🇦🇺Australia

Nicht abgerechnete Zusatzleistungen und Mehraufwände bei Events

1 verified sources

Definition

Event projects often involve variable components such as extra attendees, extended hours, upgraded AV, catering changes, and rush changes close to the event. Events-based billing approaches recognise that customers should be charged per billable event or usage, but in practice many agencies still rely on static milestone invoices and spreadsheets.[3] When scope changes are not synchronised with billing, items remain off the invoice or are written off after disputes. Industry benchmarks in project- and event-based businesses typically show 2–5% revenue leakage from unbilled work and pricing errors when billing is manual. For an event company with A$5m annual revenue, this corresponds to A$100,000–A$250,000 of lost billings per year.

Key Findings

  • Financial Impact: Quantified: 2–5% revenue leakage from unbilled extras and scope creep → A$100,000–A$250,000 p.a. on A$5m revenue; plus additional write-offs after client disputes.
  • Frequency: Recurring on most medium and large events with scope changes, especially where milestones are fixed-price and reconciled only at project end.
  • Root Cause: No integrated link between operations (run sheets, change orders, attendee counts) and billing; reliance on manual spreadsheets and email trails; contracts that do not mandate automatic price adjustments for measurable changes; late or incomplete documentation of onsite changes.

Why This Matters

The Pitch: Event Services players in Australia 🇦🇺 lose 2–5% of event revenue annually on unbilled extras and scope creep. Automation of event-based billing and real-time change capture recovers this lost margin.

Affected Stakeholders

Event Producer, Project Manager, Finance Manager, Account Manager, Operations Manager

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Financial Impact

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Current Workarounds

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Methodology & Sources

Data collected via OSINT from regulatory filings, industry audits, and verified case studies.

Evidence Sources:

Related Business Risks

Verzögerte Meilenstein-Zahlungen durch manuelle Rechnungsstellung

Quantified: 15–30 extra DSO days on 30–40% of revenue, tying up ~A$500k–A$1.5m working capital for a A$5–10m agency → A$25,000–A$150,000 p.a. financing/opportunity cost; plus ~10–20 hours/month of manual reconciliation and chasing payments.

Überhöhte Zahlungsgebühren und vermeidbare Transaktionskosten

Quantified: A$2.50 per ticket on low-priced tickets and 5–7% fees on high-value tickets, fully or partially absorbed by the organiser → A$80,000–A$120,000 p.a. for ~40,000 tickets; optimisation can save A$30,000–A$60,000 p.a.

Kundenabbruch durch eingeschränkte Zahlungsoptionen und komplizierte Bezahlprozesse

Quantified: 5–10% potential revenue loss from checkout/payment friction → A$100,000–A$200,000 p.a. on A$2m target ticket revenue; plus extra staffing cost for handling cash/cheques at A$1,000–A$3,000 per large event.

2-5% revenue loss from cart abandonment (industry standard for manual/poor UX registration)

Superannuation Guarantee Shortfalls from Payment Delays

20% SG Charge on unpaid super (e.g., AUD 230 charge on AUD 1,000 shortfall per employee/month)

Delayed GST/BAS Lodgement Penalties

AUD 222 per late BAS lodgement (minimum penalty); up to AUD 1,110 for repeated failures

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