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The Horn- The Real Argentine Food
Facu
23 June, 2026

Business behind the World Cup and cases like «Los Hornos - The Real Argentine Food»

Each World Cup mobilizes global audiences, multi-billion dollar investments and an economic network that extends far beyond the stadiums.

Football works as a catalyst for consumption, tourism, hospitality, gastronomy, content and retail trade.

The focus is often on transmission rights, official sponsors and major brands. However, a significant part of economic value is generated in companies that build experiences associated with the event. Restaurants, tourist operators, hotel chains, specialized shops and gastronomic enterprises participate in an economy driven by the massive concentration of consumers.

In this scenario, an increasingly visible phenomenon emerges: the ability of small and medium-sized enterprises to capture value from cultural identity.

The World Cup as a global consumer platform

FIFA projects audiences that exceed billions of viewers during each edition of the World Cup. This exhibition makes the tournament one of the most relevant entertainment events on the planet.

The economic consequence has multiple industries:

  • International tourism.
  • Gastronomy.
  • Hospitality.
  • Retail.
  • Audiovisual production.
  • Advertising.
  • Corporate events.
  • Electronic commerce.

Global attention creates an extraordinary demand for experiences related to the participating countries. Consumers look for products, flavors, symbols and content that strengthen the emotional connection to the tournament.

The entertainment economy increasingly incorporates cultural components that expand business opportunities.

The gastronomy has a leading role in the sports ecosystem

The major sports events drive an evolution in consumption habits. The viewer seeks complete experiences that combine entertainment, cultural identity and socialization.

The gastronomy is central to this dynamic.

During the world, theme restaurants, meeting spaces for fans and the gastronomic proposals associated with a national selection have significant increases in demand.

The phenomenon is of particular relevance to countries with a strong cultural position. Argentina has globally recognized attributes through meat, empanadas, roast, wines and social experience associated with food.

The gastronomy is thus transformed into a country-brand construction tool.

Case «The Furnaces» and the export of an Argentine experience

In this context the case of «The Furnaces - The Real Argentine Food.»

The proposal is based on a simple and powerful concept: to bring an authentic Argentine gastronomic experience to international consumers.

Cultural identity functions as a central asset of the business. The gastronomic product is complemented by a narrative linked to the customs, flavors and rituals associated with Argentine culture.

During global sports events, especially those where the Argentine team concentrates international attention, this type of business finds an opportunity for commercial expansion and strengthening of positioning.

The audience seeks to live an experience related to the leading country. The gastronomy allows this connection to be realized immediately.

Global hearings and community building

The growth of sport-related business also responds to a transformation in consumer behaviour.

Digital communities amplify the scope of gastronomic brands. Social networks, video platforms and user-generated content allow specialized enterprises to reach international audiences with much smaller investments than those required by traditional media.

The digital conversation generated around the World Cup multiplies the visibility of differentiated proposals.

The businesses that articulate face-to-face experience, digital content and a clear identity can capture part of that attention.

The capacity to generate community acquires a strategic value comparable to that of physical location or advertising investment.

New sources of profitability within entertainment

The global economic ecosystem shows a consistent trend: diversification of income sources.

The cost-effectiveness is distributed among multiple actors involved in consumer experience.

For gastronomic and entertainment companies, some relevant opportunities include:

  • Thematic events during the games.
  • Partnerships with marks.
  • Premium experiences.
  • Production of own content.
  • Sale of trading.
  • Fidealization programs.
  • Activations linked to fanatic communities.

The convergence between entertainment, gastronomy and brand experience expands the economic potential of these models.

What signs should be observed by industry entrepreneurs

The evolution of the entertainment business shows a clear trend: the audiences seek integral experiences with strong emotional and cultural component.

Global sports events will continue to function as consumption and positioning accelerators.

Companies that manage to associate identity, community and experience have a greater chance of capturing value in this scenario.

The case of The Furnaces It illustrates how a business can take advantage of the international visibility of Argentine culture to build commercial relevance in competitive markets.

The ability to transform a cultural identity into a consistent economic proposal appears as one of the most relevant strategic variables for the coming years.

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Community influence
Facu
18 June, 2026

World of creators: how influential communities are transforming the global care business

The Tim Payne case presents a new dynamic in the media and entertainment industry: digital communities have the capacity to create relevance, alter audience metrics and generate commercial value on a global scale.

The World Cup always worked as one of the world's largest care distribution platforms. The 2026 edition incorporates an additional variable: the power of digital communities organized around influencers. The phenomenon already affects audiences, sponsorship, monetization and positioning of sports brands.

The case of New Zealand football player Tim Payne became one of the most illustrative examples of this transformation. Before the tournament, the defender had less than 5,000 followers in Instagram. After a campaign led by Argentine creator Valen Scarsini, known as «The Scarso», Payne accumulated millions of followers in a few days and became one of the World Cup's viral stories. Several international media reported the exponential leap of their digital audience and the commercial interest generated around their figure.

Global care is organized around communities

Social platforms consolidated a new media distribution model. The algorithms amplify content with high participation and communities function as range accelerators.

The Tim Payne phenomenon shows a relevant dynamic: a coordinated digital community can install a global narrative without relying on traditional media structures. The player went from being a low-visibility participant to becoming one of the most commented names of the tournament thanks to the collective mobilization of followers.

For the media and entertainment industry, this evolution changes the logic of audience generation. The strategic asset already includes the ability to activate communities with a high level of participation.

The fandom economy takes up a commercial scale

Digital communities generate specific economic externalities. A massive increase of followers impacts on visibility, trade agreements, sponsorship opportunities and personal brand value.

Recent reports point out that the growth in Payne's popularity aroused sports and commercial interest in clubs in different markets. Digital visibility begins to influence decisions linked to the sports business.

This scenario expands monetization sources for leagues, clubs, platforms and creators. The hearings are actively involved in the construction of value and change the traditional cycle of content production and consumption.

Influencers compete for the construction of the tournament account

Research on high-intensity sports events shows that journalists, media and influences participate in a hybrid ecosystem of public conversation generation. The information authority is living with new actors capable of mobilizing mass audiences.

During the World Cup, digital creators have relevant advantages:

  • Publication speed.
  • Emotional cercania with the audiences.
  • Native formats for TikTok, Instagram and YouTube.
  • High capacity for viralization.

The result is a structural change in the sports market. The control of care is distributed among multiple actors with different capacities.

Regulation begins to accompany the growth of the creating ecosystem

The economic growth of the sector also drives new regulatory frameworks. The United States confirmed specific migration requirements for international influences that produce monetized content during the 2026 World Cup. The authorities consider certain digital activities to be regulated work.

This decision reflects the growing institutionalization of the creative economy. The digital content associated with major sports events is consolidated as an industry with direct economic impact.

For media companies, agencies, platforms and global brands, regulatory compliance is of strategic importance in the planning of international campaigns.

Community-based monetization strategies gain prominence

The Tim Payne case provides a business lesson with broad implications: active communities can create large-scale relevance with reduced marginal costs. The competitive differential arises from the ability to generate belonging, identity and collective participation.

Sector organizations face new strategic questions:

  • Which communities have a real capacity for mobilization?
  • How is the economic value of engagement measured?
  • What monetization models offer greater predictability?
  • How to integrate creators into long-term media strategies?

The answer to these questions will influence advertising revenue, audience acquisition and brand construction over the next decade.

The 2026 World Cup confirms that the global entertainment business is moving towards community-driven ecosystems. The attention becomes a distributed asset and the activation capacity acquires an increasing strategic value.

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Facu
4 May, 2026

Monetization of short content: the new axis of the economy of creators in media and entertainment

The growth of short content consolidates a structural change in the media and entertainment industry.

Platforms such as TikTok, Instagram with Reels and YouTube with Shorts concentrate a growing portion of global digital consumption, driven by algorithms that prioritize speed, customization and retention.

Recent reports from firms such as McKinsey and Deloitte point out that short-format content already represents one of the main entry points to the digital ecosystem, especially in audiences under 35 years of age. This dynamic creates direct pressure on traditional monetization models and requires redefining the revenue logic for creators, brands and platforms.

The evolution of monetization models

The short content has a key particularity: its high range capacity meets a lower depth of engagement per piece. This factor conditions the income structure.

The platforms advance in multiple simultaneous lines:

  • Creative funds: direct incentives based on visualizations and engagement.
  • Revenue sharing advertising: models that distribute revenue by ads inserted in the content.
  • Indirect monetization: agreements with brands, affiliation and integrated e-commerce.
  • Subscriptions and membranes: formats that migrate from free content to closed communities.

Meta Platforms and Google intensify investment in income-sharing schemes to retain talent against TikTok's sustained growth.

The result is a hybrid ecosystem where direct monetization by platform lives with external income, consolidating a diversified model for the most professional creators.

Platforms as economic infrastructure

The platforms stop operating only as distribution channels. They function as complete economic infrastructures that define rules, algorithms and monetization conditions.

This change has three structural effects:

  1. Concentration of power in the algorithmic design.
  2. The creative unit for platform policies.
  3. High volatility in individual income.

The algorithm becomes the main determinant of visibility and, by extension, of income. The capacity to adapt to formats, trends and timing acquires a strategic value equivalent to the content itself.

Professionalization of the economy of creators

The creative economy is evolving towards a business model. The creators operate as business units with structures that include production, data analysis, commercial management and brand development.

Harvard Business Review studies highlight that the most growing creators combine three variables:

  • Consistency in publication.
  • Diversification of income.
  • Construction of personal brand.

The short content acts as an audience acquisition channel. Effective monetization is consolidated into additional layers such as digital products, services, events and trade agreements.

Advertising and brands: from awareness to conversion

The brands increase investment in short content as a performance channel. Integration with creators allows campaigns with greater authenticity and segmentation.

The branded content evolves into more organic formats, where the creator's narrative has greater weight than the traditional advertising message. This dynamic metric conversion improvement and reduces acquisition costs compared to traditional formats.

Companies of mass consumption, retail and technology lead this trend, integrating creators into their digital marketing strategies.

Model risks and tensions

The accelerated growth of the creative economy also poses structural risks:

  • Satin of content and fall of organic reach.
  • Unit of platforms with changing rules.
  • Pressure on the sustainability of individual income.
  • Fragmentation of hearings.

The market is moving towards a more competitive logic where differentiation becomes critical. The narrative quality, niche positioning and capacity to build community define sustainability over time.

Strategic perspective for industry enterprises

The short content is positioned as a central asset in the media and entertainment strategy. Companies operating in this sector face an environment where production speed and adaptability determine competitiveness.

Clear opportunities are identified:

  • Development of internal content creation units.
  • Structured alliances with creators.
  • Integration of e-commerce into content.
  • Use of data for performance optimization.

The convergence between media, technology and digital commerce generates a new competitive map where the limits between producer, distributor and commercial channel are diluted.

Companies that structure hybrid monetization models and develop their own content capacities can capture more value in this environment.

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Facu
30 March, 2026

Streaming: consolidation, scale and the challenge of profitability in the new stage of digital entertainment

The streaming industry is going through a new stage of maturity marked by structural change: user growth is no longer sufficient to sustain the business.

After years of accelerated expansion, the main global platforms face increasing pressure to improve their profitability, in a context of intense competition, high content costs and more price-sensitive consumers.

Recent reports from consultants such as Deloitte and media analysis such as Financial Times agree that the sector is moving from a "growth at any cost" logic to a model focused on efficiency, monetization and consolidation.

From explosive growth to financial discipline

Over the last decade, streaming was the main engine of transformation in the audiovisual sector. Global platforms invested billions of dollars in original production to capture and retain subscribers.

However, this model begins to show limits:

  • Saturation of key markets such as the United States and Europe.
  • Sustained increase in production costs.
  • Increased user rotation.
  • Investor pressure for sustainable financial performance.

As a result, companies are prioritizing profitability over accelerated growth, adjusting their cost structures and redefining their content strategies.

Competitive consolidation and reconfiguration

One of the most visible phenomena is the consolidation of the sector. Mergers, acquisitions and strategic alliances are becoming increasingly frequent in response to the need for scale.

This process responds to several factors:

  • Economies of scale in production and distribution.
  • Optimization of content catalogues.
  • Reduction of operational costs.
  • Increased bargaining power against producers and advertisers.

At the same time, there is a polarization of the market:

  • Large global platforms with massive investment capacity.
  • Nicho players who bet on specialized content.

This scenario reduces the space for intermediate actors, increasing competitiveness.

New monetization models

In the face of pressure on subscription revenue, platforms are diversifying their monetization sources.

Among the main emerging strategies:

1. Advertising plans (hybrid AVOD)
The launch of cheaper versions with ads allows to expand the user base and capture advertising revenues, replicating traditional media models with digital segmentation capabilities.

2. Price increase and user segmentation
The platforms adjust rates and offer different service levels, seeking to maximize average user income (ARPU).

3. Account-sharing control
Measures to limit account sharing seek to convert informal users into paid subscribers.

4. Content licensing
Some companies are reopening the sale of content to third parties as a way to generate additional income.

Content: between differentiation and efficiency

Content remains the main competitive factor, but the strategy is changing.

Instead of betting exclusively on volume, companies prioritize:

  • Productions with higher expected return.
  • Consolidated franchises.
  • Local content with regional potential.
  • Use of data to guide creative decisions.

In turn, artificial intelligence begins to play an increasing role in production, editing and recommendation processes, which could reduce costs in the medium term.

Strategic perspective

The consolidation of streaming marks a turning point for the media and entertainment industry.

Implications for companies

  • Need to scale or specialize.
  • Greater discipline in capital allocation.
  • Integration of hybrid monetization models.
  • Intensive use of data for strategic decisions.

Opportunities

  • Expansion in emerging markets with less penetration.
  • Development of multiplatform ecosystems.
  • Innovation in formats and user experiences.
  • Partnerships between telecommunications and content platforms.

Risks

  • Consumer saturation and subscriptions fatigue.
  • Cost increase without proportional return.
  • One-time success unit.
  • Regulatory changes in key markets.

In Latin America, the scenario has particularities: high price sensitivity, growth of digital consumption and opportunities in local production. This places the region as a strategic space for expansion, although with challenges in monetization.

The streaming business enters a stage where scale, efficiency and income diversification will be decisive. Profitability is no longer an option, but a necessary condition for sustaining growth in an increasingly competitive market.

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