Member Insights: How we will (virtually) find the next generation of fans

As major federations and competitions are already finding, to appeal to the next generation of digitally native fans, sport needs to set out its stall online. In this article David Granger, Content Director at Cinch, looks into the ways they can do this.

Get them to be young fans and they’ll repay your investment for the rest of their lives. The phenomenon of encouraging support early on is nothing new in sport, from mascots to community outreach to schools, it makes sense for any and every club to encourage participation and engagement at a young age.

It can be disconcerting. As a Leicester City fan – when another Midlands-based football club came to take a training session at my son’s school – I was less than impressed. And, in-real-life sport is in danger of losing some of its potential future fans to consoles, esports and virtual worlds.

One place where the fight has been taken to those future fans is online gaming world Roblox.

It’s a platform where you’ll find a good proportion of the Gen Z/Gen Alpha demographic hanging out and where virtual residency got a massive boost during the pandemic.

Over the last 12 months it has increased its attractions thanks to the likes of the NFL, FIFA, Puma and the Australian Open landing there.

The idea of attracting awareness and engagement in virtual worlds makes sense at a time when the NFT concept is taking a downturn in value and reputation perhaps the sporting metaverse online world will be bolstered by ensuring teams, federations and competitions having a space tailored to younger fans Roblox skews younger, 67% of its users are under 16 . In terms of affiliation and support, you can purchase club colours, interact with athletes, meet real-life friends there and enter competitions. There have been some good examples… The FIFA World virtual environment set up before the Qatar competition got users to interact, earn rewards and collect items. Standard virtual world fare, and a modern update on the Panini Stickers, but with the same aim and result: interest, interaction and engagement. The National Football League (NFL) opened a virtual store where players can
buy jerseys and helmets and bonus! Free 3D helmets available in-game.

AO Adventure centres around the Australian Open with tennis-themed games and activities played around virtual Melbourne venues.


Roblox can imitate life in other ways too. There have been concerns that user-generated games could expose kids to inappropriate language, which in a way could replicate some of the more choice colloquialisms shouted by away fans.

Why the rush to Roblox? Well, Gen Z, those born between 1997 and 2012, are the first truly digitally native demographic, they have a decent amount of purchasing power (or power to persuade their parents to purchase) and, crucially for us, are not yet as engaged with sports either live or streamed as their older family members.

As ESPN Chairman Jimmy Pitaro recently said, the industry’s relationship with younger consumers is “..the one thing that keeps me up at night”. In a recent article on Morning Consult, a survey of American Gen-Z’ers were surveyed, and found that:

 32% of Gen-Z’ers watch live sports through authorised streaming services, compared with 28% who watch via broadcast or cable TV
 YouTube, Instagram and TikTok are Gen-Z’s most popular sources of sports news 
 Nearly half of Gen-Z’ers (47%) haven’t ever watched a live professional sports event

The crunch comes though, like the esports association a few years ago and more recently NFTs, in translating that loyalty to real-life sport. Will they make the transition to support NFL live because they once got a free 3D helmet? Will they watch the Australian Open in ten years’ time because they took a virtual tour of Rod Lever Arena?

Time will tell, but as sport and its media right continues to rise in value, the value of investing in being where our next generation of fans, supporters and spectators congregate should be taken seriously. Even if we are talking virtual worlds.

*Roblox TL;DR
Roblox is a platform that hosts more than 40 million user-generated experiences and lets users build their own from scratch. Within these experiences, users can play games, socialise with others, and earn and spend a virtual currency called Robux.

Meet the Member: “Sports clubs don’t choose what is interesting for fans, algorithms decide”

AC Milan are not only a historic football powerhouse, they are a club that is evolving rapidly with a new ground in the works, a league title last season and an ambitious digital strategy. To get a better understanding the iSportConnect Content Manager, Alex Brinton caught up with Lamberto Siega the Digital, Media & The Studios Director for AC Milan.

You have been at AC Milan for nearly five years now, how has your role changed in your time at the club?

Over the course of the past four years,  my role has changed and evolved in line with the turnaround that has affected the entire club.

In 2018, Milan was experiencing a complex financial and sporting situation and the owners at the time defined a clear plan dedicated to sustainable growth. The entire digital area – about 15 people at the time – was identified as a key enabler from both a commercial and branding development perspective and as a lever  to strengthen the relationship with fans.

Thus, the development of the Digital area was based on three key actions:

– Full internalisation of the Media House and integration with Milan TV

– Development of a state-of-the-art digital ecosystem

– Strong commercial focus

Internalisation and integration responded to the strategic choice of becoming the Club’s internal creative agency with the aim of maximising the use of resources, optimising productions for sponsors and editorial channels, reducing costs at the same time.

From this point of view, the creation of ‘The Studios’ (200 sqm TV studios located within the ACM headquarters) was also an important step forward.

The development of the digital ecosystem corresponded to the need – very relevant at the time – to have a fan-centric approach to maximise the potential of fans from an engagement and commercial point of view. In just a few months, we created the official app, re-launched the website, and developed a new CRM and Identity system and changed the ticketing providers, guaranteeing an integrated and seamless experience for fans.

Lastly, the commercial focus responded to the goal of being able to provide the Sales and Partnership teams an exclusive “branded content” capacity, without negatively impacting communication and brand positioning. This was a critical element considering the importance defined by top management for revenue growth.

Over time resources grew consistently (from about 15 people to +40) and my role evolved accordingly, from managerial / end-zone activity to supervisory / directive.

In particular, I concentrated my efforts on organisational and procedural aspects to ensure that the resources can be autonomous in the decision-making and grow professionally, trying to manage and reduce the natural higher complexity, avoiding new barriers and limits for the operational activities.

The club recently changed ownership, have the new owners meant any changes to the way you have been operating from a commercial / digital perspective?

What I can say is that the new owner has a clear portfolio of skills and relationships in the sports and commercial fields that will be an accelerator in all the club’s commercial and brand development projects, from retail to summer tours, from original content production to new partnership agreements.

Since you have been at AC Milan there has been some massive technological advances and new ways to digitally engage fans, what is your view of that change?

I believe that apart from the continuous evolution of personal devices, media consumptions and the “always connected” status, the real macro-phenomenon that is changing how to engage fans has been the massive success of Tik-Tok and its impact on all other social networks. Today it is not only the first SN (2.9 Bn users around the world vs. 2.4 of Youtube) but Tik-Tok has also radically changed the approach to content production (its fresh video format was the inspiration for Meta’s Reels and YouTube Shorts, after all), with the affirmation of new trends and the role of creators as drivers for building contents.

Sports clubs don’t choose what is interesting for fans, social trends enhanced by the algorithms (it can be a music, a dance, a behaviour) “dictates” how to build  content, choosing what works and what follows a specific trend. It is a radical change.

The new ground presents such an exciting opportunity for the club both on the field and fan experience off it, have you got any plans yet for this?

The stadium project is in a early planning stage, and it would be too soon to think about technologies and methods of engagement. Technologies and social behaviours could be radically different at the time of eventual implementation. It will certainly be key to generate additional revenues, affirm the brand identity and integrate fan experience both offline and online.

And looking forward what new ways do you think clubs will find to digitally engage fans?

It is quite evident that NFTs, Crypto and Metaverse represent the next generation of tools with which to engage fan communities.

If NFT and Crypto have already a clear market and value proposition for fan and sport entities – OneFootball, Sorare and Socios example above – role and degree of participation of clubs are not yet so evident. I believe that in the future we’ll play a deeper and more involved role in engaging fans in this area.

Similarly for the Metaverse, today there is not yet a real community and value added offer for fan for being in a sport club metaverse (which is mainly a gaming experience) but the massive development of B2C technologies (VR visors above all) and B2B ones (3D streaming Srenas) will radically change the way fans interact with us in that area.

Getting first party data from fans is really important when trying to customize experiences for fans, how much effort do you put into getting the data?

As reported, the creation of a state-of-the-art CRM is the basis of the possibility of collecting information and data on our fans. Ticketing, e-commerce and editorial platforms (apps for example) are perfectly integrated into this vision. It also true that to maximize commercial strategy first data are not enough and we need to have a clear presence and strategy on SMs not only to drive fans to our platforms (to collect data) but also to be able to generate revenues through external shops and platforms.

It is also important to create digital offerings that are attractive for sponsors, how do you do that?

Brand association is the key word here. Both sides need to start from the brand values, mutual goals and how a football club can help a sponsor: it could be about brand awareness, product visibility, e-commerce conversion, pure engagement. By working on these elements in a proactive and constructive way, a football club can create “packages” suited for creating value over time for both brands.

iSportConnect Announcement

Open letter from our new CEO, Sandy Case.

It’s an exciting new dawn for iSportConnect as we make some important changes. After 12 years at the helm, Sree Varma has decided to step down as CEO and move ‘upstairs’ as Chairman and as a result it’s a huge honour to step into his pioneering shoes to lead the business forward.

Those of you who know Sree will know that he co-founded the business with Michael Cunnah back in 2010, but 12 years is a long time for any founder to remain as CEO and this transition allows the team to build on what he has created.

To kick off you will see some exciting new announcements around new hires, new style Masterclass+ events, new weekly newsletter and developments on our Web3 Summit for Sport.

There’s a lot happening for us in 2023. I want everyone to feel that iSportConnect is relevant to your role in the sport industry, so if you are a Rights Holder, Brand or Broadcaster, then our invite-only events will enable you to genuinely learn with, and from, each other in a fun interactive way.

If you are a service provider, we will continue to offer the best route to market through our Advisory team, and for everyone we will continue to bring interesting and relevant features, research, and insights to help you grow.

For example, we have just launched our new weekly Sports Business Index that has already had more views than any other piece of content we’ve hosted or posted for several years. Look out for more items and ideas like this.

Above all we are ‘connectors’ – we love collaboration and trying new things. We have to fail and I expect us to fail from time to time. That’s how we progress and I promise to build upon Sree’s work, create a kind, thriving and relevant business that you all enjoy interacting with.

Please do contact me on sandy@isportconnect.com or call me on +44 7540 998999 as I’d love to understand how we can help you, as I want us to be the connective tissue of the sports industry that helps you start conversations and open doors and allows the whole industry to grow.

I wish you all a thriving 2023.

The Bottom Line: iSportConnect Business Index – January 26

Welcome to the third edition of the iSportConnect Business Index, we are still tracking the top 30 most relevant publicly listed companies that are involved in sport.

Right, lets get into this weeks winners and losers.

Here is our complete index for this week:

We are more than open to changing the companies in our Index, don’t be afraid to get in contact with suggestions.

The House View: FIFA walk a tightrope between host cities and commercial partners as 2026 world cup preparations get real

It’s easy to criticise decisions that are taken by the likes of the IOC and FIFA as well as how they are communicated. However, it is difficult to fathom the complexity of relationships that have to be managed behind the scenes for an event of the magnitude of the Olympic Games or FIFA World Cup. 

Despite the US, Mexico and Canada appearing on the surface to be the perfect hosts for the next mens football world cup in 2026, the financing of the event, particularly in the United States, has been a particularly complex topic involving two key stakeholders – host cities and commercial partners.

11 of the 16 host cities are located in the US and in contrast to Russia and Qatar, the host countries of the two most recent world cups, the federal government does not budget for the billions required to stage the event.

Therefore the news reported this week by Sports Business Journal (SBJ), that FIFA will be allowing host cities to sell their own corporate sponsorships to offset hosting costs, was inevitable given the reality of major event funding in North America. SBJ reported that the 16 host cities would be allowed to sign up to 10 companies each as “supporters”, in what is a world cup first.

Host cities having their own sponsors is not without precedent in the US for events such as the Super Bowl. However, and with all due respect, the Super Bowl does not take place across 16 cities, 3 countries and 4 time zones (or incorporate a reported 80 matches as part of an expanded 48 team tournament)..

The host city supporters programme will reportedly neither form part of FIFA’s commercial programme nor leverage any FIFA IP. Host cities will own their intellectual property (IP) which is said to differ to a “meaningful degree” from FIFA’s official IP and supporters are likely to be limited to striking a maximum of two host city deals.

These restrictions will likely not go far enough to appease the commercial partners already signed up for 2026 (namely adidas, Coca-Cola and Wanda) who will feel that, beyond the unprecedented marketing clutter that this brings, the host city programme has the potential to be a huge sanctioned ambush marketing programme if not properly managed. 

Added to this, the opportunity to build relationships with national and local authorities is one of the unwritten benefits enjoyed by major event sponsors. FIFA’s commercial partners may feel that this latest move significantly undermines that benefit. In some cases they will be forced to put additional money on the table to buy into host city supporter packages that protect existing relationships (e.g. can Coca-Cola get away with not supporting their iconic home city of Atlanta?) or to forge new relationships that they might have expected to open up in the absence of this programme. Clearly some cities will be more valuable than others and we will likely see a small number of key cities enjoy the lion’s share of investment.

FIFA will be acutely aware of the threat this host city programme poses to the success of its own commercial programme and will ring fence a long list of product categories covering both current commercial partners and the most attractive sponsorship prospects. This list will represent a balancing act for FIFA. Reserving all remotely valuable categories for themselves on the off chance that they will be able to sell them directly will inevitably be a source of significant frustration to the host cities. On the flip side, cutting the cities some slack will reduce FIFA’s own potential gains and ability to commercialise. The same delicate balance will need to be struck in respect of the rights packages on offer for host city supporters and you can be sure that these will be scrutinised carefully by FIFA’s commercial partners.

It is worth remembering that just over a year ago FIFA announced a new commercial structure with three different commercial pillars; women’s football; men’s football and esports and gaming. This may well add further uncertainty for commercial partners, both existing and new, and potential opportunities for yet more brands with no world cup rights to play in the margins of a world cup association.

Given the news that this host city supporter programme is still being scoped out, we can assume that these benefits were not originally foreseen (or at least not explicitly granted) in the agreements signed by the cities and that the pressure on FIFA to relax the commercial restrictions became too great. These unforeseen changes are a normal part of the stakeholder management around major events. 

It remains to be seen how smooth FIFA’s transition to a new integrated operating model (which will see a subsidiary of FIFA established locally to deliver the tournament) will be and what impact this will have on their ability to successfully navigate the complex stakeholder landscape.

One thing is for sure, this week’s news gives FIFA’s commercial partners something to ponder as they strategise ahead of the competition in 2026 and will further test FIFA’s ability to walk a very delicate tightrope of relationships.

By David Fowler, MD Advisory iSportConnect.

Our man in Lausanne: The challenges and opportunities for Sports Federations to adopt direct-to-consumer broadcasting solutions

With the emergence of new technologies such as video streaming, sports federations have unprecedented growth potential to reach fans, supporters, and spectators around the world by delivering direct-to-consumer broadcasting solutions.

However, in order to successfully implement a D2C broadcasting solution, Sports Federations must be prepared to face different challenges, on the other hand they can benefit from opportunities that can bring positive results.

Among the challenges are the complexity of the broadcasting landscape, with its various solutions, platforms, vehicles, and systems; and different countries’ laws and regulations regarding content broadcasting, which must be complied with.

The second challenge for international federations is to develop a financially viable and sustainable business model.

Broadcasting content is expensive and requires a significant upfront investment, making it necessary to create a business model that can generate revenue to cover costs.

Another challenge is the technical knowledge, specialised professionals, technological resources, and need for constant information updates that are required for successful broadcasting.

This represents a huge effort for the organisations, making it very difficult to apply; consequently, the efficiency and quality of the transmissions and content will be reduced. Most federations have few technical resources, including personnel, to manage this kind of solution; thus, requiring large investments in the short, medium, and long term to be sustainable.

Finally, sports federations must also be prepared to face the challenge of marketing their
content to a worldwide audience and must determine the best way to monetize their content,
either through subscription fees, advertising, or other means.

With so many different streaming platforms and services available, sports federations must identify the most effective ways to promote their content to the widest possible audience, this could involve partnering with digital agencies and companies, utilising social media, and leveraging other marketing techniques.

The challenges associated with implementing a direct-to-consumer streaming solution can be daunting, but the rewards can be great.

Sports federations around the world have the opportunity to reach a larger audience, increase their revenues, and expand their global reach.

By undertaking the effort necessary to understand the technology, legal considerations, and marketing potential, as well as establishing good partnerships with companies that provide this type of technology, sports federations can create a successful direct-to-consumer (D2C) broadcasting solution that benefits both them and their fans.

One opportunity is to create an international content repository. This would allow international federations to create a single source of content from around the world, making it easier for viewers to access content from multiple countries.

The creation of an international repository would reduce the cost of acquiring content and
the amount of time required to manage content rights.

Another opportunity is the creation of a global streaming platform, which would allow organisations to provide high-quality streaming services to viewers in multiple countries, eliminating the need for multiple streaming services for each country.

A global streaming platform could also facilitate content sharing between different federations, such as national federations, allowing organisations to leverage content from other federations to create a more robust and integrated content library while still respecting the peculiarities of each region or country.

By implementing a direct-to-consumer (D2C) solution, international federations can also consider the potential to leverage their existing relationships with broadcasters by becoming content providers rather than service providers. This would allow federations to exploit content rights and create broadcasting agreements that might not otherwise be available to them.

Another benefit is that broadcasters can also provide access to valuable resources, such as marketing and advertising, that can help organisations reach a larger audience.

By taking advantage of these opportunities, international federations can ensure that they remain competitive in the ever-evolving broadcasting landscape.

Broadcasting solutions for international sports federations can be an effective way to extend the reach of their sport beyond its traditional geographic boundaries. This can be done through live streaming or through established broadcast outlets.

By providing their content available to a wider audience, federations can raise awareness of their sport and reach a wider base of potential fans, as well as create new opportunities to increase advertising and publicity revenues.

Also, sports federations can improve the quality of their content. With the right broadcast solution, federations can provide fans with higher-quality content tailored to their specific interests, providing a more engaging broadcast experience.

This benefit meets the federations’ need to increase engagement with fans, spectators, and the community that follows the sport, as they have a direct channel to their own audience.

Finally, perhaps one of the biggest advantages of the direct-to-consumer broadcasting solution is the ability to capture data of all kinds, especially individual viewer data.

In traditional broadcasting, using third-party platforms, the audience data is under the ownership of the broadcasters, and as a result, the federations end up only having access to general audience statistics.

However, being the rights holder and having the ownership and management of the data of each person that accesses the content offered, federations can exploit this data in several ways, either to increase the relationship, or to establish new partnerships, especially with sponsors, or to develop specific projects for a certain group or segment of people.

Developing a direct-to-consumer solution for international sports federations is a complex but ultimately rewarding challenge. With the right technology, these federations can open up their sports to a wider audience, increase fan engagement, and strengthen their own financial stability.

Michel Cutait is a Senior Executive Sports Manager, lawyer and professor. He currently works as Deputy Secretary General at World Obstacle, institutional name Fédération Internationale de Sports d’Obstacles, the international governing body for obstacle sports (Obstacle Course Racing, Ninja and Adventure Racing) and related events, where he runs the Secretariat working actively in the areas of governance, membership, partnership, development and compliance. He also works as Strategy Advisor at the Brazilian Triathlon Confederation. Graduated in Law, has a Masters in Law in Brazil, Marketing in Australia and a Masters in Sports Administration and Technology at EPFL (AISTS) in Lausanne, Olympic Capital. He has written 5 books, the last one called Management Performance Rio 2016 Olympic Games.

Carling returns to football by becoming official beer partner of Emirates FA Cup and Vitality Women’s FA Cup

The Emirates FA Cup and Vitality Women’s FA Cup have today partnered up with Carling, who become the new official beer partner for both competitions.

The partnership brings together two national icons with rich football heritages ahead of the fourth round of both the men’s and women’s competitions over the coming weekend.

As part of the deal, which will run until at least 2025, the number one lager brand in Great Britain will be rolling out promotional activity throughout the remainder of this season’s competitions to generate further excitement among fans.

It follows recent football-themed campaign activity ahead of and during the winter World Cup, including a limited-edition shirt giveaway and partnership with talkSPORT’s coverage of the tournament.

Speaking about the new deal, our commercial director, Navin Singh, said: “This new partnership with Carling will help to provide vital investment across all levels of the Emirates FA Cup and the Vitality Women’s FA Cup. 

“Carling has a proven track-record of sponsorship in the football industry, and we look forward to working closely with them during this exciting time for our showpiece competitions.”

Lee Willett, Carling brand director at Molson Coors Beverage Company, added: “We firmly believe the beautiful game should be open to everyone, which is why this is a perfect partnership. The FA Cup spans every level of the game, from non-League to Premier League, and we’re delighted to be supporting both the men’s and women’s competitions.”

“Sporting occasions are a massive opportunity for our customers to drive sales and fans will have the competition rounds earmarked in their calendars. We’ll be helping our customers to capitalise on the excitement it generates and drive more footfall in their venues.”

FIBA Basketball World Cup 2023 announce Toyota Motor Philippines as a partner

The Local Organizing Committee in the Philippines has welcomed Toyota Motor Philippines as a partner of the FIBA Basketball World Cup 2023.  

The Philippines will co-host FIBA’s flagship men’s event with Japan and Indonesia, which is to be staged in five different venues across the three countries from August 25 to September 10, 2023.

Hailing the sponsorship deal with Toyota Motor Philippines in this year’s global event that will see 52 of the 92 games played in Manila, including the Final Phase, are SBP Chairman Emeritus Manny V. Pangilinan and SBP President Al S. Panlilio.

“It is with great appreciation and warmth that we welcome Toyota Motor Philippines to the FIBA Basketball World Cup 2023 family,” said Pangilinan, a member of FIBA’s Central Board and Chairman and CEO of Metro Pacific Investments Corp.

“This partnership will go a long way in ensuring the success of our country’s efforts to host this grand event, a national endeavor if ever there was one, since this marks only the second time in our history that we will be hosting the biggest international basketball event.”

The Philippines played host of the FIBA Basketball World Cup in 1978, where the former Yugoslavia emerged as champions.

For his part, Panlilio, a member of the FIBA Asia Board and President and CEO of PLDT and Smart Communications, sounded off a call to potential sponsors.

“As we thank Toyota Motor Philippines for agreeing to be part of this once in a lifetime experience, we are inviting others as well who wish to also share in this global activity, this journey which in a sense is truly a merger of world caliber sports and global business opportunities.”

Atsuhiro Okamoto, President of Toyota Motor Philippines, stated: “By being part of the FIBA Basketball World Cup 2023 journey, one of the biggest global sports events this year, we aim to further inspire and encourage more Filipinos to use the power of movement to reach their full potential. This is the spirit of our START YOUR IMPOSSIBLE global sports campaign. With this partnership and the unity basketball brings to Filipinos, we are always moving closer to our goal of producing happiness for all.” 

David Crocker, Executive Director of the FIBA Basketball World Cup 2023, also expressed his gratitude to Toyota Motor Philippines for its involvement in the event.

“To be able to welcome such a prestigious brand as Toyota Motor Philippines as a partner for our pinnacle men’s event is of special importance to us, and we look forward to working closely with them in the near future,” said Crocker.

Highlighting the Toyota Motor Philippines brand in various local events leading up to the FIBA Basketball World Cup 2023 will be a top priority in the lead-up to the historical tip-off on August 25 with the world’s top 32 teams.

NBA and Meta announce multi-year partnership extension

The National Basketball Association (NBA) and Meta today announced a multiyear partnership extension that will feature a new virtual reality experience for fans through Meta Horizon Worlds via Meta Quest, the official VR headset of the NBA and WNBA.  The NBA Arena in Meta Horizon Worlds experience will feature live NBA League Pass games in virtual reality throughout the season.  The partnership extension will also include the launch of NBA-licensed apparel in the Meta Avatars Store and authenticated NBA League Pass access in Xtadium, a VR sports hub app that offers shared watching experiences in high-definition.

“Our extended partnership with Meta will provide more immersive and innovative ways to experience the NBA,” said Jennifer Chun, NBA Executive Vice President and Head of Content Partnerships.  “Meta’s digital world opens up exciting possibilities for NBA fans to virtually attend our games and to interact with other fans around the world.”

“Meta’s immersive VR technology is opening up new opportunities for sports fans to engage and interact with their favorite NBA teams,” said Meta Director of Sports Media and League Partnerships Rob Shaw.  “The NBA is always pushing us to innovate and leverage the latest technology to open the door to new fan experiences, and this chapter of our partnership achieves exactly that.”

Through Meta Horizon Worlds on Meta Quest, fans will have access to an immersive VR experience.  The NBA and Meta will also bring 52 live NBA League Pass games – including five immersive 180-degree monoscopic live VR games in 2880 resolution – in “NBA Arena” in Meta Horizon Worlds.  Fans can now visit the NBA Arena in Meta Horizon Worlds to watch NBA content with friends, compete in interactive mini-games and cheer on their favorite teams.

The preliminary game schedule for the NBA Arena is highlighted below:

  • Monday, Jan. 23: Milwaukee Bucks vs. Detroit Pistons – 7 p.m. ET
  • Tuesday, Jan. 24: Denver Nuggets vs. New Orleans Pelicans – 8 p.m. ET
  • Wednesday, Jan. 25: Denver Nuggets vs. Milwaukee Bucks – 8 p.m. ET
  • Friday, Jan. 27: Cleveland Cavaliers vs. Oklahoma City Thunder – 8 p.m. ET
  • Sunday, Jan. 29: LA Clippers vs. Cleveland Cavaliers – 7 p.m. ET
  • Tuesday, Jan. 31: Miami Heat vs. Cleveland Cavaliers – 7 p.m. ET

As part of the partnership extension, NBA-licensed apparel will be available in the Meta Avatars Store soon.  Fans will be able to purchase their favorite NBA or WNBA team apparel for their Meta Avatar and showcase it across Facebook, Instagram, Messenger and on the Meta Quest.  Additionally, existing NBA League Pass subscribers will be able to access their subscription in YBVR’s Xtadium app within Meta Quest VR in the coming weeks.  Fans will then be able to sit in a “virtual” courtside seat to watch live NBA League Pass games and host private watch parties with friends.  Live WNBA, NBA G League and NBA 2K League games will also be available via a Meta Quest headset.

Member Insights: Audience winners hold some surprises

In this opinion article the iSportConnect Content Director Jay Stuart looks into the biggest sports TV audiences around the world from 2022.

TV ratings are pretty predictable by and large. Broadcasters and their advertising customers wouldn’t have it any other way. TV as a medium doesn’t work without some consistency. Sports programming plays a big part. The top audiences of the year in many countries will be live sports and in Europe that’s almost certain in years when there’s a big FIFA or UEFA event. The USA takes the cake in this respect. In 2022, sports made up 94 of the Top 100 programmes, with the NFL alone accounting for 82 of them. Generally the thing that is most consistent of all around the world is that of there is a national team or star in a competition, those events will be at the top.

That said, there are always wrinkles. The most interesting of all in 2022 was in Germany, Europe’s biggest market. Yes, there was a football event at the top and yes, it was a national team game. However, it was not the men’s team but the women’s.

The final match of Euro 2022 between Germany’s women and the tournament-winning Lionesses of England was number one with 17.592 million viewers with a 64.5% audience share on ARD. The men in the World Cup in Qatar came second, by a whisker. Germany’s match in Qatar against Costa Rica drew 17.495 million viewers and a 53.1% share on the same channel. The final between Argentina and France was in fifth place with 13.884 million and a 53.3% share on ARD.

Viewers in the UK didn’t rally around England’s women to quite the same degree. The Euro 2022 final came well behind the men’s team’s defeat by France in the World Cup quarter-finals. The women’s final drew 17.4 million viewers on BBC1. The men’s match had 21.3 million on ITV1. The World Cup final pulled a combined 19.2 million on both of those channels.

In Australia, women were also number one of the year, but the sport was tennis. The presentation of the Australian Open women’s trophy to Ash Barty, the first local to win the tournament since 1978, pulled 4.128 million viewers on Network Nine. 

The FIFA World Cup gave Australian public channel SBS, a ratings laggard against commercial competition, its best viewing figures of the year with 1.34 million for Australia versus Tunisia.

In France, TF1’s coverage of the World Cup final was of course the top programme of the year with 24.1 million viewers and a massive 81% share for the nail-biter which the French team lost on penalties. The French women in the Euro 2022 semi-final against Germany came in at number 64 with 6.2 million and a share of 31.4% on TF1. Six Nations rugby on France 2 was number 16 of the year and the Champions League final on TF1 came in at number 83.

Argentina’s victory in the World Cup final unsurprisingly set a viewing record in that country with 6.3 million viewers on the main public channel and TyC. The match scored a whopping 63 rating (meaning not just that 63% of viewers watching TV at the time watched the match but 63% of all televisions were tuned in).

With the USA and Canada in the World Cup, the tournament did well in non-traditional football markets of North America. Canada’s match against Croatia attracted the biggest audience with 4.4 million viewers on CTV, TSN and RDS. That was the second biggest sports audience on the year. But it was a far cry from the NFL Super Bowl’s 8.1 million on the same channels, the biggest audience of any programme in 2022.

In the USA, the Super Bowl pulled 99.2 million viewer for NBC. In second place was the NFC championship game on Fox with 50.2 million, and the AFC championship game on CBS was third with 47.9 million. 

Those three games underline a unique thing about the NFL in the American market. In no other country do competing channels share the top of the sports ratings as they do in the USA. Because the NFL rights are not exclusive, NFL programming does help to make any single network dominant. On the contrary, the NFL actually helps to even up the competition among the main networks. The whopping rights fees are a result of being non-exclusive.

The World Cup’s top audience in the States was number 38 of the year, behind college football at number 34 and the Winter Olympics at 34. College basketball and the Kentucky Derby also figured in the Top 100 of the year. The NBA and MLB did not.

In Spain, the Spanish team’s final match in the World Cup against Morocco was number one of the year with 12.6 million viewers for the penalty shoot-out, just ahead of the Argentina-France final with 12.2 million, both on TVE 1.

In The Netherlands, the Dutch team’s closing Word Cup match against Argentina in the quarter-finals was number one of the year with 8.754 million on NPO1 and a 70.4% share. The tournament final pulled 7.231 million viewers. Speed skating (a national passion in Holland) from the Olympics in Beijing came in at number 24 of the year with 3.364 million viewers. Bear in mind that the event was shown in the morning Dutch time. The share on NPO1 was 80.1%.

Irish ratings are fun to look at because Ireland remains in a world of its own. Sports on RTE dominated the top of the charts but unlike in other markets the number one show of the year in 2022 was not a sports event but the Late Toy Show, a Christmas shopping feature, with 1.5 million viewers. The All-Ireland football final (Kerry vs. Galway) was number two (872,000), Six Nations rugby (Ireland vs. France) was number three (818,000) and a hurling cup match was number four (786,000). Go, Limerick and Kilkenny!

By iSportConnect’s Content Director, Jay Stuart