Pay for a recurring task
Explore team or individual plans only if reviewable briefings save meaningful effort or improve output quality. Compare willingness to pay with the participant’s current tools and budget.
BUSINESS MODEL
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Start with a research workflow worth paying for.
Prioritise the EX Insight subscription hypothesis: identify the buyer, test recurring value and measure delivery costs before pursuing additional revenue paths.
EX INSIGHTFIRST COMMERCIAL HYPOTHESIS
01VALIDATE THE TASK
02TEST REPEAT USE
03MEASURE PRICE & COST
04DECIDE ON EXPANSION
InsightFirst commercial hypothesis
PilotValidate use and demand
CostsMeasure before scaling
Validate one paid research workflow first.
The initial commercial hypothesis is an EX Insight research subscription for editors and small research teams. Price, packaging and demand are to be tested; this is not an announced paid service.
Start with a defined pilot
Proposed acquisition: direct conversations with editors and research teams, a scoped briefing demonstration, then an opt-in pilot. Measure continued use before considering broader media distribution.
Measure the cost to serve
Model subscription income as paying accounts × realised price. Account for data licensing, inference, hosting, review and support costs before estimating contribution margin. No financial forecast is presented as achieved.
A bottom-up market estimate should use the reachable target segment and evidenced annual spending, with dated sources and explicit assumptions—not total global sports audiences.
Expand where the evidence supports it.
The longer-term model keeps several options open without assuming they will mature together. Each option has a separate customer, cost structure and readiness decision.
Package a repeatable integration
Proceed when multiple use cases require the same fields and delivery contract. Validate licensing, workload, support and acceptance criteria before quoting access or integration fees.
Separate operating readiness
Any transaction-fee hypothesis depends on eligible activity, sustainable liquidity and operating costs. A website demo does not establish a live venue or fee income.
No dependence on token sales
The first subscription hypothesis stands independently of EXT. Evaluate membership, points and tokens against a concrete product need; do not treat token demand as evidence of software demand.
Explore longer-term direction and supporting detail
HOW INFRASTRUCTURE BECOMES REVENUE
One shared core can support several customer and revenue surfaces.
EX Group’s planned model connects individual software access, partner distribution, enterprise infrastructure and market services. Each revenue stream answers a different customer need while drawing on common data, model and operational capabilities.
01
Subscription software
EX Insight can provide recurring access to advanced intelligence, briefings, alerts and professional analytical workflows.
- Individual plans
- Professional workflows
- Premium intelligence
02
Enterprise services
Partners and professional teams can access structured data, model outputs and integration support through usage-based services.
- Data services
- Model APIs
- Integration support
03
Market and ecosystem services
Where available, transaction and ecosystem services can connect revenue to participation and market infrastructure use.
- Transaction services
- Market infrastructure
- Ecosystem programs
HOW IT WORKS
A staged route to market
The sequence begins with intelligence use cases before broader infrastructure is introduced.
01
VALIDATE
Prove intelligence utility
Test whether users return for better context and decision support.
02
DISTRIBUTE
Expand through partners
Embed intelligence in existing products and professional workflows.
03
INTRODUCE
Add market capability
Release market services where product and compliance readiness permit.
04
SCALE
Extend the shared core
Reuse data, models and controls across new customer channels.
EX PRINCIPLE / HOW INFRASTRUCTURE BECOMES REVENUE
Operating leverage comes from reuse.
The long-term model depends on common services reducing duplication as interfaces, customers and distribution channels expand.
WHY IT MATTERS
“The model scales from individual intelligence subscriptions to enterprise infrastructure relationships.”
CORE CAPABILITIES
Four routes from capability to revenue.
01
Intelligence revenue
Recurring access to advanced intelligence tools creates a durable software layer.
A subscription proposition must connect price to a useful recurring task, such as research depth, update needs or team workflows. Product packaging, retention and cost to serve would need validation before recurring revenue can be treated as established.
- EX Insight subscriptions
- Premium intelligence
- Professional workflows
02
Market revenue
Exchange activity supports transaction-based economics aligned with platform participation.
Transaction economics depend on eligible activity, actual liquidity and the costs of running the service. Fee schedules and partner arrangements would need to be published or agreed separately; this page does not announce trading volumes or fee revenue.
- EX Sport trading fees
- Market services
- Liquidity programs
03
Infrastructure revenue
APIs and ecosystem capabilities extend the platform into partner products and institutional workflows.
Enterprise value may come from usable data, integration support and dependable delivery. A commercial discussion should define licensed uses, expected workload, support responsibilities and acceptance criteria before agreeing scope or pricing.
- Enterprise API services
- Ecosystem services
- Strategic integrations