducing, “The Claw,” a 170-foot tall, 210-foot wide superstructure inspired by the
Landmark Theme Building at
the LAX Airport in Los
Angeles that U2 calls their
stage:
“The imposing
centerpiece, a four-pronged
UFO anchored by a glowing
164-foot pylon and
cylindrical LED screen, looms over a sprawling stage with footbridges that glide around ringed
catwalks. U2's soaring anthems prove equally immense pounding through a state-of-the-art
sound system suspended high enough to allow clear sight lines for all” (Gundersen).
“The Claw” stage design, courtesy of LA Times
The Claw is equipped with state of the art equipment in all aspects of concert
production. The sound is broadcast through a combination of 304 speakers that hang on all
sides and are built in to the bottom of the stage, all provided by the largest live event
production company in the world, Clair Global Services & Live Shows (“Backstage Pass”). Sound
is only a part of the stage production for the tour, as the visual aspect is championed by Show
Designer, Willie Williams, and Stage Designer, Mark Fisher.
The 360-degree LED video configuration is made up of 888 LED Panels 5 feet high and 10
feet wide “connected to an undercarriage of scissor beams” and is provided by Barco (“A
Look…”). The video screen surrounds the band and has the ability to change shapes during the
course of a single concert. The show’s designer, Willie Williams, believes that “video is the most
powerful tool you can have on stage, but now that video is so ubiquitous in rock stage settings,
we needed a very extreme change to be heard” (“Barco Creates…”). To add to the visual aspect
of the show, each of the four 82-foot-tall support legs of the stage house moving lights,
spotlights, and strobes and the 88-foot-tall
spire that tops the stage also includes
moving lights and disco balls. Also, the
fabric skin that covers the stage and
shelters the metal structures from sun and
rain also includes circular lights and
highlights (“A Look…”).
Since the 360 stage is much larger
than a normal concert stage, the lighting needed to be more powerful than a normal concert rig
to provide enough luminosity from larger distances, since the audience can range from more
than 80 to 500 feet away. The Bad Boy Luminaire, Series 400 Power and Data Distribution
Barco’s LED Screen for 360 Tour, photo courtesy
of DigitalProductionME.com
System, and the Mbox Extreme Media Server from Production Resource Group were the
solutions. These are only a fraction of the pieces that together make up the set for the 360 tour,
and it takes the coordination of a myriads of individuals and organizations to make this ground-
breaking set a reality. These efforts are not merely for glitz and shock value, but they also serve
practical purposes.
Since most speakers and lights are elevated, the
elements that normally obscure the audience’s view of
the performing artist are removed, making for a clean
stage that can be clearly viewed by all audiences. In
addition to an aesthetically awe-inspiring stage, the
concept also boosts attendance as it allows for more
standing room within the confines of the “in the round”
stage design (Ticketmaster). Specifically, the stage
design’s fit in each venue “has resulting capacity
increases of 15%-20%” (U2 Sets Record…). Also, the stage allows for unique ticket scaling, with
“10,000 or so really cheap tickets” located further from the stage and then a progressive scale
where ticket prices escalate as you move closer to the band (Cunningham). The stage itself is a
circular configuration that forms a runway for Bono and other band members to roam around
what appears to be within the audience. Keeping with the theme of the rest of the stage design,
the runway is lined with lights and the drum riser where the drummer performs rotates and is
directly below the panoramic LED screens (“A Look…”). This design allows for the audience to be
all around the band, where everyone feels equally included in the show.
The set itself is gargantuan, and the time, money, and manpower that is required to set
up, tear down, and deliver the stage to each venue is even more mind-boggling. First, The Claw
Hanging i5 Speakers during
construction of a “Claw” stage,
photo courtesy of Clair Global
takes four days to set up and two days to tear down, and with each concert taking place either
the following day or within 3 days of each other, multiple sets had to be created. On this current
tour, there are three skeletons of the stage on tour simultaneously. This means that U2 often
will perform on one stage, while another “Claw” is torn down from the previous show and yet
another “Claw” is being built for the next show. Each “Claw” costs approximately $25 million
(Gundersen). U2’s
manager, Paul McGuinness
says, “No one has though
about touring with a 360-
degree production and
now I can see why, it’s so
expensive” (Cunningham).
According to McGuinness,
production costs for the
tour are approximately
$750,000 per concert date whether the band plays or not (Edgecliffe-Johnson, “Lunch”). This
includes the 180 trucks that transport the audio and video gear and staging along with the more
than 400 people that are employed as production staff.
It is a daunting task to manage a tour of this magnitude, but Live Nation
Entertainment’s Global Music Chairman, Arthur Fogel, has one of the most impressive track
records of organizing and executing concerts of this scale. His resume is astounding, “play[ing] a
key role in seven of the top ten tours of all time, including treks by U2, Madonna, the Police, and
the Stones” (Waddell, “U2 360-Degree Tour”). Though these are impressive figures and names,
one may still wonder if his role has really been that important or influential. However, Lady
3 “Claw” stages are on tour with U2 at the same time. Each costs
$25 million, takes 4 days to set up, and 2 days to tear down.
Diagram courtesy of LA Times.
Gaga’s manager, Troy Carter, decided to strike a deal with Live Nation to produce her last tour
because of Arthur Fogel: “[he] came in and really helped us clean it up from a production side”
(“Touring: Big and Rich”). His influence is not only respected, it is sought after, and few else in
the music industry could be trusted to coordinate a tour of this magnitude.
When a big artist performs with the biggest production in the world, it is impressive. But
it becomes exemplary when incorporating the management of a concert promoter with larger-
than-life influence. Together, these elements become aligned so that the largest concert tour in
current history can be made possible.
Routing
Aligning elements to maximize success is both the end goal and the challenge of putting
together a successful concert tour. In no part of the experience is this more evident than routing
the tour. A tour’s routing is the course of tour dates in chronological order; the route the tour
travels. While it may seem this is a simple task of putting tour dates in chronological order in
venues in closest proximity, there is a lot to consider: which markets are strong for the act,
which markets is an act trying to build popularity, how long has it been since the act’s last
performance in that market, availability of venues, travel duration and costs between venues,
days off for the band, potential weather conditions for each date (since each concert is
outdoor), and potential postponements (Barnet, Berry, Waddell. 48-49). The routing process for
the 360 tour is only further complicated by the grand scale of the stage and the time required to
set it up and tear it down.
The criteria for the booking of the tour was set out by the band early on since the end of
their previous tour in 2006: they would play solely arenas and stadiums. The magnitude of such
a venture is astounding when examining the numbers, as the 42,213-capacity Sam Boyd Stadium
is the smallest of any venue on the trek (Live Nation). Though the production expenses for the
tour are considerable, these large venues and number of tickets sold put the tour into the black
during the second leg of the tour in October (Monaghan).
The tour’s 110 dates were originally scheduled to begin in June, 2009 and to end in
April, 2011 with 7 “legs” or portions: 2 in North America, 2 in Europe, and groups of dates in
South Africa, South America, and New Zealand/Australia (Live Nation). All dates were scheduled
by Live Nation and each date was routed with the aforementioned conditions in mind, especially
the travel time costs, stage construction and deconstruction, and days off for the band. Time
between dates in different cities were between 2 and 5 days, which allowed for the band to
travel and have some days off and the 3 different “Claw” stages to be built, torn down, and
shipped to the new date (Live Nation). The single promoter scheduling an entire tour is a new
phenomenon in the concert industry, but Fogel says it has its advantages, including aligning
interests with artists, cost-efficiency, marketing cohesion, and “maximizing revenues for the
artist in ways that the traditional system can’t” (LeBlanc).
The clout of Live Nation, the stature of the band, and the grandiosity of the stage all
combined for maximum compliance with potential venues that viewed these dates as incredibly
lucrative (Waddell, “U2 Set To”). This was most evident when, prior to the second North
American leg of the tour, Bono had to undergo emergency back surgery and 16 dates were
rescheduled. The back surgery put Bono out for two months, but the real story is how quickly
the tour got back on track, due to the efforts of Live Nation Entertainment and Arthur Fogel.
According to Fogel, “I have to say that the buildings were incredibly cooperative, and we
got it together pretty quickly and were able to get it announced” (Waddell, “U2 Set To”). Most
of the people who bought the 1 million tickets that were sold for a gross of approximately $100
million did not ask for refunds, and all of the tickets that were refunded were quickly resold.
McGuinness added, “[Live Nation] did an amazing job rerouting the tour so that we were able to
perform in the buildings we had original booked, a real piece of skill” (Waddell, “U2 Set To”).
One ponders if these obstacles could have been overcome by a smaller concert promoter with
significantly less global influence.
Marketing, the Ticket Seller, and Ticket-Selling
As established earlier, Live Nation’s influence and clout in the concert industry market is
unparalleled. The main job of a concert promoter is to promote the concert and sell tickets
(Barnet, Berry, Waddell, 113). When it comes to these aspects of touring, Live Nation was
founded on its ability to market concerts and convert those performances into cash. Even
though the firm has an impressive track record with its concert efforts, the task of executing a
world tour, especially one of the immensity of the 360 tour is a challenge.
As many influential promoters and music-industry professionals will tell you, marketing
a single concert has many components within a single marketing plan: market research,
announcement date, on-sale date, press, sponsorship, complimentary tickets, etc. Larry Vallon,
Senior Vice President of National Booking for AEG Live, says that marketing a show depends by
genre and audience, while owner of The Roxy Theater in Los Angeles, Nic Adler, adds that the
type of venue determines the artists that are booked and the corresponding marketing plan,
and Brad Wavra, the Vice President of Touring at Live Nation, says that making sense of all of
the data available on the internet about music-listeners is the key to creating successful shows
(ArtistHouseMusic.com). These are only a few of the factors that make up the marketing of a
live show. If you multiply these responsibilities by the 110 concert dates on the 360 tour, this
becomes an increasingly daunting task. As the aforementioned statements by Arthur Fogel
suggest, a tour the size of the 360 tour could not possibly be coordinated by independent
promoters to the degree needed to sell out every date. With Live Nation at the helm, there is
the potential for coordinated branding, ticket prices, announcement and on-sale dates,
marketing timelines, press and publicity, and a multitude of other details. Having a single
promoter also helps coordinate the sponsorship for the tour, as each date no longer needs its
own sponsor. U2 is sponsored by BlackBerry, and with a single promoter coordinating the tour,
Live Nation can easily brand the entire tour as “Presented by BlackBerry” (Edgecliffe-Johnson,
“Lunch”).
Not only was Live Nation Entertainment in charge of the production, booking, and
marketing of the tour, the firm had control over the true money-making aspect of the tour as
well: the ticketing. When the 360 tour began in June of 2009, Ticketmaster Entertainment and
Live Nation were separate entities, but had proposed a merger of the two companies that would
create the new company, Live Nation Entertainment (Proctor). This was stalled while the United
States Justice Department investigated the merger for anti-trust violations, but was ultimately
approved in 2010 (Nakashima). However, prior to this approval, Ticketmaster and Live Nation
were doing business together with the idea that they would become the same company, and
competing interests became coinciding interests (Proctor). Also, since Live Nation Entertainment
does not need to negotiate different split rates for individual promoters in the area because
they are all under the Live Nation Entertainment umbrella, these can have beneficial effects on
ticket prices for consumers (Nakashima).
The ticket prices for this tour were indeed low when compared to other top world tours
and when considering the enormity of the stage production. The average ticket price for the 360
tour is approximately $100 American, while Madonna’s Sticky & Sweet tour had an average
price of $115 American (Pollstar) and Rolling Stone’s Bigger Bang had an average ticket price of
$195 American (Wapshott). U2’s prices are very affordable when put in this context. The 360
tour has four price tiers of
$25-35, $50-60, $95-105
and $250-260, with the
$25 level giving the ticket-
holder access to the seats
furthest from the stage,
the $50 ticket gives access
to the middle sections,
and the $250 ticket gives you
access to club seats and general
admission (Ticketmaster). There is
no public information available for the breakdown between how these ticket sales are
partitioned between the different parties – ticket seller, concert promoter, artist, and venue –
but these are more reasonable ticket prices when given the ultimate product of the concert and
considering that the top ticket price for the Bigger Bang tour was over $500. These prices are
even more astounding when considering that ticket prices have risen faster than inflation
steadily since 1981, and risen faster exponentially since 2003 (Connolly and Krueger).
The ticketing, funding, and promotion capabilities required for this type of endeavor
were far beyond the abilities of independent promoters, and the homogeny needed to execute
a tour of this magnitude could not be accomplished through a network of individual companies.
McGuinness remarks that this is not a swipe at independent firms, but is indicative of a trend
that is common in the industry: “The scale overtakes the transaction” (“Touring: Big and Rich”).
Venue Layout for U2’s 360 show in Denver’s Invesco Field
at Mile High Stadium, courtesy of Ticketmaster. A $25
ticket is for Level 1, Level 2, or Level 5; a $50 ticket is for
all of these and Club Level 3, a $95 ticket is for all of these
and North Reserved, and a $250 ticket is for all of these
and the General Admission Floor.
While the scale of the tour is monstrous, the transactions completed on the part of the
consumer are equally as impressive. As previously mentioned, all of the dates of the tour have,
thus far, sold out, and in a trying economic market: “The feat is even more remarkable when
one considers that the band will break the record [for highest-grossing tour] on a tour that
spanned trying economic times around the globe” (Waddell, “U2 360 Tour”). This was
accomplished because Live Nation Entertainment and U2 delivered a tour that was unique, and
because it was unique, consumers could not keep themselves from purchasing tickets.
According to Chip Hooper, the head of Paradigm Agency’s music division, “The bands that did
well were the bands that you absolutely had to see” (Waddell, “The Year in Touring”). It is
apparent that due to the production, marketing, booking, and ticketing efforts of Live Nation,
U2’s 360-Degree tour was a tour that a concert-ticket consumer absolutely had to see: the
combination of the largest, most abstract and creative stage in history, the first expandable 360-
degree LED video screen, the largest speaker system for a concert stage ever, and the
appearance and performance by one of the most-popular performing artists of all time created
the must-see event of current times.
The Future of Touring - Conclusion
Not only was U2 a must-see show the past three years, it was the must-see show. On
April 10, 2011 in Sau Paulo, Brazil, “the band's "360" tour became the highest grossing tour in
history…and by the time it wraps in North America on July 30 at Magnetic Hill in Moncton, N.B.,
U2 will have shattered the record at about $700 million [total gross]” (U2 Sets Record). Not only
is the money astonishing, but by the end of the tour, the number of living, breathing, screaming
concert-goers who bought tickets to the 110 shows will be even more impressive: over 7 million.
Remarkable figures, yes, but the bigger story is they may speak to a tectonic shift in the
stadium-level touring industry. Also, there is speculation that this tour may not ever be bested
in attendance or gross by any act other than U2, and they may be right.
Consolidation has proven to be the name of the game in the live entertainment
industry, and increasingly aggregating aspects of concert promotion could create successes
never thought possible. The 360-Degree Tour is the first tour during U2 and Live Nation
Entertainment’s 10-year, 360-deal (U2 Sets Record…), and one can estimate that Live Nation will
create future live successes for the band. However, this is the first stadium-level tour since the
merger of Live Nation and Ticketmaster, and it topped everyone’s expectations including the
tour’s commander, Arthur Fogel: “This is one of those things that is so special and unique that,
in this form, it probably only comes around once” (U2 Sets Record…). This may be siren-call to
the rest of the industry that the future of top-tier concert tours may need to be produced by
companies that keep a majority of their operations in-house. In fact, another of Live Nation’s
360-deal artists, Madonna’s only top-10 concert tour in terms of gross was the first after she
signed her new deal (Billboard).
There are artists that come to mind that could possibly make a run to top U2’s latest
tour, but the list is short.
“When the biggest band on earth stages the biggest show in history,
the question arises: Who will follow? There's no sign on the horizon of U2's heir apparent”
(Gundersen). ‘Many in the industry say Coldplay or Kings of Leon are possibilities. Others think
that the days of multiple stadium-level artists are over. Getting there is hard enough; staying
there is much more difficult’” (Gundersen). Lady Gaga is an artist with the creativity, work ethic,
and stature to create a unique stage show and tour with a scope to rival the 360-Degree Tour
artistically. If Lady Gaga keeps churning out hits, taking artists risks, and is given the resources of
a Live Nation Entertainment too, the combination could create an endeavor that is just as
impressive as U2. It could be Lady Gaga, it could be someone else, but as was discussed earlier
(in sections, The Super Promoter – Live Nation Entertainment and Marketing, Ticketing, and
Ticket-Seller), it will take a conglomerate pulling the strings on the business end to pull it off.
However, for this to take place, not only would all of the elements need to be aligned
again for mind-numbing gross and audience numbers, they would need to succeed in making
every cent count while allow for the largest audiences possible. Says McGuinness, “The figures
will probably be unbeatable, unless somebody else does a tour that increases the capacities of
the buildings by 20% these records we’re setting will stand for a long time” (Waddell, “U2
Returns To”).
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