The break-even chart This simple graphic tool can highlight control problems by nding the intersection of costs and revenue. Figure 7.5 shows a simple but effective break-even chart for an event that is dependent on ticket sales. A concert, for example, would have xed costs of stage, audio visual and adrninlsuation. But the greater the attendance, the larger the cost of security, seating, cleaning, toilets and so forth. However, at one point the revenue from ticket sales exceeds the costs. At this point the breakeven point the event starts making a prot. [fa xed cost such as venue hire is increased, the extra number of people needed through the door can quickly be calculated. Hop.r would the organisers attract those extra people to the event? One means might be increased promotion. This would then increase the xed costs. 50, an optimal solution is needed so that die increase in people at some point covers the cost of increasing die promotion. Amount $1 Nunbers through the gate ) FIGURE 15 The break-even chart '0? 5 Using the event break-even chart in this chapter [gure 7.5 on page 197], explore other options to increase die ticket sales. Include die element of lm, such as me timing of decisions and when the effects of decisions are felt. Discuss how problems of control and information of the ticket sales in the lead up to an event will affect the chart and therefore the decisions