Interactive
BLOCKCHAIN IN SPORTS BETTING PROTOKOL
Protokol: increasing the stakes for fans through blockchain
Lars Rensing, CEO at enterprise blockchain services provider, Protokol, explains the changing dynamic between live/esports sports betting and blockchain technology
Lars Rensing, CEO and Co-Founder, Protokol
'Lars Rensing is CEO and Co-Founder of enterprise blockchain services provider Protokol. He has over 4 years' experience in the blockchain industry, helping to lead and co- found Ark; the open-source blockchain platform which underpins Protokol's blockchain services. He is passionate about helping everyone from start-ups to enterprises unlock the opportunities of blockchain technology for their business, and as a result currently also serves as an adviser for a number of start-ups leveraging blockchain technology.
Lars leads the overall strategy and direction for Protokol, which is helping businesses across the world solve real challenges though custom blockchain solutions. Protokol aims to unlock the value of blockchain technology for enterprises by removing complexity and the barriers to entry through its industry-leading digital advisory, blockchain consulting, blockchain development and support services. '
With the rise of the digital-native fan, and the events of 2020 decimating ticket revenues for live events, the sports industry, and the fast growing eSports industry, are being forced to rapidly diversify and digitise; in the quest for alternative revenue streams and new ways of engaging their fans, as well as looking to solve existing issues of fraud and corruption. While teams are no stranger to innovation in the way that they engage fans, there’s one technology in particular that’s catching the eye of teams looking for a fast, scalable and secure solution for generating revenues and enhancing the fan experience. Enter: blockchain. Te technology is helping teams on a number of fronts - and Lars Rensing, CEO and Co-Founder of enterprise blockchain provider Protokol, has outlined the top seven in the below list.
1 .INCREASING GLOBAL ENGAGEMENT WITH FAN TOKENS
Te sports industry has an increasingly global reach, meaning that sports teams now have a much more global fan base who, while unable to attend games, want to be engaged with their team. As a result, sports teams are looking for a way to monetise this growing international audience and keep them engaged. One way that blockchain is helping teams to do this is through the creation of fan tokens. Tese digital tokens - created using blockchain technology - act as a club’s own virtual currency, which fans can purchase for fiat currencies, like dollars, euros, and pounds, making them a viable revenue stream for teams. Fans exchange the fan tokens for merchandise, collectables, or exclusive experiences. Fan tokens are a finite, digital asset backed by secure blockchain technology. Data
P134 NEWSWIRE / INTERACTIVE / MARKET DATA
The absence of quality live sport has meant that the overriding
related to ownership and transactions of fan tokens is automatically stored on a secure, decentralised digital ledger, allowing teams to access in-depth fan interaction data that can seamlessly and securely be shared with everyone, from sponsors to business partners.
For fans, ownership of fan tokens offers them the ability to use their tokens to unlock discounts on merchandise, access unique experiences, or participate in fan-led decisions through a mobile voting platform; as well as serving as a ticket into a secure, exclusive inner circle of fans with shared passions and beliefs. With tokens, fans can interact with their club, earning points and participating in a virtual ecosystem. Fan tokens even help supporters feel more connected with their teams, allowing clubs to overcome the challenges of distance when communicating with fans and engaging a wider audience. For instance, FC Barcelona has an estimated 450 million fans worldwide, who are now within their reach thanks to blockchain technology. As well as connecting clubs with fans, tokens are also a great source of revenue for teams, and are
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144
