Le Musée Grévin

Revenue Management in Ticketing: the example of the Musée Grévin

Could you please introduce yourself?

My name is Yves Delhommeau, and I’ve been General Manager of the Musée Grévin since 2016. After studying hotel management, I went on to study geography and economics at the Sorbonne. After graduating, I began my career in the restaurant business, which led me to work on various projects related to leisure parks. In particular, I was involved in setting up a catering offer at the France Miniature park, which I later took over to manage. This experience marked my first step into the world of leisure parks.

Later, I helped create the leisure branch of Compagnie des Alpes, notably by bringing together Parc Astérix and the Musée Grévin – which also included France Miniature at the time. This adventure enabled me to accompany the development of this branch, marked by the integration of emblematic sites such as Futuroscope and Walibi.

Can you tell us a little about the history and mission of the Musée Grévin?

The Musée Grévin opened its doors in 1882, over 140 years ago. Its original mission was initiated by Arthur Meyer, then director of the newspaper Le Gaulois, now known as Le Figaro. At the time, few newspapers had the means to illustrate their articles with photographs. Mr. Meyer came up with the idea of creating a place where readers could discover representations of the celebrities featured in his newspaper.

To make this project a reality, he called on the services of the artist Alfred Grévin, whose talent contributed greatly to the museum’s success – so much so, in fact, that the museum kept his name!

Now, in 2025, what is the museum’s mission?

Today, while remaining true to the museum’s DNA, we strive to adapt to changes in society. For example, after the First World War, we integrated themes such as the History of France and crime stories, which were particularly popular at the time. After the Second World War, with the democratization of photography, the museum became a place where visitors could immortalize their visit by photographing themselves alongside celebrities. A trend that has continued to grow ever since.

In 2025, our mission is to satisfy all museum visitors by offering them an immersive experience.

What do you see as the main challenges facing the museum sector today?

The Musée Grévin was one of the first to introduce dynamic pricing on dated tickets. This approach enables us to manage attendance, particularly during school vacations when we are often fully booked.

Today, our main challenge is to refine this strategy by optimizing our rates, not only on our website, but also on the platforms of our many reseller partners. Revenue Management plays a key role in this process, by ensuring that our prices are consistent, which is essential if we are to keep our visitors satisfied.

What issues and objectives led you to contact Revbell? What were your expectations?

Revenue Management becomes part of our strategy as soon as we draw up our annual budget. We use data from previous years to forecast visitor numbers and set sales targets. This method helps us to adjust our prices according to visitor types and periods, while identifying areas for improvement to optimize our results.

Although we manage Revenue Management in-house, we felt we needed support to structure our skills. Recruiting a full-time dedicated person was not an option, so we chose Revbell for their clear, multi-sector vision of Revenue Management.

How did the diagnostic phase go? What were the main lessons you drew from it?

The diagnostic phase was very enriching. Calling in an outside firm enabled us to benefit from a fresh look at our practices, while identifying innovative solutions we hadn’t thought of. In particular, we improved our flow management by limiting the number of tickets sold by resellers during peak periods, in favor of direct museum ticketing.

Following the diagnosis, we integrated Revenue Management into the marketing department for better coordination. With the help of the Revbell consultant, we rethought certain strategies and set up daily monitoring. A dedicated dashboard now enables our teams to monitor performance in real time and adjust actions if necessary, guaranteeing greater responsiveness and efficiency.

What did you appreciate about Revbell’s approach and expertise? Was there a particular moment in the mission that stood out for you?

Revbell’s consultant listened carefully to our needs and understood how the museum operated. His mastery of technical tools was decisive in analyzing our often complex databases. This collaboration enabled us to gain in precision and create additional value, particularly in the face of challenges such as the Olympic Games, where visitor profiles have changed radically.

What advice would you give to a company looking for Revenue Management support?

Outside support is essential to take a step back and identify opportunities for improvement. Revbell provided us with valuable expertise and a rigorous methodology that transformed our approach.