Goldman Sachs now values superfans at $4.3B and as this week’s MBW coverage shows, the conversation has once again veered straight into pricing models and premium tiers. But the real opportunity isn’t in charging superfans more. It’s in understanding them better and translating that understanding into something far bigger.
Of course, that would mean doing something innovative… not just something easy.
Superfans aren’t just high spenders. They’re amplifiers. Influencers. Cultural accelerants. Handled right, they don’t just buy more, they bring more people with them. That’s the real multiplier effect.
“...the job isn’t to monetise harder. It’s to weaponise fandom... ”
So the job isn’t to monetise harder. It’s to weaponise fandom to turn emotional connection into broader reach, cultural relevance, and long-term, sustainable growth.
This isn’t a pricing problem. It’s a strategy problem. And the industry doesn’t need another monetisation model, it needs a translation layer. One that understands fandom, not just spending habits.
We’re happy to help anyone who doesn’t speak fluent “superfan.”
