The ticket as a growth engine: how Platinium Group’s data-driven approach is redefining football revenues
Platinium Group-Monaco (PG-MC), a leader in ticketing technology and e-commerce solutions, is driving a real revolution in the business model of football clubs. Forget the ticket as a mere access title: PG-MC transforms it into a strategic contact point with high emotional value, placing it at the centre of the fan journey. How is the adoption of cutting-edge technological platforms, combined with a powerful data-driven approach, redefining revenue opportunities? By analysing real-time purchasing behaviour and importing successful best practices from sectors such as Formula 1, PG-MC not only optimises the purchasing user experience but enables clubs to personalise offers, increase the fan’s lifetime value, and accelerate the digital transformation towards a full digital ecosystem that promises to bring 100% of sales online, eliminating all fragmentation and inefficiency.
PG-MC is a leader in ticketing technology and e-commerce. How is the adoption of cutting-edge technological solutions for managing tickets and online sales redefining revenue models for football clubs? And how does your data-driven approach help clubs identify new business opportunities?
“Platinium Group’s mission is to redefine the very concept of a “ticket.” We no longer consider it a simple entry pass, but a strategic contact point between the club and the fan: a moment of high emotional and relational value.
The purchasing experience is, in fact, one of the most significant steps in the fan journey. It must be seamless, intuitive, and reassuring, capable of transmitting trust and stimulating conversion quickly. For this reason, Platinium Group releases weekly updates to constantly perfect the user experience and offer partners an ever-evolving technological platform, developed according to e-commerce best practices.
In parallel, our data-driven approach allows clubs to go beyond the simple sale of a ticket. Through advanced Business Intelligence tools, we analyse purchasing behaviour, preferences, and fan patterns in real-time, providing valuable insights to identify new revenue opportunities: from customising commercial offers to launching new products and events, right up to leveraging data as a strategic tool for marketing and business development decisions.
In summary, Platinium Group accompanies clubs in a digital transformation that puts the fan at the centre and transforms ticketing into a true engine of continuous growth”.
You have extensive experience in Formula 1 and the luxury sector. Which best practices or business models, learned in sectors such as F1 (highly focused on experience and hospitality), can be successfully imported and create value in the football industry?
Platinium Group was founded in the Principality of Monaco, where it still has its headquarters. The global collaboration with Formula 1 has allowed us to accompany the championship in its international growth and to fully understand how a major organiser can offer the highest quality experiences to its fans. These experiences are complemented by international collaborations with MotoGP and the Longines Global Champions Tour, which have allowed us to explore different sports contexts and understand how to enhance every event and every type of audience.
The Monaco Grand Prix best represents this philosophy: an iconic event that combines sport, luxury, and emotion, in a context where every detail is cared for and the experience becomes an integral part of the brand.
As happens in Formula 1, MotoGP, and the Longines Global Champions Tour, football today also has the opportunity to offer its fans increasingly immersive and engaging experiences, capable of uniting the club’s history, the sentiment, and the essence of the sport.
The goal is to create a promotion, a purchase path, and a commercial offer that conveys exclusivity and consistency, valuing every moment of contact with the fan. In this way, the event is not just sport, but a complete experience that strengthens the emotional bond with the club and generates new value for the company.
Fans expect increasingly personalised experiences. How do you use CRM and digital solutions (e-commerce, ticketing) to transform a simple ticket buyer into a loyal and engaged fan, increasing the lifetime value for the club?
“Thanks to our solution, which allows clubs to obtain exclusive ownership of the data, an immediate view of the fan and their purchasing behaviour is obtained, and these levers can be acted upon to increase loyalty and revenue. The club can thus propose targeted pricing and product strategies and use our technology to monetise through the multiple available features. This converts an occasional buyer into an active member of a continuous relationship, increasing frequency, average value, and life-time value”.
What advice would you give to football clubs on balancing the cost of innovative technologies (ticketing, CRM) and the return on investment in terms of improving fan experience and loyalty?
“The main advice I would give is to consider technology not as a cost but as a strategic investment. Tools such as advanced ticketing and CRM systems are not just for optimising operational management; they represent fundamental levers for creating long-term value, improving the relationship with the public and the ability to generate recurring revenues.
The goal is not to adopt expensive or complex solutions, but to implement scalable technologies that are truly integrated into the organiser’s strategy.
We collaborate both with partners who manage their marketing and CRM strategies internally, and with entities that work in full scope with Platinium Group, fully entrusting us with these activities. In both cases, the results have been extraordinary, with tangible growth in sales and revenue, along with a strong increase in fan loyalty and engagement.
In this sense, technology, when guided by a data-driven and fan-oriented approach, becomes a true engine of growth, capable of improving the experience, consolidating the emotional bond, and generating sustainable economic returns over time”.
Your technology requires new skills. What professional figures should football clubs train or look for today to best manage the advanced digital solutions you offer (e.g., CRM Manager, E-commerce Specialist)?
“The truth is that there is no need to build mammoth internal structures. PG not only provides the technology but also the expertise. Our specialised figures guide clubs and organisers daily in the advanced use of technology and monetisation models, without them having to develop complex in-house know-how or dedicate substantial resources and investments. The club’s focus can remain on its core business, finding a reliable partner in PG to take care of the rest. The club only needs to define clear objectives: we bring the method, people, and technology to transform them into concrete results and revenue growth”.
Looking to the future, what will be the next element of disruption that PG-MC intends to bring to the intersection of sport and technology?
“The next major disruption will be bringing 100% of sales online. It is a model that we have already begun to implement successfully with several clients, such as Juventus, and which allows for the complete elimination of channel fragmentation and every form of inefficiency. This brings enormous benefits both for the organiser and the fans: greater flow control, lower operating costs, smarter and dynamic pricing, more proprietary data, increased security, and above all, a seamless, transparent, and personalised digital experience. Moving towards a full digital ecosystem is not just technological evolution; it is a cultural change that enables new revenue streams, allowing clubs and organisers to have full control over the customer experience, modernise the business, and develop it on a global scale”.
