First, to dive into this topic, it is needed to consider the prerequisites for the development of such a phenomenon as eSport. The fourth informational revolution of mankind, which can also be called the information-technological, is directly related to this. It occurred in the middle of the 20th century and in its course microprocessor technology appeared, which marked the beginning of human cyber-socialization. Pleshakov (2011), describes this phenomenon as a person's vital activity in cyberspace. As a result of this process, an “informational” person appeared. In modern conditions, such a person is described by the author as being in continuous connection to the Internet and cellular communication, living an active lifestyle there.

This phenomenon contributed to the emergence and development of the digital entertainment industry. The process of becoming an industry, Buyanova (2017) in her work conditionally subdivides into several stages. The first of which begins with the creation of gaming machines in 1966. Characteristic for this stage are the simplest monetization schemes consisting in paying for game time or for one game session. Gaming machines were stationary and located in public places. The possibility of competition was realized by comparing the achievements of players alternately playing on the same machine.

The next stage began in 1988, the main event is the creation of the first computer game where players could compete in real time, teaming up to 4 people. At this stage, the initial design of eSports competitions was determined.

The third stage characterized by increasing the availability of computers for people with an average income and increasing the possibilities for games development. At this stage appeared a new genre, first-person shooter. Also, in 1993, the first game in this genre appeared with an elaborated online component - Doom 2. At this stage cybersport began to appear in the form in which it exists now, were founded the first computer clubs in the world in which players could gather for tournaments.

The fourth stage is the logical development of the third, it is characterized by the globalization process. At this stage international competitions with prize funds appeared and the first was World Cyber Games in 2001. At this stage begins the global recognition of eSport as sports discipline.

It is necessary to clarify that within the framework of this classification considered only the development of competitive games in isolation from the general mass of the genres and themes of games aimed at entertaining one person or telling a story. This is an important part of the industry, but in the framework of this work it does not represent value.

In the process of passing the above stages, several terms were formed. One of the problems of this field of knowledge is the lack of unified definitions in both Russian and international practice. (Sutirina, 2018) Nevertheless, the definition of things mentioned in this work should be given.

The term of paramount importance that has already been encountered in work is eSport - Russian Esports Federation (RESF, n.d.) gives the following definition. eSports is a type of competitive activity and special practice of preparing for competitions based on computer and/or video games, where the game provides an environment for interaction of objects of control, providing equal conditions of competition of a person with a person or a team with a team.

It is also worth giving a definition to the words “gaming” and “gamer”, MсGonigal (2011) in his book gives the following definition - a broad concept that describes the fascination with games, but in modern practice means the fascination with computer games. Gamers are active computer game players.

Also, not every game can be considered an eSports discipline. In accordance with the provisions of the RESF, a computer game must meet several requirements, it must have a competitive element, be plotless, short-sessional, and provide players with initially equal conditions.

The existing disciplines are also defined in the list of the RESF, they can be divided into several genres with similar features. Such classification is given by the Ivanova (2017), describing such genres as MOBA - a multiplayer online battle arena. The main features of this genre are the presence of an isometric battlefield on which players must take control of the proposed characters and play their role in the team in order to destroy enemy buildings. The next in the classification is the Real Time Strategy, this genre is similar to MOBA, but has several differences, only two players participate in the match, they control a multitude of combat units, collect conditional resources and rebuild their own buildings, the goal in the game is the same to what has been described above. The third typical for eSports disciplines genre is first person shooter. In this genre, there are specific mechanics of aiming and shooting simulation, on the basis the game is built. Also, eSports disciplines are simulators, the essence of which is to simulate actions similar to real ones in virtual reality, according to similar rules, examples are football or card games.

For all the genres of disciplines described above, there are professional teams, organizations containing these teams, tournaments are held and broadcasted in several languages. According to the analytical agency ESC (Esports Charts, n.d.) at January 2019, eSports events have 190 million active online viewers. This is a huge audience that creates a profitable advertising market, buys merchandise of teams, tickets to tournaments and online views. Thus, Turbin (2015) defines eSport as a new sphere of economic relations at the intersection of sports, media business and the Internet.

As a result, the market of services emerged in this area, serving it and supporting its functioning. Services in this market were classified by Voskolovich and Khaidarov (2016). Globally, services are divided into four main areas of activity of the companies providing them. The first group of companies serves computer games, this includes the sale of games and additional content, attributes, as well as customer support. The second group serves the sports component, including bets, forecasts, fantasy leagues, improving conditions for teams and their support in any matter, as well as organizing and conducting events. The third group is responsible for equipment and platforms, provides the necessary equipment, provides platforms for launching virtual events, as well as their technical support. The last group includes media companies that organize broadcasts and analytics of events, create and develop an audience, and provide additional services for the monetization of games.

The activities of any of these companies are accompanied by many additional services, so the eSporting event taking place in the city has a similar economic effect with a large-scale sporting event.

Such a scale of development has led to the fact that independent teams have lost their relevance and large eSports brands, so-called multigaming companies, have begun their development. These are organizations signing contracts at once with several independent teams, thus uniting players from several disciplines under one name. This allows them to expand fan base and presence in the media space. Both these factors increase the attractiveness of such an organization for sponsors and investors. Based on such organizations, regular leagues and tournaments are subsequently organized. Examples of such organizations are in the CIS segment: NaVi, Virtus.pro, GAMBIT. Team Liquid, Cloud9, Evil Geniuses and LGD successfully perform on the international segment. (“Top 10 eSports Teams, Earnings, and Salaries”, n.d.)

For a developed multi-gaming organization there are many ways to monetize. The main ones are income from sponsors, advertising on their media resources, merchandise sales, collaborations with manufacturers of peripheral products for computers, as well as the prize funds of tournaments in which the existing teams participate. The main cash flows are income from sponsors and online advertising.

For the organizers of the competition and their service companies, the biggest revenue streams are also the sponsors, as well as the bets and sales of tickets and additional content for viewing. (Voskolovich & Khaidarov, 2016)

Currently, eSports has a high rate of development, in article by SHtan'ko (2017), author relying on data from SuperData Research (n.d) indicates that at the time of 2017, the game broadcast segment is estimated at $ 612 million and has an audience of 134 million viewers. Analysts believe that in the long-term perspective, indicators will only grow by 30% over the next 5 years. According to the same agency, the profit of the game League of Legends in 2014 was estimated at $ 1 billion. While the game is distributed on a free basis, these funds were obtained by selling in-game items.

Speaking specifically about the development of cyber-sports, the main global Dota 2 tournament for 6 years of its existence since 2011 has increased the prize fund from $ 1 million to $ 21 million in 2016. In 2018, the prize fund reached $ 25 million.

For 12 years, the main sponsors in eSports have been companies producing computer equipment and peripheral devices, a significant investor here was Samsung. The company sponsored the first international competitions of World Cyber Games, invested in the team of League of Legends. Asus and Intel organized the first tournaments in Russia. Also, telecommunications companies such as Tele2, Beeline and Megafon invested in organizing tournaments in the CIS.

Now, major businessmen, such as Warren Buffet, Jeff Bezos, Alisher Usmanov, Yuri Milner, invest in eSports. According to Newzoo (2017), in 2017, various brands spent $ 325 million on sponsorship and advertising in computer sports.

Based on the foregoing, it can be concluded that eSport now has a growing development trend, now it is already world recognized by sports institutions, states, people and entrepreneurs. But nevertheless, scientific works that consider this phenomenon from an economic and managerial point of view, as well as qualified managers are not enough now, which creates risks for new players to enter this market and restrain the development of existing ones. It is necessary to describe the business model and organizational structure of a multi-gaming organization, define customer segments and develop a strategy for the most effective development in this area.

2.Methodology

The main method of data collection for this work will be analysis of public interviews of experts involved in this field. There will also be a study of the audience of cyber-sports competitions by a one-time online survey.

The first step is to collect interviews with experts which are publicly available. This method was chosen based on the specifics of the activities of multigaming organizations, which should to be public to retain the audience and increase its loyalty. Key employees of the organization periodically give detailed interviews to correspondents of news portals and thematic communities.

As a sample for the analysis, 11 interviews were selected, which were taken in the last two years from representatives of various multi-gaming organizations successfully operating in the market. As experts were:

a. CEO of the Ukrainian organization Natus Vincere Yevgeny Zolotarev

b. Former CEO Alexander Kokhanovsky. With which in turn is the founder of the organization.

c. David Dashtoyan, CEO of the Forward Gaming organization operating in the North American market.

d. CEO of the Russian organization Vega Squadron Alexey Kondakov.

e. Alexander Solomonov, sports director of the Russian organization Team Empire.

f. General Manager of the Russian organization of Virtus.Pro, Roman Dvoryankin.

During the analysis, the content of the interview data was structured according to the blocks of competencies necessary for the subsequent description of the company. Excess information that has no value to the study was filtered. On the basis of the interview descriptions obtained, data were compiled to gain an understanding of the market situation. As a result of this analysis, the internal structure of the organization was derived and visualized, and its business model was described using the canvas.

Interview Blocks

a. Staffing and organization structure

b. Work with athletes

c. Development of sports department

d. Finance

e. Work with the audience

The last stage of data collection is an anonymous survey of cybersports spectators of competition in the discipline of Dota 2. Questions for the survey you can find in the Appendix 1. It will be held with the help of Google-form, which will be distributed in the thematic communities and on the fan pages of existing players. Thus, the survey will allow to study in detail the preferences of fans of one of the most popular cyber-sports disciplines, as well as the attitude of this audience to other disciplines.

The questionnaire will include questions about age, income level, daily routine, hobbies, preferred disciplines and media that are used to obtain relevant information about eSport. The result of the survey will be an array of data through which a list of recommendations for the company's marketing activities will be prepared. This stage is important because most of the multi-gaming organization's revenues are from the promotion of sponsors and online advertising, the obtained recommendations will help optimize the company's marketing will increase the conversion and make the organization more attractive to sponsors, which will help to increase its revenues.

After that, data will be used on terms of analysis of the industry using the Porter's five forces model. This will allow to analyze the position of such type of organization in the market using SWOT analysis. In result will be developed the main problems and perspectives, on the basis on which will be produced the set of recommendations.

In the process of preparing for the analysis, oral interview descriptions will be produced by question blocks for each group of interviews. Then a comparative analysis of interviews within groups will take place in order to obtain the most accurate data that are true for a wide range of representatives of the surveyed group of market participants. The results of the online survey will be collected in one sample on the basis of which the main age groups, the most important topics, the income level of the audience, the best time to publish advertisements and the best places to place will be determined. The resulting analysis will be interpreted for use in managing a multi-gaming company.

3.General characteristics

The object of this study is an organization functioning in the cyber-sports market, containing compositions of active players in several game disciplines and setting itself the goal of monetizing the sporting achievements of its players. Today this type of organization is under-researched, there is a lack of professional literature describing the structure and business model, especially the management of these organizations.

To describe the activities of this type of organization, an analysis was conducted of the content of interviews with experts involved in this market, namely with CEOs and sports directors of major cyber-sports organizations.

3.1 Staff composition and structure of the organization

The next block concerns the work of an organization with an audience of its fans. An important part of this activity is the name. The choice of the name takes place according to a specific algorithm. First of all, the name should be clear to an international audience for the development of a fan base in all regions. The same name should be neutral so as not to scare away sponsors. Since most of the organization's activities take place on the Internet, the chosen name should have a free domain name, as well as a url on social networks. (Appendix 5)

When the name of the organization is already chosen, sporting achievements are needed to attract the audience, they directly affect the development of the fan base. To expand the organization's existing audience, it is important to maintain close contact with the fan base.

The organization's activities are covered in video blogs and news from tournaments, training camps, interviews with players and members of the organization. Also, to increase the presence of the organization in the media space, live broadcasts of players are conducted, and non-professional streamers are hired, who are more engaged in working with the audience than training.

Organizations with a history producing of documentary films about their activities. Also, in social networks take place interactive promotions, such as contests and flash mobs. (Appendix 10)

4.Audience survey

To determine the preferences of the audience, a one-time individual online survey of 550 respondents was conducted. The survey included 9 questions, 4 of which have multiple-choice, 1 question was open. A list of questions can be found in the Appendix 11.

Since the survey is aimed at identifying features of the DOTA 2 cyber-sports discipline audience, the sample consisted of people from thematic gaming communities and viewers of game broadcasts.

Appendix 12 Figure 1

Speaking about the gender and age structure of the sample, analysis of the survey results showed that the main 94.9% of the audience of this discipline is between 12 and 25 years old. At the same time, most, 53% are minors. Also, there is an absolute dominance of the male gender 96%, 2.3% women.

Appendix 12 Figure 2

To determine the level of income were used 4 categories. The members of the first category defined their wealth as “I live extremely economically, enough for daily expenses, but buying clothes is already a difficulty” the survey suggests that the income of members of these categories is at the level of the minimum wage. The second category is defined as “There is enough for food and clothing, but the purchase of large household appliances without recourse to the loan is problematic” it is assumed that members of this category have an income equal to the average wage in their region, the third and fourth categories are defined as “Overall provided , but I can not afford expensive acquisitions (travel, car, etc.) without recourse to a loan or a pre-accumulated amount” and “Well provided (a), I can easily afford to buy a car or a healthy vacation ”, the income of members of this category presumably exceeds the average salary in their region.

Appendix 12 Figure 3

The largest share of respondents, 45.4% belong to the third category, 34.8% to the second, 15.8% to the first, and only 4% of the respondents identified themselves to the fourth, premium category. Thus, the prevalence of middle-income respondents is observed.

Appendix 12 Figure 4

Speaking about the occupation of the audience, 83.6% of the respondents receive education. 58.1% receive secondary education, 25.5% higher education. 16.4% have stable sources of income.

Appendix 12 Figure 5

The survey revealed disciplines that are interesting to the respondents. In addition to DOTA 2, the following subjects are more interesting to the audience: CS GO, which was noted by 33.3% of respondents, Hearthstone 10.9%, PUBG 10.4%.

Appendix 12 Figure 6

The following bar chart shows the channels people use to get information about the discipline. Video content in this distribution prevails. 87.1% of respondents watch broadcasts, 78.7% view topical videos, 59.7% are interested in analytics of the cyber sports scene and matches, 50.5% follow the teams and players blogs and 31.1% study additional materials in text format. The least popular types of involvement were those requiring physical presence, such as participation in tournaments of 14.9%, attendance of tournaments 7.1% and attendance of thematic meetings 3.5%.

Appendix 12 Figure 7

Since the main channels of engaging the audience are located on the Internet, the relevance of questions about the timing of the placement of content and its placement sites is increasing. As a result of the survey, it was revealed that half of the respondents view cyber-sports-related content from 16.00 to 23.59, 47.9% of the total number of respondents from 16.00 to 19.59, and 53.2% from 20.00 to 23.59. Also, a significant part of the audience takes to watch the night and daytime, while the early morning period has minimum popularity, 29.1% from 00.00 to 2.59 and 26% from 12.00 to 15.59, while only 19.3% of respondents view content in the period from 3.00 to 6.59 and 17.1% in the period from 7.00 to 11.59.

Appendix 12 Figure 8

Regarding the sites used by respondents to obtain information, the trend of prevalence of video content persists. 96.4% of respondents use YouTube's video hosting for information, 78.0% watch live broadcasts on the Twitch streaming service, and social networks also use 57.9% of the total number of respondents. 20.2% use news portals, 11.5% sites of cyber-sports organizations, and 10.2% of micro-blogs on Twitter are much less popular.

5.Business model of the organization