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1、8th Edition,July 2024PwCs Global Sports SurveyOn track for growth?Sports Industry:ForewordIm delighted to introduce the eighth edition of our Global Sports Survey.This year we received 411 responses from senior sports executives from across 46 countries.Thanks to all who took the time to share their

2、 views on the current state and future direction of the sports industry.Since its inception in 2016,our Global Sports Survey has tracked the pulse of the sports industry by analysing leaders perceptionsof market growth,challenges and opportunities.This years findings reflect the broadly positive out

3、look of sports executives.More optimistic than last year,they reveal a growingyet cautious confidence in the global sports markets.We explore the current market forces and threats,and dive intosix themes we believe will shape the future of the sport industry.Each section provides detailed insights t

4、o start conversationsabout how the world of sports will transform in the coming years.From the shifting media landscape,to the positive momentum surrounding womens sports,and from changing fan behaviours to the potential of Generative AI,the industry is constantly evolving.Yet these opportunities al

5、so need to be considered in light of the increasing economic uncertainty which could affect consumer spending and investor risk appetite.Clive ReevesGlobal sports leadA special thanks to the interviewees Danny Townsend,Nick McQuire,Martina Pavlov,Kit McConnell,Matthias Remund,Yoshiyuki Mano,Alastair

6、 Seaman,Daniel Kirschner,Shelley Watts and Nick Rusling who have all enriched this report further with their expert insights.Thank you also to collaborators IRIS and Starcount who have provided additional data and insight to bring some deepdives to life.I hope you enjoy reading this report and find

7、the insightsthought-provoking.PwC|Global Sports Survey(8th Edition)July 2024|2ContentsPrevious pageNext pageContentsPrevious pageNext pageView from the topmarket growth(up from 6.6%last year)for the next 3-5 years7.3%of organisations surveyed do not(yet)have a GenAI strategy59%GenAI StrategyMarket g

8、rowthof executives feel that new commercial models will be required to attract institutional investment83%New commercial modelsof respondents expect investors to focus on premium sports assetsSports investment68%of respondents see content creation and distribution as a key use case for GenAIin sport

9、sGenAI use cases38%PwC|Global Sports Survey(8th Edition)July 2024|3ContentsPrevious pageNext pageContentsPrevious pageNext pageof experts forecast double-digit growth for womens sports revenues in the next 3 to 5 years85%of participants expect a shift to co-hosting models to deliver major sporting e

10、vents in multiple locations85%of participants believe financial concerns are the main barrier to hosting major sporting events44%annual growth in following of womens sports properties on social mediaGlobal fan data reveals39%of respondents feel that their governments sports vision,strategy,and goals

11、 are well-thought-out25%Womens sportGovernment Major eventsCo-hosting modelsPwC|Global Sports Survey(8th Edition)July 2024|4ContentsPrevious pageNext pageContentsPrevious pageNext pageContentsState of the sports industry01Womens sport05Sports investment03The sports consumer02Future of major events06

12、Government in sports07GenAI in sports04PwC|Global Sports Survey(8th Edition)July 2024|5ContentsPrevious pageNext pageContentsPrevious pageNext page01State of the sports industryThereis a growing if cautious confidencein the markets potential this year,with sports executivespredicting overall growth

13、for the next 3-5 years to be 7.3%(up from 6.6%in lastyears survey).This comes despite challenging economicand geopolitical circumstances andis a positivityshared across everyregion.This years market forces and threats remain almost identical to last.Ongoing changes in the media landscape and the pos

14、itive momentum surrounding womens sports,coupled with the potential of Generative AI(GenAI),are compelling the industry to evolve and look for innovative ways to drive growth.Yet concerns remain around how the increasing cost of living and economic slowdown could affect consumer spending and investo

15、r risk appetite.Despite this,agencies,brands,sponsors,investment companies,teams and leagues are all optimistic about the sectors outlook.The public sector and sports federations may be a littlemore conservative,forseeing lower growth,but much of this is due to anticipated transformations(downsizing

16、 and decentralising)in major sports events.Media rights is the only revenue stream expected to grow at a slower rate compared to last year.However,even here,there will be clear geographical differences and divergence between premium and non-premium sports properties.Overall,the broad picture is one

17、of a growing sports market where the foundational elements remain robust.While pockets of growth and opportunity will differ across the industry,those that are most likely to find success this year are premium properties or those who are willing to innovate.July 2024|6PwC|Global Sports Survey(8th Ed

18、ition)ContentsPrevious pageNext pageContentsPrevious pageNext pageMarket forces and threats remain consistentInsight 01We asked sports executives to prioritise market forces and threats over the next 3-5 years.Key market forces remain remarkably consistent from last year,signalling strong enduring i

19、nfluences on the industry.For the third year running,a transforming media landscape,womens sport and fans are perceived to be the ones most likely to shape the industry.Media rights continue to be a key revenue driver for sports organisations and survey respondents identified the transforming landsc

20、ape as the primary market force.But some market headwinds and accelerating divergence between premium and non-premium content suggests that there could be some disruption to businessmodels ahead and there is a greater need forrevenue diversification.GenAI ranks surprisingly low as a market force,sug

21、gesting leaders are yet to recognise or realise its transformative impact or potential to drive growth.Ranking of key market threatsRanking of key market forcesTHREATSFORCESIncreased cost of living/inflation1Potential economic slowdownGeopolitical instabilityTightening regulatory framework234Transfo

22、rming media landscape1Growth of womens sportChanging fan preferences and behavioursIncreasing importanceof ESGEmergence of new competitions/tournamentsGrowing role of institutional investorsGrowth of Generative AIIoT in sports equipment and facilities2345678PwC|Global Sports Survey(8th Edition)July

23、2024|7ContentsPrevious pageNext pageContentsPrevious pageNext pageSports executives expect higher growth vs last years survey across most key revenue streams.Media rights is the only revenue stream expected to grow at a slower rate compared to last year.However,there will be clear geographical diffe

24、rences,as well as divergence between premium and non-premium sports properties.The growth of betting-related rights is supported by the legalisation of sports betting in the US(currently 38 states),continued regulatory changes and product innovation across all markets.Ticketing and hospitality will

25、be buoyed by a strong return of attendances at live events and numerous major events scheduled.Strong demand for ownership in professional sports,coupled with a limited supply of desirable,premium assets is expected to drive up sports team/franchise valuations.Higher growth expected across all reven

26、ue streams,except media rightsInsight 02Expected annual growth rate by revenue streamPercentage annual growth estimates over a 3-to 5-year period20232024Source:PwC Analysis,N=353Commercial andsponsorship rightsMediarightsBetting-relatedrightsTeam/franchisevaluationMerchandising and consumer products

27、Ticketing andhospitality5.2%6.3%6.9%5.9%5.7%6.6%6.1%5.4%6.7%4.5%4.9%7.0%PwC|Global Sports Survey(8th Edition)July 2024|8ContentsPrevious pageNext pageContentsPrevious pageNext page02Sports executives acknowledge that changing fan preferences and behavioursare one of the key market forces that will s

28、hape the industry over the coming years.The traditionalway fans engage and interact with sporting organisations has evolved.And as these preferences continue to change,they bring with them a chance to get a deeper understanding of fan behaviours,wants and expectations,and use this information to ste

29、er decisions and actions that enhance engagement and drive revenue growth.For sports properties to effectively monetise their consumer base they need to process and analyse the right data.That shouldnt be limited to online sales or stadium purchases,but should rather focus on a holistic understandin

30、g and deeper insights from all interactions(e.g.social media.).Recognising the potential of this opportunity,we created a deep dive that explores the steps sports organisations should consider to aggregate these data points.Doing so will uncover powerful insights to find the opportunities for commer

31、cialisation direct monetisation,personalised content and products,broadcast revenue,sponsorships and merchandising,and more.The sportsconsumerJuly 2024|9PwC|Global Sports Survey(8th Edition)ContentsPrevious pageNext pageContentsPrevious pageNext pageInsight 03Sports consumer preferences and behaviou

32、rs For the second consecutive year,executives have identified changing fan preferences and behaviours as one of the top three trends shaping the industry.These dynamics are altering how we watch,how we pay for sports content and how we play:How we watch:Younger audiences are increasingly opting to c

33、onsume sport via data rich online platforms.Comparatively,nearly 50%of 5564-year-olds never use online and instead prioritise traditional linear TV.How we pay:Surprisingly,IRIS data shows that younger sports consumers are more willing to pay to access sports content than older generations.These audi

34、ences are also likely to have more paid subscriptions,reflecting the growing fragmentation of the media landscape for must-see sports content.Changing consumer preferences shaping the future of the industryFrequency of watching sports contentPercentage of respondentsWillingness to pay for access to

35、sports contentPercentage of respondentsTVOnline16-2425-3435-4445-5455-64TVTVTVTVOnlineOnlineOnlineOnlineMonthlyWillingWeeklyUnwillingLess often/NeverVery willingDailyVery unwillingMore than once a day16%29%17%27%24%29%32%32%40%32%16-2425-3435-4445-5455-641.92.01.71.51.443%12%41%15%37%10%30%6%24%4%Av

36、g.#of subscriptions/channels5%17%51%17%10%4%19%48%18%11%6%20%54%13%7%4%20%49%14%13%4%17%57%14%8%3%15%47%14%21%3%14%59%15%9%10%41%14%33%3%13%60%15%9%7%33%12%46%2%2%Data provided by Intelligent Research in Sponsoring(IRIS)“Participation is the biggest driver insports fandom arising,accounting for 22%o

37、f all originations in the last 20 years.Participants are also spending 2.7x more to watch and follow sport,than those that dont.”Nick Rusling(CEO,Collaborate+)PwC|Global Sports Survey(8th Edition)July 2024|10ContentsPrevious pageNext pageContentsPrevious pageNext pageInsight 04Sports properties are

38、increasingly looking beyond traditional data sources to better understand fandom Whether in the stadium or online,sports fans love to watch their teams live.For most sporting organisations,though,this is as far as interaction(and data collection)goes.Yet this is beginning to change as leading sports

39、 teams invest in enhancing data collection,storage and processing capabilities.However,there is still a long way to go.With most brands still generating over 80%if their insights from 20%of their customers.Many are yet to collect the right levels or types of data,while others have more than they kno

40、w what to do with.Aggregation is key in this respect-bringing together multiple datasets(from ticketing and membership,to activities within the stadium,merchandise and more)sports teams can unify fan touchpoints,uncover new journeys and segments based on shared behaviours,preferences and interaction

41、s.When used correctly,the insights will create better tailored experiences and personalised marketing that drives significant growth.Personalised rewards,for example,can drive 4-7 times more revenue than non-personalised interactions,while emotionally relevant content is also 5 times more effective

42、at driving decisions and engagement.The complete fan viewData provided byPwC|Global Sports Survey(8th Edition)July 2024|11ContentsPrevious pageNext pageContentsPrevious pageNext pageInsight 05The complete fan viewRicher social media data key to unlock 360 view of sports consumers Social media data a

43、llows sports organisations to better understand their consumers beyond 1st party data.Social media can provide a rich view on consumer behaviours,as well as their interests and the brands they interact with outside of their favourite team or club.Many sports properties lack insights on non-attending

44、 matchday fans,particularly those based overseas.By leveraging social media data,sports organisation can still develop meaningful relationships with these groups by understanding who they are,what matters to them,their nuances and interests.Moreover,social media data is allowing properties to reshap

45、e marketing campaigns to resonate with the different motivations of their fanbase,understand new geographies of fans globally and enhance sponsorships deals with brands that their fans truly care about.It can also reveal where new pockets of growth might appear.Data science agency Starcount,for exam

46、ple,has used a global fan database of 1.3 billion people and the accounts they follow on social media to reveal the growth in popularity of emerging sporting trends globally.Annual growth in consumers following MMA brands Annual growth in following womens sports propertiesAnnual growth in following

47、of KSA football teamsAnnual growth in following of esports propertiesData provided byPwC|Global Sports Survey(8th Edition)July 2024|12ContentsPrevious pageNext pageContentsPrevious pageNext pageCase StudyData broughtto life how womens football fans differHaving access to the right data gives richer

48、and more accurate insight that can help inform strategic decisions as well as improve fan experience.To better understand the typical womens football fan,we conducted a behavioural study which revealed some surprising differences between those who follow Womens Super League(WSL)clubs and the England

49、 womens team.Understanding these differences and what that means for the way you interact with that fanbase canbe crucial for future engagement and success.Several opportunities for the WSL to enhance engagement with fans and partner brands based on growth segments(i.e.male audiences,gamers,middle-c

50、lass consumers etc.)Fans of the Lionesses connect with philanthropic topics such as sustainability,human rights and climate.They build stronger connections with lifestyle brands that are affiliated with these topics.So what?Womens Super League FanEngland womens football fanMost popular sports footba

51、ll,boxing and cricketGreater affinity for premium brands such as John Lewis65%of WSL Club fans are maleLarger female following(49%)than theWSL(36%)Ian Wrightis the top-influencer forthis audience17%of audienceare younger males interested inEDI matters10.5%of audience interested in sustainability,hum

52、an rightsand climateLifestyle brands such as Aldi and Yorkshire Teahold the highestaudience affinityThe Guardian the most popular newspaperfor fansPuma,Adidas,Nike and Barclays have the highest audienceaffinity14%of audience are gamers Betting and gambling of high interest to both audiences sizeable

53、 opportunity for rights holders,fans and brandsStarcount is a data science&insights agency who specialise in consumer behaviour.Starcount uniquely blends social media and spend data to not only reveal what consumers do but why they do it so that clients can understand the emotional drivers of decisi

54、on making.UK womens footballPwC|Global Sports Survey(8th Edition)July 2024|13ContentsPrevious pageNext pageContentsPrevious pageNext page03Sports investmentIndustry leaders remain broadly positive about the outlookand priorities for institutional investors,particularlyagainst a backdrop of pockets o

55、f growth in the sports market.However,with growth not guaranteed across the board,certain investor profiles are likely to be more active and best-positioned to capitalise on opportunities in a rapidly developing landscape.Our insights suggest that sports properties and organisations increasingly pre

56、fer active investors who provide not only capital,but also offer access to capabilities and relationships.And that means were likely to see new and different investor strategies,with a shift of focus towards emerging leagues,womens sportsand areas that will benefit from growth capital.Investors will

57、 prioritise premium assets,with the key asset classes being teams and leagues,as well as adjacencies such as sports tech and service providers.An increase in joint ventures and minority investment strategies should also be expected,reflective of the rise of different investor profiles(e.g.sports-foc

58、used private equity firms,athlete-backed funds and individual investors)anda desire to share risk as asset valuations continue to rise.Many sports will need to reinvent themselves and deployment of capital will be key to that.”Danny TownsendCEO of SURJ Sports InvestmentRead the interviewMany sports

59、will need to reinvent themselves and deployment of capital will be key to that.”July 2024|14PwC|Global Sports Survey(8th Edition)ContentsPrevious pageNext pageContentsPrevious pageNext page#5New and more diverse funding options set to drive investment and growth Improved profitability and increased

60、opportunityfor attractive media rights and sponsorship dealshas seen sport emerge as ahighly sought after asset class.When combined with more relaxed ownership regulations and the potential for investment returns,it is attracting a morediverse set of investors.Investors are now offering a mix of cap

61、ital and capabilities to sports teams,leagues,media rights and other related businesses.Dedicated sports investment funds(e.g.Arctos Partners,Otro Capital)are joining forces with operators to unlock value within a sport and seek synergies across a portfolio of assets.Athlete-backed funds(e.g.Apex Ca

62、pital,Players Fund)are gaining prominence,particularly with an athletes ability to bring increased audiences,credibility and capital to the venture.Insight 06Most active and best positioned investors in the sports industry in the next 3-5 yearsPercentage of respondentsSource:PwC Analysis,N=359Most a

63、ctive#1#6#3#2#4#7Sovereign wealth funds24%PE&Investment funds-sports-focused 11%PE&Investment funds-generalist13%Corporates10%Athlete backed funds/celebrity investors12%Individual investors:angel investors and entrepreneurs12%Venture capital firms5%Family offices13%#8Best positionedSports organisati

64、ons are increasingly prioritising investors with dedicated sports expertise,capabilities to support their growth ambitions,and a global perspective across leagues.”Alastair SeamanManaging Director,Arctos PartnersPwC|Global Sports Survey(8th Edition)July 2024|15ContentsPrevious pageNext pageContentsP

65、revious pageNext pageInsight 07 Scarcity of assets,lucrative media rights deals,and diversity and resilience of revenue streams has seen institutional investors historically drawn to established sportsteams and leagues.That trend is expectedto continue over the next 3 to 5 years.However,within this

66、category,we expectto see a shift of focus towards emerging leagues and womens sports in particular,which will benefit from growth capital.Investors are also expected to turn to adjacencies within the wider sports ecosystem,which possess attractivebusiness fundamentals and are well-positioned to bene

67、fit from market tailwinds.Gamification and sports tech are becoming increasingly popular investment categories(especially among athlete-backed funds and venture capital)as business models become more digitally focused.Recent M&A activity shows increasedinvestor interest in the sports services segmen

68、t.Agencies,content creation,events and hospitality,and more,are viewed as saferentry points into the industry.Investmentin the wider value chain may help to amplify investments in teams and leagues andvice-versa.Rights owners continue to attract the most attention from investorsMost interesting oppo

69、rtunities for institutional investment in the next 3-5 yearsPercentage of respondentsServicesMedia and marketing41%22%17%10%10%AdjacenciesSports rights ownersTeams and LeaguesTeams,clubs,leagues,competition organisers,and national and international sports federationsGamingEsports,betting and fantasy

70、TechSports technologyWider ecosystemIncl.venues,productsSource:PwC Analysis,N=408PwC|Global Sports Survey(8th Edition)July 2024|16ContentsPrevious pageNext pageContentsPrevious pageNext pageMinority investment and joint venture opportunities set to increaseInsight 08 Demand for sports assets has inc

71、reased in recent years as investor interest has grown.However,the limited number of investable sports assets has contributed to increased valuations in recent transactions,leading toshifting investment strategies and structures.We expect an increase in joint ventures and minority investments on the

72、back of changing regulations(e.g.NFL and NBA opening up to minority deals from institutional investors),an increase in valuations,and the rise of sports-focused private equity firms,athlete-backed funds and individual investors that favour co-investment.Co-investment allows for new and diverse capab

73、ilities and experiences to join ownership,which should add value to the organisation.Minority investment deals help sports organisations secure growth capital and onboard fresh perspectives and expertise,while still maintaining control over strategic direction and governance aspects.However,as these

74、 non-controlling structures can result in board level complexities,effective communication and a shared vision is crucial to success.Most common investment strategies in the sports industry in the next 3-5 yearsPercentage of respondentsFull equity saleMajority stakeJoint venture(JV)Minority stake6%2

75、2%36%36%Source:PwC Analysis,N=373Level of controlPwC|Global Sports Survey(8th Edition)July 2024|17ContentsPrevious pageNext pageContentsPrevious pageNext pageIt is evident that investing in business as usual is not a future-proof strategy.Sports organisations are turning to institutional investors t

76、o provide capital to finance growth projects such as stadium renovations,transitions to direct-to-consumer business models and international expansion.Sports organisations may not want to relinquish control,but there is an increasing preference for active investors that provide capital alongside new

77、 capabilities,knowledge and experience to support in transformational change.While premium properties are still in highest demand,emerging sports with significant growth potential are attracting interest.Investors want sports with the potential to attract large,global,young and engaged audiences tha

78、t require support to execute an exciting growth plan.Investor focus on premium assets and new commercial models Insight 0917%83%Sports properties need to create new commercial models to attract investmentTraditional sports models will continue to attract investmentsN=40425%75%Major sports leagues ar

79、ound the world will continue to loosen regulations,allowing institutional investors to investThere will be increased regulation to limit institutional investment in sports franchisesN=38559%41%Sports properties and organisations prefer passive investors providing capital versus expertiseSports prope

80、rties and organisations prefer active investors who provide both capital and capabilitiesN=40332%68%Institutional investors will continue to focus their investments on premium leagues/teams/media rightsInstitutional investors will shift their focus to non-premium properties and assets in the broader

81、 sports ecosystemN=40136%64%ESG considerations will be a key criteria for sports investments in the futureSports investments will continue to be made,irrespective of the ESG status of assets and organisationsN=368How will institutional investment impact the sports sector?Percentage of respondentsPwC

82、|Global Sports Survey(8th Edition)July 2024|18ContentsPrevious pageNext pageContentsPrevious pageNext pageInstitutional investors will play a major role in shaping the sports sector in the near term.Its clear that the next 5 to 10 years are going to be challenging for the industry,as business models

83、 shift from the analogue past to a digital future.This transition is going to be costly,and how sports raise and deploy capital will ultimately determine whether they succeed or fail.Several factors are needed to deliver a successful outcome for both sports and investors as part of this transition.F

84、irstly,sports need to organise themselves to be investable.Federated models are often not set up to receive capital;governance structures need to evolve to support investment and digital innovation.From an investor perspective,success is really about the balance of control.Having enough influence on

85、 the business youre investing in is important to ensure capital is deployed to meet the needs of the sport and deliver a commercial return.Understanding the complexity of stakeholder engagement that comes with deals in sport is also key.We often see PE and Sovereign Wealth struggle with this dynamic

86、.The relationships between players,teams,leagues,federations,events,fans,and media are completely unique to the sector.Having in-house knowledge of this landscape is an important ingredient in being a successful investor in sport.At SURJ,we believe capital should primarily be used to deliver innovat

87、ion.If capital is being used to prop up a flawed business model,its a failed play.But if capital is being deployed to transform the sport,whether thats the product itself,whats delivered to the consumer,or the way its delivered,thats interesting to us as an investor.That also includes the ability to

88、 be an active investor in growing the asset,whether thats through our capital or the other things we bring to the table.Ultimately,we want to be involved in driving the change.Given this,we have some fundamental principles guiding where we invest:we like sports with significant participation bases a

89、nd relevancy in the worlds biggest economies;we want products that we can evolve and enhance;and we like digital nascency,where a sport hasnt yet captured the direct-to-consumer opportunity.Finally,we look at assets that are transportable,that we can bring to the Kingdom of Saudi Arabia to drive our

90、 objectives of building a vibrant sport economy within the MENA region.Overall,I think its an exciting time to be investing in the industry,as sports contemplate and navigate this tricky period of transformation.Ive said it before:transformation takes time,sophistication and money.Many sports will n

91、eed to reinvent themselves and deployment of capital will be key to that.Navigating the future of sports investmentAn executive point of viewwith Danny Townsend CEO of SURJ Sports InvestmentDanny Townsend is the CEO of Saudi Arabias SURJ Sports Investment.Appointed in 2023,he leads the strategic dir

92、ection of SURJ as it invests in global sports,bringing international events to the Kingdom and elevating the sports ecosystem both within KSA and the wider MENA region.Prior to joining SURJ,Danny spent two years as CEO of the Australian Professional(Football)Leagues(APL),following four years as CEO

93、of Sydney FC.In 2016,he was named one of the worlds 40 most influential sports executives under the age of 40,and is listed in SportsPros 2024 top ten influencers.PwC|Global Sports Survey(8th Edition)July 2024|19ContentsPrevious pageNext pageContentsPrevious pageNext page04GenAIin sportsGenerative A

94、I(GenAI)and other innovative technologies offer sporting organisations a significant opportunity to reinvent what they do and find new ways to deliver growth.But its adoption and impact is inconsistent across the sports industry,with somemore likely tobenefit than others.Our results reveal that spor

95、ts tech and sports media companies will be the most likely beneficiaries of GenAI,as they focus on use cases around content creation,content distribution and wider fan engagement activities.Respondents also reported that performance data will become more predictive,with others looking to use data an

96、d AI to improve the fan experience,from new product offerings to responsive ticketing,and more.Yet despite the identification of use cases,most sports executives do not appear to have a strategy for GenAI implementation,reporting barriers that they need to first overcome,such as access to funding,ca

97、pabilities requirements and shifts to current ways of working.With manyorganisations adopting a wait and see approach,early adopters have an opportunity to gain a competitive advantage over the rest.As GenAIs capabilities expand,especially in handling multimodal data,its potential to transform indus

98、tries and foster innovation will become increasingly apparent,making it an essential component of future business operations.”Nick McQuireMicrosoftRead the interviewJuly 2024|20PwC|Global Sports Survey(8th Edition)ContentsPrevious pageNext pageContentsPrevious pageNext pageFantasy&bettingGenAI to(re

99、-)define the sports experienceInsight 10 Sports media and tech companies stand to benefit most from GenAI through an enhanced ability to create content more quickly,at lower cost,tounlock further commercial opportunities,driving opportunities for new pricing and fan engagement models.An ever-growing

100、 pool of performance data will allow sports organisations to use enhanced predictive analytics to guidehigh performance programmes,including athlete recruitment and development.Organisations will be able to quickly understand the implications of this data,combining disparate datasets for richer insi

101、ghts,e.g.medical history,training loads,nutrition,match performance,and more.Fans will be big beneficiaries of GenAI,with enhanced in-stadium experiences,higher-quality and more personalised content,and hyper-personalisation and insights in real-time,with fans able to customise purchases on everythi

102、ng from ticketing packages and more relevant,targeted offers.Source:PwC Analysis,N=370MediaTechnologyTeam/ClubLeague/competition organiserFederationsVenuesContent creation&distributionPerformance optimisationFan engagementOperational efficiencyAdvertising&sponsorshipEsportsOrganisations which stand

103、to benefit most from GenAI Percentage of respondentsMost important use case for GenAI in SportsPercentage of respondents26%38%21%14%23%16%18%12%8%8%8%3%5%PwC|Global Sports Survey(8th Edition)July 2024|21AIincluding generative AI,but also a new generation of machine learning tools for comprehending a

104、nd curating contentare revolutionising how rights holders can scale powerful and direct connections with fans,which in turn can deliver more value to sponsors and broadcast partners and drive incremental revenue.”Daniel KirschnerCEO GreenflyContentsPrevious pageNext pageContentsPrevious pageNext pag

105、e With many GenAI use cases still emerging,sports organisations will likely adopt a wait and see approach.As more come to market,organisations will have a greater opportunity to develop an implementation plan and overarching strategy.Localised implementation is more likely than an enterprise-wide ap

106、proach,with specific use cases trialled by departments.A top-down push to research,trial and implementation will be critical.Organisations can use frameworks such as the value realisation flywheel to bring coherence to demand(use cases and patterns)and supply(tools,solutions,cost and carbon,deployme

107、nt)decisions.Early GenAI adopters can lead the packInsight 11Responsible AI approachBased on a responsible AI strategy and trusted AI implementationValue hypothesisAssessment of both the value and implementation risk/reward based on the organisations balance sheet and comparison to industry averageU

108、se caseDevelopment of key use cases associated with the value hypothesis to ensure prioritisation of effortPatternsAlignment of prioritised use cases(demand side)with common patterns for design/build(supply side)ToolingEvaluation and development of appropriate tooling to avoid future stranded tech d

109、ebtSolutionsDevelopment of appropriate solutions and/or plug-ins to create maximised scaled benefit across patternsCost and carbonEvaluation of cost of development and deployment as well as the associated carbon impactDeploy and learnInitial deployment and learning iteration withincontrolled process

110、es as well as a re-evaluation ofrisk and governanceAdjacent scaleCreate scale and explore pattern adjacencies for lowest cost/effort deployment into other use cases to drive declining cost of scaleGenAI valuerealisationflywheel18273645ResponsibleAIApproachResponsibleAIApproachADJACENTVALUEUSECARBOND

111、EPLOYSCALEHYPOTHESISCASEPATTERNSTOOLINGSOLUTIONSCOSTANDANDLEARNPwC|Global Sports Survey(8th Edition)July 2024|22ContentsPrevious pageNext pageContentsPrevious pageNext pageSports tech companies most prepared to adopt GenAIInsight 12 Sports technology companies,sports agencies and investors are alrea

112、dy developing or implementing strategies for using GenAI to improve experiences and drive growth.Amazon,for example,is integrating AI-enhanced features into NFL broadcasts to provide deeper-insights.Survey results suggest that teams,leagues and federations have been slower to embrace GenAI.Overall 5

113、9%of respondents do not yet have a plan for GenAI,while 16%do not see it as relevant for the business.Preparedness for incorporating GenAI in business modelSplit by organisation type,%of respondentsRights ownersNo,no plansNo,would likeYes,processYes,implementing701515Technology company1758178Investm

114、ent company854831Academia/public sector32322313Agency8443612Broadcast/media company15333715Federation(international)13255013Brand/sponsor11265311League/comp.organiser627606Team/club4214827Federation(national)5050Government entity13284316OverallSource:PwC Analysis,N=385PwC|Global Sports Survey(8th Ed

115、ition)July 2024|23ContentsPrevious pageNext pageContentsPrevious pageNext pageGenAI offers wide and varied growth opportunities for sporting organisations,but to capitalise on any potential they may have to overcome certain barriers:Process:Changing ways of working will undoubtably be necessary,whic

116、h will require buy-in from senior leadership and a change in organisational culture such changes are never easy and require careful consideration,and collaboration across the board.People:Sports organisations will need to recruit and develop GenAI capabilities to truly benefit from its potential.Ups

117、killing the current workforce will be an important part of readying the organisation to implement GenAI solutions,as will partnering with third parties toplug skills gaps or bring in new capabilities.Product:While GenAI has been used in sport performance formany years,robust(new)use cases will need

118、to be developed to overcome concerns and justify shifts away from current ways of working.Investment to support the development of ideas is essential but is often not readily available within sports organisations due to budget constraints.Embracing GenAI requires new ways of workingInsight 13Main ba

119、rriers to the adoption of GenAI in sportsPercentage of respondents,mentions in top-3 initiatives47%Process27%People26%Product19%17%14%14%13%Shifting operations away from previous ways of workingEnsuring sufficient allocation of fundingto support GenAI development initiativesChanging the organisation

120、al cultureAccess to the required capabilities to implement GenAI solutionsSecuring buy-in from senior leadership9%9%5%Aligning with key stakeholders on GenAI initiativesA lack of clarity over potential use cases and relevanceHesitancies related to nascencyof GenAI-based solutionsSource:PwC Analysis,

121、N=366PwC|Global Sports Survey(8th Edition)July 2024|24ContentsPrevious pageNext pageContentsPrevious pageNext pageNick is a globally-recognised thought leader and AI influencer,with20+years advising on emerging tech and enterprise innovation.He was named among the Top 5 Most Admired and Transformati

122、onal Business Leaders in 2023 by CIO Times.He currently serves as Executive Director of Incubation Management in Microsofts Strategic Missions and Technologies Division.Generative AI(GenAI)has seen a massive surge in interest,largely driven by rapid adoption of technologies like ChatGPT,which reache

123、d 100 million users in just three months.Swift uptake in the consumer space has pushed organisations to explore and integrate AI more urgently,reassessing their data strategies in line with digital transformation goals.Unlike a few years ago,when AI was narrowly focused,todays GenAI is a versatile t

124、ool applicable across multiple tasks and domains,making it relevant to a much broader range of businesses in a very short time.The use cases for GenAI in businesses span four main pillars:employee experience,customer engagement,business processes,and innovation.For employees,AI enhances information

125、retrieval,summarisation,and decision-making,promoting a shift from information-based to intelligence-based work models.For customers,AIoffers always-on service through more intelligent agentsor chatbots,enhancing satisfaction and efficiency.But across all four of these pillars,the underlying themeis

126、 productivity improvements-enabling businesses to operate smarter and faster.However,the transition to widespread GenAI adoption does come with challenges,primarily around culture and governance.Companies need to foster a culture that embraces AI,beginning with leadership that encourages adoption an

127、d upskilling.Governance issues revolve around safely operationalising AI while managing security concerns,like AI hallucinations,which amplify existing fears about the technology.Developing robust governance models will be crucial for responsible AI deployment and building trust in the technology.Fo

128、r businesses looking to start on their GenAI journey,three key considerations are essential:defining the value proposition and tying it to core business priorities;determining the deployment model(i.e.whether to consume as a service or build internally);and establishing strong technology partnership

129、s to support these efforts.Effective partnerships are vital in the rapidly evolving AI landscape to ensure scalability and strategic alignment with business goals.Ensuring the platform used is secure,cost-effective,and capable of customisation is also critical.Looking forward,we expect GenAI to cont

130、inue boosting productivity significantly,potentially achieving 40-60%gains depending on the business.Beyond workplace productivity,GenAI will also significantly impact scientific discovery and research and development based-disciplines as well,opening up significant advances in areas such as chemist

131、ry,material science and drug discovery.These advances will help us build solutions for some of our biggest societal challenges such as climate change,food insecurity and health.As GenAIs capabilities expand,especially in handling multimodal data,its potential to transform industries and foster innov

132、ation will become increasingly apparent,making it an essential component of future business operations.Generative AI transforms business and boosts productivityAn executive point of viewwith Nick McQuireof MicrosoftPwC|Global Sports Survey(8th Edition)July 2024|25ContentsPrevious pageNext pageConten

133、tsPrevious pageNext page05Womens sportWomens sport continues to see a surge in interest and shows significant growth potential as a key market driver,reinforced by record-breaking events over the last year,such as the FIFA Womens World Cup(Summer 2023)and NCAA womens basketball tournament(March 2024

134、).This years survey results show that sports executives remain optimistic about the continued revenue growth potential of womens sport,which is unsurprising in light of the increasing attendances,viewership figures,investment activity and fan engagement we have witnessed amongst premium sports prope

135、rties.Increased media coverage has been key to driving growth,witha continued focus from broadcasters and media outlets likely to be crucial for success going forward.Womens sport has a chance to carve its own path to success.With greater creative freedom,there is an exciting opportunity to create u

136、nique experiences suited to new audiences.The primary focus must be around building visibility and reach,which will require not just greater and consistent exposure,butsporting organisations to better understand the makeup of current fans and potential fans to improve experiences and engagement.Thos

137、e that can lean into the differences between mens and womens sport fans to create a distinct proposition and offering will be the most likely to see significant growth.Womens football offers clubs a chance to attract and engage new audiences,such as families and younger fans,which in turn can help a

138、ttract new sponsors and enhance the match-day experience.”Martina PavlovECA WomensVice ChairRead the interviewJuly 2024|26PwC|Global Sports Survey(8th Edition)ContentsPrevious pageNext pageContentsPrevious pageNext page An optimistic outlook for the revenue potential of womens sport shows over 85%of

139、 respondents forecasting double-digit growth over the next 3 to 5 years.With unprecedented attendance and viewership of womens events,2023/24 was a record-breaking year that suggests a positive change in consciousness.Events such as the US Open womens tennis final and NCAA womens basketball tourname

140、nt significantly outperformed the mens equivalents.There is still a skew toward sports such as football,rugby,and basketball which benefit from successful major events.Geographically,there is still a gap in interest,with North America clearly leading the pack.But that gap also presents growth opport

141、unities.Continued and significant growth expected for womens sportsInsight 14Expected revenue growth of womens sports in the next 3-5 yearsPercentage of respondents1%24%36%15%9%16%3%31%37%10%9%10%Revenue growth60%Last yearThis yearSource:PwC Analysis,N=402Since competing between 2010-2016,I have see

142、n 1st hand the rapid development and growth of womens sport.Our football team the Matildas have been a perfect example of how support is growing in Australia.Our country has now sold out 11 stadiums in a row,with 50,000 plus fans cheering for our womens team!We cant lose this momentum.”Shelley Watts

143、Boxing Olympian and Commonwealth Games,Gold MedalistPwC|Global Sports Survey(8th Edition)July 2024|27ContentsPrevious pageNext pageContentsPrevious pageNext pageLast 3-5 yearsNext 3-5 yearsRankChangeRank%Wider media coverage e.g.,non-live,reporting,highlights1 115%Increase in resources to develop fe

144、male athletes2 213%Increase in live coverage of womens sports competitions3 311%Higher marketing and advertising spend7+3 411%Greater monetisation opportunities e.g.,media partner,sponsorship8+3 510%Growth in female participants from grassroots to professionals4+2 69%More major womens sports events6

145、-1 77%Increase in female athletes salaries and compensation10-2 87%More diverse workforce e.g.,female leaders in sports,female coaches5+4 96%Enhanced collaboration/resource sharing between mens&womens sports organisations9-1 104%Despite women making up approximately 40%of all participants in sports,

146、only15%of media coverage is dedicated to womens sports1.While this number has risen rapidly from 4%in 2018-driven by the growth of streaming services and social media-there is still more to be done.Increasing media coverage will remainkeytoimproving fanbases.But so will ensuring coverage is consiste

147、nt and holistic(games,highlight reels,talk shows).Increased marketing and advertising and greater monetisation opportunities will support growth in the next 3 to 5 years.Away from broadcasters and media outlets,private equity and(angel)investors will need to input money and support to realise any gr

148、owth potential.Wider exposure will remain key to growing womens sportsInsight 15Most impactful initiatives contributing to the growth of womens sportsPercentage of respondentsNotes:1)October 2023 study conducted by The Collective,Wassermans women-focused practiceSource:PwC Analysis,N=383July 2024|28

149、PwC|Global Sports Survey(8th Edition)ContentsPrevious pageNext pageContentsPrevious pageNext pageKey requirements for developing a successful womens sports propertyPercentage of respondents,mentions in top-3 aspects One of the key topics of conversation in boardrooms is how to bridge the gap between

150、 the long-term potential of womens sport and the short-to medium-term transition period and funding requirements.Building visibility and reach should be a priority for driving growth.Sporting organisations need to better understand the makeup of current fans and potential fans,through rich data and

151、accurate insight that can help inform strategic decisions and improve experiences and engagements.In contrast to mens sport which has been long established,womens sport,has an opportunity to carve its own path.Being a second mover means less expectation to do the same again,and greater creative free

152、dom to create inclusive experiences suited to new audiences.Developing womens sport requires leaning into differences and creating a distinct propositionInsight 16Source:PwC Analysis,N=354Media coverage and exposurePartnerships and sponsorshipsMarketable athletes and storiesDigital presence:leveragi

153、ng socialmedia and fan networksGovernment incentives and supportPrivate investmentGovernance and regulationTech-enabled processes28%19%3%18%10%9%8%5%PwC|Global Sports Survey(8th Edition)July 2024|29ContentsPrevious pageNext pageContentsPrevious pageNext page Investment in the product is crucial,from

154、 better promotions to enhanced matchday offerings and investment in the on-field quality of play.A focus on defining the product and ensuring each womens sport property can create its own narrative and space within a congested sports calendar is essential for future growth.Media-related initiatives

155、will also remain key to fueling the trajectory of womens sports.By sharing authentic personal stories on diverse platforms,athletes can engage audiences,foster loyalty and inspire the next generation.In turn,this drives higher attendance at events,increased viewership,and a larger fan base,which att

156、racts more investmentand sponsorship opportunities.Enhanced product-consumer fit key to accelerate the trajectory of womens sportsInsight 17Best methods for attracting wider audiences to womens sports propertiesPercentage of respondents,mentions in top-3 aspectsIncreased promotion(i.e.reduced ticket

157、 pricing)and marketingIncreased live broadcastsEnhanced matchday offering(i.e.expanded F&B optionality,accessibility etc.)Improved athlete storytellingFamily friendly event schedulingAffiliation with male sports propertiesInvestment in the on-field productDocuseries,back-stories and behind the scene

158、s coverageDiversified content and broadcast delivery:social media,translated broadcasting etc.18%16%13%12%12%9%9%6%5%Source:PwC Analysis,N=393Product-related initiativesMedia-related initiativesPwC|Global Sports Survey(8th Edition)July 2024|30ContentsPrevious pageNext pageContentsPrevious pageNext p

159、ageMartina Pavlov is a specialist in international relations and diplomacy.Since joining AC Sparta Praha in 2007,she has been responsible for organising international games for both mens and womens first teams.Martina serves as ECA board member and was previously on ECAs Womens Football Committee.Wo

160、mens football across Europe is developing rapidly,but the pace of growth varies a lot by region.Over the last 5 to 10 years weve seen particularly strong development in leading football markets such as England,France,Germany,Italy,and Spain.The push towards professionalisation in the top leagues is

161、evident,with a move towards full-time professional teams creating stronger competitions and driving opportunities and exposure for players.In turn,this shift is driving greater levels of investment,which is essential for both growing the number of professional players and clubs,and improving the qua

162、lity on the field.Leading European football clubs(e.g.Olympique Lyonnais,FC Barcelona)have invested heavily in womens club football and worked hard to integrate the team into the wider club structure.Several big football clubs have followed suit,which has enhanced domestic and international club com

163、petitions.But some regions and countries,such as my native Czechia,are still early in their development journey and have a long way to go.The differences between markets can be vast and often boils down to economic strength and societal attitudes towards womens football.Clubs in stronger markets are

164、 able to generate more revenue(or have stronger financial support)and can reinvest it into creating a better product.This investment,coupled with evolving societal support encouraging girls at grassroots to play football,is crucial for the sports continued development.The potential for growth in wom

165、ens football in Europe is substantial,particularly through further development of the product.We need to invest in player development,infrastructure and competitions to raise the overall level of the game.I see continental competitions as a key contributing factor that provide clubs with internation

166、al exposure,better competitive matchups,and more opportunities to develop players.Womens football offers clubs a chance to attract and engage new audiences,such as families and younger fans,which in turn can help attract new sponsors and enhance the match-day experience.For womens football to thrive

167、 several challenges need to be addressed.One major obstacle is changing societal perceptions that hinder the acceptance of womens football and female professional athletes,ensuring female players of all ages want to play football and see a future pathway.We also need to balance a commercial focus wi

168、th the broader development of the sport.For instance,expanding the match calendar provides better exposure and development opportunities for players,but also poses a risk to their welfare if workloadsarent managed carefully.If you want to increase quality of play,you cantoverload people.Another crit

169、ical challenge is ensuring the womens gamegets the support of the media,to give us the reach we need to inspire peopleto play and attend games.The responsibility for growth of womens football will lie with multiple stakeholders,including clubs,owners,leagues,national associations(FAs),and governing

170、bodies(e.g.UEFA and FIFA).Clubs play a critical role in developing players and can learn from high performance expertise developed in the mens game,but they do have an opportunity to be more courageous on the commercial side and try new things in dealing with sponsors,partners,media and fans.Nationa

171、l Associations play an important role in creating incentives,providing resources and establishing a clear strategy for growth,which is particularly vital in regions where football is less developed.Additionally,theres a potential to collaborate with the public sector namely on education and further

172、development,which is something we see in the US already.The education programmes need to be available for coaches and technical staff,where the emphasis should be on the particularities of womens football.Ultimately,collaborative efforts among all parties are necessary to ensure a unified approach t

173、o development of womens football.Balancing commercial growth and broader development of womens footballAn executive point of viewwith Martina Pavlov,ECA Womens Vice Chair|International Relations Manager,AC Sparta Praha PwC|Global Sports Survey(8th Edition)July 2024|31ContentsPrevious pageNext pageCo

174、ntentsPrevious pageNext page06Future of major eventsFrom UEFA Euro 2024 to the Paris 2024 Olympic and Paralympic Games,a packed sporting calendar highlights the continued popularity ofmajor events.Yet,despite the inspirational aspects of sports,financial considerations remain the key incentive-and b

175、arrier-to hosting major events.Investment in infrastructure and urban regeneration are the main attractions,but concerns around budget overruns and rising security costs can deter potential hosts from submitting a bid.Understandably,public support is also important,particularly with taxpayers often

176、bearing the financial burden of such events without direct benefits,necessitating community engagement and demonstration of longer-term benefits.Driven by the high costs associated with hosting events and limited returns for governments,financial challenges are likely to remain a key concern.New com

177、mercial or hosting models will be required in the future,which could see co-hosting become a more common model for major sports events.International sport federations play a vital role in shaping event formats and can address hosts financial concerns by looking to involve private investors and creat

178、ing models to engage new fan bases.Otheremerging trends highlighted include greater digital accessibility,environmental,social and governance matters anda shift towards inclusivity and shared responsibilities.Sports events have continued to evolve commercial and delivery models,and the focus has shi

179、fted from purelyonsite engagement to athlete-focused and athlete-generated content across diverse digital platforms.”Kit McConnellSports Director of the International Olympic CommitteeRead the interviewJuly 2024|32PwC|Global Sports Survey(8th Edition)ContentsPrevious pageNext pageContentsPrevious pa

180、geNext pageMajor sports events remain a catalyst for investment in infrastructure and urban regeneration Financial benefits remain the main motivation for hosting major events,with initiatives like the Grand Paris Express rail network and the urban regeneration in Seine-Saint-Denis highlighting the

181、importance of infrastructure development linked to sports events.The emotional and cultural impacts of hosting events also playa significant role,particularly for smaller-scale events that offer substantial social and cultural benefits rather than the same level of direct financial return.While majo

182、r sports events offer athletes opportunities to compete,gain recognition and inspire future generations,professional sport and athlete development rank lower than financial impact and broader community benefits.Insight 18Source:PwC Analysis,N=398Main incentives to host major sports eventsPercentage

183、of respondentsRise in investment and development of infrastructureIncreased tourism(and related income)Inspiring the next generationPromotion of sports and fitness to support the health of the populationNational prideJob creation and growthProfessional sport and athlete development25%24%14%11%11%8%7

184、%PwC|Global Sports Survey(8th Edition)July 2024|33ContentsPrevious pageNext pageContentsPrevious pageNext pageFinancial concerns a substantial barrier to hosting major eventsInsight 19 Interest in hosting major sporting events is often triggered by incentives such as economic development and interna

185、tional prestige.However,financial concerns remain the top barrier,with budget overruns common in major events,such as the Rio 2016 Olympic Games and the Delhi 2010 Commonwealth Games.Global instability is leading to heightened security costs,making financial considerations even more critical for pot

186、ential hosts.Public support for major events can be low because taxpayers often bear the financial burden of deficits incurred from hosting.Engaging communities and demonstrating clear,long-term benefits are crucial for gaining the necessary public buy-in.Recent major event bidding cycles have seen

187、fewer nations involved,highlighting an increasingly challenging environment for international federations.External factors such as climate change are further reducing the pool of potential hosts-particularly for winter sports.Sustainable practices and innovative solutions are essential to adapt to t

188、hese changing conditions,as will a change in the economic model between international federations and host nations and cities.Main reasons potential hosts of major events refrain from submitting a bid Percentage of respondentsFinancial concernsLack of public supportLack of suitable facilitiesLimited

189、 benefitsSecurity issuesLack of experienceESG concerns19%15%13%3%3%3%44%Source:PwC Analysis,N=411PwC|Global Sports Survey(8th Edition)July 2024|34ContentsPrevious pageNext page International federations are pivotal in shaping the future of major sports events.They have significant control over the s

190、porting calendar,competition formats and attractiveness of sport to global audiences.Those that address hosts financial concerns by considering different commercial models for host citiesand nations and creating new ways toengage audiences will prosper in the increasing competition for attention,rel

191、evance and engagement.Governments focused on economic development,national pride,and community engagement will influence the size and format of sporting events in the future.New formats and creative ways to deliver events will enable governments to actively promote locations and increase the value o

192、f hosting major events.Although athletes are seen to have a limited influence on the future of major events,asthey increasingly use social media to connect directly with fans and voice their opinions their influence in shaping the future of sports events should grow.International federations and gov

193、ernments will shape the future of major eventsInsight 20Stakeholders driving the future shape of major sports eventsPercentage of respondentsSource:PwC Analysis,N=411International sport federationsGovernmentsSponsorsInvestorsMedia organisationsFansAthletesThe broad public(non-fans)24%19%13%12%12%11%

194、5%4%PwC|Global Sports Survey(8th Edition)July 2024|35ContentsPrevious pageNext pageContentsPrevious pageNext pageHow major events might evolve in the coming yearsPercentage of respondents The majority of respondents believe new commercial or hosting models will be required in the future,likely drive

195、n by the high costs associated with hosting events and limited returns for governments.Co-hosting could become a standard model for future major sports events,with examples including the 2026 Asian Games(hosted by the Aichi Prefecture and the city of Nagoya in Japan)and the 2026 FIFA World Cup,co-ho

196、sted by three countries.However,the decentralisation of events poses challenges to the fan experience,which is particularly important to events like the Olympic Games that thrive on a unified atmosphere and a unique experience.Driven by global trends in sustainability and ESG considerations,responde

197、nts highlighted the importance of utilising existing infrastructure.International federations need to innovate and adopt new delivery models to stay relevant and accommodate evolving trends.Respondents were split on whether future major sports events will be predominantly financed by governments or

198、private investors.Government financing typically emphasises community building and city development,while private investment focuses on financial returns.However,a dual-financing approach opens up opportunities for more innovative hosting models and cutting-edge event experiences.Event hosting model

199、 to change and shift towards shared responsibilitiesInsight 2136%64%International federations/governing bodies will need to develop new commercial/hosting models to attract host countries/citiesExisting commercial/hosting models will continue to be adopted by International federations/governing bodi

200、es to attract host countries/citiesN=37650%50%Major sports events in the future will continue to be predominantlyfinanced by the governmentMajor sports events in the future will be financed by private investorsN=37740%60%Major sports events will downsize and use more existing infrastructureMajor spo

201、rts events will grow in size and trigger large infrastructure development projectsN=37786%14%Local Organising Committees will continue to host major sporting events in one central location such as a city or a regionLocal Organising Committees will shift to co-hosting models to deliver major sporting

202、 events in multiple locationsN=38931%69%Major sports events will become more accessible(either virtually or physically)Major sports events will become more exclusiveN=382PwC|Global Sports Survey(8th Edition)July 2024|36ContentsPrevious pageNext pageContentsPrevious pageNext pageAs IOC Sports Directo

203、r,Kit leads all relations with International Federations and partnerships with Organising Committeeof the Olympic Games(OCOG)Sports Departments,including the organisation and planning of sports delivery at the Olympic Games.In recent years,the world of sports has seen significant transformation,with

204、 the ever-increasing number of events leading to an evolving international sports calendar.Despite this,traditional major events like the Olympic Games,FIFA Football World Cup,major world championships and tennis majors remain central to the global sports landscape.Sports events have continued to ev

205、olve commercial and delivery models,and the focus has shifted from purelyonsite engagement to athlete-focused and athlete-generated content across diverse digital platforms.Technology now allows athletes to engage directly with fans,meaning sport becomes increasingly more interactive and personalise

206、d.What sets sports apart,is that they are not just consumeror entertainment products.They hold unique value aspositive global phenomena that unite societies,bothnationally and internationally.Paris 2024 is expected to reach a global broadcast audience of close to four billion.Whilst the spirit of sp

207、ort transcends societal divides,building a better world through sport also means ensuring access for all.Sport is a vital enabler for the UN Sustainable Development Goals(SDGs),specifically the goal of ensuring more people from all backgrounds can benefit from participating in community sports.To re

208、main an integral part of society,sporting initiatives must be supported by accessible infrastructure,qualified coaches,and adequate resources.Major events like the Olympics play a vital role in this effort by promoting access to sports and inspiringlong-term engagement for host populations.The legac

209、y of the Olympic Games Paris 2024 will emphasise the role of sports in society and improve access to sport for people across France.More than three million young people have taken part in the Olympic and Paralympic Weeks organised by Paris 2024.Over 26,000 children have learnt how to swim with the“1

210、,2,3 Nagez!”summer programme,and the“Bouger Plus”programme has already benefited over 600,000 people.These are but a few examples.The power of this combination holistic host nation engagement and an unparalleled global engagement mean the Olympic Games can,and will,be harnessed to create lasting leg

211、acies,inspire future athletes,and introduce new global audiences to athletes,sports,and disciplines in the Olympic Games.In our drive for equality in sport,Paris 2024 will achieve full gender equality on the field of play,for the first time in Olympic history.Moreover,the competition schedule also e

212、nsures full equality in showcasing womens and mens events.This milestone reinforces the progressive values that sports can promote and sets a new standard for others to follow.The Olympic Games are about sport,and more than sport.Paris 2024 is a unique opportunity to showcase a global ideal,a platfo

213、rm to inspire and unite people around the world.We cant wait for the world to come together in Paris.The societal impact and unique value of major sporting eventsAn executive point of viewwith Kit McConnell,Sports Director of the International Olympic Committee(IOC)PwC|Global Sports Survey(8th Editi

214、on)July 2024|37ContentsPrevious pageNext pageContentsPrevious pageNext page07Government in sportsGovernments continue to play a critical role in sports development,yet their strategies receive mixed reviews from industry stakeholders.In this section,we examine perceptionsof government involvement in

215、 sports,focusing on key areas of success and improvement.Survey respondents highlight the importance of public health promotion,economic impact,and national identity,while also identifying significant challenges incommunication and stakeholder engagement.Despite the visibility of professional sports

216、,there is a strong demand for governments to drive grassroots initiatives aimed at enhancing community well-being.There is also a notable call for better regulatory frameworks and more effective public health strategies.While hosting major events and stimulating national pride receive positive ratin

217、gs,other strategic goals,such as social inclusion and private sector support,lag behind.These insights underline the complexities governments face in balancing diverse stakeholder needs and addressing the critical areas that candrive the sports industry forward.Looking ahead,the role of the governme

218、nt in sports will become ever more complex and challenging.”Matthias RemundFederal Office of Sports in SwitzerlandRead the interviewJuly 2024|38PwC|Global Sports Survey(8th Edition)ContentsPrevious pageNext pageContentsPrevious pageNext pageGovernments must deliver a coherent vision and strategy for

219、 sportsInsight 22 Only 25%of respondents agreed that their governments sports development strategy is well thought-out and comprehensive.This lack of agreement reflects the challenges governments face in creating a coherent vision for sports in their country and successfully communicating it to the

220、public to build trust and support.Governments must serve a multitude of stakeholders,fromathletes,sports organisations,and fans,to investors and local communities,each with diverging and at times opposing goals.Accommodating these demands with limited resources can be challenging and may contribute

221、to the mixed perception.Source:PwC Analysis,N=385The sports development vision,strategy,and goals of my primary regions government are well-thought-out and comprehensive?Percentage of respondentsStrongly disagreeDisagreeNeutralAgreeStrongly agree14%26%18%7%35%Disagree 40%Agree 25%PwC|Global Sports S

222、urvey(8th Edition)July 2024|39ContentsPrevious pageNext pageGovernments most important goals for sports(and related)initiativesPercentage of respondents Survey respondents believe that the promotion of public health is governments highest priority.While grassroots initiatives such as community sport

223、s programmes,school physical education improvements,and public fitness campaigns may not garner as much attention as professional sports,they have a significant and lasting impact on public health and overall community well-being.Since driving positive economic growth and hosting major events are cl

224、osely linked,governments have an opportunity to deliver on both of these priority areas in parallel.Playing a critical role in deciding the event hosting agenda for a nation,theycan take responsibility for the growth impact of hosting major events.Promoting public health priority for governments spo

225、rts initiativesInsight 23Source:PwC Analysis,N=372Promoting public health and fitnessDriving positive economic impactHosting major sporting eventsPromoting social inclusion and diversityImproving competitiveness and achieving international successStimulating national pride and identitySupporting pri

226、vate sector investment in sports development25%14%14%14%13%12%8%Despite variations in policy approaches,certain global trends such as promoting women in sports and adapting to digital advancements are universally crucial for the public sector.”Matthias RemundFederal Office of Sports in SwitzerlandPw

227、C|Global Sports Survey(8th Edition)July 2024|40ContentsPrevious pageNext pageContentsPrevious pageNext pageYoshiyuki ManoPh.D.(Sports Science)President of Biwako Seikei Sport CollegeCase StudyGovernment and the legacy of major eventsJapanese sports policy has strong ties with major events such as th

228、e Olympics.They promote sports participation and provide a positive contribution to Japanese society and the economy.191119612016Japan Sports AssociationJapan Sports Association was established in 1911 for the purpose of participating in the 1912 Stockholm Olympics.Sports policy in Japan has been hi

229、storically tied with the Olympics.The current trend in Japanese sports policy has been with the hosting of the Olympics and the promotion of sports afterwards in mind.Sports Promotion ActThe 1961 Sports Promotion Act was aimed at hosting the 1964 Tokyo Olympics.Sports Future Development CouncilThe g

230、overnment launched the Sports Future Development Council in 2016 under the joint jurisdiction of the JSA and the Ministry of Economy,Trade and Industry(METI).Japans sports policy has mainly been a part of its education policy,but with the successful industrialisation of the sports industry overseas

231、in mind,the government started formulating a policy to make it a growth industry(ambition to grow from 5.5 trillion to 15 trillion by 2025).As a catalyst for this transformation,the government put forward policies to involve the private sector to make smart venues that will generate profits.The JSA

232、established a public-private partnership council and successively launched the guidelines that outline the methods for venues transformation and finance including public-private partnerships.2011Basic Act on SportsBasic Act on Sports was aimedfor bidding and hosting of the2020 Tokyo Olympics and bey

233、ond.To achieve this,the Japan Sports Agency(JSA)was established to comprehensively promote sports and take measures that were previously carried out by various ministries and agencies.Tokyo was chosen as the host city for the 2020 Games which marked the first major international sports event to come

234、 to Japan since the 2002 FIFA Mens Soccer World Cup.As Japan was already selected as the host country for the Rugby World Cup 2019,making it back-to-back year hosting big international sporting events in Japan.TodayCOVID-19 impactUnfortunately,the goal has not been achieved due to the COVID-19 pande

235、mic,but as in other countries,the digitalisation of sports is progressing,which in turn is driving the growth of the sports industry.With Japans declining birthrate and aging population,development of policy to outsource and privatise school sports activities is expected,which could tackle the urgen

236、t issues and create a new market at the same time.Timeline of key sports policiesPwC|Global Sports Survey(8th Edition)July 2024|41ContentsPrevious pageNext pageContentsPrevious pageNext pageGovernments challenged by delivering economic impact and engaging private sector investment Insight 24 While t

237、he majority of respondents see the promotion of public health as the main priority of their government,they do not rate the efforts as very successful.This indicates a gap between governmental objectives and actual outcomes,suggesting that more targeted and effective public health initiatives are ne

238、eded.The efforts in hosting major events and stimulating national identity are viewed most positively and are connected.This positive perception could be linkedto the significant public attention that major events receive,leading to increased political interest and resources to ensure these efforts

239、are successful.High-profile events not only boost national pride,but also have the potential to drive tourism and economic activity,further incentivising government focus on these matters.All other strategic goals have a rather negative perception,underscoring the challenges governments face in bala

240、ncing the diverse needs of stakeholders.Managing strategy and communication effectively to suit the market and address pain points remains a significant hurdle.This could involve better regulatory frameworks,enhanced support for grassroots initiatives,and clearer communication of strategic goals and

241、 progress.Government success in achieving sport-related goalsPercentage of respondentsSource:PwC Analysis,N=380Promoting public healthand fitnessHosting majorsporting eventsStimulating nationalidentity and prideImproving competitiveness and international successPromoting social inclusion and diversi

242、tySupporting private sector investment in sports developmentDriving positiveeconomic impactSlightly successfulModerately successfulNot successfulSuccessfulVery successful151310442724242213263030302520212529337173327161212111525618313213PwC|Global Sports Survey(8th Edition)July 2024|42ContentsPreviou

243、s pageNext pageContentsPrevious pageNext pageFinance and infrastructure support are key requests from sports organisations towards governments Funding and financial support in the form of grants and subsidies are the most pressing demands,followed by the development of sports infrastructure.This und

244、erscores the dual nature of the sports industry as both a highly commercial businesses and driver of important societal assets that support public health and social inclusion.It is crucial for policymakers and the sports industry to maintain a close relationship so that policies and regulations can

245、effectively address relevant issues without damaging the positive impact sports delivers.The pandemic highlighted the importance of strong relations between policymakers and sports organisations.Supporting innovation and technology is not seen as a primary role of the government.This could be due to

246、 the active involvement of private sector actors and large federations in driving innovation.The sports industry appears capable and willing to innovate without relying heavily on governmental know-how,reflecting a market-driven approach to technological advancements.Insight 25Source:PwC Analysis,N=

247、386Demands of sports organisations towards their governmentPercentage of respondentsFunding and financial supportDeveloping infrastructureProviding policy and regulatory supportSupporting campaigns to encourage grassroots participationSupporting the hosting of major sports eventsSupporting athlete w

248、elfareOffering incentives to support sustainability and social responsibilitySupporting innovation and technology25%24%14%10%10%6%6%5%PwC|Global Sports Survey(8th Edition)July 2024|43ContentsPrevious pageNext pageContentsPrevious pageNext pageFor almost 20 years,Matthias Remund has served as the Dir

249、ector of the Federal Office of Sports in Switzerland.He will resume his new role as General Secretary of the International University Sports Federation(FISU)in January 2025.Over the last decades,the public sectors role in sports has undergone significant changes.Sports are nowadays recognised for th

250、eir benefits in improving public health,boosting the economy,and aiding childrens mental health and well-being.Sports also play a crucial role in promoting societal values like gender equality and community well-being.This recognition has shifted the public sectors approach from merely promoting spo

251、rts to leveraging them as tools for social development through various initiatives.The publics investment in sports means that every policy decision in Switzerland is often scrutinised and broadly discussed across the entire community,reflecting how these outcomes affect a wide spectrum of stakehold

252、ers.This underscores the influence of government policies on community life.Sports policy management varies globally,dependingon each countrys system and cultural context.Public policy approaches may range from centralised to decentralised,and from active to supportive.For instance,in Switzerland,th

253、e public sector adopts a supportive,rather than a leading or controlling stance on sports development;initiatives often originate within the sports community itself,in line with the nations values of independence and self-responsibility.Conversely,in other countries,the public sector may take a more

254、 central and active role in directing sports initiatives.Despite variations in policy approaches,certain global trends such as promoting women in sports and adapting to digital advancements are universally crucial for the public sector.These efforts serve societal interestsand offer significant econ

255、omic benefits.Additionally,the necessity for public sector intervention in areaslike setting ethical standards,enforcing anti-cheatingand doping regulations,and overseeing sports bettingis consistent worldwide.These responsibilities underscore the indispensable role of public sector involvement in a

256、ddressing challenges that transcend national sports sectors.Looking ahead,the role of the government in sports will become ever more complex and challenging.While the societal impact of sports is now widely recognised,the emotional investment and national pride associated with sports remain as stron

257、g as ever.Coupled with growing expectations from increasingly professional stakeholders,the government will face heightened scrutiny and pressure to navigate these intricate dynamics,ensuring that sports continue to serve as a positive force for society while maintaining ethical standards and managi

258、ng economic implications.Public sectors growing influence in sports and societyAn executive point of viewwith Matthias Remund of the Federal Office of Sports in SwitzerlandPwC|Global Sports Survey(8th Edition)July 2024|44ContentsPrevious pageNext pageContentsPrevious pageNext page25%22%16%22%15%Surv

259、ey BackgroundThis survey was conducted by PwCs Global Sports Network between January and May 2024 using an online questionnaire distributed to sports industry leaders around the world.In total we received 411 responses from across 46 countries.At the time each respondent held a senior position withi

260、n their respective organisation.The analysis in this report is primarily based on the collective opinion of the respondents,interviews with industry experts,and the specific insights of PwCs team(based on our executive-level experiences and project delivery).56%EuropeAsiaMiddle EastNorth AmericaAust

261、ralasiaSouth AmericaAfrica32%1%1%2%1%7%Respondent profile by geographical sports market they know bestSource:PwC Analysis,N=411Respondent profile by management levelCEO/Secretary generalC-level/Director/VPPresident/Chairman/Board memberSeniorManagerOtherSports federation-internationalAgencyBroadcast

262、er/media companyTeam/clubTechnology companyLeague/competition organiserAcademic institutions/public sectorSports federation-nationalInvestment companyBrand/sponsorGovernment entityOtherRespondent profile by type of organisation7%7%7%5%5%4%20%3%2%1%14%25%PwC|Global Sports Survey(8th Edition)July 2024

263、|45ContentsPrevious pageNext pageContentsPrevious pageNext pageContactsBen Davison TLinkedInClare RichardsonPeople&OLinkedInJoanna WardleData&ILinkedInMike EmesTLinkedInDavid ReemanRisk&ESGLinkedInNick BarlowVLinkedInCraig FitzpatrickForensic SLinkedInDerrick TateSports ILinkedInAlison BreadonMajor

264、Events,Risk&ALinkedInLatika SharmaLLinkedInRick Jones Hospitality,Sports&Leisure LLinkedInOlga BukharovaConsulting&TOur sports business advisory teamClive ReevesStrategy,M&A&Value C LinkedInGlobal sports leadCreditsA big thank you to all the senior industry executives who participated in this years

265、survey.A special thanks to the interviewees Danny Townsend,Nick McQuire,Martina Pavlov,Kit McConnell,Matthias Remund,Yoshiyuki Mano,Alastair Seaman,Daniel Kirschner,Shelley Watts and Nick Rusling who have all enriched this report further with their expert insights.Thank you also to collaborators IRI

266、S and Starcount who have provided additional data and insight.Thank you to the PwC Global Sports team members who have helped shape the thought-provoking content in this report.And lastly,a special thank you to the PwC Marketing team for their hard work and creativity to bring the report to life.PwC

267、|Global Sports Survey(8th Edition)July 2024|46ContentsPrevious pageNext pageContentsPrevious pageNext pagepwc.co.ukThis publication has been prepared for general guidance on matters of interest only,and does not constitute professional advice.You should not act upon the information contained in this

268、 publication without obtaining specific professional advice.No representation or warranty(express or implied)is given as to the accuracy or completeness of the information contained in this publication,and,to the extent permitted by law,PricewaterhouseCoopers LLP,its members,employees and agents do

269、not accept or assume any liability,responsibility or duty of care for any consequences of you or anyone else acting,or refraining to act,in reliance on the information contained in this publication or for any decision based on it.2024 PwC.All rights reserved.Not for further distribution without the

270、permission of PwC.PwC refers to the network of member firms of PricewaterhouseCoopers International Limited(PwCIL),or,as the context requires,individual member firms of the PwC network.Each member firm is a separate legal entity and does not act as agent of PwCIL or any other member firm.PwCIL does

271、not provide any services to clients.PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way.No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firms professional judgment or bind another member firm or PwCIL in any way.RITM16237213ContentsPrevious pageContentsPrevious page