The rollout of the Spring 2025 season presents a timely opportunity to discuss tourism marketing strategies for new musicals.
Everyone knows tourists generate two-thirds of all Broadway sales, with post-arrival tourists purchasing 20% of all tickets—approximately $300 million in revenue. This in-market segment (domestic + international) is larger than the suburban and roughly the same size as the New York City residents audience. These tourist ticket buyers represent an especially lucrative segment because they fill last-minute seats at full price. Strategically allocating media capital in proportion to market potential and the target audience’s purchasing behavior increases the likelihood of achieving both short-term revenue goals and long-term brand success.
The traditional belief that a show should first establish a local audience before targeting tourists warrants reconsideration in this environment. Reallocating a portion of marketing dollars from metropolitan markets to the visitor segment will jump start the capture of market share. Some of the “tourist” musicals that closed prematurely in 2024 may have done so because they failed to effectively build a tourist audience early, running out of time to establish this crucial market.
Key Facts to Consider
- NYC is a repeat tourist destination—both domestic and international travelers visit regularly and are often looking for new shows.
- Approximately 30% of domestic and 40% of international tourists buy their tickets the week of the show.
- Nearly one-third of City Guide readers who purchased tickets in-market bought their second show after having purchased their first one in advance. (2025 City Guide’s Broadway Ticket Buyers’ Survey)
Marketing Strategies
- Allocate marketing spend based on market potential. Many shows delay tourism marketing, prioritizing regional audiences while deferring investment in the in-market tourists who make up a significant portion of sales. Since post-arrival tourists represent a high-value segment with immediate purchasing intentions, reaching them effectively can drive cash flow, build momentum, and extend a show’s lifespan.
- Reaching in-market tourists is challenging but essential. Visitors are less engaged with their phones, out-of-home (OOH) advertising is fleeting, and international tourists may face language barriers. This difficulty often leads to under-allocation, with more money spent trying to persuade occasional local and regional theatergoers instead. However, this is a risky strategy.
- Undecided or second-show-seeking tourists need guidance. These visitors have limited time and want confidence that your show is the right choice. Providing them with descriptive messaging should be an essential part of the strategy.
City Guide’s Strategic Advantages
- Unmatched reach: City Guide engages 7 million tourists annually, making it the largest media outlet reaching visitors post-arrival. The audience is young, more international, and mostly repeat visitors to NYC—key buyers of both new shows and long-running productions. Nearly half of our readers plan to buy a Broadway ticket while in NYC.
- Comprehensive marketing integration: More than just an ad, City Guide’s program influences show selection through editorial content, photography, directory listings, and concierge recommendations, helping readers compare options and make informed decisions.
- Cost-effective investment: At just $3,000 per week—roughly 3% of many shows’ weekly marketing spend—City Guide delivers dependable ROI. Selling just 48 tickets to its 125,000 weekly readers (a mere 0.04% conversion) doubles your investment.
Tourists who experience your show early in its run become its evangelists back home, amplifying word-of-mouth recommendations that are more influential than traditional advertising. Investing in the post-arrival tourism market isn’t just about short-term sales; it’s about building a brand with staying power. Under-allocating and deferring investment in this audience risks sacrificing long-term success for short-term returns. Don’t overlook the power of tourists.
David Miller
CEO/Publisher
