The key statistics where the Matildas are superior to the Socceroos

Matildas

The largest women’s sporting event exceeded expectations when the Matildas’ opening match was arguably the greatest sporting moment that had been seen on Australian and perhaps New Zealand soil, with elation and football frenzy enclosing the stadium more than two hours from kick-off.

However, it was the day before that it was made official that more Matildas jerseys had been acquired in preparation to the tournament than that of the Socceroos merchandise during the entirety of the men’s World Cup at the end of last year.

The major sponsor of the CommBank Matildas, Nike, promote Sam Kerr independently in a contract worth as much as $1 million, who is an integral part for the marketing potential for the women’s team which is now superior to that of the men’s because of her star power by being the global face of Nike’s Mercurial boots, along with superstar players Cristiano Ronaldo and Kylian Mbappe.

Vice President and General Manager of Nike Ashley Reade said in a statement:

“l think she is one of the biggest athletes in the world already, she would be right up there without question, as one of the most marketable athletes in the world,” he said.

“We want to look back on the 2020s as the decade of women’s sport which starts with this global football moment and extends to 2032 in Brisbane, we think women’s football has the biggest upside because it’s a truly global game and we would say is still under-penetrated.”

Kerr has deals with Mastercard and EA Sports, is the first woman to be on the cover of its premier sports video game and features in the latest Disney+ series, along with her contract at Chelsea which is reportedly valued more than $600,000 a season.

The jerseys for Australia’s women’s national football team are fabricated from recycled polyester featuring a marbled pattern drawing upon the golden wattle for their home strip, when it involves the jerseys kids are outselling the adults kits.

The sales of football boots, balls and jerseys is a lucrative business with $75 billion in total revenue last year.

Nike had been exploring the possible upside and downside of the Matildas performance, with the guaranteed three games in the group stage and the likely hood of knockout stages to follow.

“We’ve done a lot of work on a top down, bottom up with teams, looking at the Lionesses who won the Euros recently, how many kits did people buy, how long did that last? What if it doesn’t go so well or what if it goes really well? We’ve done a lot of work to triangulate, what is the right number?” Reade explained further.

The Sydney Morning Herald, The Age and Wide World of Sports named Kerr the most inspiring female in Australian Sport.

Reade added it is Kerr’s down-to-earth personality that makes her so noteworthy and marketable.

“Her abilities are unquestioned but the way she approaches life just makes her one of those out-of-the-box athletes, we always thought was something special,” he said.

“I just love her humility, she is so humble and so connected to her friends and family, she doesn’t take herself too seriously and she is just a beautiful spirit to be around.”

The Matildas will play their second game of the group stage against Nigeria at Suncorp Stadium in Brisbane with kick-off at 8pm.

How the Liberty A-League can learn from the incredible growth of NWSL

As the A-League Women’s Grand Final approaches and season comes to an end, it is a time to reflect on a season of incredible growth and broken records.

Similarly to the National Women’s Soccer League (NWSL) post-2015 Women’s World Cup, there was a popularity boost that translated into increased attendances and revenue for the league.

However, as the NWSL continued to rapidly develop, it seems as if the Liberty A-League struggled to consistently grow after a fantastic first round showing that involved a record-breaking 11,471 crowd for the Sydney Derby.

In the top 10 attendances of the regular season, eight feature games played before the new year despite the Matildas set to sell out a 14th consecutive home match before the Olympics commence in July.

The Liberty A-League crowd average is a little over 2,200 per match, which is a great benchmark for future growth but doesn’t do the participation and momentum justice.

The NWSL is a great case study to look at, with the league being formed only 12 years ago in 2012 and its first season started in the April of 2013.

In its formative years, the NWSL averaged an attendance 4,270, with a high of 17,619. A decent foundation but plenty of room to improve in the world’s biggest sporting market.

It wasn’t until the 2015 season where the league was forced into a shortened schedule and some early-season roster instability due to the 2015 FIFA Women’s World Cup in Canada.

The World Cup, which was won emphatically by the USWNT also provided invaluable exposure to the NWSL, which was credited with boosting attendance numbers across the league.

Instantly, teams such as Seattle and Washington who averaged 3,500 crowds per game were selling upwards of 6,000 to their next home game, an immediate resurgence.

So what did the NWSL do to fast-track growth using the World Cup?

Ticket prices

The NWSL, immediately after the 2015 Women’s World Cup pledged to keep the ticket prices consistent within teams, as it sat at $10-$15 USD (AUD $15-$23) across the league.

It was extremely cheap in a saturated and quite expensive US Sports market that allowed the league to use it as a point of difference.

It’s a simple solution that Melbourne City coach Dario Vidosic hinted at for this weekend’s Grand Final in his recent press conference.

Vidosic claimed that “If it was up to him, everyone would be let in for free for Saturday’s final.”

This is simply to create an exciting atmosphere that legitimises the league’s biggest game of the year on a national stage.

Breakaway from Men’s competition

NWSL Commissioner Jessica Berman made an extremely interesting point about the NWSL being its own entity.

Speaking to reporters at the Financial Times’ Business of Football summit in London, Berman said the “superpower” of the NWSL was its “independence” – notably from men’s clubs and leagues, which is not the case in Europe or Australia.

It certainly isn’t an overnight fix by any means but allowing the A-League Women’s to run separately from the A-League Men’s, even if it is just ownership could provide a difference that attracts more fans.

Maintaining local star players

Even in it’s infancy, the NWSL were able to show off USWNT stars like Lynn Williams, Megan Rapinoe and Alex Morgan during their ‘Golden Era.’

It collectively brought in more fans to the stands and increased the league’s exposure in the mainstream media.

It certainly isn’t as easy as that when the prospect of playing for more money and exposure in the US or Europe is a possibility now, but Cortnee Vine provides a great example of a star Matilda willing to be the face of the league to inspire young girls.

If the league are able to keep hold of exciting prospects like Daniela Galic or legends like Michelle Heyman for a few years, it would benefit the league greatly as an entertainment product.

Providing a great fan experience

There was an onus on the NWSL clubs and the league itself to make sure matchdays are an experience that brings fans back.

Two clubs in particular Angel City and San Diego Wave fans host tailgates pre-game near the stadium for anyone to join on top of other activations inside the stadium to connect fans closer to the team.

The WSW Women’s team are a fantastic example of an effort to build support, with their Wander Women program, school clinics, fan interactions and their own social media channels helping them grow slowly but surely.

It’s time the others follow suit in a collective attempt to maximise exposure.

To conclude, the NWSL used the 2015 World Cup as leverage to strike a quick deal with Fox Sports to broadcast 15 games for the rest of that season, cashing in on the national team’s success.

Now it boasts the biggest ever Women’s football media deal in history, with the recent four-year $240 million USD ($324 million AUD) domestic broadcast deal across four major streaming and cable partners.

It will be extremely interesting to see the direction the Liberty A-League takes before it renews its broadcast deal in 2026 as it simply cannot waste this golden opportunity it was presented.

Football Queensland aiming for six-figure participants by 2026

Football Queensland (FQ) have remained busy on the tools in building the framework required to materialize their aspirations, all through the implementation of The 2024-2026 Game Development Strategy.

Acknowledging the popularity of the world’s game within the state, CEO Robert Cavallucci disclosed that the development strategy plan is to make football “the game of choice” amongst Queenslanders.

In correlation with the strategic referee plan released earlier in the month, the Development Strategy plan highlights women’s football, 50/50 parity amongst male and female participants FQ wishes to achieve 128,000 registered football club participants.

The monumental hype that surrounded Australia’s maiden tenure as World Cup hosts has culminated in football governing bodies looking to transcend the sport within their respective states to unprecedented heights.

It is common knowledge that the success and appreciation for the Matilda’s throughout their 2023 Women’s World Cup campaign leaves in its wake a tangible interest within football amongst potential female participants.

FQ are also seeking to achieve 200,000 social participants, while vying to achieve further diversity amongst its existing participants.

But how are FQ going climb the steep mountain?

Pillar One: Recruitment and Opportunity

In order to have a significant percentage increase within the number of official and social participants across the board involves a proactive approach. The fundamental aspect of achieving parity between genders is to amplify the dedicated focus upon fostering inclusivity.

Through events crafted towards a vast variety of varying demographical and geographical communities, the programs created in order to showcase the sport of football, while attempting to attract new participants.

In order to break the barriers FQ will investigate and identify strategic growth areas by conducting a geographical and demographical review.

Upon this, the establishment and implementation of a strategy where football within schools becomes more inclusive will be exercised.

Pillar Two: Delivery and Experience

The pursuit of excellence spearheads the secondary pillar featured within the strategic plan. The experience of every participant is paramount.

Underscored by a pledge to deliver 10/10 experiences enabling its participants in the development of existing skills while garnering new ones.

In order for participants increase and remain active, FQ has dedicated attention towards a coach’s development through upskilling initiatives and creation of a coach’s community.

Regular coaching workshops creating opportunities for professional development of community club coaches, a feedback loop for participants, a reward and recognition program and imperative quality assurance are the aspects in which FQ will exercise in order to fulfil the secondary pillar.

Success within the pillar includes a 90% participation of the coaches attending the regularly offered workshops and development opportunities.

Pillar Three: Retention and Transition

Dedication targeted towards the encouragement of an inclusive football environment, making its participants feel important, valued and satisfied is the framework for the third and final pillar.

Personalized programs offered are created in order to welcome football for everyone. Commitment to developing effective retention and transition strategies all crafted in order to achieve 80% retention rates throughout the state.

With potential participants becoming active then ultimately losing interest and involvement, FQ disclosed their intent to target this issue.

Exit surveys are to be conducted to find patterns relating to player turn over. The creation of a comprehensive player lifecycle engagement plan in order to retain players across whatever stage of their football journey they are experiencing.

Furthermore, the creation of a centralized database tracking participation and engagement will determine areas for improvement.

Increased club capacity, a retention success score of 80% and 60% uptake of educational workshops throughout clubs are the areas of success within the retention and transition pillar.

The measurement of success within the Development Strategy plan undertaken by FQ is across multiple areas. Coaching quality, club participation churn rate, transition Success, demographic diversity, 50/50 parity, and participation retention rate all to culminate towards the primary target.

Overall

128,000 active outdoor players, 200,000 social players. All within the next two years. Quite the mountain FQ are trying to climb. The strategy plans and the roadmap to see their succession plan come to full fruition.

The roadmap for success has been created. It will be a path consisting of commitment, patience and perseverance, all culminating in the greater future success of a football rich state.

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