Final Report Doc 17 May Cya

17-05-2017 BSc Administration & Service Management Sebastian Holtze &
Kasper Damgaard
Bachelor Project: What can Danish esport

associations do to improve their position in
the Danish esport industry?
BSc in Business Administration and Service Management
Copenhagen Business School 2017
Bachelor Thesis Exam project, hand in 17/05-2017
Supervisor: Unnar Theodorsson
Names and e-mail addresses of members in group 74:
Sebastian Jenry Holtze-Petersen (071095-1543) seho14ac@student.cbs.dk
Kasper Mygind Damgaard (030695-0635) kada14ad@student.cbs.dk
Pages and numbers of characters (including spaces):Pages: 60 Characters: 120.000
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Table of Contents
Introduction................................................................................................................................................5
Process....................................................................................................................................................5
Research formulation.................................................................................................................................7
Definition of Terms................................................................................................................................8
Thesis structure....................................................................................................................................10
Theoretical Framework............................................................................................................................11
Literature review......................................................................................................................................11
Limitations in the literature review......................................................................................................13
Conclusion of literature review............................................................................................................13
Choice of theory...................................................................................................................................14
Data Gathering.....................................................................................................................................14
Industry Analysis..................................................................................................................................15
Marketing.............................................................................................................................................16
Models/Theories not used....................................................................................................................17
Methodology............................................................................................................................................20
Philosophy/Perspective........................................................................................................................21
Research Approach...............................................................................................................................22
Methodological choices........................................................................................................................22
Primary data and secondary data..........................................................................................................23
Techniques and procedures..................................................................................................................23
Research strategy..................................................................................................................................24
Research purpose..................................................................................................................................24
Time horizon........................................................................................................................................25
Quality criteria of research...................................................................................................................25
Results and analysis of the online survey................................................................................................27
Section 1: Engagement in esports........................................................................................................29
Section 2 & 3: Comparing, analyzing and discussing demographics of respondents..........................29
Remaining section 2 data:....................................................................................................................35
Section 3: Engaged in esport respondents survey data........................................................................38
Conclusion points of survey:................................................................................................................45
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Industry Analysis.....................................................................................................................................47
Industry life cycle.................................................................................................................................47
Porters Five Forces Analysis...............................................................................................................47
Conclusion...............................................................................................................................................58
Bibliography............................................................................................................................................59
Appendix..................................................................................................................................................62
Appendix 1: Open-ended questions for non-engaged esport respondents...........................................62
Appendix 2: Do you consider esport as sport?.....................................................................................64
Appendix 3: Section 3 open-ended questions engaged in esports....................................................65
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Introduction
Bla bla introduction stuff
Process
Original Plans
The original plan for this project was to work together with the esports association Roskilde Esport. A
short preliminary meeting was had in Roskilde with the CEO in early February about the plans for the
project and how Roskilde Esport would play a role as the company in focus. The idea was to work with
them in developing ideas for future service innovations, as well as future marketing plans, in order for
them to strengthen their competitive capabilities in the Danish esports industry. During this initial
meeting, oral promises were made by the CEO for access to him for in-depth interviews, as well as data
from the company for analysis. It was agreed he could be contacted via his personal phone number or
by email to arrange a longer and more formal meeting. With this in place, plans were made for the
project
In the following weeks, attempts at contact via phone call, SMS, email, and Facebook private message
were made, but to no avail. Attempts at physical contact were not possible due to him having no official
planned office hours at the Roskilde Esport building. After several weeks of radio silence, it was
decided to abandon Roskilde Esports as a focal point. As of writing this report, no attempt at contact
has been successful and nothing has been heard from him.
Change of Subject
As a result of not being able to gather data from Roskilde Esport or conduct an interview with the CEO
combined with a severe lack of secondary data surrounding the company, a new subject was needed. It
was concluded that it was too late at this stage to start work with a different firm, as there would not be
enough time to become familiar with a new business and even potentially end up with the same
problem as before. A solution was needed, and preferably one where there would be no reliance on any
single external party for data. In the end, it was decided, instead of examining one company, to look at
the Danish esport association industry as a whole, and to conduct research and make an analysis from
that perspective. This meant that instead of using models and theory pertaining to business analysis, a
change to use of industry analysis theory would need to happen. Though this approach does not come
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without its own set of drawbacks.
Potential Issues and Drawbacks

In terms of the writing of this report a problem that was run into here is one of data availability. There
is very limited ready-to-use data on this topic, meaning that some kind of data collection had to be done
specifically for this report, and in a shorter time frame than normal as a result of the abandonment of
the previous subject of Roskilde Esport. With more time, the format of the data collection, as well as
the channels it was collected through, could have been given more consideration in order to optimize
the quality of the end data. With these limitations, it is important to be skeptical of the data and to be
wary of the conclusions that can be drawn from it. While unfortunate, it is the best that to work with
what is obtained, try to draw some useful conclusions from it, but always acknowledge the issues that
come with using data that is potentially not perfect in nature.
There are of course a few drawbacks that come with not working with a single firm as a focal point.
Any analysis by definition becomes less precise when dealing with a general rather than a specific.
When dealing with an industry segment rather than one specific firm, any data you gather either is
generalized or will have to be generalized to that segment in order for it to be applicable for
qualification.
When looking at a single company, with the right data and analysis of said data, problems apparent to
that company can be identified and a proper solution can be worked on. Even if other companies may
be experiencing the same problem, it can be definitively identified in this one firm and under the
circumstances observed. By looking at an industry segment as a whole, in this case the Danish esport
association industry- itself a branch of the larger Danish esport industry, larger trends and issues can be
observed, but have to be dealt with in a general way, as specificity would limit overall applicability.
This is because not all firms are equal in an industry. Due to differences in budget constraints,
locational properties, amount of staff, etc., not all solutions can be implemented, at least not in the same
way or to the same extent.
By shifting from a business analysis of Roskilde Esport to an industry analysis of Danish Esport
Associations, the micro aspect is eased up on, and focus is moved more to the meso and macro levels.
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Usually a macro/meso level analysis such as PESTLE (Aguilar 1967) and Porters Five Forces (Porter
1980) would feed into a micro level SWOT analysis, but without a company to work with on a micro
level, it is much harder to get into a smaller level of analysis than the meso-level.
Research formulation
"What can Danish esport associations do to improve their position in the Danish esport
industry?"
Eller
How can Danish esport associations improve their position in the Danish esport industry?
eller
How can Danish esport associations stimulate growth in the Danish esport industry from a service
perspective?
Subquestions:
How do Danish esport associations currently compete with each other within the danish industry?
ved ikke hvordan jeg skal formulere dette. Vil lave et sub question hvor det giver mening at du
foretager en analyse af industrien med porters 5 forces etc.
What services offered by Danish esport associations create value for their customers?
How can Danish esport associations better use marketing tools to reach and create value for the users
and potential new customers?
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Definition of Terms
As the topic of this report is about a subject which is not known much about in the mainstream, it
would be wise to write a short summary of the most important definitions, as they will be used
throughout the report. Without any explanation for these terms, there might be some cause for
confusion during the different stages of analysis.
Esports: A conjunction of e (electronic) and sports meaning competitive play of video games, both
among professional and unprofessional players, is called esports. Different sources from different
places might spelling it differently, which is often the case for terms relatively new and uncommon as
this. Common ways of different spelling are E-sports, eSports, and e-Sports. The correct spelling of the
word as deemed esports very recently. (Stewart-Jones 2017)
Esports Associations: This is a term used to describe an operation, for profit or not, centering around
the playing- and learning of esports. Examples include official high-school class teams and for-profit
associations such as Roskilde Esports, a for-profit association offering membership at a fee. For the
purposes of this report, this does not include full-fledged professional teams with salaried players, such
as Astralis and F.C.K team North as access to play for these teams is closed to the public and not up for
purchase or entry. Esport associations will also be referred to as esport clubs in the paper.
Hardware: Computer components needed for operation, including but not limited to, CPU, Graphics
Processor, Motherboard, RAM sticks, hard drives, etc. Also includes peripherals such as mouse,
mousepad, headset w. microphone, and keyboard.
Valve Corporation: A North-American video game/software and digital distribution company founded
in 1996 by Gabe Newell and Make Harrington. They develop their own video games based on their
own Steam software engine. They also control distribution via. their Steam store platform, a giant
webstore releasing and selling not only their own games, but hundreds of thousands of other digitally
released video games. The Steam platform has over 125 million registered users, with a peak
concurrent online user count of over 12.5 million. (Makuch 2015)
Counter-Strike Global Offensive (CS:GO): A first-person shooter game published in 2012 by Valve
Corporation and developed in conjunction with Hidden Path Entertainment. Total number of game
owners is speculated to be over 28 million people (steamspy 2017), but Valve has not released the
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complete player statistics. At any given time, well over 500.000 players are active and currently playing
the game (steamcharts 2017a). The game is comprised of two teams of five people who battle against
each other in order to accomplish their mission over a series of rounds. The team that wins the most
rounds is crowned the winner. It is complex both in terms of strategy and raw skill combined with
reflexes, meaning that there is a very high skill-ceiling. As a result of this, opportunities and platforms
for team practice, coaching, tutorials, and other ways of betterment, have become increasingly more
available. Professional Counter-Strike tournaments have in recent years attracted increasingly large
viewership figures well into the millions, as well as large prize pools, with major tournaments reaching
amounts as large as 1 million USD.
DOTA 2: Another game published and developed by Valve Corporation in 2013. Total number of
players is also unknown, but not as relevant as the game is free to own, but the number of active
players at any given time is roughly the same as Counter-Strike: Global Offensive, if not slightly higher
(steamcharts 2017b).This game takes the form of top-down MOBA (Multiplayer online battle arena),
and is also played by two teams consisting of five players, each occupying their own separate base on a
map. The teams play against each other to capture the opposing forces base.
While very different from CS:GO in terms of gameplay, it also has a very large professional scene, with
millions of viewers and the largest prize pools in all of esports, the largest being over 20 million USD.
The large prize pool is a result of Valve allowing crowd contribution to the pool, something they have
yet to implement in Counter-Strike tournaments. Also as with CS:GO, coaching, training, and tutorials
are popular among aspiring players as a result of the high skill ceiling.
League of Legends (LoL): A MOBA game released in 2009 by Riot Games. It has one of the largest
playerbases of all online video games at, according to Riot Games themselves, 100 million players with
over 27 million daily players. (Tassi 2016) It is also played in teams of five. Similar to the two other
games mentioned, it boasts large prizepools and viewership figures for professional tournaments.
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Thesis structure
Research question
1: Introduction to project,
RQ and problem formulation
+Process
2: Theoretical framework Literature review section
redegr for toerier og modeller,
delimitation, original idea scraps
3: Methodology, lay the groundwork
for the methodology used and why Methodological section
4: Data gathering survey and results to lay a

foundation for what people want Results
and what the problems are
5: Industry analysis to find out what

the limitations and opportunities
for ideas presented in survey are Analysis of data
6: Conclusion and recommendation

based on ideas from survey and
limitations/opportunities
from industry analysis Conclusion and
recommendation
7: reflections, etc. section
Reflections, limitations
and further research
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Theoretical Framework
Literature review
In order to better understand the area researched and to help guide towards a better thesis, a search for
academic articles has been conducted through the Copenhagen Business School database (CBS 2017)
which is a database that offers academic books, articles and journals from trustworthy platforms on the
internet. Literature review is a vital step in the research process to review existing research and/or
writing on topics relevant to the thesis conducted (Veal, A.J p. 153, 2011).
The buzzword used to find somewhat relevant academic articles to the thesis was esport where
several academic articles were found.
The search resulted in the encounter of an article called Esport by the numbers (Zhihao 2014) Which
to some degree is relevant, as it for example outlines the hours of esport video watched in 2013 and the
expected growth by 2018 (2.4 billion to 6.6 billion), so it verifies the general assumption of the esport
expectancy of industry growth, however as we are investigating Danish esport and the esport
associations, the relevancy is limited. It is Important to note though that it may provide useful in the
analysis of the marketing aspect of Danish esport associations, as a growth of the industry does create a
need for better or more marketing.
A more in-depth analysis of the global esport market has been conducted by the company newzoo in
their report 2017 global esports market report(Newzoo 2017) where they have analyzed the esport
industry by looking into viewers, trends, participants etc and the general highlights is that there is a big
general growth. However again the report looks into the general esport numbers and not just the Danish
esport industry, which means it can practically only be used for this research paper in a manner of the
assumptions of the general growth also meaning Denmark. Sadly, we were unable to find a market
report of esports just in Denmark, which would indeed have provided us with a better basis for the
research.
Another interesting article that was found is the article called e-Sports: Playing just for fun or playing
to satisfy life goals? (Martonik 2015) which gives several interesting insight into the mind of both
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casual players and esport players (people who play on a competitive level). The conclusion of the
article states that the data gathered suggests that both casual players and esport players do not just play
for the playing of the game itself, but in many instances, it serves as a tool for the individuals to satisfy
the need to belong through the formation of friendly relationships by participating in team games and
participation at LAN (Local Area Network) Parties. Furthermore, the players need for power is satisfied
through the position of being a game team leader and thus determining the course of action. In the end
of article, the author outlines how esport and computer gaming can be valuable as a way of spending
leisure time and as a way for young people to express themselves in a rapidly changing modern world.
The conclusion of the article is particularly interesting to our research project, as it suggests casual and
esport players need for friendly relationships and power, thus one could assume those variables are also
relevant for people relating to our project and the growth of the Danish esport associations and the
industry within. As it indicates key factors that players get satisfied by, it should be taken into
consideration when thinking about the future of the industry.
Several articles online cover different aspect of esport in Denmark and provides information into the
industry and the different games within, however articles relevant to our thesis is limited.
However, we found a Danish article which is relevant to our thesis called ESporten eksploderer som
sportindustri, men Danmark halter efter (Leonhard 2016). The article discusses the fact that the
Danish esport Industry is lacking behind other countries such as South-Korea, Germany and Sweden.
Furthermore, the article provides quotes from Morten Hj Jensen, co-founder of the biggest Danish
esport club, Tricked Esport, and Nikolaj Nyholm, partner in Sunstone Capital, who is one of the few
Danish investors in esports. Both Morten Hj Jensen and Nikolaj Nyholm argues for the huge potential
and growth that esport will have in the next few years, thus making it a desired industry in the growth
phase.
Even though the organizations mentioned above are focused on the highest level of competitive players
and their organization differentiates from Danish esport associations such as Roskilde esport and Srby
esport, the main points within the article is relevant to our thesis, as Danish esport associations growth
is dependent on the growth of the Danish esport industry itself as well. Thus, the indication of the
Danish esport industry lacking behind other countries can be seen as a sign of a too slow of a growth
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Within the Danish esport industry compared to others, hence it can affect and be affected based on the
growth of Danish esport associations.
Limitations in the literature review

Some of the failed buzzwords used on the Copenhagen Business School database were: Sustainability
in esport History of esport esport association esport organization Danish esport which makes
it clear that the areas being researched is highly undiscovered, which in hindsight can be seen as both a
positive and negative matter.
The positive aspect of a highly undiscovered industry from an academic research perspective, is that
the possibility of gathering new data is relatively accessible, however the negative aspects may provide
challenges, as the literature in the industry is limited even if we categorizes the industry as just esports,
which makes it even harder when researching esports in Denmark, as the literature related to this that
we could find is limited to online Danish articles, thus no academic papers surrounding the Danish
esport industry was found on the Copenhagen Business School database. Without other academic
research to compare our study with it may provide challenges and credibility to our findings, which
will be discussed further down in the methodology section.
Conclusion of literature review

Through the review of available research literature in relation to our research question, it is clear that
the amount of relevant research conducted is rather limited. The specific subject we are investigating
esports in Denmark and esport associations in Denmark are both topics whose academic research
conducted is almost non-existing. There has been research conducted on other specific esport topics
such as the numbers in the industry and the satisfaction gained for the players from esports, which can
be drawn into a certain level of relevancy for the thesis.
Furthermore, by applying The roles of the literature in research model to the literature we have
discussed in the literature review, it is clear that the literature found within the topic of our project will
be used as a source of information that is an integral and supportive part of the research and source of
information on research already done by others. However, as the literature is limited, it will not be used
in a way such as the entire basis of the research and it will be difficult to compare our research with
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others, as we have been unable to find such studies that would be directly comparable with ours, even
research similar in other countries have not been located. (Veal, A.J p. 154, 2011)
Choice of theory
The goal of this segment is to explain which models have been selected to be utilized in order to
answer the research question. As not one single model or theory can adequately cover all aspects
needed to answer the RQ, a combination has been selected. During the selection of which models and
theories to be used in combination with each other, a wide array of options present themselves.
Therefore, it is important to weigh the positives and negatives of each theory, not just only to be able to
select the ones that are best applicable, but also once selected, understand the drawbacks and potential
issues that come with them.
Data Gathering
Survey Both Quantitative and Qualitative
Conducting a survey is a very common way of extracting information from a sample of subjects. They
allow for researchers to gather a large amount of data from a very large sample for a relatively low
cost, not just monetary cost, but also time cost. Survey research is one of the best methods when one
needs to gather a representation of the thoughts, attitudes, and other characteristics of a large group.
Another positive aspect of the survey method is reliability. Surveys are standardized, meaning that all
of the questions in a survey are phrased the exact same way to every single participant.
There are definitely a few drawbacks to using the survey method as a means of data collection. For one,
surveys might at the surface level seem flexible in that any number of questions may be asked on any
number of topics, but they have a degree of inflexibility in a very critical area. In the case of a survey
being sent out to a number of people, only for the researchers to discover as the responses are coming
in, that the subjects are misunderstanding questions, due to phrasing problems, confusing sentence
structure, or anything really. In such a case, data would be rendered invalid, and it would be too late to
do a do-over or change the question, unless switching sample groups. Time pressure, or lack of an array
of sample groups could present itself as an issue if such an unfortunate situation were to happen.
Validity is also an issue regarding surveys. If the topics and questions require a certain amount of pre-
obtained knowledge, no matter how small, to answer properly, it would be impossible to be 100%
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certain of answer validity, as it would not be guaranteed that all subjects possess such knowledge if the
survey was sent out to a general populace.
Industry Analysis
As the research questions pertains to betterment within an industry, some kind of industry analysis must
be utilized. There are several different industry analysis tools, many encompassing different levels of
analysis.
Industry Life Cycle

The industry life cycle theory (KLEPPER 1997) is useful for mapping which phase the given industry
is in terms of the life cycle. The phases are usually given as Introduction, Growth, Maturity, and
Decline.
Recommendations for firms within the industry are dependent which stage the industry finds itself in,
which makes this theory useful in answering the RQ. There would be no point in trying to invest in an
industry that is in the late stages of decline, while the opposite would ring true for the growth phase.
While this theory can seem a little vague and can be hard to quantify, it does aid overall understanding
of where the industry is in terms of lifetime. Determining that an industry is in the growth phase means
that factors found in meso-level industry analysis might change over time as the entire industry comes
into the maturity phase.
Porters Five Forces
A theory very fitting for navigating a way to answer the research question is Porters Five Forces
(Porter 2008). With this theory, the forces impacting an industry players profitability can be identified
and analyzed. The five different forces are Suppliers, Customers, Engaged Rivals, Substitutes, and New
Entrants.
After uncovering which forces are weak and which forces are strong, it is easier to define the
opportunities for increased profitability for the industry players. Discoveries in likely future changes in
each force, both positive and negative can provide valuable info for businesses to stay competitive over
time.
So while there are many positive aspects in the use of this analysis, there are several drawbacks which
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can make it unreliable, which in turn could lead to some disastrous business decisions if used as the
only jumping off point. The biggest factor in deciding the quality of the analysis is in the definition of
what the industry is. If industry is defined too broadly, factors irrelevant or not pertaining to what the
actual competitive environment contains will be included, leading to missteps in the wrong direction
that ultimately could ruin your business. If the definition is too narrow, there will be a fundamental lack
of information to guide the business strategy, which in turn will lead to uninformed decisions that dont
account for the complete actual situation. While it could be argued that no one ever knows all of the
details of the competitive environment, it of course best to get as close as possible. Another weakness
of the model is that it can easily be misconstrued as a static analysis instead of a dynamic one that
requires constant revision in order to account for industry trends. This is doubly true when the context
of the industry life cycle is applied, meaning that as the industry reaches maturity, factors and forces
are bound to change. Therefore, industry analysis and strategy need to continuously undergo revision in
order for it to be utilized properly.
The reason that this model has been chosen as a tool to help answer the research question is one for the
sake of understanding boundaries. In order to use the data gathered from the survey in a realistic
manner, it is imperative to have an understanding of where the boundaries are regarding the
implementation of those changes. For example, if data from the survey shows that there are problems
stemming from issues relating to suppliers, but the industry analysis shows that the players have little
power over the suppliers, then either a different solution circumnavigating the supplier aspect would
need to be found, or attention would need to relocated to someplace where change is possible. So, the
model offers a way to find out in which areas there are restrictions to betterment, and as well as where
there arent, allowing for allocation of focus to areas of opportunity.
Marketing
The 4 Ps of Marketing
The marketing mix (Borden 1964) are 4 ingredients that are combined in order to encapsulate and
promote a product or service unique offerings over competitors and substitute offerings.
The four Ps are as follows:
Product: This can either be a product, i.e. a tangible good, or an intangible service that fills the needs
of a consumer. For the sake of this report, it will be the service offerings of companies operating within
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the Danish Esports Association industry. When marketing this, it is important to make it distinct from
competitors and communicate why it is unique before it can successfully be marketed.
Price: As understanding of the product grows and is established, pricing comes into play. Prices will
impact profit margins as well as the supply and demand. These in turn affect the final marketing
strategy. Price point competition is a marketing tool where price is utilized in order to differentiate one
company from another with price setting, either up or down.
Promotion: After the product and price points have been worked through, promotion comes into play.
This is the part where advertisement comes into play. Without a clear advertisement, how would
potential consumers know about the product offerings? The promotion includes, but is not limited to,
social media marketing, email advertisement, viral marketing, and search engine optimization. Well
executed promotion can make or break a company.
Place: This is where potential customers are, if successful, converted into actual customers. This does
not have to be a real physical place, but can also happen online, which is particularly important to an
industry such as the one pertaining to this project. It can also be a mix, where the initial customer
engagement begins on the internet, but the actual conversion happens once a visit to the physical
location takes place. This two-part process means that critical attention must be payed to all steps, or
else the conversion rate may suffer.
For a marketing plan to be successful, all four ps must be worked on with a high degree of quality
leading from one step to the next. If the product offering is not properly defined, the process falls apart
at stage one as the price cannot be accurately determined, therefore promotion paints an inaccurate
picture of the offering and conversions will fail at the place as clients discover what the actual product
is, and how it deviates from what was communicated through marketing.
Models/Theories not used

Qualitative Interviews
For data collection regarding a topic that might bear a certain degree of esotericism, such as the Danish
esports association industry, interviews conducted with the right subjects could lead to finding of data
that otherwise would not easily present itself. An insider perspective could reveal things previously
unknown, things that most likely never would be found via for example a survey study.
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One positive aspect of the interview method is customizability. The questions can be tailored to the
subject being interviewed, and in the case of misunderstanding or confusion, a researcher can provide
further explanation or can tweak the questions in real time. Interviews also allow for follow-up
questions to answers given, a characteristic not found in the survey method.
Negative aspects of interviews are also apparent. One such aspect is consistency. If conducting multiple
interviews, achieving the same level of consistency between them is much more difficult than with a
survey, as phrasing or structure might not be the same every time, as variables change. Another issue is
time. While a survey can easily be sent out to numerous people at the same time for fast data
harvesting, interviews take much longer, as they require scheduling for both an online interview and an
in-person interview. An in-person interview also means that you have to travel to get data, assuming the
subject cannot come to you. This, along with having to spend time transcribing the interview, means
that interviews are a much more time- and labor intensive process than a digital survey.
Finally, if you have planned to use a single interview from an important figure in your analysis, but
then subject drops out of contact, it can leave you with a large gap in needed data. With a survey, if one
person drops out, there is still a lot of data from other people to fall back on. In the end, this method
was no utilized as a result of contact issues which never were resolved.
PESTEL
One model operating at the macro perspective is the PESTEL model (Jurevicius 2013), which is
commonly used with a business as the center of an environment, but also can be used with an industry
in mind. PESTEL stands for Political, Economic, Socio-cultural, Technological, Environmental, and
Legal. While use of this model does offer some very fundamental functions in identifying macro
environment level forces that affect the Danish Esport Association industry, the analysis is simple too
broad in scope to be able to provide any kind of information that can be used practically in answering
the RQ. So while it was considered, in the end it was not utilized.
SWOT Analysis
Usually after doing a macro- and meso-level industry analysis, the step in the chain usually takes the
form of a micro-level SWOT analysis dealing with a single player in the industry. This, in combination
with the Porters Five Forces analysis, will lead to a better understanding of the situation that one
specific company finds itself in. While this method will help in identifying the four different factors of
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Strengths, Weaknesses, Opportunities, and Threats, it potentially will have several drawbacks in
practice. One of the most important is that, like Porters Five Forces, the model is only as good as the
data entered into it. Meaning that if the most important factors are not correctly identified, the model
will be of little to no use. The SWOT analysis also does not offer methods for prioritization of the
different inputs, meaning that the user is to decide. This in theory makes the model subjective, rather
than objective. The pros of this model are in the ease of application and understanding.
This model could have proven to be invaluable for this project if the plan to work with the original firm
had not failed. Without a firm to work with, this analysis would be completely hypothetical, making it
have very little meaning.
Models and theories used:
Method I: Philosophy of Science and Qualitative Methods Survey/Questionnaire theory, data quality,
ethics
Method II: Statistics and Quantitative Methods Quantitative study from survey, data quality
Introduction to Management Studies Industry Life Cycle, Porters Five Forces
1st Year Project: Marketing
Strategy in Service Perspective Porters Five Forces, Barney Competitive Advantages, coopetition
Models and theory not used but with potential for it:
Method I: Philosophy of Science and Qualitative Methods: In depth interviews

Strategy in Service Perspective PESTEL analysis
Models not used for reasons of changed topic:
Resource based strategy
Service Encounter Triad
GAP Model issues
SWOT analysis
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Methodology
Methodology is a crucial part in the development of a thesis, as it outlines how the research will be
tackled and the knowledge gained will be obtained and derived. Several steps have to be made when
creating a proper research design, which is in line with the thesis. It is crucial for the researcher to be
able to lead the project in the right direction while also being able to validate and defend the choices
made regarding the methods used to answer research questions. The methodology of our thesis is
therefore based on the research onion (Saunders et al. 2011) which we will use as a tool to steer our
methodology in a chronological order. Hence to begin with the decision regarding research
philosophy/perspective is the first stage, since when using the research onion model, you go from the
outside layer and in towards the middle. Furthermore, the theories from the book Research Methods for
Leisure & Tourism (Veal, A. J. 2011) has been used as well. The research onion model can be seen
below:
FIGURE 1 THE RESEARCH ONION -(Saunders et al. 2011)
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Philosophy/Perspective
One of the four approaches outlined in outer layer of the research onion is the positivist perspective.
The idea with this approach is to test different hypotheses through the usage of objectively collected
factual data, where if it ends up in success, will produces scientific laws. Thus, the researcher will
observe from the outside, while obtaining data using self-created theories and models (Veal, A.J p. 31-
32, 2011). The term positivism is quite similar to the term realism, as they both try to gather the
objective truth independent of our own experiences. On the other side of the spectrum we have the
interpretive approach, which is related to the term constructivism or even social constructivism. The
general idea of those perspectives/approaches is that the researcher attempts to gather data through the
perceptions, experiences and interpretations from people, thus the reality is not the objective truth as
with the realism Veal, A.J p. 32, 2011).
Ontology
The ontology, which means the way of looking at the world and thus refers to how the researcher
assumes the reality of the world, have two central terms, which is realism and constructivism (Veal, A.J
p. 30-31, 2011). The realism philosophy means that the researcher seeks to find the objective truth
independent of our subjective experiences. Constructivism is different, as it seeks to gather our carrying
views and realities perceived by the people being studied, thus the actual real is created by experiences
and interpretations (Veal, A.J p. 30-31, 2011). The ontology term is a close associated term with the
philosophy, which is clear as the philosophy and ontology are quite similar as seen in the explanation of
views above.
Epistemology
Epistemology is about the relationship between the researcher and the phenomenon being studied. Like
the two above approaches, the epistemology has two major views as well, the positivist/realist and the
constructivist. The positivist/realist can study the phenomena/social without being engaged, thus
researcher and the object studied is separated, while the constructivist is the opposite. This means that
the constructivist has a relationship with the subject being studied, where the two cannot be separated,
as the researcher is more subjective and engaged with the subjects being studied in the research (Veal,
A.J p. 30-31, 2011).
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This study has utilized the interpretive/social constructivism perspective, as the research is not looking
for the objective truth of the phenomena, as that would make it a realism perspective. Instead the
research conducted will try attempt to form the real through the social constructivism perspective,
which means through experiences and interpretations of the subjects related to the study. The goal is for
the gathered data to construct meanings and perceptions from several individuals. The used methods in
this research paper to achieve such data is specified further down.
Research Approach
There are two main approaches when using the theory of the research onion, which is the deduction
research approach and the induction research approach.
The Deduction research approach can be explained by the process of deduction model (Bryman & Bell
2011) and begins with theory and attempts to test hypotheses usually based on what is already known
from previous literature and theories through data collection. Afterwards the findings will be tested
with the hypothesis and either a confirmation or rejection of the original theory and hypothesis will be
made. Revision of theory might happen afterwards. In opposition, we have the induction research
approach that can be explained by the process of induction model (Bryman & Bell 2011) which starting
point begins with creating general research questions and afterwards with the selection of which
relevant sites and subjects will be conducted. The next two steps in the induction approach is
collection and interpretation of data. Hereafter conceptual and theoretical work of the data will be
made. After this, tighter specification of the research questions and or collection of further data might
be applicable to the research. The last step of the process of induction is to write up the findings and
conclusions gathered throughout the research process. (Veal, A.J p. 39-40, 2011).
Our thesis applies the induction research approach, as there is not enough literature and data already
available about the subject we wish to research, thus making the deduction research approach not
applicable. Furthermore it is because our research is aiming to generate new theories on the basis of the
new data gathered throughout the study.
Methodological choices
As seen in the third step of the research onion, the methodological choice covers both the mono
methods and the multiple methods. The mono method choice would be if the researcher only undertook
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a quantitative study or a qualitative study, not both of them. Our research employs the mixed methods,
as the study will conduct quantitative and qualitative data (Saunders et al. 2011).
Primary data and secondary data

Primary data is the collection of data by the researchers to use in the specific study. There are several
different methods used to collect primary data, while the most common ones are interviews,
questionnaires and case-studies. (Veal, A.J, p 31, 2011).
Secondary data is the use of data that has been gathered and used for other purposes usually by other
people. Secondary data is good when the primary data used in the study is not enough data to provide
an analysis of higher quality. Furthermore, secondary data can be used to confirm assumptions of
certain subjects, provide interesting ideas and points of comparison with the research study. (Veal, A.J
p. 31+45, 2011).
Both primary and secondary data will be used in this research paper.
Techniques and procedures

Online Survey
The mixed method used in this paper is the online survey where respondents complete our screen-based
questionnaire. The online survey has been utilized to gather quantitative data about the subjects
relevant to our research question, which is both people engaged in the esport association industry and
Danish esport industry, but also people who is not associated with the industry. Furthermore, open-
ended have been asked to both groups of people in question of the online survey to gather qualitative
data from both the group of people who are engaged in esports and the people who do not engage in
such activities (Veal, A.J p. 127, 2011). By having open-ended questions in our questionnaire, we give
the opportunity for our subjects to provide us with respondents that are not influenced by pre-coded
answer lists, which could indicate that our online survey contained of too many pre-coded and
quantitative questions instead of open-ended and qualitative. We will further discuss this in our
reflection on the data gathered and methods used.
Furthermore, to create a better design of our questionnaire survey, we have simplified, attempted to
avoid leading question and only asked one question at a time (Veal, A.J p. 284, 2011).
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Research strategy
Case study is being employed in this thesis research, as it is a study that attempts to intensively study
one or a few cases. It is important to note that case study does not mean only qualitative data collection,
even though case study is subsumed under qualitative methods in some texts. (Veal, A.J p. 342,
2011). The case study method can indeed use different types of data and analysis methods, which can
be said to be a key feature of the case study method. The scale of a case study can be everywhere from
a study of an individual to the research of a country. In our case, we will mainly study the Danish
esport association clubs, which can be categorized as a community/sub-cultural group (Veal, A.J p. 343,
2011). Certain examples in a more narrow/widen perspective and scale will be drawn in as ways such
to obtain a better overall understand of the Danish esport industry that Danish esport associations are
bound within and tangible examples by using the Danish esport association Roskilde esports to gather
such insights.
Implications of using a case study
Research purpose
There are three main types of research purposes (Veal, A.J p. 6, 2011).:
Descriptive/Exploratory: Which is about finding out and describing what it is
Explanatory: Here you explain how or why things are as they are and then use it to predict
Evaluative: which is the evaluation of policies and programmes
To further expand of the meaning of exploratory to get a better understanding of the research method, it
is important to mention that the research purpose is used, as there are some very common reasons as to
why the descriptive method is used in research projects. One being studying relative newness of the
field, which we are doing. Furthermore, another common reason is the changing nature of the
phenomena being studied, as we indeed can argue categorizes our research field within, as the last few
years of the general esport industry has exploded in terms size and is predicted to further grow
according to market reports (Zhihao 2014; Newzoo 2017).
Explanatory research is the research that moves beyond the descriptive purpose, as it seek to explain
patterns and trends observed Furthermore, when patterns and trends have been observed, an analysis of
the data will be conducted and predictions may be plausible. However, it is to be noted that in social
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science the precision of predictions may vary from research to research, as other factors may be
involved that have not been studied and the fact that human being are far less predictable in social
sciences compared to for example physical sciences where predications may be more precise (Veal, A.J
p. 7, 2011).
It is very often that research projects include more than one research purpose, as one is often not
enough to provide enough insight for the research to be complete. This is the case with our study, as we
will mainly seek to utilize the two research purposes, explanatory and exploratory, as the main goal of
the research is to explain how and why phenomena studied in the research are happening and use it as a
way to predict further actions for Danish esport associations. However, it is also to find out and
describe some aspects of the field being studied, as some areas of the field is relatively undiscovered
and unexplored to a bigger academic degree. As the purpose of our thesis is to study how Danish esport
associations can stimulate the Danish esport industry, by descriptively researching how Danish esport
associations compete within the Danish industry, what services they offer and how it creates value and
how marketing tools can be utilized by the associations. The prediction through patterns and trends
analyzed will therefore be the ultimate goal so Danish esport associations can better stimulate the
Danish esport industry in the future. The paper will not engage in any evaluations of policies or
programmes.
Time horizon
The last layer before the data collection and data analysis of the research onion is the layer concerning
the time horizon or the timeframe which the research has been conducted. Researchers can choose to
either use the longitudinal or the cross-sectional time horizons. The research will be longitudinal if the
study collects data on a population on two or more occasions, which is not the case for our project.
However, as the study collects data only over one occasion in time, it is a cross-sectional time horizon
utilized.
Quality criteria of research

As the research mainly utilize the social constructivism perspective, the main criteria for quality of the
research is credibility, transferability, dependability and confirmability (Veal, A.J 2011)
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As we have been unable to find other studies who studied esport associations, the quality of the
research is objectively not as high as it would have been if coherence between our research and other
studies findings within the field had been available. Furthermore, no other researchers have studied and
analyzed our data, thus our interpretations of the research may be different from what other researchers
may have concluded. However, the paper has attempted to increase the quality through dependability
by logically analyzing and documenting the findings, thus seeking to establish a higher level of
trustworthiness by making the study able to be repeated by other researchers. Moreover, by making the
study readable and understandable and linked to the data findings, we attempt to better the
confirmability of the study (Veal, A.J 2011).
For the quantitative data used the concepts validity and reliability have been used to increase the
quality of the data. Therefore, the research has attempted to proper register the data used to make the
data replicable and proper construct questions towards the respondents to gather data on what we are
researching (Veal, A.J 2011).
Furthermore, originally the research was supposed to increase credibility in the project by applying the
triangulation theory of using more than one methodological research method by using online survey
and interviews. However, as that changed and only one method was used, we are aware of the
drawbacks and decrease in credibility of the research by only applying one method. The research have
attempted to use both researchers, the available secondary data and such to overcome the weakness of
only one primary data collection method and by gathering both quantitative and qualitative data from
the method used (Veal, A.J 2011).
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Results and analysis of the online survey

Design and structure of the survey
The survey was designed with the questionnaire design process in mind, which means considering what
information that should be gathered on basis of the research questions of the research. The online
survey was then drafted, designed and tested using the information we deemed relevant towards the
research questions of the study (Veal, A.J p. 279, 2011).
The online survey was then sent out with the label Esport Associations in Denmark and a short
introduction about the survey was provided about the survey, such as the background of the researchers
and the project. The introduction and background of the survey and researchers was provided for
ethical reasons, as the respondents should know factors such as who and for what the data collected
will be used for. (Veal, A.J 2011). The survey conducted was structured in 3 sections and will be
introduced below.
The first section was a single question asking the respondents whether or not they are engaged in any
esports, as the researchers wanted to section the data into two groups of respondents. The one group
who presumably have a positive view towards the general esport industry and can be assumed to be
able provide valuable data about Danish esport associations as they categorized themselves as engaged
in esports. The other group was consisting of respondents who did not believe that they were engaged
in esports, who then in opposition of the engaged group of respondents, could give valuable data from a
perspective looking from the outside and in towards the industry that the project wish study.
The second and third sections of the questionnaire was thus split up so the respondents either answered
one or the other section, depending on their answer in the first section and question. The first 6
questions of both sections are where the first 5 questions asked into the respondents demographic
background gender, age, region, occupation and income. The last of the 6 similar questions asked in
both sections asked into whether the respondent considered esports to be a sport alongside football, dart
etc. or not. Hereafter the structure of two sections took different approaches in the questions asked, as
the assumptions from the researchers was that the possibility of relevant and usable data would increase
with both quantitative and qualitative questions personalized towards the group of people that were
categorized in each section and thus strengthen the collection of data quality.
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Reflection of respondents
Before digging into the result and analysis of our online survey data, it is important to reflect on the
segment of respondents who answered our questionnaire. As we were searching for respondents for our
study, we used the opportunities for getting willingly individuals to provide us data by sending the
survey to several online communities, which in retrospect clearly reflects in the data results. The survey
was sent out to the Facebook groups Business administration and Service Management 2014 class and
Copenhagen Business School Network, which in the mind of the researchers was a way to gather data
from both individuals engaged in esports but also from people who are not. Furthermore, the survey
was sent out to two online gaming forums and the Danish subreddit for news and discussions namely
dust2.dk, gaming.dk and the reddit.com/r/Denmark as the researchers believed such communities could
help strengthen the amount of data collected of especially individuals engaged in esports. Furthermore,
the researchers also posted the survey on their personal Facebook pages, gathered data from family and
friends. Therefore, it is important to consider the groups of respondents mentioned about that
presumably will be the majority of the gathered data. Because of this, the analysis and discussion of the
data from the online survey should consider the affect it may have on the results. Furthermore, it is also
important to keep in mind the number of respondents in the survey, as 26 answers were conducted for
the non-engaged in esports group (section 2), while 70 answers were conducted from the respondents
engaged in esports(section 3), thus the precision of the section 2 data might not be as high as for section
3.
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Analyzing and discussing the online survey data

The majority of data collected from the survey has been used and shown throughout the online survey
analysis section in form of graphs and tables to increase the readability of the data.
Section 1: Engagement in esports
Are you engaged in esports?
Yes
28%
No
72%
FIGURE 2: ENGAGEMENT IN ESPORTS

To start from the beginning of the survey, we asked the respondents if they are engaged in any esports.
The results to the question, based on 96 answers, were that 27 people or 28% of the respondents in the
questionnaire does not engage in any esports, while 72% or 69 of the individuals questioned does
indeed engage in some kind of esports. While based on these results one could argue that esport is
clearly an extremely popular industry in Denmark, you should not take those numbers as facts, as the
segment of people exposed and who answered the questionnaire cannot be seen as a proper randomized
sample size for the Danish population, due to the strategy employed by the researchers in the collection
of the online survey data.
However, 26 people answered in section 2 and 70 people section 3, thus one of our respondents
presumably miss clicked.
Section 2 & 3: Comparing, analyzing and discussing demographics of

respondents
To better understand and to better analyze the results of our respondents exposed to our online survey,
we will take a look into the demographics we gathered for both the people who categorized themselves
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in section 2 (not engaged in esports) and the people who say they are engaged in esports (section 3).
We will go through gender, age, region, occupation and income.
Gender:
FIGURE 3: GENDER DISTRIBUTION

The distributed results for the gender of the two sections were 35% females and 65% males for section
2, while section 3 had 8% females and 92% males, which has some interesting aspect that can be
looked into. First and foremost, the male dominant gender distribution for section 3 which was
expected, as studies before have shown that the distribution of esport enthusiasts is clearly in favor of
males 18% to 82% (statista 2016b). However even section 2 had the male/female distribution nearly at
2 to 1 respectively. And as we discussed earlier, the assumed majority of the section 2 answers should
be from students from CBS, is the two major groups of people we exposed the survey to, which has a
gender distribution is close to 50/50 Therefore, it has to be assumed that males just have a higher
incentive and interest towards the questionnaire, as the percentage of female participants is lower than
expected in both sections. Thus, just by comparing the gender distribution of our sample of
respondents, it is clear that it most likely does not proper represent neither of the groups of people
analyzed, as secondary data suggests higher female engagement in esports than our results.
Furthermore, by using logical thinking, the non-engaged esport group should at least be around 50/50%
distribution or in slight female favor, since if esport enthusiasts is in clear favor of males, the opposite
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view should be in favor of women and even more as the gender ratio in Denmark is around 98 males to
100 females(knoema 2015).
Furthermore, as hinted earlier, it was expected that a male dominance in section 3 would occur, as
esport enthusiasts are dominated by males. It therefore brings up the discussion as to whether Danish
esport associations should focus their marketing towards males who are already highly engaged in
esports or the female audience who accounted for 42% of the Danish gaming market in 2012 (Ipsos
MediaCT p. 39 2012) and can be assumed to still be around the same as another study in 2017 for
United States has indicated the same 42/58% distribution of gamers(statista 2017). However as esport
enthusiasts is dominated by males and the distribution of Danish children in the age group 10-18
playing team games is a staggering 94% males and 6% females, as females prefer playing solo games
(Helsborg 2015), thus no enthusiasm for esports or a lot of value for the majority of younger Danish
females to participate in a Danish esport association. Therefore, it does seem to favor males heavily to
participate in Danish esport associations, as they are the most enthusiastic about esports through their
participation in competitive online team games.
Age:
It is clear that from our survey results, the majority of our respondents are within the age groups 19-21
and 22-29. However, there is a noticeable difference between the age for non-engaged and engaged
people in esports. Section 2 had 15% of the respondents over the age 30, while no respondents over 30
in section 3. At the same time, 0% of the section 2 respondents were under the age of 18, while 20%
was for section 3. Therefore, even though the mode is 22-29 for both sections, the average age of
respondents is clearly higher for our segment in section 2 compared to section 3.
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Region:
The region of respondents in section 2 has clearly been affected by the researchers method of exposure
of the survey, thus data in section 2 will mostly indicate the opinion of people living on Zealand and
mainly close to Copenhagen, as only 4% lives in Jutland while 72% lives in Copenhagen (68+4% from
other who lives in Slangerup) and the last respondents around the rest of Zealand (16%) and Sweden
(8%).
Region distribution for section 3 better indicates a spread of respondents across the country, as it is
relatively corresponding with the spread of the Danish population (CITY POPULATION 2017).The
survey results can therefore better indicate the general opinion for people of the whole country, rather
than a certain area as in section 2. Furthermore, it may indicate a higher engagement of people in
esports in certain part of the country considering the population, such as Region Zealand who consists
of around 14.5% of the population of Denmark, while it is 21% in our segment, while North Jutland is
around 10% of the population, but only 4% of the segment.
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Occupation:
The respondents are mostly students in both sections (77% and 70%), which is the most important take
away when considering later survey results. However, of the people who are not students, the rest in
section 2 all have a full-time job (23%) while section 3 shows considerable unemployment of the
remaining people outside of students (10% out of remaining 30%). These statistics based on our
respondents does therefore indicate people engaged in esports are more likely to be unemployed or to
have a part-time job instead of a full-time job when not a student. More data is however necessary to
whether or not there is more truth to it.
Income
The income of section 2 shows that most of the respondents (76%) have an income between 0 and
19.999 DKK, being split evenly 36/36% between the 0-9.999 DKK and 10.000-19.999 DKK ranges,
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while only 8% each in the ranges 20.000-29.999 DKK, 30.000-39.999 DKK and 40.000-49.999 DKK
ranges.
For section 3, the majority of respondents had an income between 0 and 9.999 DKK (73%), the second
highest range was 10.000-19.999 (14%) and the amount of people declined with increased income (6%,
4% and 3%).
Conclusion of demographic data of respondents

Section 2: Not engaged in esports
The respondents in section 2 therefore contains of a gender distribution 2 to 1 female/male who are all
adults, but the majority of them are below 30 (85%). Furthermore, they are mostly from the capital
region of Denmark (72%) with only 8% in Jutland, and the remaining 20% spread around the
remaining of Zealand (12%) and Sweden (8%). The occupation and income of the respondents
correspond as 77% of them are students and 76% of them have an income of 19.999 DKK or less, with
a then correspondents of the full-time workers (23%) earning 20.000 DKK or more (24%).
We are therefore dealing with data from mostly young adult students with relatively low income around
the Copenhagen area.
The demographics makes sense considering the methods used to collect data, thus later analysis of the
segment should consider the demographics of the respondents, as the data presumably would be vastly
different with a random sample size of the Danish population not engaged in esports.
Section 3: Engaged in esports

From the data collected, the group of people engaged in esports we have gathered data from are a little
different. They are mostly male (91%) and they are all 29 years or below, while 1/5th of being below the
age of 18. They are spread around the country considerable equally, comparing it to the population size
of the regions in Denmark and considering the number of respondents (statista 2016a). Furthermore, it
is mostly students (70%) followed up by workers (20%, 14% full-time, 4% part-time and 2% freelance)
and the remaining 10% being unemployed people. The big majority of the respondents have an
incredible low income (73% earns between 0-9.999 DKK and 14% between 10.000 and 19.999 DKK)
with only 13% earning 20.000 DKK or above.
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The respondents for engaged in esports are therefore mostly males who are all young adults or children
living all across the country and the majority are students with very low income (9.999 DKK or less).
It is important to remember this when interpreting the later results of the survey in section 3, as it
indicates the audience and market of consumers considerable for Danish esport associations.
Remaining section 2 data:
Why are you not engaged in esports?

I dont play any video games I dont play competitive video games
8%
4%
I have considered it but I haven't yet None of my friends play
8% 36%
Other 44%
The people who did not engage in esports gave us insight into why that is. As shown above, we found
out that the biggest reasons in our pre-coded answers that 36% dont play any video games, while 44%
dont play any competitive video games. The remaining answers was that 8% had considered it, while
4% said none of their friends play, while the other answers said that they had better things to do or a
lack of time. Something interesting to consider here is that some of the people from this segment could
be potential customers for esport associations even though they are not categorizing themselves as
engaged in esports. This could be by creating value for the people who might engage in esports through
an esport association if the right conditions were set. This could be by marketing the association as a
place where people with any kind of interest in games, whether it is casual computer games,
competitive computer games, console games or mobile games, and any level of skill could be a part of
the association for the social aspects and interest in games. Furthermore, the people who said they have
considered being engaged and none of their friends play are even more potential consumers, but
marketing towards them should be done. This could be through advertising that convinces them to be
engaged and understand they can come alone to esport associations and make friends through it. Thus,
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creating a place where people can practice esports, engage in esports and create friendships through the
enjoyment of games and not feel discouraged by the highly competitive individuals that esport
associations currently attract, however more data would be needed to further analyze the possible
market undiscovered.
Section 2: Open-ended questions

In the last part of the survey for section 2 participants, we asked two open-ended questions to find out
what would make them start playing and what their general opinions on esports were. All the answers
from the open-ended questions can be found in Appendix 1. Furthermore, in the following section the
researchers used the method of coding by categorizing the answers and thus looking for patterns and
tendencies in the data to better understand the opinions and to better analyze the data obtained from the
respondents.
21 people answered as to what it would take for them to start playing and one of the more common
answers were and lack of interest. While lack of interest may be difficult to change by an esport
association alone, other respondents indicated immediate fixable problems. One of the respondents
mentioned that a club may make him play while another person mentioned not being good enough,
which both are reasons that an esport associations could affect by making it clearer to interested people,
that not all esport clubs are for the highly competitive players, but some esport associations in Denmark
offer services fitting many types of gamers. Furthermore, 6 people mentioned that they would need
more time to begin playing, while it may not directly indicate that when those individuals gets more
free time that they will become the most engaged esport enthusiasts and the esport association market
can snap them up, it does prove some level of interest. Especially as one of the respondents further
expanded on his interest towards esports, but lack of time limited the ability to become further engaged
in the industry. Therefore, it is to be assumed that there indeed may be an undiscovered market in
people who may just want to experience esports on a casual, yet social level which esport associations
could provide, however more data would have been needed from this group of people and their opinion
on esport associations who operate similar to casual football clubs etc. to give more in-depth analysis
of the segment in question.
In the 2nd open-ended question we had 18 out of the 26 people from section 2 share their general
opinion about esports. Some of the respondents had very negative views about esports saying that they
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believe that the industry is for the weak and it is scary for the youth, as they will lack basic human
skills such as social cues and body control. While there have been studies indicating a link between
violent video games and increase in aggressive behavior and decrease in prosocial behavior such as
empathy and sensitivity (American Psychological Association 2015) it is important to also recognize
the positive affects gaming can have on society. For example, a study has shown that action
videogames improve the ability to multitask without the expense of the primary task
performance(Chiappe et al. 2013). Because of this, the Danish defense actually marketed one of their
education programs towards gamers, as the control of air traffic requires the ability to multitask among
other abilities that psychologist Jimmi Andreasen claims you get from demanding video games (Buch
2017). Another interesting direction of answers is on the topic of whether esports is a sport. A minority
of the answers indicated that esports definitely is not a sport and should not be categorized as such, nor
be an Olympic discipline. However, the Olympic disciplines might be where esports are heading.
Esports will be a medal event at the biggest event similar to the Olympic Games, called Asian Games
(Olympic Council of Asia 2017; theguardian 2017) in 2022 and several people predict it to become part
of the Olympics Games in the future. And while 50% of our respondents in this section did not consider
competitive online video games to be a sport alongside football and dart (Appendix 2), the majority of
opinions towards esports were positive. A lot of acknowledgment towards the industry and its growth
was given by the respondents, saying it is trendy, cool, innovative and exciting and mentions of the
opportunities that entrepreneurs and young people have in the esport industry. It is clear that the shift of
opinion towards esports have been changing immensely especially over the past 3 years and there is no
indication of it stopping in the near future other than a few of our respondents still being skeptical
towards the industry.
Reflections on section 2 data

After going through the results and analysis of the data from section 2, it is clear for the researchers that
valuable data have potentially been lost due to lack of questions towards the segment in question. More
specific questions towards their opinions about esport associations and its similarity to football clubs
and the like, finding out if the segment would be more deemed to engage in esports if they could join
an esport association who also focus on the casuals who enjoy playing games. This direction of data
could have provided valuable data for esport associations about the segment in question for future
marketing plans and structure of the organizations.
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Section 3: Engaged in esport respondents survey data

As mentioned before, this section is only for people who identified themselves as engaged in esports,
which were 70 out of the 96 total respondents in the survey.
After the demographic questions, the two questions shown below were asked and these are the results.
As it is shown above in the left pie graph, the respondents have been engaged in esports for a longer
period of time, with 57% of the respondents being engaged for over 5 years and 30% between 3 to 5
years. The remaining 13% have been engaged for up to 2 years. It is quite interesting to see that the
majority of the respondents have been engaged for such a long period, considering how new esports
generally are. It is to be speculated that the segment we gathered data from may have been engaged
longer than the average esport enthusiast, since people active on Danish gaming forums may be
different from the average Danish esport engaged individual. The most interesting part of the data
however is in contrast with the right pie graph, showing whether or not the respondents have ever been
part of an esport association. Surprisingly, even with the majority of the respondents being engaged for
so long, only the minority of 16% have ever been in an esport association, while 84% never have. This
is clearly indicating a huge undiscovered market of customers that have not yet even used the services
offered from the industry of Danish esport associations. We therefore asked the respondents into why
they have/have not been part of an esport association.
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IF YES: Why did you become a member of an esport association? (Multiple choices)
Why did you become a member? (Multiple choices - 14 respondents)

Other 5
To develop more skills/get better 9
For the fun 5
To play with your team in real life1
To be trained/coached 2
To meet new people 5
0 1 2 3 4 5 6 7 8 9 10
We gave the respondents the ability to either provide their reasons for joining an esport by our pre-
coded answers or further explaining in the others category. As the question could be answered by
multiple choices we could find out multiple reasons as to why our respondents joined esport
associations. We therefore found out that the biggest reason that our segment of respondents is/have
been a member of an esport association was to develop more skills/get better, as 64.3% meant that was
why. Furthermore, 35.7% of people did it for the fun and to meet new people, while only the minority
did it to be trained/coached (14.3%) and to play with their team in real life (7.1%). Moreover, around
1/3rd of the respondents gave us other reasons as to why they became a member, being things such as
the thrill of matches, being the head coach of Srby Esport and one person mentioned it was to forward
his esports career. It is therefore clear that the majority people who have been a member of an esport
association did it to get better at the game they were playing, followed by the fun and social aspects.
This data could be valuable for esport associations to know the reasoning behind becoming a member,
but something just as important is to know why people have not become a member yet.
In the following two sections the 4Ps of the marketing mix have been utilized for Danish esport
associations.
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IF NO: Why have you not been a member of an esport association? (Multiple choices)
Why are you not a member? (multiple choices - 56 responden
Other 9
I didn't know I could join and play in esport associations in DK 6
I dont think im good enough 9
Playing online is enough for me 26
Never thought of25

it
No closeby association I can become a member of 11
Expensive 0
0 5 10 15 20 25 30
The above clustered bar graph shows as to why our engaged respondents have not become a member of
an esport association yet. There are two reasons clearly sticking out from the others, with 46.4% saying
that playing online is enough for them, while 44.6% actually never even thought about becoming a
member. From a marketing perspective, the fact that almost half of the respondents have not even
considered becoming a member, indicates clear holes in the industry of esport associations. If
considering the promotional aspect from the marketing mix (Lovelock & Wirtz 2010) to this, one could
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argue that Danish esport associations should invest more resources into the publicity of themselves and
the industry through for example advertising or partnerships with other companies within the Danish
esport industry. This could be by advertising through gaming forums by forming partnerships or
investing in advertisement through channels that the segment is believed to gather around, which from
our data would be mainly male students. Furthermore, 10.7% did not even know they could join and
play in esport associations in Denmark while 16.1% didnt think they were good enough to join one.
Those are both indicators that the utilization of promotional education within the industry is lacking, as
ideally, neither of those reasons should be why people engaged in esports choose not to join an esport
association. Therefore, if considering how the individual esport association in Denmark can promote
themselves, it is indicated from our data that ideally targeting the market segment in question by
making them aware of the association, who can join, what it offers and what value it brings etc. is one
way to approach promotion of themselves.
Furthermore, 19.6% says that no association is close enough for them to become a part of, which you
speculate whether the place of the associations is proper spread around Denmark to best offer the
services to the consumers. by looking at the list of esport associations (Andersen 2017) wen can see the
distribution of esport associations across the country. Currently there are 21 associations in Denmark
that offers esport services, however only 2 of those are located in the Capital Region of Denmark.
Considering the highest number of respondents engaged in esports reside in the Capital Region of
Denmark (33%) it does seem strange that less than 10% of esport associations are located in the Capital
Region of Denmark. However, it may be due to the population density difference there is compared to
Jutland. It is therefore important both for current and new esport associations to consider the place that
they offer their services, as potential consumers may be lost by having a poor location.
Not a single one of the respondents thought that the price of becoming a member of an esport
association was the reason as to why they have not engaged in those services yet. This is an indication
that the industry of esport associations currently do not compete on prices, but rather the other Ps from
the marketing Mix, such as Promotion and Place(Lovelock & Wirtz 2010). It is however important to
consider the use of pricing for esport associations, as higher prices may be a legitimate strategy utilized
to increase revenue and thus the possibility of growth of the association, especially if there is no current
indication of price sensitivity of the consumers. However, further research has to be conducted about
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this subject to conclusively analyses the consumers price sensitivity and the potential of price change,
rather than just speculation based on what our data indicated.
Could present and analyze other answers as well.
The last of the Four Ps, Product, which also can be referred to as the service offered, will be discussed
together with relevant survey data next.
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Danish esport associations service offerings rated

Service offerings rated by people who are/were to become member of Danish
esport associations
Online
coaching
through
Ratings of Training/coa Gaming demo Tournamen
service ching Bootcamps events reviews ts
Response Response Response Response Response
Rating count + % count + % count + % count + % count + %
1 4 (7%) 3 (5.3%) 2 (3.5%) 7 (12.3%) 3 (5.3%)
2 1 (1.8%) 7 (12.3%) 3 (5.3%) 6 (10.5%) 2 (3.5%)
3 12 (21.1%) 16 (28.1%) 11 (19.3%) 17 (29.8%) 10 (17.5%)
4 21 (36.8%) 17 (29.8%) 17 (29.8%) 18 (31.6%) 16 (28.1%)
5 19 (33.3%) 14 (24.6%) 24 (42.1%) 9 (15.8%) 26 (45.6%)
Average
rating 3.88 3.56 4.01 3.28 4.05
Answered
question 57 57 57 57 57
Skipped
question 13 13 13 13 13
The table above display the results we gathered from the survey when we asked the respondents
engaged in esports about how they would rate each of the services offered by Danish esport
associations together with a potential new service offering. The rating scale was a 1-5 scale. In the
table, we highlighted the rating that received the most votes from each category. We also highlighted
and underlined the average rating that each service had. Furthermore, it is important to note that 13
people of the respondents skipped the rating of services, thus only 57 of the total 70 respondents in
section 3 answered as shown.
By asking the respondents to rate the services offered, we could get an insight into what product(s)
offered by Danish esport association are the best according to the consumers. While the average rating
for the services offered were all above average, there was a noticeable difference between the rating
that each product received. The highest rated service was tournaments, which received an average
rating of 4.05, with 45.6% of the respondents giving it the highest rating of 5. The lowest rated service
was online coaching through demo reviews, which is something not offered by Danish esport
associations, but wanted to see whether the service would be in interest for the consumers. While it did
receive a decent average rating of 3.28, the fact that it is the lowest of them all indicates that it should
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not be highest on the priority list for Danish esport associations to implement such service offering.
However, alongside tournaments, gaming events was something the respondents rated quite high, as it
got an average rating of 4.01, nearly as high as tournaments. The training/coaching service received an
average rating of 3.88, thus still fairly high, but a noticeable difference from tournaments and gaming
events. The lowest of the four services currently offered was therefore boot camps, which was clearly
the lowest with an average rating of 3.56.
This is clearly indicating that the consumers/potential consumers of Danish esport associations prefer
event offerings in terms of gaming events and tournaments, with training/coaching just behind. The
potential service innovation offering of online coaching through demo reviews for the consumers may
not be the best new service to provide, as even though it got a decent average rating of 3.28, it was the
last by quite a big margin up to the highest rated service, considering the rating scale.
Section 3: Open-ended questions

In the last part of the survey and section 3 for engaged in esport respondents, we asked two open-ended
questions, which we coded and analyzed below to look for patterns, tendencies and possible
explanations (Veal, A. J. 2011). All answers can be found in Appendix 3:
In the first question, we asked our respondents what they believe esport associations in Denmark
should/can do to help grow the esport industry, which resulted in 38 total answers, but 6 of those were
declared unusable as no opinion was given. Out of the remaining answers, we found a pattern in
answers towards marketing related issues. 12 people believed that esport associations in Denmark
should focus on their marketing in one way or another, which correlate with our previous findings as
well. The respondents brought up points such as more advertising and visibility, to both educate the
general public about esports, but also esport gamers themselves, as one of respondents mentions that he
does not know much about esport associations. A general pattern through the answers concerning
marketing is that there is a lack of awareness and information about the associations. Therefore, several
people believe that media exposure through for example TV commercials would be something esport
associations should do to grow the esport industry, which in return would also better position
themselves better with an increase in consumers. Another thing mentioned in the answers would be to
give out free gifts, which could be by using the sales promotion strategy by creating short-term
incentives or to make people aware, consider and encourage people to try their products. It could be by
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offering free trial runs in the association, or coupons for a cheaper membership the first 6 months
(Lovelock & Wirtz 2010).
Something else that the open-ended question identified that correlated with our results from previous
findings was the interest in having more tournaments. As we found out earlier, the service offering of
tournaments was the highest valued product from consumers perspective out of all service offerings
from Danish esport associations. Therefore, it makes sense that several people mentioned that esport
associations should create more tournaments to help grow the industry. Furthermore, some of the
respondents mentioned that more clubs/associations should be available in the Danish esport industry.
On top of that, an idea was proposed that associations should create a competitive environment
between each other in the same way handball clubs play against each other, which in an esport
environment could both be online or at a set location. Therefore, by combining the two ideas of more
tournaments and more competition between associations, a potential system could be created in the
Danish esport association industry, where the clubs compete against each other in the different esports
on a weekly basis in the same manner normal sport clubs does. Furthermore, the lack of proper
coaching/training in was mentioned by several individuals. This is something that esport associations
can further develop by better educating their trainers/coaches or invest in other/more people to have a
diversified offering so value for more consumers can be achieved through their training/coaching
service offering.
Other believes from the respondents towards the question was things such as better female
participation, actively working with young talent to develop and work with the Danish Gymnastic and
Sport Associations (DGI) to organize esport activities for kids outside of bigger cities.
In the second open-ended question, we asked the respondents into their overall opinion of Danish
esport associations and its effect on the Danish esport industry, where we got a total of 36 respondents,
however 8 of those had no opinion. In the coding process of the answers we categorized the answers
into positive, negative, neutral, no opinion and new ideas.
The majority of the respondents opinion on Danish esport associations and the effect it has on the
Danish esport industry was positive. Several people mentioned the effect esport associations has/can
have for future growth of the younger generation and how they positively influence the Danish esport
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industry by making it more acceptable for the generation to engage in esports. However not all of the
respondents have an overall opinion towards esport associations that is positive. 5 of the respondents
expressed problems such as lackluster performance and nonexistence from the associations and how it
is a waste of money. Furthermore, other people expressed that the associations doesnt do anything for
the industry and the CEO for eSport Danmark and Roskilde eSport, Jens Christian Ringdal, influence
the industry negatively (linkedin 2017).
People engaged in esports therefore generally have a positive opinion towards the industry, however it
is clear that there is still space for growth and development to change the general opinion of esport
associations.
Conclusion of survey analysis

In the analysis of our online survey we split our respondents into two groups of non-engaged and
engaged people in esports. We found out that section 2 of non-engaged individuals consisted mainly of
young adults who are students with relatively low income living around the Copenhagen area. While
section 3 of people engaged in esports consisted of mostly young men and boys living all across
Denmark with the majority of the segment being students with very low income. We found out that
there is a potential undiscovered market of consumers for esport associations within people who are not
engaged in esports, as interest is there, but the right conditions to engage the market is currently not
there. Furthermore, the data of both segments analyzed indicated a lack of marketing within the
industry. The most indicative data towards this was that the study found out almost half of engaged
people in esports never even considered becoming a member of an esport association, even though 87%
of the segment studied have been engaged in esports for more than 3 years. Moreover 10% of the
segment did not even know that they could join an esport association, while some thought their level of
play limited them in joining one. The qualitative data from one of the open-ended questions also
indicated a high lack of marketing, as that was mentioned the most when asked how they believed
Danish esport associations could help grow the esport industry. The survey data also found out that
consumers/potential consumers of esport associations in Denmark value the service offerings
tournaments and gaming events the highest, with a significant difference down to the training/coaching
and bootcamp services. The survey also found out that respondents thought esport associations should
improve the quantity of tournament offerings, while increasing the quality of training and coaching.
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Furthermore, data indicate that the quantity of esport associations in Denmark are lacking, as
quantitative data and qualitative answers pointed out the gap in availability of clubs around the country.
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Industry Analysis
Industry life cycle
The theory of the industry life cycle is a life cycle that gets divided into four different timespans. Each
cycle has its own specific characteristics that define whether the industry is in the startup, growth,
maturity or decline. By knowing which phase the Danish esport association industry is in, it can help
analyze and predict the future of the industry as a whole. (McGahan et al. 2004)
The industry life cycle for Danish esport associations is to be argued to be in the early growth phase, as
it matches the characteristics of the phase. Despite esports associations having been around in Denmark
for over ten years, it is not until recently that it has come any further than the introduction stage. This
means that the consumer oriented esport associations have come to understand to some extent the
offerings provided by the organizations within the industry. Furthermore, the demand is rapidly
growing, as can be observed by the many new Danish esport associations that have begun offering
services in the industry within the last year, as well as new school programs specifically about esports
education, which can be noted in the now 40 different schools offering esport as a field of study.
(Augusta 2017) It is clear that the industry is nowhere near the maturity phase, as it has not had any
shakeout period where the growth has declined in any sense. Neither can it be argued that it is in the
startup phase, as it started over 10 years ago and growth is increasing now faster than ever. (McGahan
et al. 2004)
Porters Five Forces Analysis

It is the job of the strategist to understand and cope with competition. But often what is defined as
competition is too narrow, something to be found only between immediate rivals, yet the competition
for profits reaches way beyond the established industry rivals. With the application of the Porters Five
Forces Model(Porter 1980), you gain a complete picture of what is influencing profitability in your
industry. It allows for categorization so you can identify influential trends and exploit them. It also is
useful for finding ways to work around profitability constraints.
The five forces are as follows:
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Established Rivals: They will try to gain more market share by price discounting practices, new
product or service introduction, advertising, or product/service improvement.
Customers: They have the potential to force down prices by pitting you against your immediate
competitor, as well as demanding increased levels of service.
Suppliers: Powerful suppliers can constrain you profits by charging higher prices or restricting flow of
essential supplies needed for business operations.
Entrants: New industry entrants put pressure on prices in their attempt to gain market share. With new
entrants into a market, it can become very expensive to stay competitive.
Substitute offerings: Simply put, these can lure customers away. They are offerings that perform a
similar function to the one that you provide but by different means.
Introduction
The point in using this model of analysis in the context of trying to promote growth in the Danish
esports industry is one of trying to figure out where the barriers to that growth can be found. If there is
no profitability to be had, the industry cannot grow. By finding out where the opportunities for
increasing profitability are and arent, businesses in the industry can better know where to place their
focus, be it internal change, or taking advantage of external factors.
The reason this model is being put into use is for one of overview and categorization. It can be very
difficult to define an industry structure and the nature of the competitive interaction within that industry
without the quality overview that a Porters Five Forces analysis has the potential to provide. If the goal
of this project is to figure out how to promote growth in Danish esports industry, it is absolutely
invaluable to have an understanding the competitive environment of said industry. It would prove
impossible to offer any kind of quality business recommendations to individual companies such as
Roskilde Esports without a thorough understanding of the forces at play beforehand.
These five competitive forces determine the industrys long-run profit potential, as it determines how
the economic value is divided, particularly how it is divided between the earnings retained by the
companies against how much is taken away through bargaining or other means by customers, suppliers,
substitutes, as well as how much is constrained by new entrants. With consideration given to all five
forces, it is possible for a strategist to keep an overall structure in mind, without allowing any one
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single element to eclipse the others. Structural conditions such as supplier ability and specific customer
properties are also kept at the forefront of attention when making considerations for business decisions.
In short, it would be impossible to known how to promote growth in an industry without having an
understanding of the profitability factors at play.
Established Rivals:
-Other esport clubs and locational advantages
There are numerous esport clubs in Denmark(Esportdanmark 2017) many of them being part of
extracurricular activities at Danish high schools. For high school clubs, admission is only available for
enrolled students, restricting their capacity for competition. This means that they have a much smaller
target segment and might not even be looking to do competition with other esports clubs unless school
club membership is for a fee and a source of income for said school.
Regarding regular non-school clubs, there are several competitive advantages or disadvantages to be
had regarding the location of a club. Travel can in most cases be a huge factor. It is generally best to be
as close to your target consumer as possible. Roskilde Esport has a prime location with just a very short
walk from three large Danish schools. None of these schools have their own club, so a huge
competitive advantage is had here regarding the absence of rivals in close proximity. Discounting
practices will mean very little if the customer has the added cost of long travel to another club, so price
based competition is rendered less effective. Another possible locational advantage is one of proximity
to rivals. According to survey results, 30% of the respondents were domiciled in the Copenhagen area,
yet there are only 2 associations in the entire city. Major advantages could be had from setting up
business in the right place in the city as a result of the lack prominent rivals in close proximity. This is
further reinforced by the 20% of respondents who stated that they were not in an association due to lack
of one in a nearby area. It definitely seems that established rival power is heavily dependent on
locational density.
Survey data has also shown from a consumer standpoint that advertising for most clubs is rather
limited. Most only just have their own social media presence. With the industry resurgence and rise in
popularity being relatively new, it could be thought that there is not enough room in the budgets yet to
do any small- or large-scale advertising projects. 45% of all the people in the survey engaged in Esports
never even thought about joining a club implying a lack of outreach by companies. 16% answered that
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they didnt think that they were good enough to join a club, meaning that associations do a poor job in
general of communicating their product/service offering and for whom it is for. This is definitely a
weak point and one that could be taken advantage of.
Student Discount Opportunities Also an option for esports clubs who are in close proximity to
schools with their own club. Students tend not to have a lot of disposable income, so price passed
competition may be the way around.
Survey results indicate that so-called events, such as tournaments and competitions, are highly
valued as an offering, even more so than any kind of training, including coaching and bootcamping.
This would mean that associations regularly scheduling such events would attract more customer than
those without, causing a shift in profitability. The service offerings of other companies can create
competitive advantages, meaning that depending on the immediate competitors in a certain area, the
force of established rivals could be very powerful. Another way of looking at it could be that of a joint
venture in the form for tournaments between competing clubs. If the demand for one company was for
such a tournament with another, the party would have power over the other in the form of refusal to
cooperate, leading to potential business suffering as one company would not be able to follow demand
as a result of another company.
Bargaining Power of Suppliers:

-Valve & Co making the games can make dramatic changes, substitutes not immediately possible
Suppliers are often thought of as those that deliver the goods needed for producing a product, but in
this industry, its a slightly different process. The main good needed for esports companies is software,
specifically the games played. Esports are unlike traditional sports such as soccer and handball in many
ways, but one that really sticks out is that of ownership. No one person/company holds sole ownership
over the sport of soccer as a whole. If a rule in soccer needs to be changed, it needs to go through a
process in The International Football Association Board (IFAB 2017), where the new rule is voted upon
by a mass of different country memberships, as well as the entirety of FIFA. This process is to make
sure that the rules are fair and dont dramatically alter the game in a significant way.
There is no such thing in esports. Valve Corporation is the company that owns and develops both
Counter-Strike: Global Offensive and DOTA 2, two of the most popular competitive esport games. Not
only do they own and develop the games, they also own and run their own distribution network,
namely the Steam Store. Valve games can only be purchased from the Steam store and are bound to the
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person who purchased them. Updates are also released using this platform.
Valve Corporation has complete authority over the development of their games, which means that
whatever they say or do to the game, that decision is final. In theory, this could mean that at any time,
they could make devastating changes to the fundamental core factors that differentiate their games from
those that cannot be played competitively. And if this doesnt seem extreme enough, they can also
discontinue online services for the game without notice, making it unplayable. While this is unlikely, it
is not impossible.
For many of these games, such as Counter-Strike, there is no immediate substitute in case of the game
being changed beyond repair or simply no longer supported. No traditional sports industry has this
issue. Even if FIFA and IFAB ceased to exist from one day to another, people around the world could
still play football tournaments. But if Valve Corporation shut down operations, their games and
software would cease to function, unless purchased by another party with the intention of continued
operation.
In any case, the software supplier has all of the power regarding one of the utmost important key pieces
in running an esports company. If the supplier shuts down, the company suffers severe losses.
-Hardware suppliers, computers and other equipment

There are many different hardware companies out there and chances of not being able to find someone
who can deliver the components needed for computers is next to zero. Computers need periodical
upgrades in order to continue to function optimally over the years, and there are so many computer
hardware producers, that being under the thumb of a single hardware supplier simply wont happen.
Any fluctuations in price or availability will be industry wide, such as the hard drive shortage that
started back in 2011 due to flooding in Thailand (Mearian 2013).
An argument could be made for increased supplier power in this area if your equipment is sponsored by
a particular brand. That would mean that the brand has more say in which models of the particular
components that they want to supply. If they cant come to an agreement, that means that the
club/association would either have to find another sponsor or pay out of pocket for components, which
is a considerable expense.
-Internet providers, speed, quality, and cost
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In the case of these esports clubs, they are at the mercy of their broadband providers. Not only do they
require a high speed of internet as a result of the many computers online at the same time, they also
need a stable, quality connection. This means that in addition to high upload/download speed, the ping
(latency) needs to be low. This high speed, high quality connection can come at a cost, and that cost is
not something that the esports companies would have a lot of power in negotiating, as without internet,
the company simply cannot run operations.
-supply of workforce
It was uncovered in the survey study that the quality of coaches/trainers was perceived as poor.
A possible workaround regarding a potential lack of coaches/trainers could be the implementation of a
coaching ladder system, where higher skilled players coach/teach lower skilled players. That would aid
the issue of workforce supplier pressure as long as it is ensured that there are enough customers in
different tiers of skill. While a coach/trainer being of high game skill means that he/she would be
technically proficient at playing the game, it might not necessarily translate into being a good coach.
Affability, patience, and flair for teaching are qualities that not many possess. A workaround could be
salary. As it would be plausible to assume that if the job offered more monetary compensation, more
qualified people would take it up, players in the industry might consider offering a well-paying salary
to skilled coaches who in turn would increase their service quality.
Customers:
-Low switching costs for buyers
Signing up for membership in a club can be as easy as filling out a form and then sending payment via
credit card. There are no switching costs for the customers if they switch membership when their
previous one runs out. Here the companies have very little power, as de-registration is free of charge,
and they dont have any physical goods that need to be transferred from one play to another.
-high information availability for consumers
As the customers for these esports clubs play online competitive video games, it would be easy to
assume that they have internet access. This means that with a quick information search on the web they
could easily find a list of different clubs or even other substitute services. By contacting other clubs,
they could quickly find out the different service offerings and prices and compare them between
companies. Therefore, the esports organizations cannot rely on lack of information about competitors to
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keep them afloat.

Assuming the games they are playing are team games like Counter-Strike: Global Offensive and
DOTA, etc., potential customers are also in contact with many other likeminded individuals who might
also have information on clubs. In this day and age, especially with organizations dealing internet based
services and products, information is in abundance and allows for consumers to not have the wool
pulled over their eyes by lack of multiple-source information.
-possibility for long-term club loyalty programs to promote retention
One area where there might be created a shift from customer power to company power would be one of
long-term bonus plans. A loyalty program with added benefits over a longer period of time could
discourage long-term customers from suddenly switching, as they would lose the benefits they have
stayed too long to earn. So with the implementation of loyalty bonuses, the customer would gradually
lose bargaining power over time as switching to another company would no longer seem as attractive
as it otherwise would for other customers. On the other hand, according to survey results, customers are
not very sensitive to prices between associations, meaning that prices lowered with attracting more
customers in mind might be a bad idea, and will not result in more customers but just a lower profit.
-bargaining power vs high fixed costs
One thing to note is that the customers also have a larger bargaining power if the fixed costs of running
the company are not properly covered. If the fixed costs are not covered, the company is running at a
loss and is need of more customers, which would allow the customers to put more demands forth. But
if the company was operating at full physical customer capacity, then the fixed costs of operation
would not be an issue and customer power is diminished. So this factor is case-specific when looked at
from a fixed-cost perspective.
Entrants:
-entry barriers: capital is the biggest one, you need hardware, peripherals, software, facilities
The most obvious entry barrier to starting an esports club is capital. You need money to purchase or
rent rooms/buildings in which to run your operation. If you cannot get your computers and hardware
sponsored, then you will have to pay for it out of your own pocket. Assuming that you want enough
computers and hardware for two teams of 5, that comes to a total of 10 computers, 10 monitors, 10
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keyboards, 10 mice, 10 chairs, as well as 2 large desks big enough to seat 10 people. So just for
equipment alone, the price is going to be well over 150.000 DKK. And that is without software for said
PCs. You would need 10 copies of Windows operating software, which adds another considerable cost.
It can easily be stated that companies who get their hardware and equipment sponsored have a major
advantage in getting operations up and running with much fewer early expenses.
-no real presence of government policy restrictions or needed patents or rights.
On the bright side, there are no government regulations or restrictions regarding running an esports
club business. Its not like wanting to start a chemical plant where you need all sorts of government
certifications and periodic inspections, so it is easy in that regard.
-access to suppliers is also not a factor, everything is readily available

Supplier access is not an issue as all the supplies needed are readily available for purchase as consumer
goods both online and in physical stores.
This is not a super attractive industry segment as the entry barriers are low, but then again, so are the
exit barriers. As the only real entry barrier is one of capital, for this industry, entry is simple. The same
goes for the exit barriers. Shutting down operations is straightforward, as long as it is written in the
terms and conditions for membership that payed membership can be terminated at any time in case of
ceasing of operations. Other than that, the rent of the facilities can be discontinued, and equipment can
be sold in used condition for some attempt at salvaging value.
Substitute offerings:
-very big threat with online options like Boomeo, YouTube tutorials, etc. These are readily available
Substitute offerings can be divided into two different categories.

1: Other competitive team activities
These are activities such as being an active member of a local football club, handball, any teamsport in
general where the activity takes place outside of school or work hours. These can be considered
substitute offerings on two different levels. One reason is that these activities also offer a coaching
environment with plenty of teamwork and training. While esports clubs offer a more sedentary and
mental form of teamwork centering in strategy and communication, traditional sports are more of an
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Kasper Damgaard
active and physical type of teamwork activity. Traditional sports also happen in a timeslot that is
outside school or work and can be considered an extracurricular activity.
There are however some barriers to switching to a substitute offering in the form of traditional sports. It
is not always that there is room available for local clubs, their teams being at full capacity already. And
if you get placed on a waiting list, you still have to pay a fee for membership when on the team.
2: Other esport training offerings

For the people not interested in pursuing traditional sporting activities, a substitute offering for esports
clubs might be in the improvement and betterment aspect. This means that instead of paying for and
utilizing the coaching/training opportunities that esports clubs offer, they utilize online training tools
from the comfort of their own home. There are numerous online training guides in the form of YouTube
tutorial video series, as well as platforms such as Boomeo. Boomeo was launched in 2017 and focuses
on teaching Counter-Strike based on how high-leveled professional players play the game. They offer
videos and guides made by professional players, as well as custom game modifications specifically
made for improvement of reflexes and quick decision making. On top of this, they offer tutorials on
how to setup up your computer for a digital video streaming configuration, as well as articles and
podcasts centering on the goings on of professional Counter-Strike (Boomeo 2017).
Switching costs are extremely low, as all of the YouTube guides are completely free of charge and
instantly accessible via web browser, and Boomeo offers most of their content for free, with the
exception of a few premium features. Switching is also incredible easy, YouTube tutorials are just a
websearch away and to use Boomeo, all that is needed to be done is signing up on their website.
-Shrink the pie or grow the pie
Industry Analysis Learnings of Results
From this analysis of the industry, it can be seen that the individual organizations operating in the
middle of these forces have very little power over the other forces regarding profitability. The suppliers
sit with absolute power, allowing no leeway for attempts at recuperating profitability loss from that
area. The same goes for the possible substitute forces as well as established rivals, which are in many
cases readily and easily available to switch to at little to no switching costs for the consumer.
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Kasper Damgaard
It can then be gathered from this analysis that improvement in profitability cannot in most cases come
from power to change external factors outside the individual companies, meaning that most of, if not
all, of the change has to be done internally. To increase the profitability of a company in the esports
association industry, the quality of service offerings need to be better than those you are competing
against, with prices being competitive. From all of this, it can be said that the use of an industry
analysis in combination with the survey results has revealed that with as little power over external
forces that the companies have, the road to increased profitability is through service innovation leading
to better service offerings and quality, combined with heavily increased efforts in marketing and
advertising. If you can offer a better service than the competitors at a price that is competitive and
communicate it to the right people through the right means, it is reasonable to assume that customers
are less likely to switch to a rival or substitute service.
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Bargaining Power of Suppliers

-Very high software supplier
Threat of Entry
power with low presence of
-Very low entry barriers
substitutes
-No government
-Very low hardware supplier
regulation/policy
power in most cases
-Only real requirement is
-High Internet services
access to capital
supplier power, no substitutes
-Low switching costs
-No threat of forward
integrations
Established Rivals
-low switching costs
-low exit barriers
-locational advantages
-price point competition
possible based on
location
Substitute Offerings:
Bargaining power of
-Other teamsport activities
customers
with possible high switching
-very low switching costs
costs
between clubs
-Other esport training
-high information availability
offerings with extremely low
-fixed costs need to be
swithcing costs with high
covered, so power depends on
propensity for buyer
capacity filled
subsitution
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Conclusion
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Kasper Damgaard
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Appendix
Appendix 1: Open-ended questions for non-engaged esport respondents

What would it take for you to start playing?
More time
More time
An interest in it.
More time on my hands seeing that I find esports interesting
i need more time.
I won't
Being really bored
I dont feel like wasting my time on electronics, i rather do other things. But I guess if I were introduced to it by
someone i know, i might understand it better and then create an interest.
An hourly payment $$$
Nothing- gaming doesn't interest me
Having more time and interest
I am not good enough
I have no interest in taking games that seriously.
A club maybe. Some rewards or something. It would take me hours and hours of play before I could be
competitive. I play video games against other people online, FIFA Ultimate team for example. I play it because of
it's competitive nature and because I get to measure my skills against other physical players, rather than the
computer. If I compare my FIFA gaming with my football practice every Tuesday, I would say that I play FIFA to
relax, and I play football to win, compete and meet friends. Even though I play FIFA for the competitive nature of
the game, it's a way to relax rather than something than I would like to build a career on. The seriousness of a
proper serious competition would take away some of the relaxation and fun from it.
I would need more spare time and a young friend to play with
I really don't know.. I played when I was younger.. but know is sport and school taking all of my time
Don't know
A good game
Interesting, exciting game
I don't know
A game in which the competitive aspect would be highly enjoyable
I like to play, but there is no physical activity in it and at some point I get restless
what, if any, is your general opinion on esports?

Trendy, fun and upcoming sport that will have a large impact on future generations. Lot of opportunities within the
field for entrepreneurs
e-sports are awesome and they deserve more credibility
It's cool for those who enjoy it
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I see it more as a hobby than a sport

I dont have an opinion.
It does not interest me in the slightest, but is probably fun for people who play
Cool, innovative, exciting.
It's for weak.
Its a new way to make big money for young people
I think they are fun, I wish I had more time so I could play
I do enjoy watching games like Rocket League, and the documentary on Astralis was quite good. I do tune in to
The International every year as well.
I would not like to see esports as an olympic discipline for example.
I think esport is a good sport because its a team sport but you should supply it with a sport where you work with
your body
I don't think you should call it a sport.. the only thing you do, is sitting down and play something.. instead of
esport, it should be something like competition gaming
It's cool
Kind a waste of time
Its a sport, and it will grow
I think e-sport is becoming more and more like other competitive sports. That being said. The word sport still has
another associated meaning. In most people's minds sports are more active.
Scary for the youth, that will lack basic human skills, like social cues and body control
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Appendix 2: Do you consider esport as sport?
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Appendix 3: Section 3 open-ended questions engaged in esports
What do you believe esport associations in Denmark should/can do to help grow the
esport industry?
-
- More advertising especially with the current growth of esports
- Local teams like handball clubs but for videogames instead and then matchmake against other clubs
online or at a set location, basicly handball match but videogames
- I don't know. I think it's already growing pretty fast.
- More marketing to appeal to different groups. Sadly, most people hear "Counter Strike" and think of a low
life playing a stupid video game.
- Create further involvement for current customers
- Visibility for general public would help in righting the wrong views about esports
- I have no anelse what so ever
- Funnel more money into the sport, start making actual tournaments in Denmark.
- Talent work with young people
- Market themselves better. Even though I play different eSport games I dont know much about them.
- Attract more cute guys, build a stronger female participation group
- Make people more aware through marketing. I would think that the more people playing, the more people
people would eventually join or make their own club
- Continue to create new ideas and engage the younger people in a way similar to football clubs, and
develop it towards the goal of making it available the same way as football clubs for younger people are
currently in Denmark.
- Create awareness about E-sport so that more people might find it interesting, I.e. TV commercials.
- Stability
- Need to get the information out about the association, so that people will get aware of the existence
- Awareness about esports is really important. A lot of people who don't play videogames and the like,
doesn't understand the competitiveness of esports, which makes it less important for them. I think the
beauty of esports ATM is that it is all about the competition. It is not driven by money in the same way as
the big sports scene is.
- Nothing
- Better marketing. Haven't seen any.
- Yes
- more tournaments, more media expo
- VI har en kultur i Danmark med foreninger ogs erhvervslivet vil i strre grad give sponsorater i
forbindelse med foreningslivet.
- More LAN tournaments, with possibility of random 5v5's. Many people are not able to create a 5 man
team in the same region.
- Get more clubs to be part of :)
- Introduce it in primary schools just like football, badminton, etc.
- help young talents and invest in teams. the scene needs money
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- Give out free gifts

- More LANs, more tournaments
- Make tournaments more accessible - hit up high schools during lunch time to make it less "serious"
- More professionel and treat it more as a sport
- Getting people that are respected in the community to come coach or teach people something once in a
while rather than having a random guy being a coach.
- Just keep on trying to expand and make sure, that each and everyone in their association is having a
good time, and always happy about how things are going
- Just keep growing and improving what they are doing right now
- You could say "get more money", but i think its at matter of reclamation and branding. Making it possible
for not highly skilled players to get a opputinity to get on a team with evenly skilled players to help
eachother grow...
- I feel like we need some kind of acceptance in the mind of the generel community and I believe
advertising through medias is the best way.
- No comment
- Be an active part in the discussions with DGI and try to organize young kids in the areas outside of the
bigger cities.
- keep the young new talents in a tight leash, and teach them how to be professional.
What is your overall opinion of Danish esport associations and its effect on the Danish
esport industry?
Its getting there, it just need some more time for schools and activity clubs like SFO's to pick it up
I have no opinion on Danish e-sport associations as I have never heard of nor interacted with any.
Danish CS teams are some of the best teams in the world. It's going great and that has a powerful effect on
current players and upcoming players.
They are lackluster in performance in comparison to other sports even considering their size and age.
I have no fucking clue about danish esports associations
Fine, couldn't care more or less
I'm not in a position to say.
Very good
I don't have one
if more people joined, you could start to build up national championships with clubs playing against one another
all over the country. pretty much the same as is happening now with handball and football clubs
I think the danish esport industry and the associations within have gone through a nice growth throughout the
last year. I think Danish esport associations should continue making effort in creating value for esport enthusiast
as I believe it can have a long-lasting positive effect on the Danish esport industry overall.
I think the Danish e-sport communities are growing rather well, both in influence and in popularity. You can bet
Money on e-sport online as was it a football match or watch e-sport matches on the tv when you want to. I
believe the Danish e-sport is moving in the right direction and I hope it will continue to grow.
Great
I think that Astralis currently has the highest influence among the Danish associations, but I think local
associations is a great way to create new talent and awareness about the good things about esports.
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Waste of money
Don't know.
Non existent
They have a great imoact in the promotion and developement og e-sports in Denmark and helps changing the
view, make it more acceptable!
i think you should distinguish esport from gaming to make this survey viable. some are doing a good job
advocating esport in denmark , me4lk, synderen, CS guys from North and astralis and i believe that the danish
esport scene is growing, though it is still somewhat only in small social circles that esport is enjoyed and not in
the general public. This is something i believe will change in the next 10 years and especially the last year/two
years it has gotten momentum, but i dont believe that bootcamping/training players is the way to affect the danish
esport industry. We must remove the negativt stigma towards playing computer - casually as competetive, and
move the focus on being healthy while doing what u think is fun.
Drlig indflydelse og ageren, f.eks. Jens Christian Ringdal
They need to do more marketing. Facebook marketing/Digital marketing is the way to go to reach this segment.
It is good tho i dont know any esports associations around me
Dunno
i think its great for young people to learn
Dont really know ir
People who don't get the concept think it's too "nerdy" and people who get the concept think it's too serious
Very good. We're one of the most developed countries in terms of esport oppurtinities.
BLANK. :-) I don't believe any associations does anything useful or worth mentioning. RFRSH perhaps, but thats
just a work in progress. Marienlyst eSport, Srby eSport dosen't do anything for the industry. I'm sure a few
parents around the country thinks its a good idea for their young 10-12 year old to go to one of these eSport
unions where they atleast has some physical contact with other kids rather than sitting at home yelling at their
screens. Some parents just dosen't get it. :)
The big associations as Astralis and North wishing CS:GO really got the medias attention, and i think it has
become more and more valid to be a "gamer" in the recent years. They are no longer fat kids sitting in their
moms basement, but hey are young athletes who compete for millions of DKK and have a larger salary at the
age of 18 than most of the people in Denmark. With Astralis being so succesfull in the recent years i really see a
change in the way e sport is looked upon. I think i is also awesome that you now have schools that have lines
with coaches for gamers.
I FUCKING LOVE THEM. I am a part of Srby Esport myself, and it is so much fun, just to sit down have some
good times, and other times practice really hard with your team.
It is good to help younger people to understand what it takes to become better.
Its helping highly talended players to grow and make a living for themself, if they are willing to offer their time and
money.. which is good i guess....
I think they do a very good job with the funds available
No comment
Great.
its huge! the best in the world right now!
Page 69 of 69

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17-05-2017 BSc Administration & Service Management Sebastian Holtze &

Bachelor Project: What can Danish esport

Bachelor Thesis Exam project, hand in 17/05-2017

Supervisor: Unnar Theodorsson

Names and e-mail addresses of members in group 74:

Sebastian Jenry Holtze-Petersen (071095-1543) seho14ac@student.cbs.dk

Kasper Mygind Damgaard (030695-0635) kada14ad@student.cbs.dk

Pages and numbers of characters (including spaces):Pages: 60 Characters: 120.000

without its own set of drawbacks.

Potential Issues and Drawbacks

4: Data gathering survey and results to lay a

5: Industry analysis to find out what

6: Conclusion and recommendation

Limitations in the literature review

Conclusion of literature review

Industry Life Cycle

Porters Five Forces

Models/Theories not used

Models and theories used:

Method I: Philosophy of Science and Qualitative Methods: In depth interviews

Models not used for reasons of changed topic:

Resource based strategy

Service Encounter Triad

GAP Model issues

FIGURE 1 THE RESEARCH ONION -(Saunders et al. 2011)

Primary data and secondary data

Techniques and procedures

Implications of using a case study

Descriptive/Exploratory: Which is about finding out and describing what it is

Evaluative: which is the evaluation of policies and programmes

Quality criteria of research

Results and analysis of the online survey

Analyzing and discussing the online survey data

Section 1: Engagement in esports

Are you engaged in esports?

FIGURE 2: ENGAGEMENT IN ESPORTS

Section 2 & 3: Comparing, analyzing and discussing demographics of

FIGURE 3: GENDER DISTRIBUTION

Conclusion of demographic data of respondents

Section 3: Engaged in esports

Remaining section 2 data:

Why are you not engaged in esports?

Section 2: Open-ended questions

Reflections on section 2 data

Section 3: Engaged in esport respondents survey data

Why did you become a member? (Multiple choices - 14 respondents)

To develop more skills/get better 9

For the fun 5

To play with your team in real life1

To meet new people 5

Why are you not a member? (multiple choices - 56 responden

I didn't know I could join and play in esport associations in DK 6

I dont think im good enough 9

Playing online is enough for me 26

Never thought of25

No closeby association I can become a member of 11

Could present and analyze other answers as well.

Danish esport associations service offerings rated

Section 3: Open-ended questions

Conclusion of survey analysis

Porters Five Forces Analysis

The five forces are as follows:

Bargaining Power of Suppliers: