I was very interested to read the pieces by Anne Roberts and Beth Aplin (ArtsProfessional, issue 72, April 19 and issue 74, May 17) about making box offices more proactive. I wholeheartedly endorse all of what they say, but haven’t we been here before?
Previous editions of ArtsProfessional have shone a spotlight on these issues. Last year’s TMA event, Putting the Jigsaw Together, was devoted to them and I’ve never been to an AMA conference where these points don’t rear their heads at least half a dozen times. If we really want to help improve internal relationships and get our box offices fully functional we need to address two major areas. The first is money. We all know that the arts don’t pay, but how long can we go on paying front line sales staff the sort of hourly rate that a student doing a summer job would turn their noses up at? It is hardly surprising that many staff are reluctant to participate in up-and cross-selling and out-bound telemarketing (although they are in the best position to do it). Box office staff also need proper training, not just on whatever system the venue uses and how the phones work, but on how to build relationships with customers and making the most of a selling opportunity. An NVQ in box office skills? Now there’s a thought. One further suggestion: box offices are crying out for some sort of representational body. The AMA did wonders for arts marketers. Box office staff need something similar to help give the job credence and to support the work they do.