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How can you envision something that does not currently exist? This is the task facing the employees of NewCo, the organization set to assume control of the Women’s Super League and Championship from the Football Association this upcoming summer.
The CEO of the organization, Nikki Doucet, initiated “Project Moonshot” last year, which propelled the clubs and the FA to the next phase of the process in November. This is when the clubs officially agreed to the proposals, inspired by her previous role as general manager of Nike Women UK & Ireland.
“We never discuss our competitors when striving to maintain our position as the top brand,” she clarifies. “Instead, we focus on anticipating the future needs of the consumer and ideating what currently does not exist. These are what we refer to as ‘moonshots’, hence the origin of the name.”
It is a challenge to anticipate the location of the consumer, specifically female fans of football, according to Doucet. There is still much to be learned about this fanbase and the players, and it is essential to prioritize understanding them in order to create successful partnerships and infrastructure for clubs and players. In order to negotiate a new broadcast deal, it is crucial to determine the reach of the two leagues and fully comprehend their impact, as the current contract with BBC and Sky will expire next year.
According to Doucet, our responsibility is to comprehend the extent and financial aspect, which are both still crucial for us to achieve a wider audience. We are beginning to gather valuable insights and I have come to realize that being a fan is still in its early stages. Even if you consider yourself a traditionalist, you may only recently have become a fan of women’s football. It is a new journey. When considering the broadcasting deal, we must make it effortless for viewers to tune in and watch the league. This is our main focus.
One obstacle to obtaining the most advantageous broadcast agreement is the presence of Article 48, which prohibits the airing of women’s matches during the 3pm blackout. This decision was implemented in 1987 to preserve attendance at men’s football games. Doucet explains, “We are examining various alternatives… We are considering all options and recognizing that we are a part of the larger football ecosystem.”
The structure of NewCo as a company is currently unknown. Journalists surrounded Doucet at Wembley, but he was unable to disclose information about the board, fan and player representation, club involvement, the FA’s golden share, and the source of funding.
With just a little more than four months left in the current season and eight months until the start of the new campaign under NewCo’s leadership, there is some cause for concern. However, it is important to consider the fast pace at which things are moving and the legal implications involved.
“All of the legal documentation [needs to be sorted before it can run as an independent company],” says Doucet. “That is what we are working through at the moment. We have what we believe the structure is and then we are moving through [the process] and that just takes time.”
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However, there are indications of potential changes in the future. The Women’s Super League (WSL) and Championship will maintain their current structures next season, with 12 teams in each league and the promotion and relegation system still in place. This means that a closed league is no longer being considered. The Continental Cup will also continue, while the possibility of expanding the leagues will be addressed at a later date. The protection of players and proper reporting procedures are crucial, and there is consensus on implementing the suggestions outlined in the government review of women’s football, led by Karen Carney.
There is a focus on the importance of a collaborative approach from all parties involved. Doucet states, “The power of the group is greater than any one stakeholder or club currently, and everyone supports this idea.” He adds, “You can see various partnerships forming, with clubs being open to sharing certain aspects. For example, Chelsea and Manchester United collaborated for the first time in their marketing teams to promote games together. I believe this is crucial to continue exploring. In fact, it is one of the reasons we have reached this point.”
The level of security for the collaborative approach is uncertain as funding is received and each club’s individual interests come into play, however there is a strong desire to sustain it.
Source: theguardian.com
