Dear readers and fans of Texas Hold’em a warm greeting from Jack Bonora and the editorial staff of All In News. Last week we proposed a summary of the analysis of the sector from the organizational point of view, now with this article we will close the analytical summary that will help to understand the processes of implementation of the Social Enterprise model to an organization of live Poker events.
Dominant Business model
According to the analysis contained in the case study, the efficiency of the company [Jones, 2007] is traditionally measured with the success of the event. For a long time the winning formula was “big prize pool at the lowest possible buy-in”, which generated a real trade war. Today, instead, we’re beginning to think about the mission, which is oriented to a greater attention on the depth of the game structure. The promise becomes, therefore, to offer an increasingly long and satisfying experience at the table.
Matter of regulation
It must also be said that the Dignity Decree [Decreto Dignità] has prohibited the advertising of the game, in order to contrast the phenomenon of ludopathy, and this has killed any chance of investment. Despite this legal condition, the success of the events, often remarkable, was determined by the need of the professionals to compete, and of the amateur players to satisfy their desire for fun. What emerges, however, is the need for a clear and defined editorial plan that indicates the mission and vision of the brand [Kotler 2012]. It is essential to use the strategies of brand equity and identity, oriented to a deep sense of involvement of their audience and the sharing of values, interests and goals.
Go to the next article not to lose the thread of the discussion on the Poker Social Enterpise, or go to the first article of the series to resume it.
Jack Bonora
Transl. by Margherita Basile
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