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Back on track?
The outlook for the global sports market to 2013
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Introduction
Welcome to PricewaterhouseCoopers global publication dedicated purely to the sports industry. In publishing it, we are reflecting the increasingly globalised nature of the sports market, whilst also acknowledging the deep local roots of many major sports.
The first is to present our perspectives on the opportunities, challenges and trends facing participants in the sports market worldwide, and analyse how these factors will play out over the coming years. The second is to underpin this industry analysis with revenue forecasts for each segment and region of the global sports market through to 2013, providing the reader with hard statistical data against which to plan responses to the trends highlighted in the document. While our financial forecasts in this publication - like those in the E&M Outlook - focus on revenues, we also acknowledge the cost implications of various developments. For example, rising media rights in football may initially appear positive for clubs, but this can encourage players agents to increase their salary demands, thereby adding significantly to costs. Similarly, sports that expand to new geographies worldwide may reap additional revenues, but these may not be big enough to justify the costs of entry. In other words, extra revenues come at a cost, and may not boost the bottom line. At the same time, sport has wider social and economic implications that may offset the related financial costs. The profile, goodwill and tourism revenues generated by hosting top-level sporting events can bring major benefits to cities and entire countries, which is why governments are so keen to encourage and attract them. However, hosting events inevitably involves costs in areas such as infrastructure development and security. Also, as sport globalises and the related revenues expand, it can become an increasingly attractive target for organised crime - a risk highlighted by the inter-governmental body, the Financial Action Task Forces recent analysis of the global football market. network, and bringing our clients the benefit of approaches and innovations that have already proved their value elsewhere. This ongoing global cross-fertilisation is being mirrored by our clients, who are planning and managing their businesses on an increasingly co-ordinated international basis, applying successful approaches from one market or event to others worldwide.
Fresh approach
Against the fast-changing background of the global sports market, we at PricewaterhouseCoopers1 (PwC) have adopted a new approach to communicating our insights and research on the industry. In previous years we have prepared a Sports chapter in our annual PwC Global Entertainment & Media Outlook (E&M Outlook) which forecasts future spending trends across 13 segments of the E&M industry. This year, we decided to build on the statistical rigor of the E&M Outlook and combine it with our global thought leadership in the sports market to prepare this point of view study. This fresh approach enables us to achieve two objectives.
This unique relationship reflects the increasingly collaborative approach that we at PwC are taking to all aspects of the global sports market. In all our sports related work ranging from supporting major global events to our engagements for sports associations and major sponsors, broadcasters and advertisers - we are focusing increasingly on sharing knowledge and experience across our global
Julie Clark Sport and Leisure Sector Leader Tel: +44 (0) 207 213 4170 Email: julie.d.clark@uk.pwc.com
"PricewaterhouseCoopers" and "PwC" refer to the network of member firms of PricewaterhouseCoopers International Limited (PwCIL). Each member firm is a separate legal entity and does not act as agent of PwCIL or any other member firm.
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Executive summary
The world is getting smaller
Growing signs of globalisation in the sports market emerge every day. The NFL and NBA now host regular games in London. The Brazilian national football team plays many of its matches in Europe. Asia and the Middle East account for seven of the 19 races on the Formula 1 calendar, compared to two in Asia and none in the Middle East a decade ago. The IPL cricket tournament migrated wholesale from India to South Africa for one season before returning home. Meanwhile, sponsors are parcelling up the world by signing deals focused on specific overseas markets such as Telekom Malaysias recently announced licensing agreement with the English FA. At the same time, ongoing innovation in areas including sponsorship models and broadcasting rights are blurring the once clear divisions between different revenue streams, as sponsors and broadcasters seek more value in a multi-platform world, and as subscription television challenges traditional advertising-funded models. New technologies are accelerating these shifts. Amid this sweeping change, sports brands are facing new challenges in growing and monetising their supporter bases.
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Future challenges
The ongoing globalisation of the sports market, combined with changes in distribution platforms and evolving commercial and economic factors, means each component of the market faces a number of challenges during the period up to 2013. Sponsorship: smaller brands facing an uphill battle Globally, sponsorship is the second biggest component of the sports market after gate revenues, and will be the fastest growing component through to 2013. Since 2008, the economic downturn has focused a rising proportion of attention and spending on the biggest sports brands with global reach and pulling-power. While these have continued to attract massive sponsorship deals and strong revenues, the mid-level brands have found it harder to attract major sponsors, while sponsorship of the smaller local sports brands has been hit by potential backers reducing discretionary spend in the economic downturn. Alongside this shift, sponsors are also demanding more clarity and specific measurement of the value they get in return for their investment, and the bigger sports brands are generally more able to provide this.
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Actual
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Value ($bn)
80
60
40
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0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Ongoing Events Major Events
Major international events, including the Vancouver Olympics in 2010, the London Olympics in 2012 and the FIFA World Cup in South Africa in 2010 will boost media rights fees, and to a lesser degree sponsorship revenues, in all regions in the years when they are held, as well as helping to support gate revenues and merchandising.
North American revenues will expand at 3.6 percent compounded annually to remain the largest market by a wide margin in 2013, ahead of EMEA, growing at a CAGR of 4.1 percent. Latin America and Asia Pacific will see compound annual growth of 4.3 percent and 3.9 percent respectively over the four years.
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A further impact of the recession has been to accelerate the existing move towards focusing more on social responsibility and community involvement in sponsorship deals, including support for sports at the grass roots level. This trend also involves reducing the emphasis on corporate hospitality in a tough economic environment. A further current issue is that major events such as the Olympics and FIFA World Cup need to be careful that the restrictions they place on sponsors use of their brand and logo do not undermine the business case for sponsoring them. Gate revenues: price and attendance - striking the right balance Gate revenues will remain the biggest component of the global sports market by a significant margin throughout the forecast period, although its growth will be the slowest. The gate revenue market varies widely from country to country, reflecting local economic factors including disposable income, economic confidence, and the strength and competitiveness of the sports and leagues on offer. In some countries, such as the US and UK, attending live sport is an integral part of the culture; in others, especially emerging markets where tickets are less affordable, far fewer people go to events. Failing to understand local economic and cultural factors can result in sports bodies setting prices too high for the local economy when entering new geographical markets.
A further challenge facing the gate revenue market globally is how to strike the right trade-off between charging premium prices for seats (including those for corporate hospitality) and attracting higher attendance at games. The corporate hospitality market is a vital source of gate revenues for sports such as Formula 1 and tennis in developed markets, and is sometimes used to subsidise affordable seats in football. But corporate hospitality is underdeveloped in many - especially emerging - countries, raising the question of whether this valuable source of revenue can be developed in more geographies. More generally, attempts to boost gate revenues by raising ticket prices risks reducing attendance and creating a lack of atmosphere for TV viewers, undermining the value of broadcast media rights. Broadcast media rights: facing up to a multiplatform world Broadcast media rights are the third biggest component of the global sports market behind gate revenues and sponsorship. Growth in underlying spending on media rights (ongoing events only) will be healthy during the forecast period, partly reflecting the fact that they are less susceptible to near-term economic developments, because many rights are locked in to long-term contracts. The wide array of issues impacting media rights - including economic factors, competition regulation and changes in delivery technologies and platforms - makes it an especially complex marketplace. It is also an
area where there can be significant unforeseen impacts. For example, international rights that show European football in an emerging market can actually stunt the development of the sport locally, since consumers are so used to the higher-grade product. Chart 3: Sector share of total global revenues 2009
Merchandising 16% Gate Revenues 38%
in the UK were reported to be considering legal action against the media regulator Ofcom over its attempts to force British Sky Broadcasting Limited (Sky TV) to cut the prices at which it sells its sports channels to rivals. The sporting bodies argued that this move could reduce the investment at grass roots level that Sky TV is funding. Merchandising: exposed to shifts in consumer confidence The global merchandising market is heavily dominated by North America, which will continue to account for around three quarters of total global spending throughout the forecast period. This underlines the impact of local cultural and behavioural factors, such as the tendency for North American consumers to buy apparel at games. Merchandising will continue to be the smallest of the four components of the sports market. Merchandising is more exposed than the other categories to economic conditions, owing to its heavy reliance on consumers disposable income. Major events also play a significant role, limiting growth in odd numbered years (non Olympic and non FIFA World Cup). The challenges faced by the industry include the risk of losing revenues through counterfeiting a threat that is especially apparent in emerging markets such as Asia.
Sponsorships 26%
Currently, the overarching challenge for all parties in the media rights market is how to protect and monetise rights in a multi-platform world of pervasive (and often freely-available) digital content, echoing the problems encountered by music and, to a lesser extent, movies. The negative impact of the economic downturn on advertising spending, and the resulting shift towards subscription models, has seen pay TV companies become the main driver of rights deals. However, while exclusive rights deals may be more lucrative for sports bodies, they risk driving up the costs of players salaries, and can attract attention from competition and media regulators. In March 2010, several sports governing bodies
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Latin America Overall CAGR: 4.3 percent, from US$2.6 billion in 2009 to US$3.1 billion in 2013 Trend: Latin Americas sports market declined by 1.7 percent in 2009, followed by a 11.1 percent jump in 2010 related to the FIFA World Cup. The market will post stronger gains during 201213 as economic conditions improve. Categories: Media rights is the largest category in Latin America, the only region where that is the case. It will also be the fastest growing category during the next four years, with a projected 6.4 percent CAGR.
Asia Pacific Overall CAGR: 3.9 percent, from US$17.3 billion in 2009 to US$20.2 billion in 2013 Trend: The sports market in Asia Pacific jumped by 14.7 percent in 2008, boosted by the Beijing Olympics. The Olympic effect meant it then fell by an estimated 4.6 percent in 2009, although there was underlying growth of 2.6 percent. Both overall and underlying annual growth will remain positive from 2010 through 2013. Categories: Sponsorships will be the fastest-growing component of the sports market, rising at a 4.4 percent compound annual rate.
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Sponsorship
Spending on sports sponsorship deals will be the fastest growing component of the sports market during the next four years, although it will remain the second biggest component after gate revenues. Total global spending on sports sponsorship will increase from $29.4 billion in 2009 to $35.2 billion in 2013, a 4.6 percent compound annual increase over the four years.
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TWSMs research monitoring 15 percent more deals in 2009 than 2008 - a total of 1,689 - of which 71 percent were new deals. The proportion of withdrawals was only 8 percent, in line with the previous year. That said, the pattern of spending did change, with fewer bigger deals in 2009, accompanied by a shift away from multi-year sponsorships towards one-year deals, indicating increased caution among sponsors. There was a continued strong showing during the downturn from companies based in the Middle East and BRIC regions (Brazil, Russia, India and China), reflecting the lesser impact of the global downturn in those markets. Russia (five) and China (three) together contributed eight of the worlds top 50 deals by value during 2009, underlining their growing importance. Meanwhile, a steady flow of major deals originated from the Middle East, including Etihad Airways sponsoring FC Barcelona, Manchester City FC and the UAE Football Association, and 12 reported deals
2009, driven by financial constraints and a desire to shift its spending priorities. Following its rescue by the UK government, the Royal Bank of Scotland (RBS) announced a 25 percent reduction in its sponsorship outlays in 2009 with a further 25 percent decline in 2010. It also cut its hospitality spending by 90 percent. As Table 2 shows, sports clothing companies became the most active sponsors by volume of deals in 2009, while the problems of the motor industry, especially in the US, saw that industry scale back. For example, General Motors dropped its sponsorship of the Buick Open (subsequently picked up by The Greenbrier) as well as its ties to Tiger Woods - although the dramatic changes in Woods sponsorship arrangements in late 2009 and early 2010 clearly reflected specific individual factors rather than industry trends. Airlines rose into the top five, primarily reflecting the activity of airlines based in the Middle East.
involving Emirates, including renewing its deal with Hamburg SV for another three years at around US$18 million.
Source: The World Sponsorship Monitor from IFM Sports Marketing Surveys
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Other sectors likely to be increasingly active in sports sponsorship include the US healthcare sector, which is facing regulatory reform and has already started to escalate its sponsorship efforts to increase its profile. Examples of the industrys involvement in sports include Kaiser Permanente becoming the official health insurance partner of the Los Angeles Dodgers, and Cignas sponsorship of the Walt Disney World Marathon, the Falmouth Road Race, and other endurance events. Another industry investing increasing amounts in sponsorships - particularly in EMEA, but not in the US for legislative reasons - is online sports betting. Football shirt sponsorships are a particular focus for these businesses, enabling them to directly reach their target audience. A further notable trend over the past two years is telecoms companies from emerging economies rising up the sponsorship rankings. In 2009, the number two and three sponsors worldwide in terms of total new reported commitment were Russias Megafon and Rostelcom, although this clearly reflects the one-off impact of their sponsorship of the Sochi 2014 Winter Olympic Games. The presence of Adidas in first place and Mercedes in fourth underlines the continued strong involvement of established players and industries.
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Table 3: Top 20 sponsorship deals of 2009 as reported by The World Sponsorship Monitor Annual Review 2009
Rank
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Sponsor
MegaF on Rostelecom Aeroflot Rosneft Mercedes Barclays Standard Chartered Bank Aon Visa UniCredit Deutsche Telekom adidas Panasonic Volkswagen Staples Omega Groupama Gillette adidas Anta
Industry
Telecommunications Telecommunications Airlines Oil/Petrol Cars/Automobile Financial Services - Banking Financial Services - Banking Financial Service - Insurance Financial Services - Banking Financial Services - Banking Telecommunications Clothing - Sports Consumer Electronics Cars/Automotive Office Equipment Watches/Timing Financial Services - Insurance Personal Care Clothing - Sports Clothing - Sports
Country
Russia Russia Russia Russia China UK UK International International International Germany International International Russia USA International France USA France China
Event Code
Olympics Olympics Olympics Olympics Venues Soccer Soccer Soccer Olympics Soccer Soccer Soccer MotorSport - Formula 1 Olympics Venues Olympics Sailing/Yachting Baseball Soccer Olympics
Sponsor Type
Event Sponsor Event Sponsor Event Sponsor Event Sponsor Organisation Sponsor Event Sponsor Team Sponsor Team Sponsor Event Sponsor Event Sponsor Team Sponsor Event Sponsor Team Sponsor Event Sponsor Organisation Sponsor Event Sponsor Team Sponsor Organisation Sponsor Team Sponsor Team Sponsor
Years
5 5 5 10 3 4 4 8 3 3 7 3 5 8 6 3 10 4
Deal Type
New deal New deal New deal New deal New deal Renewal New deal New deal Renewal New deal New deal Renewal Renewal New deal Renewal Renewal New deal Renewal New deal New deal
Source: The World Sponsorship Monitor from IFM Sports Marketing Surveys
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A related trend, again favouring the biggest global brands, is increasing use of regional sponsorships, with companies paying for the right to maintain a high-profile relationship with the chosen brand in specific countries or regions of the world. For example, the Korean tyre manufacturer Kumho launched its four-year Platinum Partner sponsorship of Manchester United FC in 2007 by sponsoring the clubs pre-season tour to Korea.
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Meanwhile, in Australia there have been a number of cases where inappropriate conduct by players in teams has damaged the brand of the team, the club and the sport. This has also placed pressure on sponsors to withdraw from deals or to consider not renewing contracts. The National Rugby League and Australian Rugby Union became so concerned about such incidents that they threatened to de-register players and fine clubs that failed to respond swiftly with appropriate penalties to discourage such behaviour. Equally, sponsors are seeking more significant concessions and applying more onerous provisions in sponsorship agreements to manage such risks.
Some large corporates have also taken strategic decisions to sponsor the competition, the referees, or even the ball, partly to avoid the risks of being associated with a team and the potential for poor behaviour by players off the field.
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Gate revenues
Gate revenues from entrance fees and selling tickets to attend sporting events remains the single largest component of the global sports market. Total gate revenues will expand from US$43.2 billion in 2009 to US$49.0 billion in 2013, a 3.2 percent compound annual increase.
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economic factors as well as the attractiveness of, and levels of public interest in, the sports and leagues on offer locally. In some countries, such as the US and UK, attending live sport is an integral part of the culture; in others, especially emerging markets where tickets are less affordable, far fewer people go to games, and the economy can have a more pronounced effect. However, even in markets where watching sport is a national obsession, the recession has had an impact on attendances and pricing. In the US in 2009, attendance at MLB games is estimated to have fallen by 6.7 percent and the NFL by 1.1 percent. While season ticket commitments for NBA and NHL games in the 2008/2009 season were made prior to the start of the recession, NBA and NHL attendances for the 2009/2010 season were down by 2 percent and 2.2 percent respectively, and overall gate receipts for NBA games in the 2009/2010 season were down by 7 percent from 2008/2009. Overall, it is estimated that the recession saw gate attendances for major US sports fall by about 4 percent in 2009, more than cancelling out the revenue gains from ticket price increases of about 2 percent. Meanwhile, the German Bundesliga football league has continued to demonstrate how attendances can be sustained even during an economic downturn through comparatively low pricing and a strong commitment to local social ownership of clubs and stadia. Fans
in the Spanish Primera Division and 24,000 in the Italian Serie A. Combined with the Bundesligas commitment to an equitable sharing of revenues from media rights among its clubs, this approach has two consequences. On the one hand, top German clubs such as FC Bayern Mnchen are not as rich as other top clubs - the likes of Real Madrid CF, FC Barcelona and Manchester United FC - based in other countries with more decentralised marketing structures. This means German clubs have less financial muscle for acquiring world-class players. However, on the other hand, the German Football League is highly competitive because the difference in resources between the top and bottom clubs is smaller than in other national leagues making matches less predictable and more appealing for German fans, thereby boosting attendances.
EMEA 39%
Despite being outpaced by the growth in sponsorship spending during the forecast period, gate revenues will remain the biggest component of the overall global sports market, accounting for 37 percent of the market in 2013, ahead of sponsorship at 26 percent. This relatively positive outlook is underlined by the IFM Sports Marketing Surveys 2010 Global Industry Survey, which finds that industry professionals worldwide expect event attendances to start growing again after the downturn. In 2009, 20 percent of the industry respondents in the survey strongly believed that event attendances would fall, but this proportion has fallen to 10 percent in 2010.
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for some of the less appealing games. This issue reflects the wider problem of balancing higher revenue from premium tickets against the need to attract a large and enthusiastic crowd (see information panel).
In some markets, new approaches are emerging to strike the right balance between premium and standard seating. In the US, the MLB San Francisco Giants and NHL Dallas Stars are among a number of teams using dynamic ticket pricing, similar to the yield management models used by airlines and hotels. Pricing changes depending on the available seat inventory and the remaining time period to the event. Stadia in the US also have loge boxes, which have a smaller capacity than private boxes (usually about 4 to 8 people), offer more limited food and beverage services, and are only semi-private, without complete floor-to-ceiling partitions. Loge boxes are a hybrid premium seating model that can accommodate both corporate users and individual fans who want greater exclusivity and amenities.
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emerging markets, and an explosion in digital media that has multiplied the complexities and potential delivery platforms involved in rights negotiations. The overarching challenge for sports rights owners and buyers is how to protect and monetise their rights in a multi-platform world of pervasive digital content, which is often freely-available on the internet. The widespread attitude to content piracy especially among younger consumers - is that anything streamed over the internet should be free, and much live sport content is now available on that basis for those who take the trouble to look. This challenge echoes the problems encountered by the music industry and, to a lesser extent, film studios.
EMEA 43%
Growth in broadcast media rights over the four year forecast period will be steady, at 3.7 percent compounded annually. This relatively positive view of the outlook is supported by the IFM Sports Marketing Surveys 2010 Global Industry Survey, which finds that industry professionals worldwide believe the prospects for rights fees are improving. In 2009, 40 percent of industry respondents felt that TV rights fees would fall significantly - a proportion that has declined to 31 percent in 2010.
Recessionary pressures saw the Premier Leagues last sale of domestic media rights realise an increase of only 5 percent. The massive increase in its international rights suggests that the downward pressures are now outweighed by rising demand, at least in the international marketplace for the biggest sports brands. It appears that an inflexion point may have been reached, and that good deals are now available for the right sports content. However, sports associations and clubs should be aware that dramatic rises in rights will be regarded by players and their agents as a signal that they should increase their salary demands, so the higher revenues may well also attract higher costs. A further factor is that global spending on broadcast media rights is heavily dependent on major international events - especially the Olympic Games and the FIFA World Cup making rights by far the most volatile revenue stream on an overall basis. Media rights are often partially insulated from near-term economic developments by the fact that many rights are locked in to long-term contracts. However, this can have the effect of locking in declines as well as increases, and means the timing of the renewal negotiations is also critical to the size of a deal.
A sector in flux
At the time of writing the rights market appears to be entering a renewed state of flux, with reports that the English Premier Leagues sale of its overseas broadcasting rights for 2010-13 will raise around 1.4 billion (US$2.1 billion), more than double the previous level of 625 million (US$938 million). This is expected to result in the League raising each clubs average annual income from overseas rights alone from 10 million (US$15 million) to about 23 million (US$38 million) from mid-2010.
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view basis. The English FA has also been streaming some FA Cup games live on its website in the 2009-2010 season.
this approach with exclusive sports rights has attracted the attentions of regulators seeking to protect consumers interests. As a result, competition regulators in several countries - and at European Union level have become increasingly involved in rights deals, on the grounds that consumers should have the benefits of free competition in the marketplace.
For example, in early 2010 the UK media regulator Ofcom ruled that Sky TV should reduce the wholesale prices at which it sold its sports channels to rivals, potentially opening the way for some of them to undercut Sky TVs own subscription service for Premier League games. In fighting the ruling, Sky TV was joined by a number of sports governing bodies, which were reported to be considering legal action against Ofcom on the grounds that it could deprive their sports of vital funding at grass roots levels. The information panel on page 21 describes a comparable regulatory intervention in German football. In general, opening up more events to pay television increases competition and boosts media rights fees, because subscription broadcasters stronger cashflows enable them to increase their media rights outlays and gain a competitive advantage over the traditional free to air broadcast networks. In the US in 2009, in an exception to the generally more moderate trend in rights renewals, DirecTV extended its Sunday Ticket package with the NFL for four additional seasons through 2014 for a total of US$4 billion, a 43 percent increase from the current deal. Also, rights to the US Bowl Championship Series, currently owned by Fox at an annual cost of US$80 million, will shift to ESPN in January 2011 for an increase to US$125 million annually.
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A similar debate is raging in Australia, which is in the process of revising its antisiphoning rules governing where sports can be broadcast. The anti-siphoning list specifies which events must be shown exclusively on free-to-air television and cannot be siphoned off to pay television. At the same time, the trend towards bundling TV deals with internet rights means the industry is looking for guidelines on how these bundled rights should be treated. As a compromise, the government is looking to implement a shorter list that will allow free-to-air networks to run events on its digital channels, and allow pay television to screen events on the list that are not being carried on free-to-air networks. In a few extreme cases, governments have even stepped in to use public money to ensure people can see sport for free - as happened in Argentina in 2009 (see information panel).
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according to an established formula. Under this formula, the money from media rights is distributed more evenly among the 18 teams within the First Bundesliga than it is in other European major leagues, where large gaps have opened up between a small group of highly affluent clubs and a larger group of comparatively poorer ones.
However, even where rights are negotiated collectively, the financial balance of power is tilted towards the major clubs. So the national leagues and smaller clubs know they must keep their larger counterparts happy, or face the risk that the top clubs could consider breaking away to exploit their rights individually.
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Merchandising
Sports merchandising is the smallest of the four revenue streams that make up the sports market, and will retain this ranking throughout the four year forecast period. Global spending on sports merchandising will rise to an estimated US$22 billion in 2013 from US$18.7 billion in 2009, a 4.1 percent compound annual increase.
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A flight to value?
Experience in the aftermath of previous recessions shows that spending on food and clothing has tended to bounce back quickly, while the leisure sector and big ticket items have taken longer to recover. However, structural shifts in recent years mean that spending patterns this time may differ from those in previous downturns. For example, research by PwC in the UK indicates that while consumers have traded down due to the recession, they are not necessarily going to revert to pre-recession habits. This is partly because, rather than merely trading down to cheaper products or stores, their strategies for dealing with the recession have focused on obtaining value. This includes spending more time getting the best price, for example by checking prices on the internet or hunting around for promotions. Our research indicates that consumers feel this approach has yielded the same or better value for a lower price. As a result, they say they will continue to shop at value stores and compare prices online, irrespective of economic conditions. The key questions for sport is whether spending on sports merchandise follow general consumer trends, or whether it is perceived as a special purchase. Many sports entities report a recent strong increase in internet sales, and this growth is expected to continue. But factors unique to sport, such as the acquisition of new players, sporting success and a new strip perhaps due to a new sponsor, still significantly affects trends in merchandise sales.
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Appendix
How we derive the data
Historical information Historical information is obtained principally from confidential and proprietary sources. In instances where third-party sources are consulted and their information is used directly - from such sources as government agencies, trade associations, and related entities that seek to have their data disseminated in the public domain - the sources of such information are explicitly cited. In instances where the information is used indirectly, as part of the calculus for the historical data, the sources are proprietary. Forecast information Recent trends in industry performance are analysed, and the factors underlying those trends are identified. The factors considered are certain economic, demographic, technological, institutional, behavioral, competitive, and other drivers that may affect the sports market. Models are then developed to quantify the impact of each factor on industry spending. A forecast scenario for each causative factor is then created, and the contribution of each factor on a prospective basis is identified. These proprietary mathematical models and analytic algorithms are used in the process to provide an initial array of prospective values. Our professional expertise and institutional knowledge are then applied to review and adjust those values if required. The entire process is then examined for internal consistency and transparency vis-vis prevailing industry wisdom. Forecasts for 20102013 are also based on an analysis of the dynamics of each segment in each region and on the factors that affect those dynamics. We provide compound annual growth rates (CAGRs) that cover the 20102013 forecast period. In the calculation of CAGRs, 2009 is the beginning year, with four growth years during the forecast period: 2010, 2011, 2012, and 2013. The end year is 2013. The formula is: CAGR = 100 * ((Value in 2013 Value in 2009) ^ (1 4) 1) Inflation Across all chapters, figures are reported in nominal terms reflecting actual spending transactions and therefore include the effects of inflation. Exchange rates All figures are presented in US dollars by using the average 2008 exchange rate held constant for each historical year and forecast year. This means the figures reflect industry trends and are not distorted by fluctuations in international exchange rates. Nominal GDP growth Because all figures are shown as actual spending, with the effects of inflation included, nominal GDP growth has an important influence on entertainment and media spending.
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Global
Global Sports Market by Region (US$ Millions)
Region North Am erica % Change EMEA % Change Asia Pacific % Change Latin Am erica % Change Total % Change 2004 8.4 6.4 2005 1.9 3.2 2006 49,923 10.2 38,978 16.7 15,261 9.1 2,645 10.6 12.3 2007 53,641 7.4 39,717 1.9 15,841 3.8 2,677 1.2 4.7 2008 57,750 7.7 42,280 6.5 18,175 14.7 2,686 0.3 8.1 2009 55,023 (4.7) 39,365 (6.9) 17,344 (4.6) 2,640 (1.7) (5.4) 2010 57,071 3.7 43,507 10.5 18,503 6.7 2,932 11.1 6.7 2011 57,790 1.3 41,671 (4.2) 18,768 1.4 2,907 (0.9) (0.7) 2012 61,633 6.6 47,531 14.1 19,495 3.9 2,999 3.2 8.7 2013 63,322 2.7 46,317 (2.6) 20,222 3.7 3,124 4.2 1.0 4.3 3.8 3.9 4.1 3.6 201013 CAGR
13,285 13,990 5.6 2,335 8.4 7.3 5.3 2,392 2.4 2.9
92,421 95,087 106,807 111,876 120,891 114,372 122,013 121,136 131,658 132,985
92,421 95,087 106,807 111,876 120,891 114,372 122,013 121,136 131,658 132,985
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
89,183 95,087 102,668 111,588 116,375 114,323 116,023 120,748 126,287 132,985
89,183 95,087 102,668 111,588 116,375 114,323 116,023 120,748 126,287 132,985
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
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North America
Sports Market (US$ Millions)
North Am erica Gate Revenues % Change Media Rights % Change Sponsorships % Change Merchandising % Change Total 2004 16,003 6.5 7,714 12.2 7,994 9.6 12,731 7.6 44,442 2005 16,524 3.3 7,041 (8.7) 8,380 4.8 13,358 4.9 45,303 2006 18,304 10.8 8,306 18.0 9,022 7.7 14,291 7.0 49,923 2007 20,075 9.7 8,303 0.0 10,013 11.0 15,250 6.7 53,641 2008 21,026 4.7 9,366 12.8 11,613 16.0 15,745 3.2 57,750 2009 20,882 -0.7 8,606 (8.1) 11,308 (2.6) 14,227 (9.6) 55,023 (4.7) 2010 21,278 1.9 9,741 13.2 11,606 2.6 14,446 1.5 57,071 3.7 2011 21,751 2.2 9,295 (4.6) 12,013 3.5 14,731 2.0 57,790 1.3 2012 22,716 4.4 10,664 14.7 12,617 5.0 15,636 6.1 61,633 6.6 2013 23,781 4.7 9,578 (10.2) 13,322 5.6 16,641 6.4 63,322 2.7 3.6 4.0 4.2 2.7 3.3 201013 CAGR
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates 7.7 % Change 8.4 1.9 10.2 7.4 At 2008 average exchange rates
% Change 6.2 4.0 8.3 9.4 Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates 5.8 At 2008 average exchange rates
EMEA
Sports Market (US$ Millions)
EMEA % Change Media Rights % Change Sponsorships % Change Merchandising % Change Total % Change 2004 9.9 8,422 (4.1) 6,951 12.4 2,308 10.7 6.4 2005 2.8 8,341 (1.0) 7,551 8.6 2,415 4.6 3.2 2006 16,588 9.9 10,551 26.5 9,146 21.1 2,693 11.5 38,978 16.7 2007 16,683 0.6 10,097 (4.3) 10,288 12.5 2,649 (1.6) 39,717 1.9 2008 17,239 3.3 11,839 17.3 10,580 2.8 2,622 (1.0) 42,280 6.5 2009 16,829 (2.4) 9,951 (15.9) 10,244 (3.2) 2,341 (10.7) 39,365 (6.9) 2010 17,444 3.7 12,366 24.3 11,268 10 2,429 3.8 43,507 10.5 2011 17,561 0.7 10,683 (13.6) 10,976 (2.6) 2,451 0.9 41,671 (4.2) 2012 19,134 9 13,463 26 12,175 10.9 2,759 12.6 47,531 14.1 2013 19,024 (0.6) 11,854 (12.0) 12,585 3.4 2,854 3.4 46,317 (2.6) 4.1 5.1 5.3 4.5 3.1 201013 CAGR
32,359 33,402
30,234 33,402
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
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Asia Pacific
Sports Market (US$ Millions)
Asia Pacific Gate Revenues % Change Media Rights % Change Sponsorships % Change Merchandising % Change Total % Change 2004 4,058 2.3 2,802 6.7 4,831 8.7 1,594 3.1 5.6 2005 4,164 2.6 2,850 1.7 5,314 10 1,662 4.3 5.3 2006 4,222 1.4 3,254 14.2 6,065 14.1 1,720 3.5 15,261 9.1 2007 4,435 5 3,188 (2.0) 6,377 5.1 1,841 7 15,841 3.8 2008 4,939 11.4 3,575 12.1 7,584 18.9 2,077 12.8 18,175 14.7 2009 4,725 (4.3) 3,527 (1.3) 7,150 (5.7) 1,942 (6.5) 17,344 (4.6) 2010 4,879 3.3 3,928 11.4 7,669 7.3 2,027 4.4 18,503 6.7 2011 5,227 7.1 3,729 (5.1) 7,633 (0.5) 2,179 7.5 18,768 1.4 2012 5,217 (0.2) 4,056 8.8 8,019 5.1 2,203 1.1 19,495 3.9 2013 5,411 3.7 4,010 (1.1) 8,502 6 2,299 4.4 20,222 3.7 3.9 4.3 4.4 3.3 3.4 201013 CAGR
13,285 13,990
13,130 13,990
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
Latin America
Sports Market (US$ Millions)
Latin Am erica Gate Revenues % Change Media Rights % Change Sponsorships % Change Merchandising % Change Total % Change 2004 765 13.0 798 6.0 575 5.9 197 8.8 2,335 8.4 2005 748 (2.2) 835 4.6 602 4.7 207 5.1 2,392 2.4 2006 769 2.8 956 14.5 705 17.1 215 3.9 2,645 10.6 2007 826 7.4 947 (0.9) 678 (3.8) 226 5.1 2,677 1.2 2008 790 (4.4) 994 5.0 682 0.6 220 (2.7) 2,686 0.3 2009 772 (2.3) 988 (0.6) 682 0.0 198 (10.0) 2,640 (1.7) 2010 777 0.6 1,171 18.5 786 15.2 198 0.0 2,932 11.1 2011 833 7.2 1,136 (3.0) 737 (6.2) 201 1.5 2,907 (0.9) 2012 808 (3.0) 1,212 6.7 772 4.7 207 3.0 2,999 3.2 2013 826 2.2 1,266 4.5 817 5.8 215 3.9 3,124 4.2 4.3 2.1 4.6 6.4 1.7 201013 CAGR
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
Source: PricewaterhouseCoopers LLP (UK), Wilkofsky Gruen Associates At 2008 average exchange rates
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Glossary
CAGR EMEA FA FC FIFA ICC IPL MLB MLS NBA NCAA NFL NHL TWSM Compound Annual Growth Rate - the percentage rate of growth year-on-year, averaged out over the forecast period Europe, the Middle East and Africa Football Association Football Club (Soccer), other European equivalents are BV, SV and CF Fdration Internationale de Football Association (International Federation of Association Football), the world governing body for association football (Soccer) International Cricket Council Indian Premier League cricket tournament US Major League Baseball US Major League Soccer US National Basketball Association US National Collegiate Athletic Association US National Football League (American football) US National Hockey League (Ice hockey) The World Sponsorship Monitor
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Contacts
For further information, please contact: Name Global and Regional Leaders Marcel Fenez (Entertainment & Media Leader, Global and Asia Pacific) Scott Berman (Hospitality & Leisure Leader, US) Robert Milburn (Hospitality & Leisure Leader, UK) Kenneth Sharkey (Entertainment & Media Leader, US) Phil Stokes (Entertainment & Media Leader, UK and EMEA) Territory Contacts
Steven Bosiljevac Mauricio Girardello Brad McDougall Hongbin Cong Alain Calme Frank Mackenroth Timmy S Kandhari Feargal ORourke Andrea Samaja Fons Kop Adam Pawlicki Robert Gruman Mark Rathbone Vicky Myburgh Virginia Arce Patrick Balkanyi Mohammad Dahmash Julie Clark Rob Canton Australia Brazil Canada China France Germany India Ireland Italy Netherlands Poland Russian Federation Singapore South Africa Spain Switzerland United Arab Emirates United Kingdom United States steven.bosiljevac@au.pwc.com mauricio.girardello@br.pwc.com brad.j.mcdougall@ca.pwc.com hongbin.cong@cn.pwc.com alain.calme@fr.pwc.com frank.mackenroth@de.pwc.com timmy.s.kandhari@in.pwc.com feargal.orourke@ie.pwc.com andrea.samaja@it.pwc.com fons.kop@nl.pwc.com adam.pawlicki@pl.pwc.com robert.gruman@ru.pwc.com mark.rathbone@sg.pwc.com vicky.myburgh@za.pwc.com virginia.arce@es.pwc.com patrick.balkanyi@ch.pwc.com mohammad.dahmash@ae.pwc.com julie.d.clark@uk.pwc.com robert.canton@us.pwc.com Hong Kong United States United Kingdom United States United Kingdom marcel.fenez@hk.pwc.com scott.berman@us.pwc.com robert.j.milburn@uk.pwc.com kenneth.j.sharkey@us.pwc.com phil.stokes@uk.pwc.com
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