Despite a surge in popularity following successes like the Lionesses' victories, women's sport is at a critical juncture, facing challenges from superficial marketing and a lack of sustained investment, according to industry insiders. Georgia Bridgwood, strategy partner at MSQ Sport + Entertainment, argues that current brand messaging often amounts to 'empty, patronising and offensive' platitudes, failing to address the fundamental issues required for long-term growth.
Speaking at SXSW London, Bridgwood highlighted a 'tricky second album moment' for women's sport. While major international tournaments capture national attention, the momentum often dissipates rapidly once the events conclude. Former Lioness Jill Scott noted a common pattern where big brands engage before a tournament but disappear afterwards, leaving club-level sport underserved. This short-term focus, experts suggest, reflects a reluctance by marketing departments to commit to more complex, long-term strategies that may not offer immediate returns.
The disparity between international and domestic women's sport is stark. Jess Breach, a Red Roses winger, recounted playing in front of 81,000 fans at the Women's Rugby World Cup final, only to be playing for Saracens before 500 people two weeks later. This significant drop-off underscores the need for greater investment and engagement at the club level. Issues cited include matches being scheduled to clash with men's fixtures, games played at less prominent venues, and a lack of editorial interest from broadcasters, often relegating women's fixtures to 'red button' options.
The current approach risks creating a self-fulfilling cycle: a lack of excitement leads to low attendance, which in turn perpetuates a lack of excitement. Bridgwood points to Arsenal as an exception, noting their proactive efforts to support their women's team beyond just star power. This includes providing coaches for fans to attend games and organising celebratory parades, demonstrating an incentivised approach to attendance rather than undermining it. Such initiatives show that sustained, meaningful engagement, treating women's teams with the same fanfare as men's, can drive interest and attendance.
For UK businesses and brands, the implications are clear: a failure to move beyond superficial support risks missing out on a significant growth opportunity. Genuine investment in infrastructure, fan experience, and consistent marketing at all levels of women's sport could unlock substantial commercial value. The current 'treading water' approach, driven by short-termism, means that the full economic potential of women's sport remains largely untapped, hindering its ability to become a truly mainstream and profitable sector.
The call from experts is for brands and organisations to 'roll up their sleeves' and address the 'messy, complicated' challenges at the club level. This involves diving into interventions that may not have quick fixes but are essential for building a sustainable and thriving ecosystem for women's sport across the UK.