Sustainability
Goal
Solve the chronic problem of the GameFI model: perpetual dependence on new entrants seeking gains.
Issues
We looked at existing models and came up with some basic conclusions:
1. Players didn't come from web2 to GameFi for entertainment, they came to “earn”.
Gamers consume entertainment, and web2 space is full of accessible and high-quality alternatives to achieve that. Therefore, there is no euphemism: what brought the web2 user to web3 GameFi was the dream of a new production chain where gaming can produce value. That said, we do not think play-and-earn and the promise of a “fun game” are incentive enough, thus understanding as essential the financial incentive as the player's main goal.
2. Players who aim to earn will never spend for entertainment only in the same game.
If there is no earning in a GameFi, the product is abandoned by its player base. Economies based on converting investors into consumers tend to fail once they expect players that came for gains to magically become players willing to spend in skins or power-ups. Players that come to earn will only spend seeking even more profits, which is unsustainable in the long-term.
3. The number of players that earn cannot be infinite.
Infinite playerbase growth means the need for infinite capital inflow, which will find collapse as the only possible result. So to even start thinking about sustainability, the limitation in the number of participants with gains must be addressed.
4. An external source of funds that does not aim for financial return is required.
A system which source of funds depends only on new entrants for gains is unsustainable. No venture is made only by investors, it is necessary to have a service or product aimed for a final consumer without financial gain intentions.
Our Solution
Plushie Guardians’ GameFi long-term sustainability will come from the franchise’s products and services acquired by web2 end users.
Plushie Guardians is being developed as an intellectual property for broad audiences and markets, avoiding niche or generic themes and focusing on creating unique and universal characters, traits and worlds for multiple kinds of products.
That way, we aim to launch media works for different segments and platforms, from mobile and pc games to streaming feature films, spreading the franchise to sell physical goods such as plush toys and merchandising. Games becoming a franchise and selling physical products is not a new concept, but the advent of streaming is pointing to a new golden era for game IPs as they reach a different audience and pave the way for deeper branding.
The commercial result of such products targeted to the web2 final consumer, which does not seek gains, returns to the web3 ecosystem through different devices, like the community treasure. Hence, GameFi users become the franchise's builders and value producers.
Answers
We take the GameFi users for what they are: investors seeking gain.
We do not hang on turning investors into customers, we understand they are different users.
We restrict GameFi access to a maximum of 500,000 players by limiting the NFT total supply.
We secure revenue sources through marketing products and services to a different audience interested in consuming, not earning.
The task
This model does not come without challenges.
It is necessary to develop and distribute quality content that has to be validated and consumed by the target audiences. And although games becoming product franchises has never been so popular as now, it is still a demanding process that requires dedication from competent and inspired professionals.
The logic, however, is feasible and presents a realistic interaction with GameFi, inaugurating a new production model that opposes previously flawed designs.
In Plushie Guardians, investors around the world can become the engine of a growing franchise, stimulating production, consumption and returns: collective franchise building.
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