(FBYD) Falcon's Beyond Global, Inc. Business Model Canvas Research

Falcon's Beyond Global, Inc. relies on media, audio, and experiential technology providers to build immersive attractions and keep technical quality high. These partners are core to integrating show systems, sound, and interactive tech that guests expect in premium themed experiences.

• Immersive tech drives guest engagement
• Partners enable system integration
• Quality supports attraction competitiveness

Retail, dining, and entertainment operators help Falcon's Beyond Global, Inc. turn mixed-use venues into all-day destinations, not just ticketed sites. These partners lift on-site spend and keep spaces active; in 2025, Falcon's Beyond reported $57.4 million of total revenue, showing why non-admission cash flow matters.

• Boosts spend per guest
• Keeps venues active daily
• Diversifies revenue mix

Falcon's Beyond Global, Inc. owns and operates themed entertainment resorts and parks, so revenue comes from admissions, lodging, food, beverage, and retail. This keeps guest spending recurring and ties the brand to a destination-based model that can drive repeat visits and longer stays.

• Owns and runs themed destinations
• Captures guest-facing recurring spend
• Anchors the destination strategy

Falcon's Beyond Global, Inc. creates original IP and also works with third-party brands, then monetizes those assets through licensing and distribution across media, consumer products, and experiences. This lets the Company earn recurring revenue from the same IP while extending value beyond its physical locations.

• Creates owned and partner IP
• Monetizes through licensing
• Distributes across many channels
• Drives value beyond locations

Falcon's Beyond Global, Inc. uses experiential technology and production capabilities to build immersive attractions, media, and branded environments; these skills also drive service revenue from outside clients. This resource ties directly to project delivery, content quality, and repeatable execution.

• Media, audio, and show production
• Supports immersive guest experiences
• Generates external service income

Falcon's Beyond Global, Inc. uses themed entertainment assets and operating platforms like resort and theme park venues to drive guest traffic, brand reach, and real-world proof of its development model. These physical assets also backstop its IP-led strategy, with the company operating venues such as Katmandu Park Punta Cana as live showcases for design, operations, and monetization.

• Drives on-site guest traffic
• Raises brand visibility
• Proves development execution

Falcon's Beyond Global, Inc. sells specialized planning, media, project management, and technology services to outside clients in themed entertainment, a niche that needs deep domain know-how. In 2025, the company reported $26.6 million in total revenue, showing these services are a real commercial driver for developers and operators.

• Planning and project control
• Media and content support
• Technology integration
• Built for themed venues

These capabilities help clients reduce execution risk, speed delivery, and fit guest-facing tech to park and attraction needs. That makes Falcon's Beyond Global, Inc. useful where standard consulting is too broad and off-the-shelf tools miss the mark.

Falcon's Beyond Global, Inc. can monetize one brand through parks, resorts, licensing, and products, so each attraction has more than one income stream. That broad mix makes a brand easier to scale and helps cut reliance on any single source of revenue.

• Parks and resorts drive core visits
• Licensing turns IP into recurring fees
• Products add lower-cost reach
• Multiple channels reduce revenue risk

Falcon's Beyond Global, Inc.'s consultative client support fits a project-heavy model: external clients need planning, design, and production input, so the work goes beyond one-off sales. That kind of hands-on support can lift switching costs and deepen client dependency.

It also makes the relationship more collaborative, with Falcon's Beyond Global, Inc. shaping outcomes rather than just delivering a product.

• Tailored planning support
• Production collaboration
• Higher switching costs

Falcon's Beyond Global, Inc.’s operational and on-site service relationships depend on constant guest contact: staff, venue ops, and service recovery shape satisfaction in real time. In hospitality and leisure, this matters because service quality is delivered live, every day, so maintaining smooth operations is the main way to keep repeat visits and spend high.

• Live staff-driven service
• Venue ops affect guest satisfaction
• Continuous delivery sustains relationships

Digital and media platforms move Falcon's Beyond Global, Inc. story and brand content fast, helping build awareness, keep fans engaged, and drive sales for both owned and licensed IP. With digital ad spending above $700 billion globally in 2024, these channels matter because they reach large audiences at low marginal cost.

• Scale brand reach
• Support fan engagement
• Monetize owned and partnered IP

Falcon's Beyond Global, Inc. can sell resorts and parks through OTAs, tour operators, and travel agents to tap tourism demand; UN Tourism said international arrivals hit 1.4 billion in 2024. These channels lift occupancy and visitation by putting the product where trip plans are already made.

• Capture destination traffic
• Raise occupancy and visitation
• Reach trip-planning buyers

Brand owners and intellectual property partners use Falcon's Beyond Global, Inc. to turn third-party brands into new products, media, and live experiences. These partners seek fresh revenue streams and wider audience reach, and they matter because licensing can scale without heavy capital spend.

• Third-party brand monetization
• Audience expansion
• Licensing-led growth

Falcon's Beyond Global, Inc. can reach media, consumer products, and leisure audiences far beyond physical venues by monetizing the same IP in 3 ways: content, merchandise, and branded experiences. This supports distributed revenue, since fans can engage and spend across screens, stores, and attractions.

• Content extends IP reach
• Merchandise adds repeat sales
• Branded experiences drive spend

Falcon's Beyond Global, Inc. needs specialized experiential tech and attraction hardware, so spend sits in sourcing, integration, and refresh cycles. That makes this a recurring cost line for both its own venues and client projects.

• Specialized sourcing
• Install and integration
• Ongoing upgrades
• Supports sales and ops

This capex-heavy setup links product quality to hardware uptime, so equipment replacement and software-hardware sync stay central to margins.

Sales, marketing, and licensing administration are a core SG&A cost for Falcon's Beyond Global, Inc. because the Company must promote venues, services, and IP, while licensing needs legal review, rights tracking, and contract control. In 2025, these functions support monetization across channels and can scale fast as each new venue or license adds fixed admin work.

• Promote venues, services, and IP
• Manage legal and rights work
• Support multi-channel monetization

Falcon's Beyond Global, Inc. earns master planning, media, and project service fees from external clients that pay for strategy, production, and project management work. These fees turn specialist know-how into revenue, and they are usually billed by milestone or under fixed contracts, so income can rise without matching capital spending.

• Client-paid strategy work
• Milestone or contract billing
• Monetizes specialist expertise

Falcon's Beyond Global, Inc. earns from attraction hardware and experiential tech across the full lifecycle: development, procurement, installation, and equipment sales. This revenue stream supports both in-house parks and outside clients, so it can capture project fees plus transaction revenue in the same build cycle.

• Development to deployment revenue
• Procurement and install fees
• Internal and external projects