{"id":14956,"date":"2023-01-27T17:26:14","date_gmt":"2023-01-27T17:26:14","guid":{"rendered":"https:\/\/leadersinsport.com\/sport-business\/?post_type=article&p=14956"},"modified":"2023-07-07T13:28:03","modified_gmt":"2023-07-07T13:28:03","slug":"broadcast-disruptors-bulletin-defining-the-metaverse-robloxs-self-assessment-and-the-nba-meta-expansion-explained","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/sport-business\/articles\/broadcast-disruptors-bulletin-defining-the-metaverse-robloxs-self-assessment-and-the-nba-meta-expansion-explained\/","title":{"rendered":"Broadcast Disruptors Bulletin: Defining the metaverse; Roblox’s self-assessment; and the NBA-Meta expansion explained"},"content":{"rendered":"\n\n
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\n 27 Jan 2023 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

Broadcast Disruptors Bulletin: Defining the metaverse; Roblox\u2019s self-assessment; and the NBA-Meta expansion explained<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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Category <\/div>\n Digital & Media<\/a>, Sport Business<\/a> <\/div>\n
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https:\/\/leadersinsport.com\/sport-business\/articles\/broadcast-disruptors-bulletin-defining-the-metaverse-robloxs-self-assessment-and-the-nba-meta-expansion-explained\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
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27 January 2023<\/strong><\/p>\n

Broadcast Disruptors Bulletin: what you need to know today about the shifting sports media landscape<\/p>\n

By\u00a0David Cushnan<\/a><\/h6>\n
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If you haven\u2019t already,\u00a0sign up for free<\/a>\u00a0to receive the bulletin straight to your inbox every second Thursday.<\/p>\n

Bulletin length: 2,146 words \u2013 it\u2019s a 9-minute read<\/p>\n

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Short form<\/strong><\/p>\n

Broadcast Disruptors of the Week: Kelly Burgett and Alex Drymonakos
\nDefining the metaverse; figuring out interoperability
\nRoblox by the numbers
\nThe NBA, Meta, VR and alternative content
\nExplaining the dip in football club broadcast revenues
\nFormula E\u2019s Chief Media Officer Aarti Dabas<\/p>\n

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Long form<\/strong><\/p>\n

LEADERS BROADCAST DISRUPTOR OF THE WEEK<\/strong><\/p>\n

Who?<\/strong>\u00a0Kelly Burgett and Alex Drymonakos
\nWhat? <\/strong>Co-Founders of Audience Labs, a new sports marketing agency launched this week
\nWhy?\u00a0<\/strong>Burgett and Drymonakas are bringing their experience of working for Red Bull to bear with the launch of a new agency specialising in content strategy, media monitoring, audience research and media sponsorship valuation. They\u2019re entering a crowded section of the industry, but believe they have hit on a fresh approach \u2013 an alternative to the \u2018fancy dashboard, full team of analysts and data engineering team\u2019 offered by others. Burgett, who worked in Red Bull\u2019s Global Audience Insights department, and Drymonakos, who was in the sports marketing team, are launching with another former Red Bull executive. Sharon Fuller will Chair Audience Labs\u2019 Advisory Board, alongside her own new role as Head of Content and Social for NBA Europe and Middle East, which she takes up next month.<\/p>\n

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THE BIG PICTURE<\/strong><\/p>\n

Thanks for opening the email and spending the next few minutes with us. This is the Broadcast Disruptors Bulletin, a fortnightly snapshot of tidbits, trends and tasty morsels from the world of sports media, content creation and broadcasting.<\/p>\n

We\u2019re at david.cushnan@leadersinsport.com<\/a> and james.emmett@leadersinsport.com<\/a>, where we\u2019re also anxiously awaiting your news, intelligence, opinion and best industry speculation.<\/p>\n

And we\u2019re not the only ones organising stuff. Our friends at Grabyo have two events lined up \u2013 they\u2019ll be in Melbourne on 2nd February<\/a> and, back in London, offering a behind-the-scenes tour of a live, multi-camera production (plus canapes) on 23rd February<\/a>.<\/p>\n

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THE TICKER<\/strong><\/p>\n

WBD to lay-off BT Sport staff<\/a> \/\/ Whisper signs up as Wimbledon partner<\/a> \/\/ Telemundo scores US Soccer deal<\/a> \/\/ Falcons open Ticketmaster Studios<\/a> \/\/ LIV secures CW broadcast deal<\/a> \/\/ Reed Hastings to exit Netflix role<\/a> \/\/ DAZN signs Amazon distribution partnership<\/a> \/\/ YouTube tests FAST model hub<\/a> \/\/ Viacom18 wins Women\u2019s IPL rights<\/a> \/\/ Vicente to chair all-star SportTotal advisory board<\/a> \/\/ CBS orders more pickleball<\/a> \/\/ Content chief Ostroff leaves Spotify<\/a><\/p>\n

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EYES ON THIS<\/strong> \u2013 Watch how these things develop to understand the future<\/em><\/p>\n

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Walk WEF me:<\/strong> As the snowfall settles on the annual gathering of the great, good and elite in Davos, work under the banner of the World Economic Forum is continuing on the complex task of defining the parameters of the metaverse. WEF has been gauging the views of a host of metaverse experts, amongst them Animoca Brands\u2019 CEO Robby Yung, in an effort to help crystalise a universal approach and creative actionable strategies around metaverse governance, safety \u2013 and, essentially, how on earth the idea of interoperability, the ability to move digital goods or profiles seamlessly from platform to platform, can and should become the norm. An initial working group paper, published last week to coincide with Davos, identified three areas of interoperability where best practice and governance needs consideration: technical, usage and jurisdictional. The technical area is examining topics including network constraints, asset ownership, IP protections, payments, identity verification<\/a> and data privacy and security; usage interoperability topics include inclusive design, respecting different cultures and practices, as well as design fit for use across all demographics; and the jurisdictional interoperability area includes focuses on data compliance, how transactions are created and occur within metaverses, accountability and identity frameworks. The working group is continuing to meet regularly and its initial interoperability briefing paper is available here<\/a> \u2013 its ultimate recommendations, short, medium and long-term, will undoubtedly impact how sports organisations think about and create future content, products and experiences.<\/p>\n

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Roblox up ahead:<\/strong> \u201c2022 was a great year for Roblox,\u201d was the predictably upbeat start to CEO David Baszucki\u2019s annual review letter. The platform\u2019s numbers appear more than healthy: a 23% uplift in users over the year, to a total of 56 million; perhaps more surprisingly, especially to parents, over half of those users are now 13 or older. As sport continues to explore the emerging Roblox world, his note is well worth reviewing in full here<\/a>, but Baszucki\u2019s letter touched on several areas of particular progress over the last 12 months. One such was its focus on the creative expression of self, through its launch of its Layered Clothing feature, which allows for garments to be draped in the same way they would be in real life. Similarly, the company reported over a million \u2018Roblox experiences\u2019 using its voice chat function, which replicates in-person conversations by basing volume on proximity (whisper if your avatar\u2019s close by, but you\u2019ll need to shout if it\u2019s all the way over there). The platform is also working on its creator tools: no surprise when developers and creators published over 15,000 experiences on Roblox every day last year. The company\u2019s Roblox Studio and Roblox Cloud offerings have both been refined, while a Creator Hub, a central reservoir of information and tools, was formed at the end of the year. Roblox is also focusing on immersive adverts, in addition to the over 100 brand activations launched in 2022 (it\u2019s noteworthy that the NFL, which launched the NFL Tycoon experience on Roblox last February, is one of the few brands Baszucki mentioned by name). \u201cAs companies continue to establish themselves on Roblox, with the help of our community, the opportunities for creators increase,\u201d he concluded. \u201cAnd the growth of our community expands the opportunities for organisations to connect with their audiences on Roblox. We\u2019re excited to see this momentum continue.\u201d<\/p>\n

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Net worth:<\/strong> The NBA\u2019s all-in-one destination app is the current go-to example if you ask any sports content or media executive what they\u2019re currently admiring\/jealous of \u2013 and no surprise, it\u2019s superb (and, having, imitated the likes of Instagram and Snapchat with its Stories feature, it now seems to be setting a trend for other sports events and leagues; it\u2019s noticeable that the latest version of the Australian Open\u2019s official app has also gone down the \u2018Stories\u2019 vertical video route). But the league is continuing to innovate elsewhere when it comes to delivering content in fresh ways; in the week it launched its latest alternative broadcast, available within the aforementioned app, featuring former player-turned-broadcaster Bill Walton and guests from sport, literature and business (Nike founder Phil Knight featured on Monday\u2019s broadcast), the NBA has also expanded its virtual reality partnership with Meta. In the new deal, 52 live NBA games, plus selected games from the WNBA, NBA G League and NBA 2K League, will be available via MetaQuest, Meta\u2019s VR headset, this season. The live games are available within XStadium, Meta\u2019s VR hub for sport in the US, and Meta Horizon Worlds. Plans include five \u2018immersive 180-degree monoscopic VR games in 2880 resolution featuring celebrity broadcasters\u2019, as Meta and the NBA look to combine the new viewing experience with the concept of alternative broadcasts.\u00a0
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THE NUMBERS<\/strong><\/p>\n

The Deloitte Football Money League is a sports industry staple \u2013 and Manchester City\u2019s ascension to the top of the charts generated plenty of headlines last week. Beyond the ranking, however, the report provides useful historical analysis of the way in which broadcast revenues have sat alongside commercial and matchday revenues for the world\u2019s biggest clubs. This year an increase in commercial revenue was offset by an 11% fall in broadcast revenue \u2013 as Deloitte explains, this is something of a reset \u2018as the bumper year experienced in 2020\/21, as a result of the deferrals of revenue relating to the postponed 2019\/20 seasons being recognised in the financial year, was not repeated\u2019.<\/p>\n

\"graph\"\u202f<\/span>
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PRODUCTION NOTES<\/strong><\/p>\n

\"aarti\"<\/p>\n

In the Mixed Zone with\u2026<\/strong>Aarti Dabas, Chief Media Officer, Formula E,<\/strong> who joined the electric motorsport series three years ago from the International Cricket Council. The next round of the new Formula E season takes place in Saudi Arabia this weekend.<\/p>\n

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You\u2019ve been in post for nearly three years, how do you see role in terms of building and executing strategy?\u00a0<\/strong>
\nI\u2019ve started looking at my world in terms of seasons. I came from a sport, cricket, that wasn\u2019t seasonal \u2013 that was World Cups and events, rather than seasons. And now I\u2019ve done two full seasons. I joined in the midst of the pandemic. I joined after five successful seasons and especially the last season had seen massive growth and when I joined it was an inflection point for us as a sport: could we continue to grow at this pace, or how could we change tact, or adapt and build on what we\u2019d done? When I joined the focus of the business was moving from serving the partner \u2013 because we are a very strong sponsorship business compared to other sports, and rightly so \u2013 to becoming a fan-facing, fan-first business. How do you attract more audiences and customers? That was vastly different to what I\u2019d done previously where audiences existed and you had to build content and products and a distribution model to serve those audiences, and use that to create market competition. Here you had to do everything from scratch. It has been a journey, but really the first two seasons were setting the foundations \u2013 and hopefully the work that\u2019s been done will now start to come to light in the next season.<\/p>\n

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What\u2019s your approach when you join an organisation, with an existing mission, existing strategies? How do you decide what to change and how quickly to change?\u00a0<\/strong>
\nIt\u2019s really important when you join an organisation that you\u2019re really clear what is expected of you and in what timeframe. You need to go in with clarity on what strategy you\u2019re serving, or are you resetting it? Equally, what\u2019s important \u2013 and what I\u2019ve realised in my two decades in the industry \u2013 is change is important, but respecting what was done earlier is also important. People have done something, built businesses and brought it to a certain extent. Irrespective of why you were hired, it\u2019s really important to first go into a business to understand a business \u2013 what is the ecosystem, who are the stakeholders, what are the requirements? Only then can you build a strategy that builds on what was there. When I joined, I joined at a point when it was a reset of the media strategy \u2013 I was given that mission, but even to reset we had to build on what was done in the past because there was a stakeholder ecosystem that expected certain things. You couldn\u2019t just go in and take it all out. I could write a great strategy on paper but without consulting the ecosystem and taking them on the journey is impossible.<\/p>\n

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If you\u2019re responsible for media and distribution of content, how do you put forward wider ideas around how the product could innovate and change when it\u2019s not squarely your remit?\u00a0<\/strong>
\nUltimately, what every sport or any product needs to do is diversify its revenues. You don\u2019t want to be too dependent on one source. I would hope that even the biggest sports products or codes, who rely 90% or 95% on media rights, have a strategy \u2013 because that bubble may burst. Every sport has to be prepared for the future and the future is having a direct relationship with your fans. I\u2019m not talking about setting up your own OTT, it\u2019s about knowing that if you do not get the direct sponsorship value or direct broadcaster value you know you have this fanbase you can interact with directly and serve. You\u2019re not at the behest of a big broadcaster\/media house\/sponsor. Where Formula E is as a business, it\u2019s a partnerships-led business \u2013 it\u2019s very different from the majority of global sports properties, where the majority of money, whether it\u2019s 50% or more, comes from media. But rather than try to become one of those global sports properties, we can change the game here. Media doesn\u2019t have to be 50% – even a 20% or 25% share can grow the business hugely, because that will grow the partnerships business. We are not trying to copy a traditional sports growth model; it\u2019s can we build our own model for growth? What\u2019s key for us \u2013 and for every organisation \u2013 is diversification. I come from a role where media rights was 80% or 85%, but here you have to take everything in; ultimately there is tension, but ultimately without tension you can\u2019t achieve what you want to. Tension has to exist.<\/p>\n

Aarti Dabas was talking in November on The Blueprint<\/a>, the podcast about straightforward strategic thinking in sport, brought to you by Leaders and Deltatre.\u00a0<\/em><\/p>\n

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Thanks for reading this edition of the Broadcast Disruptors Bulletin. We\u2019ll have another for you a fortnight today; and if you haven\u2019t subscribed yet, do remember to\u00a0opt-in here.<\/a><\/p>\n

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Series Advisors:<\/b><\/p>\n

\"Series-Advisors\"<\/p>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n

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