Sports industry: Blazing a new trail

Rights owners remain the most attractive sub‑segment for investors, but the fundamentals are changing. Executives expect overall slower growth in media rights, with sponsorship, ticketing, hospitality, betting‑related rights and merchandising carrying more of the load. In this context, diversified revenue streams – rather than single‑track bets – are becoming critical.

Four in five investors say they are prioritising assets with new and diverse revenue streams. Specifically, many are targeting sports assets with controllable intellectual property and multiple monetisation levers, from series‑based properties and endurance portfolios to women’s leagues and creator‑led competitions. Adjacencies such as sports technology, gaming, analytics, venues, ticketing platforms and content studios are also drawing increasing attention, with investors emphasising these segments as fandom and business models evolve.

The generational divide in sports media consumption is widening. Younger fans consume sport through a fragmented mix of platforms – from live broadcasts and highlights to creator‑led content, gaming and interactive formats – and expect always‑on engagement rather than a single, weekly appointment to view. Older fans remain more concentrated in traditional channels such as live TV, news and replays.

The survey suggests that a one‑size‑fits‑all approach is no longer viable. Rights holders face the challenge of balancing premium rights and subscription products with accessible content that builds reach and relevance, often through channels that are harder to monetise directly. Success will depend on matching formats, platforms and storytelling to the habits of different fan groups.

Ninety‑one per cent of executives believe women’s sport will achieve double digit growth over the next 3-5 years, with positive momentum across leagues, clubs and events. Fan interest is rising, and there is increasing recognition of the role women’s sport can play in expanding audiences and reshaping the sports calendar.

Yet monetisation remains a challenge. The survey finds that nearly half of fans are not willing to pay for women’s sports content and events, and many are only partly or conditionally willing to do so. Engagement levers are clear: fans point to more mainstream coverage, easier accessibility, consistent visibility beyond major tournaments and better live experiences as the factors that would most encourage them to watch more. There are no quick wins – progress depends on improving distribution, product and storytelling together.

The survey highlights a disconnect between what executives think drives a great stadium experience and what fans actually prioritise. Supporters place real weight on basics such as affordability, comfort, cleanliness and safety. Executives are more inclined to focus on premium experiences, hospitality and digital upgrades.

Perceptions of value also differ by fan type. Die‑hard fans are most likely to say the matchday experience exceeds the cost, while casual and occasional fans are more neutral. For clubs and venue operators, enhancing the core experience – particularly for less frequent attendees – is central to building loyalty and turning interest into repeat visits.

Three in four executives see integrity breaches as a major commercial risk to the future of sport. Integrity issues that directly affect competitive outcomes – such as match‑fixing and doping – are seen as the biggest threats to both reputation and revenues, because they undermine the fairness that fans expect.

Executives highlight a mix of measures to safeguard integrity, from clear rules, processes and strict penalties to education, whistleblower protections, transparent governance and independent oversight. The diversity of responses underlines that there is no single solution. Instead, organisations need a tailored mix of reactive and preventive tools designed around the characteristics and maturity of each sport.