Part1
Grading criteria, overseas expansion and a digital overhaul… Inside IMG’s radical plan to reimagine rugby’s Super League
Rugby league in England is renowned for its passionate fanbase in the north and large crowds for the Super League grand final. Embracing change, though, is not something that has come naturally to the sport and its administrators.
A number of issues have limited rugby league’s appeal, including only four teams winning the top-tier Super League since 1996. A failure to expand the sport’s reach beyond its heartland along the M62 has also been detrimental to growth. It has stirred the Rugby Football League (RFL) governing body and Super League to take drastic action.
In May 2022, New York-headquartered agency giant
IMG agreed
a 12-year strategic partnership with Super League Europe and the RFL to restructure and reimagine the game. Since then, the trio have engaged in consultation with stakeholders across the sport, ranging from clubs and broadcasters to sponsors and players, as well as conducting a survey of supporters that drew almost 20,000 responses.
IMG has also presented seven recommendations, all with the overriding aim of driving long-term value and impact for rugby league. Among the proposals are a repositioned calendar more aligned with the global game, an expansion strategy to support the development of the women’s game and growth in overseas markets, as well as a cap on clubs competing outside the UK. IMG is also calling for operations to be centralised to maximise efficiencies, in addition to a new brand strategy.
Probably the most controversial of the recommendations, though, is the prospect of ditching automatic promotion and relegation from Super League next season. Instead, participation in the game’s top flight will be dependent on other factors beyond on-pitch performance, such as attendance, catchment area and facilities. In practice, clubs will be reviewed and given a grade at the end of a season, with a maximum of 20 points available.
Despite some opposition to the looming overhaul, the RFL has dismissed accusations of shock tactics. Instead, it believes bringing in IMG to lay down a detailed blueprint for success will enable rugby league to flourish.
“The stakeholders within the sport saw that we needed to grow effectively,” says Rhodri Jones, managing director of RL Commercial, which oversees all commercial aspects of the domestic game.
“We need a growth strategy. In the current climate, there are a couple of ways of looking into that. Either do it internally through [our own] means and resources, or externally [via] the private equity route. Super League had looked at private equity and hadn’t gone through with it.
“The third option was an external strategic partner. That’s the route that we went down to, in effect, turbocharge the resources that we have here. But [IMG will] also bring that independent perspective, give a real good look under the car bonnet and use their expertise to help us develop a growth strategy.”
“This is a 12-year partnership that we’ve entered into,” adds Matt Dwyer, vice president of sports management at IMG. “If this was something that could be achieved in a couple of months, then [the RFL and Super League] would have done that already.
“You don’t just double a fanbase in the space of a couple of months. The question we got asked a few times through this process is ‘why 12 years?’. The reason for that is this is a long-term process to grow this sport. That’s one where the foundations are the unsexy part of this sometimes.
“But you need to put these things in place, you need to change behaviors in the way that clubs are approaching the way that they’re doing things and at the league level as well.
“That’s going to take some time.”
What needs to change?
Put simply, the RFL knows it has to grow the sport’s fanbase. Jones describes the Super League audience on pay-TV network
Sky Sports as “strong” and points to bumper crowds for the competition’s final, which drew 60,783 fans to
Manchester United’s Old Trafford stadium for the 2022 edition. A record total of 83,357 spectators also attended the six-match schedule over the Easter weekend.
Now, it’s about selling rugby league to a wider demographic.
“We are a fantastic sport,” continues Jones. “We are entertaining, fast and furious on the field, but [are active] in the local communities in the north of England. We need to talk about it more.
“A way of doing that is by developing our superstars, giving our players the best platforms to be able to showcase their skills and talent.”
“They’ve got a really great on-field show,” Dwyer agrees. “But the challenge is how we’re linking that back to fans, engaging with fans and growing that sport going forward.
“I think it’s also a sport where there is an incredibly successful league on the other side of the world (Australia’s NRL), which demonstrates that a lot of people can really enjoy this sport.
“That’s probably always been a little bit of a guiding position for us. If you can get enough people exposed to the sport and watching it, we know that there is proof that you can convert a very large fanbase from that.”
To help drive audience growth, IMG has already leaned on its digital arm Seven League, which is working with the RFL and Super League to help the pair better understand their commercial assets and create new fan engagement opportunities. An audit has already taken place, covering everything from social media channels to digital infrastructure.
“The areas that we specifically looked at were the team and the people and the resource that they’ve got,” explains Bindi Ghai, vice president of digital commercial at Seven League. “So understanding what are their skillsets and how many people have they got across digital.”
Certain gaps in the team were identified and are now being filled. Seven League is also prioritising digital-first, channel-specific content.
“We really focus on new, innovative and creative ways that we can not only engage with new fans, but also retain that core audience through digital channels,” continues Ghai.
“Then the final one is really around the players. We very much believe that a lot of that growth is going to come from making the players a lot more digitally focused [and] working with them to help grow the sport and having people engage.”
After the RFL, Super League and IMG saw their initial proposals approved by clubs, SportsPro outlines the plans and speaks to those involved.
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