Ireland-based online sports betting operator, We the Bookie, is causing a stir with its revolutionary model, WeShare. Unlike traditional operators, We the Bookie redistributes a remarkable 50% of its monthly gross revenue directly to its customers.
The global sports betting industry, valued at approximately $242 billion in 2023, is experiencing unprecedented growth. We the Bookie, established in Ireland in 2019 and launched in 2022, stands out with its disruptive sports betting model. Recognizing challenges faced by competitors, such as soaring marketing costs and low customer retention, We the Bookie aims to transform the landscape with WeShare.
Malcolm Wilkinson, Founder and CEO of We the Bookie, explained, “Our competitors allocate significant revenue to cover marketing costs, but we saw an opportunity to do something unprecedented. We developed WeShare, a unique framework that redistributes 50% of our monthly gross revenue directly to our community of customers.”
WeShare operates by removing net positive customers for the month and then distributing the ‘WeShare Pool’ to customers who suffered losses. The percentage each losing customer receives depends on the ratio of winning to losing customers each month. The innovative model, launched with customers receiving 21-48% of their losses back, also features the WeShare Tracker, displaying real-time percentages at the top of the sportsbook.
Wilkinson emphasized, “Our model stands out as it appeals more to the casual punter than to experienced bettors. It’s a game-changer in the industry.”
Addressing skepticism about the viability of the WeShare model, Wilkinson noted, “We the Bookie’s model lowers marketing costs and enhances retention, enabling us to give 50% back to our customers. Our sustainable approach shields punters from chasing bets and reloading deposits, aligning with our vision to become the most socially responsible bookmaker globally.”
We the Bookie is poised to pioneer a new norm in the sports betting landscape with its groundbreaking WeShare model.
