Business Model Analysis of Sports Trading Cards (Case Study: Kimdi)

Rasooli, Mehdi; Ghodsi, Parastoo

doi:10.22034/sms.2025.143045.1465

Document Type : Original Article

Authors

Mehdi Rasooli ¹
Parastoo Ghodsi ²

¹ Assistant Professor, Department of Sports Marketing and Commercialization, Sport Sciences Research Institute, Tehran, Iran

² MA in Sport Marketing, Faculty of Physical Education and Sports Sciences, Kharazmi University, Tehran, Iran

https://doi.org/10.22034/sms.2025.143045.1465

Abstract

Today, sports trading cards have gained a distinctive position in the sports industry and marketing as collectible, cultural, and entertainment products. This study aims to analyze the business model of sports trading cards and adopts a qualitative approach using thematic analysis. To collect the data, a research focus group was formed consisting of experts in sports marketing, sports branding, and specialists from the collectible card industry. The findings indicate that the value proposition of sports trading cards is primarily based on a combination of nostalgia, scarcity features, digital experiences, and emotional appeal for fans. The customer segments include not only professional collectors but also general fans, teenagers, and families, each with different motivations and purchasing patterns. Diverse distribution channels—including physical and online stores, sports events, and mobile applications—along with continuous customer engagement through fan communities, card‑trading competitions, and social media support, provide a platform for strengthening fan interaction and loyalty. From the perspective of revenue streams, the direct sale of card packs, premium or limited editions with higher prices, advertising and sponsorship, and in‑app purchases were identified as the main sources of revenue. In this regard, partnerships with sports leagues and federations to obtain legal licensing, as well as the efficient management of printing, design, and digital infrastructure development costs, play a crucial role in the sustainability and success of this business model. Accordingly, the present study, by explaining the key dimensions of the business model, demonstrates that integrating physical and digital components alongside fan‑centered branding can create valuable opportunities for the sustainable development of sports trading card products.

Keywords

Main Subjects

Sports management, marketing

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Sports Marketing Studies

Business Model Analysis of Sports Trading Cards (Case Study: Kimdi)

References

References

Volume 7, Issue 2 - Serial Number 26
May 2026
Pages 1-16

Business Model Analysis of Sports Trading Cards (Case Study: Kimdi)

References

References

Volume 7, Issue 2 - Serial Number 26May 2026Pages 1-16

Volume 7, Issue 2 - Serial Number 26
May 2026
Pages 1-16