Avondale dog chews up Super Bowl tickets

Sacked: Avondale dog chews up Super Bowl tickets
Carrie Watters
The Arizona Republic
Jan. 26, 2008 03:16 PM

Sometimes Alpo just doesn't cut it.

Buddy, a 3-year-old Labrador retriever opted for high-end snacks - two Super Bowl XLII tickets.

Face value: $900 each.





The mishap occurred Wednesday when Chris Gallagher requested that a courier leave the anticipated package under the doormat of his Avondale home.

The courier instead slipped the envelope under the front door.

Buddy accepted delivery.

He didn't sign, but he licked, mauled, chewed and swallowed portions of the coveted tickets.

They weren't his first victims. The black lab likes sunglasses, shoes and footballs too.

But the tickets go down as Buddy's most expensive chew toy, the remains emblazoned with the Vince Lombardi Trophy scattered across the living room floor.

When Gallagher walked in that night, Buddy zipped out the doggy door.

The dog would remain in the back yard for two nights afterward.

"He's a troublemaker," Gallagher said. "But he looks at you with those big eyes and you can't be mad for long."

Plus, Gallagher has gotten assurances from the seller that the tickets, which he'd gotten for friends, can be replaced.

Buddy was all tongue and friendly licks on Saturday, the mayhem created three days earlier long forgotten.

But the chowhound got his fill of the Super Bowl. He won't be allowed near a TV on game day, Gallagher said.

The Giants or Patiots will now have played in 5 of the last 9 Super Bowls

The Giants or Patiots will now have played in 5 of the last 9 Super Bowls thats why tickets will be cheaper this year than in the previous 6 years

Tom Wilson from tixx.com states the following

1. neither teams fans can drive to the game its just too far
2. both teams fans have been to the Super Bowl many times
3. The price disconnect between the worth
Super Bowl matchups
SB Date Winner Loser Score Location MVP
XLI 2/04/07 Indianapolis Colts Chicago Bears 29-17 Miami Peyton Manning
XL 2/05/06 Pittsburg Steelers Seattle Seahawks 21-10 Detroit Hines Ward
XXXIX 2/06/05 New England Patriots Philadelphia Eagles 24-21 Jacksonville Deion Branch
XXXVIII 2/01/04 New England Patriots Carolina Panthers 32-29 Houston Tom Brady
XXXVII 1/26/03 Tampa Bay Buccaneers Oakland Raiders 48-21 San Diego Dexter Jackson
XXXVI 2/03/02 New England Patriots St. Louis Rams 20-17 New Orleans Tom Brady
XXXV 1/28/01 Baltimore Ravens New York Giants 34-7 Tampa Ray Lewis
XXXIV 1/30/00 St. Louis Rams Tennessee Titans 23-16 Atlanta Kurt Warner
XXXIII 1/31/99 Denver Broncos Atlanta Falcons 34-19 Miami John Elway
XXXII 1/25/98 Denver Broncos Green Bay Packers 31-24 San Diego Terrell Davis
XXXI 1/26/97 Green Bay Packers New England Patriots 35-21 New Orleans Desmond Howard
XXX 1/28/96 Dallas Cowboys Pittsburgh Steelers 27-17 Phoenix Larry Brown
XXIX 1/29/95 San Francisco 49ers San Diego Chargers 49-26 Miami Steve Young
XXVIII 1/30/94 Dallas Cowboys Buffalo Bills 30-13 Atlanta Emmitt Smith
XXVII 1/31/93 Dallas Cowboys Buffalo Bills 52-17 Pasadena Troy Aikman
XXVI 1/26/92 Washington Redskins Buffalo Bills 37-24 Minneapolis Mark Rypien
XXV 1/27/91 New York Giants Buffalo Bills 20-19 Tampa Ottis Anderson
XXIV 1/28/90 San Francisco 49ers Denver Broncos 55-10 New Orleans Joe Montana
XXIII 1/22/89 San Francisco 49ers Cincinnati Bengals 20-16 Miami Jerry Rice
XXII 1/31/88 Washington Redskins Denver Broncos 42-10 San Diego Doug Williams
XXI 1/25/87 New York Giants Denver Broncos 39-20 Pasadena Phil Simms
XX 1/26/86 Chicago Bears New England Patriots 46-10 New Orleans Richard Dent
XIX 1/20/85 San Francisco 49ers Miami Dolphins 38-16 Palo Alto Joe Montana
XVIII 1/22/84 Los Angeles Raiders Washington Redskins 38-9 Tampa Marcus Allen
XVII 1/30/83 Washington Redskins Miami Dolphins 27-17 Pasadena John Riggins
XVI 1/24/82 San Francisco 49ers Cincinnati Bengals 26-21 Pontiac, MI Joe Montana
XV 1/25/81 Oakland Raiders Philadelphia Eagles 27-10 New Orleans Jim Plunkett
XIV 1/20/80 Pittsburgh Steelers Los Angeles Rams 31-19 Pasadena Terry Bradshaw
XIII 1/21/79 Pittsburgh Steelers Dallas Cowboys 35-31 Miami Terry Bradshaw
XII 1/15/78 Dallas Cowboys Denver Broncos 27-10 New Orleans Harvey Martin/Randy White
XI 1/09/77 Oakland Raiders Minnesota Vikings 32-14 Pasadena Fred Biletnikoff
X 1/18/76 Pittsburgh Steelers Dallas Cowboys 21-17 Miami Lynn Swann
IX 1/12/75 Pittsburgh Steelers Minnesota Vikings 16-6 New Orleans Franco Harris
VIII 1/13/74 Miami Dolphins Minnesota Vikings 24-7 Houston Larry Csonka
VII 1/14/73 Miami Dolphins Washington Redskins 14-7 Los Angeles Jake Scott
VI 1/16/72 Dallas Cowboys Miami Dolphins 24-3 New Orleans Roger Staubach
V 1/17/71 Baltimore Colts Dallas Cowboys 16-13 Miami Chuck Howley
IV 1/11/70 Kansas City Chiefs Minnesota Vikings 23-7 New Orleans Len Dawson
III 1/12/69 New York Jets Baltimore Colts 16-7 Miami Joe Namath
II 1/14/68 Green Bay Packers Oakland Raiders 33-14 Miami Bart Starr
I 1/15/67 Green Bay Packers Kansas City Chiefs 35-10 Los Angeles Bart Starr

Spotting counterfeit tickets for the Super Bowl

As to detecting counterfeit tickets, the NFL security states that the following security measures have been taken:

(1) There is a detectable laser cut with the inscription "AZ 42 AZ 42" approximately 1 inch down from the top of the ticket between the bar code and the gate/section/seat description.

(2) There is a hologram on the back that will alternately show the stadium and the Super Bowl logo.

NFL security also mentioned that last year they had a significant problem with "snatch and grab" incidents caused by pick-pocketers and other thieves. Please be on the lookout for these tactics.

Criagslist Super Bowl ticket fraud is rampant this year

Received from the NATB from a non-member broker:

im just making the NATB aware of a potential scammer regarding super bowl tickets.

his ad on craigs list states he has super bowl tickets and when he emails me he says he is asking 750.00 per seat for a ticket with a face value of 700.00 and he emails me a copy of the tickets. he asks for me to go to wall mart and go to the money dept as it sounds like he wants me to pay via the equvilent of a moneygram. he says he doesnt take paypal which is secure and safe for both the buyer and seller. and what caught my attention is in his 1st email he says he is from iowa and since the packers didnt make it to send the money to:
( this is a cut and paste of where he wants me to send the money):::

mike kuehn
1350 cobb plwy
kennesaw, ga 30152

in his 2nd email he instead tells me to send the money to:

Mike Kuehn
312 harris st
emerson ia 51533

in both cases he emailed me a copy of the tickets but anyone can cut and paste a copy of tickets from an ebay auction and make it appear the tickets are his. what caught my eye is he said he was from iowa but asked for money to 1st be sent to georgia, and then to iowa in seprate emails back to back days and he said to be safe the security question in the 1st email is super bowl tickets and in the 2nd email is just the word tickets. in other words he lies and changes where he is and how to pay with a security word which is obviously a scam.

his name is mike kuehn and the email he used in all of his replies is :

the300zxgod@gmail.com

he doesnt offer a phone # for me to call and when i offer him my # to call me he ignores it and keeps asking for me to go to wall mart and go to the money dept to wire him money. its the oldest scam in the book.

PLEASE PASS THIS GUYS NAME AND EMAIL INFO ALONG WITH THE FACT HE ADVERTISES ON CRAIGS LIST. he might call brokers too but i have no proof of anything other than him trying to get me to send him money via wall marts money dept.

Super Bowl tickets 2008 Prices falling

Tickets for the big game next week in Arizona dropped in Price today ...the average upper level ticket on the website tixx.com was selling for $2,6000 per ticket

Giants bracing for crush of Super Bowl ticket-seekers

Giants bracing for crush of Super Bowl ticket-seekers
10 hours ago

EAST RUTHERFORD, N.J. - It's bearing down on them, more ominous than Bill Belichick's defence, more insistent than a Tom Brady spiral.

The New York Giants must prepare to fend off the onslaught of Super Bowl ticket requests from relatives, friends and total strangers.

The crush of ticket requests is sure to blitz the club as it prepares for its Feb. 3 showdown in Arizona with the undefeated New England Patriots.

In addition to family and close friends, the players fully expect to be hit up by people they've never met, claiming to be long-lost friends, kindergarten classmates, or third cousins once-removed.

"That's natural, but you've got to be very strict with the tickets," said receiver Amani Toomer, who went through it during the run-up to the 2001 Super Bowl, in which the Giants lost to the Baltimore Ravens.

"Sometimes it's better for people to just watch it on TV. That's what I'm going to tell them."

Brad Benson, a member of the Giants' 1986 championship team, said he was besieged by ticket-seekers before New York's victory over the Denver Broncos.

"It was ridiculous - you couldn't stop for gas without someone saying, 'By the way, can you get me some tickets?' It was wild," said Benson, who now owns a car dealership in New Jersey. "I got a call from a guy in a prison in upstate New York asking if I could get him a ticket to the game.

"I asked if he had a parole date coming up."

Joking aside, Super Bowl tickets are big business. Eight skybox tickets for this year's game were being offered Tuesday for sale on eBay for US$99,000, and a group of four third-row tickets on the 50-yard line behind the Patriots bench were going for $36,000. Similarly inflated prices were being sought on Stub Hub, the ticket resale website.

The typical face value of the tickets is about $700.

The only way for the general public to buy tickets at face value is through a random drawing held by the league months in advance of the game; ticket requests for this year's game had to be submitted by June 1, 2007.

Each Giants player will receive two free tickets and can purchase up to 13 more for the face value of $700 apiece, team spokesman Peter John-Baptiste said.

The temptation to sell them for profit can be great, even though the NFL forbids it. It cost former Minnesota Vikings coach Mike Tice $100,000 in fines after he was caught scalping some of his personal allotment of 12 tickets for the 2005 Super Bowl. He also admitted reselling his Super Bowl tickets as a Vikings assistant from 1996 to 2001.

Giants punter Jeff Feagles declared simply, "I'm not in the ticket business. I just tell them I don't have any, you know? Try Stub Hub."

Cornerback R.W. McQuarters was also bracing for a barrage of ticket requests.

"I gotta find out how many I can buy first," he said. "There's only so many you can get.

"I can't give them what I can't get."

He has a backup plan for those who persist.

"Go to the game," he advised. "If they can't be at the game, at least be in Arizona with all of the festivities, and just enjoy the atmosphere."

Future Super Bowl Game locations

Super Bowl XLIII, Tampa, Fla. -- Feb. 1, 2009 (NBC)
Super Bowl XLIII will be the fourth Super Bowl in Tampa, and the first one since 2001, when the Baltimore Ravens defeated the New York Giants, 34-7, in Super Bowl XXXV. The first Super Bowl in Tampa was held in 1984, when the Los Angeles Raiders beat the Washington Redskins, 38-9, in Super Bowl XVIII.
Super Bowl XLIV, South Florida -- TBA, 2010 (CBS)
The Super Bowl will return to the Miami area in 2010, when it will surpass New Orleans for the most Super Bowls. It will be the fifth Super Bowl played at Dolphins Stadium.

Super Bowl tickets 2008

The average selling price for a single upper level Super Bowl XLII ticket was $3,651 yesterday on resale site TIXX.com - about $450 more than last year - but asking prices ran as high as $17,500 for one main premium seat at the University of Phoenix Stadium in Glendale, Ariz.

The true demand for Super Bowl tickets will be Tuesday thru Thursday as fans make placs for hotel and flight to the big game says Tom Wilson Senior Buyer at Tixx.com


Tixx.com was launched in 1994 to meet the needs of online customers needing to procure tickets to major events. We have been online as long as all the major search engines, and were the test site for AT&T's secure server in 1995! Prior to our online service , we have been in business since 1979. You can rest assured that whatever the event we can get you there!! Thanks for visiting our site. Featured in The New York Times 2/24/00

Wilson states that sites like Stubhub artifically inflate Super Bowl ticket prices by allowing peope to sell tickets on the site that do not actually have the coveted game tickets. Thesepeople are just looking to be a player with no inventory cost, and if they get a sale they then try to fill the order in the marketplace. Wilson states that the true wholeslae market is 30% lower than the prices on some websites, but fans see the retail prices on sites like stubhub and razorgator and ticket holders call asking us to pay retail. tixx.com does not pay retail says Wilson, we like to buy and sell tickets all week long at a 15% markup


2008 Super Bowl
Feb 3rd, 2008 | Glendale, AZ
New England Patriots vs New York Giants

how to buy tickets for the Super Bowl in Arizona

Tickets for the Super Bowl


Rule No. 1: Don't panic. The Super Bowl is one of the hottest tickets in sports, but there are all-inclusive packages from reputable companies if you're patient and do your homework. Don't just leap on the Internet with your credit card in hand.

Rule No. 2 is a little more challenging. Do you know people? More to the point, do you know people who are Packers season-ticket holders who were lucky enough to win a team-sponsored ticket lottery that guarantees a Super Bowl game ticket?

rule No. 3 WHEN WILL THE TICKETS BE IN YOUR HAND ....prices can change by 30% depending on when the tickets are promised to be in your hands


And is that person willing to sell you that ticket?

If you find that person, and you're patient, you might be in business.

Expensive tickets
Indeed, game tickets are pricey. At Tixx.com, prices for a single ticket range from $3,000 to more than $7,000. At StubHub.com, the average price of a ticket on Saturday was $4,462. At Ticketsnow.com, prices start at $3,000 and up.

buy your tickets from only reliable sources
Let's start with Supply. "The Superbowl game of course will be played at University of Phoenix Stadium which has a seating capacity that will be expanded to 73,000 for this mega event. In comparison, last year's Superbowl, which was held at Dolphin Stadium in rainy Miami, had seating for 75,000. Using simple math, one can see that supply of Superbowl tickets will be approximately 2,000 (or 2.7 percent) less than last year's availability," says VIPseats.com President Nick Giammusso. Read on.

Demand. This year's Super Bowl demand on tickets, hotels, hospitality and airfare can be described in three words: West Coast Factor. Event planners and ticket brokerage companies say Phoenix is whipping up more West coast Corporate demand for Super Bowl tickets than usual. It's been five years since the Super Bowl has been played out West. The last West Coast city to host a Super Bowl was San Diego way back in 2003.

Bruce Springsteen & The E Street Band Tour dates

Bruce Springsteen & the E Street Band itinerary:

for tickets call 1-800-688-4000 www.tixx.com February 28 Hartford, CT HCC Arena
March 2 Montreal, PQ Bell Centre
March 3 Hamilton, ONT Copps Coliseum
March 6 Rochester, NY Blue Cross Arena
March 7 Buffalo, NY HSBC Arena
March 10 Nassau, NY Nassau Coliseum
March 14 Omaha, NE Qwest Center
March 16 St. Paul, MN Xcel Center
March 17 Milwaukee, WI Bradley Center
March 20 Indianapolis, IN Conseco Fieldhouse
March 22 Cincinnati, OH U.S. Bank Arena
March 24 Columbus, OH Schottenstein Center
March 28 Portland, OR The Rose Garden
March 29 Seattle, WA Key Arena
March 31 Vancouver, BC GM Place
April 4 Sacramento, CA Arco Arena
April 5 San Jose, CA HP Pavilion at San Jose
April 7-8 Anaheim, CA Honda Center
April 13 Dallas, TX American Airlines Center
April 14 Houston, TX Toyota Center
April 18 Ft. Lauderdale, FL Bank Atlantic Center
April 19 Orlando, FL Amway Arena
April 21 Tampa, FL St. Pete Times Forum
April 25 Atlanta, GA Philips Arena
April 27 Charlotte, NC Charlotte Bobcat Arena
April 28 Greensboro, NC Greensboro Coliseum
April 30 Charlottesville, VA John Paul Jones Arena
May 22-23 Dublin, IRE RDS Arena
May 25 Dublin, IRE RDS Arena
May 28 Manchester, UK Old Trafford Stadium
May 30-31 London, UK Emirates Stadium
June 14 Cardiff, UK Millenium Stadium
June 16 Dusseldorf, GER LTU Arena
June 18 Amsterdam, NET Amsterdam Arena
June 21 Hamburg, GER HSH Nordbank Arena
June 23 Brussels, BE Koning Boudewijnstadion
June 25 Milan, ITA Stadio San Siro
June 27 Paris, FRA Parc Des Princes
June 29 Copenhagen, DEN Parken
July 4-5 Gothenburg, SWE Ullevi
July 7-8 Oslo, NOR Valle
July 11 Helsinki, FIN Olympia Stadium
July 15 San Sebastian, SPA Estadio De Anoeta
July 17 Madrid, SPA Santiago Bernabeu
July 19-20 Barcelona, SPA Camp Nou
July 27-28 E. Rutherford, NJ Giants Stadium
July 31 E. Rutherford, NJ Giants Stadium

Bruce Springsteen & The E Street Band Tour 2008 NYC tickets

Springsteen tickets go on sale Saturday for Nassau call 1-800-688-4000

BRUUUCE!! Springsteen & The E Street Band play the Nassau Coliseum, Uniondale, New York.
for tickets go to www.wwwtixx.com

Live Nation Ticketing conference call

Live Nation, Inc. (LYV)

Update Call

January 11, 2008 10:00 am ET


Executives


Michael Rapino – President, Chief Executive Officer & Director

Klaus-Peter Schulenburg – Chief Executive Officer of CTS Eventim

Bryan Perez – Chief Executive Officer of Global Digital

Nathan Hubbard – President of Ticketing

[Leanne Markay]

Analysts


David Kestenbaum – Morgan Joseph & Co., Inc.

Mark Wienkas – The Goldman Sachs Group, Inc.

John Blackledge – J.P. Morgan Securities, Inc.

Jeffrey Shelton – Natixis Bleichroeder

David C. Joyce – Miller Tabak & Co., LLC

Presentation

Operator


My name is Marquette and I will be your conference facilitator today. At this time I would like to welcome everyone to the Live Nation Ticketing conference call. All lines have been placed on mute to prevent background noise. After the speakers’ remarks there will be a question and answer period. (Operator instructions). Before we begin Live Nation has asked me to remind you that this call will contain certain forward-looking statements that are subject to risk and uncertainties that could cause actual results to differ. Please refer to Live Nations’ SEC filing for a description of risks and uncertainties that could impact the actual results. Live Nation will also offer to some non-GAAP measures in this call. In accordance with SEC Regulation G Live Nation has provided a full reconciliation to most comparable GAAP measure and as a company presentation posted on its website. This presentation can be found on www.LiveNation.com under the about us section. It is now my pleasure to turn the floor over to your host Michael Rapino, Chief Executive Officer. Sir you may begin your conference.

Michael Rapino


Thank you everyone for joining us this morning. Today I am joined by Klaus-Peter Schulenberg, CEO of CTS Eventim our new ticketing partner, Bryan Perez our CEO of Global Digital and Nathan Hubbard our President of Ticketing. As many of you have followed the Live Nation transformation over the past two years already, know akey driver in our long term strategy has been to remove the barriers between our company and the customer, the music fan. I am happy to say that with our current ticketing deal expiring atthe end of the year we will have a fully operational new ticketing company and be able to reach a new milestone in this journey. For the first time ever Live Nation will control our most important asset the concert ticket. Through www.LiveNation.com we expect to sell more than 20 million tickets annually directly to music fans around the world. Through this activity we expect to strengthen the relationship we have with our customers, develop brand new revenue streams, maximize attendance at our events and build new alliance with corporate partners that have never been before possible. It is not an understatement to say that the deal with CTS to provide expertise and infrastructure for this new venture is revolutionary in scope and will have a profound affect on the global live music business and our bottom line. Hopefully we’ll be able to download the presentation at the investor site as we will now take you through some key highlights of the deal.

On Slide 4 - The launch of our new ticketing company next year we will have accomplished our vision of becoming a vertically integrated music company. The ticket to the live show is really the glue that brings the fan and the artist and all the ancillary opportunities up and down the value chain together. For the artist by virtue of our improved customer relationships and customer data we can better connect the artist with their fans so they can sell more products and tickets. For the fan we create a one stop shop for a variety of music related goods and services at the point of ticket purchase. And, for the sponsor we will be able to offer sponsor’s an end-to-end sponsor solution from the venue to direct band interaction. And, for Live Nation as a whole it evolves our model from a promoter service provider to an e-commerce retailer. We have now taken an artist relationship that provided us only four or five revenue streams in ticket sales and venue ancillary’s and can now expand that relationship into more revenue streams including ticket sponsorship, merchandise, fan clubs, DVD’s, etc.

On Slide 5 - We talk about the benefits of the relationship of owning and becoming a ticketing company. The ticketing business in itself will open up a variety of new opportunities for Live Nation. By controlling the ticket transaction we can more efficiently sell tickets to fans via direct marketing. We can now expand our sponsorship proposition. We expect to offer sponsors a comprehensive package from online advertising to on site events. Third we get to increase our poor concert margins. We have now eliminated the ticket distributor middle man, we can recapture their profit margin which will make our core concert business healthier and more competitive. Four, to date we have not participated in the secondary market with our new ticketing business we expect to enter this growing and highly profitable segment. Five, the launch of our ticketing business has opened up a whole new revenue stream for us as we can provide our current venue partners with a double value proposition of content and a superior ticketing platform.

At a base level we expect to generate an incremental $25 million in EBITDA just by taking ticketing in house and not even executing all of these additional opportunities. If we can execute on these additional opportunities we currently believe that EBITDA will double. Needless to say we are excited about the future of these opportunities as they begin to unfold.

On Slide 6 - deal summary - In North America, United States and Canada we will launch our own 100% owned ticketing company powered by CTS Eventim software which we exclusively license in the US and Canada. The new ticketing company will not only service tickets to our shows and our venues but will also provide service to third party venues. We will pay a license fee per ticket for our exclusive license of the CTS Eventim software for an initial period of 10 years. Which enables us to immediately have access to the worlds most technology advanced ticketing software, accelerate our ability to provide fans with a superior front end and accelerate our entrance into the third party market without spending a significant amount of up front capital on software development.

On the international front the ticketing business where the promoter typically controls the ticket is a different model for us. We make less money from ticketing overseas. Only 26% of our music related service fees comes from international operation. As a result we structured an agreement whereby CTS will provide us with a turn key back end solution for select international markets while we control the front end through our website, the customer data and the distribution of tickets all of our core objective. The term of this agreement mirrors the North America Agreement and it spans for 10 years.

On Slide 7 we talk about our new partner CTS. I personally have known Klaus Schulenberg for a long time dating back to my time running the international music business. I have known him to be an exceptionally strong operator and a pioneer. He has grown CTS Eventim successfully over the years into a kind of business that we would like to become, a unified promotion and ticketing company. He is committed to making our ticketing operation a success. The choice of CTS for us was clear. One, CTS is one of the most technology sophisticated ticketing platforms in the world. Use of this platform will allow us to jump start ticketing operations for providing our fans and artist with access to a superior service. Two, leveraging CTS platform enables us to focus on our core competency of music and doesn’t require us to become a software company overnight. In addition it accelerates our ability to provide third party ticketing services by arming us with a platform that is already capable of handling all types of clients from concerts to sports teams. Given the unique characteristics of the European market in which we operate the deal partners Live Nation with Europe’s largest ticketing company to fulfill these needs. I will now turn the discussion over to Klaus to talk a little bit about his company and his new software and operations.

Klaus-Peter Schulenburg


Good morning ladies and gentlemen this is Klaus Schulenburg calling from Germany. I would like to give you a little overview about our CTS Eventim Company. CTS Eventim is based in Munich and Hamburg in Germany and founded 1989, listed at the Frankfurt Stock Exchange since 2000. Last year we generated revenue of round about $500 million with an EBITDA of $67 million dollars and this year we expect everything much higher and our market cap is around $1 billion. We will provide Live Nation with an absolutely state of the art technology which is big in the year of 1999, 2000 and this is a three tiered client server technology which is fully scalable.

We served last year more than 60 million tickets in Germany for 100,000 events in 17 countries within Europe and what is special about it is the software is able to serve all Europe out of one database so it is possible to do cross water business in Europe. For example, I do not know if it is the same in the US as well, Airfare tickets are cheaper than concert tickets. So we see a lot of tourism with concert tickets when people from London going to a Madonna concert in Paris because they saw the artist already two or three times in London. We provide round about 600 employees in our ticketing sector where as 60 people are software specialist dedicated only to develop high scalable software and what is important is that our software is able to serve concerts promoters on one hand, sports clubs on the other hand and classical theatre opera houses on the other hand. So we serve more than 1,000 promoters in Europe, 200 Sports Team, the complete German Soccer Leagues, for example. 600 venues and around about 200 theatre clients.

I turn now to Slide number 10 and there you can see how our software is structured. What is important with our technology for example is as the ticket buyer you are able to buy the ticket to the very last minute, up to the beginning of the concert because you can request your ticket on your mobile, on your cell phone. We send a two dimensional bar code on to your cell phone and then it is scanned at the door and gives you access to the concert which is very, very popular in Europe at the moment. What is important as well and will change habits of buying tickets in theUS is that you can buy or select your ticket on www.CTS.com out of an interactive seating map. So, you are able for every concert which is on our software, you can go to the seating map for example, pick out from Row 1 Seat 3 and 4 you don’t like it and you choose instead Sow 1 you choose Row 4 Seat 6 and 7. Everything is possible technology wise. We provide an integrated secondary market tool as well which enables the auction and the resale of tickets. This is specific about our technology that again, you can select your secondary market ticket out of an interactive seating map. Especially what we do in Germany for season ticket holders when you can’t attend the concert or sporting match you just type in on our website, return your tickets and we issue a new ticket to the secondary market customer. This again is very important and on top of this we are dedicated to market concerts or we, for example inEurope had 60,000 online affiliates on the web to promote concerts. This is very important marketing tool and this is combined with state of the art customer relation management tool.

I would like to turn to Slide 11 please the highlights of our company was serving the Soccer World Cup in 2006. There we could show how scalable our ticketing software is. We sold over 4 million tickets for this tournament but we were able to serve 30 million inquiries within the first hour when tickets sales started and there was no collapsing of websites. And, we are able today serve 3 million clients simultaneously, that means at the same time and we do this through this special service we are able to load distribution for 15,000 servers worldwide. There would be no collapsing on websites. On top of that we provide our RSID technology which we provided at the World Cup so that we personalized tickets. This was a very important tool to prevent ticket fraud at the tournament and there were almost none fraud tickets at the tournament. To come to an end I think we found or created a win-win situation. We enabled Live Nations to set up 100% ticketing company right from the beginning without having to invest in technology and software development which is not only a matter of money, it is a matter of know how as well which enables us at CTS to get into markets without having heavy investments and so we believe that we have a win-win technology. I may now pass over to Bryan Perez and Nathan Hubbard. Thank you very much.

Nathan Hubbard


On Slide 14 - We just wanted to start by giving everyone a quick refresher on how the ticketing business works here and internationally so that you can put the terms of our new deal with CTS in context. In North America the venue generally controls the ticket so that means if we promote for example the Van Halen show at Madison Square Gardens. We will work with Madison Square Gardens ticketing provider to sell the tickets at MSG and MSG will benefit from any service charges on those tickets. Live Nation would not directly participate in any meaningful way in the service charge on that ticket. If that same Van Halen show was instead at out our Jones B. Champ Theatre then we would participate in the service charge as we have the right to that ticket in our venue. Approximately half the tickets we sell in North America are in third parity buildings where we do directly participate in the service charge and in half are in our owned and operated venues. Internationally the structure is a bit different generally the promoter controls the ticket. In some markets such as Belgium the rights go with the venue but for the most part the tickets go with the promoter and as a result we already control most of our tickets internationally.

Another difference internationally is that the ticket service fees are generally significantly lower than they are in the US. Internet ticket sales are a lot lower and handled completely differently. For instance, in many countries the common practice is to order the ticket online and then pick it up at a retail outlet network distributed through a country. For us this means that having a strong European partner like CTS with a commitment to establishing an outlet network in each individual market is important. The upside in having our own ticketing company in Europe is less than in the US since promoters already own the ticket and it is less likely that they would be willing to use a competitors ticketing system.

On to Slide 15 - With that background we can look at our own statistics. This Slide breaks down the number of tickets we have in each major market by tickets that we control, that is tickets that are sold in our own and/or operated venues in the US, Canada and UK or tickets that we are the promoter for internationally. Secondly, it breaks tickets down via those tickets that we do not control. That is tickets for shows that we promote in third party venues in the US and Canada or tickets for shows that someone else controls internationally. In the US and Canada we believe that the venue that these ticket sales are in are prime candidates to become customers of our ticketing system in the future.

Lastly box office tickets. These are tickets that we sell in our box office that are not included in our service charge revenue rebate revenue but including in revenues at the venue level. We believe that hopefully through time we can move more box office tickets online as has been the annual trend. In total we have approximately 14 million controlled tickets will service ourselves in North America which today generate about $71 million adjusted of adjusted OIBIDA annually for us and 7 million controlled tickets internationally which generate about $18 million of adjusted OIBIDA annually.

On Slide 16 - I am going to provide you with a brief overview of the details with our agreement with CTS. First in the US and Canada. In the US and Canada we have an exclusive license for the CTS ticketing software. We can use this ticketing software to service our own tickets as well as those from third party venues. We believe that this give us a tremendous advantage when going after new ticketing clients as we have one of the most technologically sophisticated platforms around. The deal is structured as a simple licensing deal where we pay CTS a fee per ticket sold on the CTS system. This structure was critical to us to eliminate conflicts between the traditional ticketing provider and our objectives. We are now free to be as creative as we want to be around the fees the customer pays without having a ticketing partner solely invested in the current service fee model. In addition, the structure provides us with absolutely 100% control over the entire ticketing business, the user experience, all the distribution methods, the customer data, etc. All the conflicts that we have in our existing business are now gone.

In terms of launch CTS is committed to making modifications to the platform we require to ready it for use in the US and Canada. And going forward, help us implement the system, integrate it with our own systems and train our personnel well in advance of the termination of our existing ticketing contracts. As we look to move into new markets in the future such as Mexico, South Central America, Australia, New Zealand and Japan, we have a right to bring this license deal there as well during the initial ten year term. This is important for us as we have a built in ticketing relationship that we can choose to use or not as we expand. In the United Kingdom the deal is sort of a hybrid of a traditional service deal and our license deal. In this market we will pay CTS a fixed fee per ticket in exchange for all the back end services. However, we will retain 100% control over all of our customer data, the fees charged to the customer, who sells tickets on which web site and so forth. With the maximum amount of flexibility we can have outwardly facing while working with CTS to provide all the back end services the technology infrastructure and the distribution infrastructure.

For most of the rest of our European presence CTS will provide us with again, a comprehensive back end service including a robust outlet network as it is important in these markets to service our tickets. We have a relatively low number of tickets in some of these markets and the infrastructure is more complex so CTS will be compensated accordingly with a more traditional ticketing deal where they will earn a portion of the service fee, have an allocation of tickets to sell on their website and share customer data with us. The exception being in the Netherlands where we’ll 100% control the customer data. However we still ultimately have the freedom as we do in other markets to do what we want with our customer facing proposition such as the decision on service fees as long as we adequately compensate CTS. Other European countries where we have existing ticketing relationships that cannot currently be replaced maybe brought on board at a later time.

Moving on to Slide 17 - On an economic basis, as we have said before once we are fully ramped we currently expect this ticketing opportunity will add an estimated minimum $25 million of adjusted OIBIDA to our business over what we are earning today with our existing relationships. This figure assumes that we do not change anything about the model but simply replicate the existing structure in house. It also does not include any benefit from any number of incremental revenue opportunities we now have at our disposal from entering third party ticketing markets to participating in secondary ticketing and yield management, ramping our sponsorship opportunities and a number of other ancillary opportunities. If these opportunities develop as we currently believe that they will the contribution to our adjusted OIBIDA and operating income could double. We expect to begin to build up our ticketing operations in 2008 by hiring new employees in IT, business development customer service training and so forth. We also currently expect to spend approximately $20 million in capital expenditures on things like hardware, new servers, computers and printers for our box offices In total in 2008 we currently expect ticketing to be a drag of about $15 million on adjusted OIBIDA as we ramp to benefit us by approximately $15 million in 2009 as the bulk of our North American tickets come online and by approximately $25 million annually in 2010 as the rest of our North American tickets and European tickets come online.

On Slide 18 - Incrementally and importantly we expect to grow our business through new opportunities such as third party ticketing. Because approximately half of our North American tickets and almost all of the tickets for our premium global tours for tour dates in North America are for shows that are not in our venues we have a very strong relationship with over 650 third party venues throughout the US and Canada that generate a significant amount of their profit from the highly attended shows that we promote like Madonna, U2, The Rolling Stones in their buildings. We believe that given the combination of content superior ticketing technology and customer data these venues are targeted clients for our new ticketing company as they role off their existing ticketing contracts. Albeit a small scale we’re already doing third party ticketing for our Music Today business. Music today has over 450 venue festival, promoter, artist and sports clients. Together these clients which include such high profile names as the John Paul Jones arena in Charlottesville, The Bonnaroo Music Festival, Kenney Chesny, The AT&T National which is a PGA event. Music Today sold over 1.6 million tickets in 2007. We have a dedicated staff that manages these clients, seeks out new business and serves them.

The publicly available data that we have give us a sense of broader market opportunity of tickets that come up off of contract annually in North America. In total we estimate that outside of Live Nation, Ticketmaster has about 74 million domestic tickets. They’ve said in presentation that approximately 15 to 20% of these tickets come up for renewal annually and they generate EBITDA of about $2.00 to $2.25 per ticket. Applying these figures to the entire ticketing market as a whole we believe that we will be able to generate meaningful incremental profit for our new ticketing business.

On the next Slide moving on to the secondary market. This is a market that has been much hyped over the last few years but we have not really been able to be a part of it. The title of this Slide is Secondary Market and Yield Management because we view these opportunities together. Right now we do very little, if anything, to dynamically price the seats in our venues. We for the most part three or so price tiers and we know from our customer research that that is not efficient. Stub Hub recently put out a list of the prices that they were able to achieve from their top sellers and if you compare the ticket prices that they got on those shows to average ticket prices reported by PollStar the secondary market was able to achieve more than two times the face value of these tickets. That is value that we believe should be going to the artist and the tour promoter.

Going forward we believe that we can participate in this market by not only better pricing our primary tickets but by also participating in the secondary market and the fee stream that comes along with it. In addition dynamic pricing may be helpful in allowing us to sell inventory that previously went unsold helping us better set the price at the intersection of supply and demand. Cleary, we will share these incremental profits with our artist clients but we believe that by entering the market we make the pie bigger for the artist and for ourselves. We estimate that the concert portion of the North American secondary market is around $500 million dollars and if you assume those tickets were sold at 100% premium to face that is $250 million of incremental revenue opportunity from better primary pricing. Of course, Live Nation shows are only a portion of this market. On the fee side if the average service fee is 15 to 25% as is custom there is $75 to $125 million in fee opportunity.

On Slide 20 - There are a number of additional ancillary opportunities that we can participate in that we currently do not today and one of the biggest of those is the sponsorship market. Right now we make very little from directly selling ticketing related sponsorships and based on conversations that we are engaged in at the moment we know this number has enormous growth potential. Now that we will have control of our own ticket inventory the sponsorship opportunities are extensive from distributing tickets exclusively at retail sponsor locations or sponsor websites to product tie-ins and contest with tickets. Once we have built a relationship with the fan through their ticket purchase we have the opportunity to provide additional value through any number of incremental products from fan club memberships, merchandise, music, travel and dining packages, parking, food and beverage vouchers, gift cards and more. All of these sales will be incremental to our projection.

I am going to turn it over now to Bryan Perez, our CEO of Global Digital to talk a little bit about execution.

Bryan Perez


Thanks Nathan. Switching gears we want to spend a few minutes explaining to you how we plan to role out ticketing in the US and Canada. The bottom line is that we are confident in our ability to execute selling tickets because it is our core business. It is what we do everyday. Hundreds of people in our company are tasked with doing it and they’re well equipped to handle this role out. In addition, having an expert partner like CTS with a superior software platform facilitates that even further. I personally lead the global digital team and have a background in ticketing to the time I have spent with Madison Square Garden and South West Sports group and then working with Major League Baseball Advanced Media on ticketing related initiatives and it isn’t for the last 2 and a half years I have been running Live Nation tickets and have rolled out our highly successful www.LiveNation.com platform.

Nathan will be responsible for the core ticketing execution and the strategy on the day-to-day basis and it goes to leverage his background as the former CEO of Music Today and merchandise fulfillment and ticketing business as he mentioned earlier. JoeMana is our CIO and is responsible for the technology implementation and integration. Joe came to us from www.Tickets.com where he was CTO and responsible for integrating over 11 different ticketing platforms. Hehas an extensive background in ticketing technology and operations and he’s already got a team of experts in the field. Obviously, CTS itself is a core component to the roll out. They are fully committed to help us launch by the year end and provide dedicated full time programmers to address our needs, training for our team, ongoing support; the full package there. Our teams have been preparing for this for months together already. The good news is that our incentives arein line. For every ticket that we sell they make money.

Moving on to Slide 24 - As a concert company we already have extensive, as I mentioned earlier, extensive North American ticketing network in place. We have 88 owned and operated venues which can serve as places to purchase tickets. We have a 500,000 square foot fulfillment center and call center infrastructure that handles customer service and sales for millions of orders a day located in Crozet, Virginia and that is going to serve as a base for many of our back room ticketing operations. Then again, most importantly we have over 100 dedicated full-time employees and 400 part-time box office employees that so nothing but eat sleep and breath ticketing every single day.

On Slide 25 - We talk about really the front door our new ticketing business is going to be helped by our already strong online presence. As we have mentioned in numerous presentations we already have the number two event website in North America and that significant traffic for the limited amount of exclusive inventory that we currently have. We expect to ramp up our online presence dramatically as our ticket sales increase and all those visitors come to www.LiveNation.com to purchase the ticket as opposed to other entities website. We are going to continue to provide fans with a fun easy to use, highly utility oriented place to find concert tickets and other artists products. I am going to turn it back over to Nathan and he can talk about specifics of the execution plan.

Nathan Hubbard


Over the next 12 months we will continue to execute on our plan. Obviously, we are already well down the path on this plan. Some of the key steps will include hiring additional personal which will ramp over the course of 2008. Many of these candidates have already been identified and many already hired. We will work with CTS to localize their software for unique US needs and develop any specific special applications for our use. We are expanding our data center, installing the ticketing software and integrating it with our internal systems. We will outfit all of our venues with new computers, printers, high speed internet and wireless access. We will train our call center personnel. We expect to use a combination of internal and external call center resource. Discussions that we are having with external call centers are already well under way. We will scale our ticketing fulfillment operation. These will be based at the Music Today facility in Crozet, Virginia. Music Today as we discussed already fulfills annually over 2 million tickets and a 1.5 million orders.

On Slide 27 - on distribution in North America we are going to empower www.LiveNation.com with exclusive inventory and expand on the progress you have seen us make over the last year as an e-commerce site. Approximately 60% of our tickets are already online and we have deep relationships with these customers already. For every ticket that we sold in 2007 we had 3.2 unique visitors to our website. Again, that is with little or any exclusive ticketing inventory on our site. We spend about $150 million each year marketing our shows and directing fans to buy tickets. Obviously, going forward we will be directing them to www.LiveNation.com or box office or other distribution partners. Directing email marketing is one of our core competencies today during 2007 we sent over 650 millions emails in the US to our fan database alone. For tickets not sold via the internet but sold via outlets and phone we plan to replace our existing distribution points with our own retail partners and these conversations are already well under way. In addition, as we discussed when we utilize a combination of in house and third party call centers to meet the telephone sales and service needs. We are very confident that the combination of our existing team and CTS expertise will allow us to execute extremely effectively in the coming year.

On the international side on Slide 28 CTS Eventim will provide us with a turn key ticketing solution and as Klaus mentioned they are committed to establish satisfactory distribution networks in each market which is a critical component of the European ticketing. We have the utmost confidence in Europe’s largest ticketing provider as CTS already has a presence in 17 markets and they are experts in rolling out new markets for clients.

I am going to turn the call back over to Michael to provide some closing remarks and then we will open the call up for questions.

Michael Rapino


As you can tell we are excited about the potential of our new ticketing business and believe that we will create tremendous value for our shareholders and fans. We will now open it up for questions.


Question-and-Answer Session


Operator


(Operator instructions) Our first question comes from David Kestenbaum of Morgan Joseph.


David Kestenbaum – Morgan Joseph & Co., Inc.

Can you give us some kind of idea what the per ticket fee that you are going to be charged by your vendor is? Some kind of color on that and will it be in Dollars or Euros? Can you start with that and then can you talk about your retail strategies? Because I don’t think you got into much as far as distributing the tickets.

Michael Rapino


On the service fee we expect at this point to continue to be market price and competitive with other ticketing operations out there so we don’t see any dramatic increase or decrease in that strategy to date. We obviously work with the artist directly so we have a new way of thinking about the service fees since we’ll look to wrap it into one price and have more input from the artist. We don’t consider pricing to be a competitive proposition that we’ll lead with whether it is through less or more of the price.


Nathan Hubbard


I think the second part of your question was about our retail strategy and I think you will see us in the coming months roll out our consumer model as we get closer to launch. We certainly believe that the content we have is extremely attractive to a variety of retail distribution partnerships and that we can bring some unique things like exclusivity to some of those partners. So as we get closer down the road in the year you will see us roll that out.

Michael Rapino


But David as it relates to the fee that we are paying CTS, for competitive reasons we are not really discussing that right now so we have tried to give you some kind of net bottom line guidance in lieu of that.

Operator

Our next question comes from Mark Wienkas from Goldman Sachs.

Mark Wienkas – The Goldman Sachs Group, Inc.


The question on pricing is just what happens in general. The general concert industry pricing trends and then the implications or impact of Live Nation controlling the ticketing domestically at least and all the pricing with respect to the transition toward dynamic pricing what do you think happens to [inaudible] as you move from the three tier pricing model to more dynamic pricing?


Michael Rapino


We believe that is the great opportunity of the industry. The very unsophisticated model of the industry to date is very clear on why Stub Hubs and secondary markets have exploded. In an efficient market in any other industry in the world you would not be having this type of action happening where people are making more money selling your product day two than they are at the retail strategy. We know on eBay that we would be one of the very few items out of there entire roster where our product is sold the next day for a higher value than it was at retail. Most of the real world would figure out how to adjust there retail strategy and dynamic price to capture that and not have an outside participant participate in the upside. So, now it is just part of controlling the inventory which we always have controlled we just have not had a motivated competency inside to think about the retail strategy for the pricing. We now believe that dynamic pricing will help drive the overall revenue up for us and our profit up for us as we get to participate in the secondary market or as most people believe over time the secondary and the primary merge and we become a much more efficient ticket selling company as in the airlines or hotel rooms or other models that have assets that are depreciable at the end of the night. We now start thinking about our inventory in those terms, having all the levers to adjust daily, hourly now we really become somebody that is driving our inventory based on consumer instant information and provide opportunity to price the product and sell through every ticket to the last minute of the show.

Mark Wienkas – The Goldman Sachs Group, Inc.

So recently a lot of states have changed there ticketing laws which limit the restrictions on reselling so I guess with those changes you are contemplating all of that. And, then I guess what is the reason? Why would the customer that would today choose to go and sell there ticket on Stub Hub choose to instead go to Live Nation? Can you force that transaction or no?

Nathan Hubbard


I think it is largely about efficiency for them. Because we have the primary ticketing system we take the delivery mechanism out of the equation and put it in the hands of the consumer, we can cancel a bar code and reissue it immediately. Not only do we kind of guarantee the official nature of the ticket because we see this ticket coming both in and then reissuing it. We make that immediacy of, “I paid for it and it is in my hand,” now available for the customer.

Mark Wienkas – The Goldman Sachs Group, Inc.

The fees are generally consistent?

Michael Rapino


Yes.


Mark Wienkas – The Goldman Sachs Group, Inc.


Sorry, one last follow-up. On Slide 17 you talked about the incremental initial hit to EBITDA in 2008 and then the bump in 2009. Is that to read the bump in 2009 at $15 million or $30 million? This looks to the baseline forecast such that if 2008 core EBITDA were, lets pick a number, index it at 100 that it would be instead 85 and then the next year the bump of 15 wouldn’t just take it to 100 it would be 115. That is actually a $30 million dollar incremental change.

[Leanne Markay]


The core numbers, this is based on just our 2006 numbers as a core so just applying that and saying.

Mark Wienkas – The Goldman Sachs Group, Inc.

Applying the 2006 base to each one of those?

[Leanne Markay]

Correct. Exactly.


Operator


Our next question comes from John Blackledge of J.P. Morgan.

John Blackledge – J.P. Morgan Securities, Inc.


Just wondering the $25 million in incremental EBITDA is fully bloated when you have all of your ticketing, he Ticketmaster stuff is over with. And then looking at he incremental opportunity of that other $25 million is the market venues, is that the biggest part of it and can you start to negotiate or can you of the 15% of the Ticketmaster tickets that come up on an annual basis can we start to see some impact in 2009? And then just wondering what the annual maintenance cap ex is going to be?

Nathan Hubbard


Let me answer your question about some of the ancillary. For us I think the largest components are sponsorship. Certainly the third party opportunity we’ll look at as being large. We do think there is opportunity in 2009 and as we said today we are working with a number of third party clients through our existing Music Today business, we are already in discussions with other third party clients. So that is a very real and present opportunity for us.

[Leanne Markay]

You can see at the bottom of Slide, John that we expect, there $30 million of incremental initial cap ex of hardware, a lot of hardware, mostly servers, computers and then $3 million in the years that we don’t have to replace that hardware or software. So you’ll see reinvestment cycle over time as we have to upgrade those platforms.

Operator


Our next question comes from Jeffrey Shelton of Natixis

Jeffrey Shelton – Natixis Bleichroeder


My first question is for Klaus if he is still on the line. I was curious as to what he felt the biggest challenges in importing the ticketing platform to work with Live Nation are?

Klaus-Peter Schulenburg


We are used to set ups new ticketing platforms in countries, for example we change our complete ticketing platform in Germany from 1999 to 2000 and we are very experienced in this. There was not one day where ticket sales were stopping and we have almost one year to set up everything and I don’t foresee any major problems.

Jeffrey Shelton – Natixis Bleichroeder


Will you have a dedicated team supporting the platform.?

Klaus-Peter Schulenburg

Absolutely. We have already started to customize the platform for US needs and our software was sort of beneficial because our software is multi lingual multi currency and as a user of our software you can easily set up your own language like English, German, Spanish, French or whatever.

Jeffrey Shelton – Natixis Bleichroeder

Second Michael, the big argument with Ticketmaster was over direct control over the customer obviously, you will have that now. Can you talk a little bit about what incremental revenue and EBITDA you’ve seen from your limited efforts to date as to when you actually control the customer? And am I right in thinking that that $25 million in incremental does not include any of that.

Michael Rapino


Yes you are right. The fundamental strategy over the last year in soliciting a new partner or renewing with Ticketmaster was all about we needed to control our tickets. Now that is a couple of folds not only control the consumer and have that database but just also control the allocation of the ticket which is the second part which is very important meaning, to date we do not have a lot of flexibility to take our tickets and give them to Target or Wal-Mart and let them sell them for a huge sponsorship premium to us. We think that not only the control of the consumer and have a direct interaction is a great marketing efficiency for our core business.

Remember that we spend close to $100 million dollars a year marketing concerts around the world. The market is very efficient. We spend less than 5% online where 70% of our consumers are actually finding about our concerts online. We believe over time we will shift a lot of our print and radio advertising to a much more efficient direct consumer model which will help our core concert business become a much more affective marketing business. It is just simple strategy that if Jimmy Buffet plays every year why wouldn’t we talk to those 300,000 consumers directly versus every year going with a radio and print inefficient campaign to try and get 90% of those consumers back.

So, number one owing the consumer is just really all about understanding the consumer purchase pattern and having a continual dialogue to grow our core margin concert business. Two is sponsorship. Now we can control our tickets and we can decide whether those tickets are sold at www.LiveNation.com or whether they are sold at Verizon. However, we want to use those tickets to find the most efficient way to market and monetize them we can now do. And three, the beautiful outcome out of all that is because we are the largest promoter in the world we happen to be the largest suppliers to venues in the world of content we instantly become a very legitimate number two or three largest ticketing company in the world overnight with an attractive content proposition because we are filling these venues with shows every day of the week. That is the fragmentation and consolidation of the value chain happens we happen to be standing as the largest content supplier in the world with over 10,000 concerts and 1,000 artists with a now a number two or three ticketing platform in the world. We think the real opportunity that we are being very conservative on is how quickly we will grow our third party new business through new venues that have already expressed great interest in being in business with an alternative.

Jeffrey Shelton – Natixis Bleichroeder

On that topic Ticketmaster does lots of sports ticketing do you envision competing on that front as a third party provider.

Michael Rapino


We believe that our customer, the venue operator who we have a very long and local relationship with and would probably be their number one business partner in terms of bringing 20,30, 40 concerts a year to there venue and driving there bottom line. When we are in business with them we will be in business with there full ticketing platform.


Operator


Our final question comes from David Joyce of Miller Tabak


David C. Joyce – Miller Tabak & Co., LLC

A couple of questions – one, if you could please describe the kind of hurdles that would be involved in CTS moving into countries in which you currently don’t operate such as in Australia and other parts of Asia? secondly just on accounting housekeeping if you could describe the expenses involved that take you from revenue down to EBITDA and the difference between EBITDA and operating income if that is just the depreciation on the Cap ex.

Nathan Hubbard


I will tackle the first part of your question which was around brining the platform into new markets. I think we are not concerned at all. The key hurdles are just around building the infrastructure and I think CTS has a proven track record of doing extremely well through various countries throughout Europe.

[Leanne Markay]


Then on how the P&L will shape up it will just be revenue and then we will have a variable licensing fee that we pay on a per ticket basis and then we have our own fixed costs operating expenses for developing the ticketing platform. Then in terms of the difference between adjusted OIBIDA and operating income it is just depreciation amortization really and we put a reconciliation on the last Slide of the deck.

Operator


At this time there appear to be no further questions.

Michael Rapino

Thank you everybody.

Operator

Thank you this does conclude today’s teleconference. You may now disconnect from the call.

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