Super Rugby and the battle for the all-important dollar
In the last of his series on Super Rugby, Richard Knowler asks the five franchise chief executives how to win back the fans.
The chief executive officers of the five Super Rugby Pacific franchises in New Zealand are only too aware they have to fight for every dollar that lands in their pockets.
Like all businesses in the entertainment sector, these organisations have to be innovative, open-minded and be prepared to accept that technology has changed how fans watch their product.
The arrival of Super Rugby 28 years ago coincided with a massive broadcasting deal, as Kiwis charged towards stadiums to buy tickets for games around the country.
NZ Rugby’s player contracting model also proved a tidy arrangement, with the national body paying the wages of men signed to franchises. In the beginning, Super Rugby was a money-making machine, especially for the successful teams.
But nothing is perfect. The rise of social media has influenced how Generation Z watches the sport; to ignore the digital world would be to sign your own death warrant.
Amid all this, NZ Rugby has to continue working with the five established franchises, to understand their needs.
Stuff asked the bosses of the New Zealand franchises for their views on where NZ Rugby fits into their plans, and how to get more spectators to attend Super Rugby Pacific games.
Would you like NZ Rugby to allow the five franchises to take more control of their own destiny? If so, how do they do that?
Blues CEO Andrew Hore: “The new licences we have and the formation of a Super Rugby board means there is greater autonomy and influence. There will always have to be a link to the national bodies to ensure people are supported and empowered to grow.
‘‘Finding the balance is the key.’’
Chiefs CEO Simon Graafhuis: “NZ Rugby already allows Super clubs to control their own destiny.’’
Hurricanes CEO Avan Lee: “I think the clubs are in a pretty good place in terms of control. We have a constructive relationship with NZ Rugby and now have perpetual licences to run a Super Rugby team.''
Crusaders CEO Colin Mansbridge: "After touring the north [when the Crusaders played Irish club Munster and English club Bristol in pre-season games], it’s clear to me that there is a spectrum.
At one end there’s how things operate in Ireland and Scotland, and at the other is the Premiership Rugby in England.
“While we should never be fully satisfied with the system we’ve got, we think it’s pretty good.''
Highlanders CEO Roger Clark: “We have control of our own destiny as individual clubs now and the inception of a competition board and CEO, which the clubs have lobbied for, will provide a platform for Super Rugby to be fan-centric and the best competition it can be.’’
We have been told social media engagement by fans last year had never been better, and that average viewership figures for TV viewers were as high as they had been since 2006. Attendances at games haven't reflected that. How can franchises get more fans to buy tickets?
Hore: “Correct (in regards to social media and TV audiences) – consumption is changing from the traditional ways, but people are still engaged.
“Some things we do not have control over, and find difficult to change. For those things we can advance and improve we must.
“The other option is we advance being a broadcast product, and move away from big stadia and engage in technology more to have people highly engaged.
“Imagine a membership that meant on your screen you had the ability for stats non-members do not get, and the membership came with a takeaway meal delivered pre-game at your door.
“We are at a crossroads.''
Graafhuis: “Chiefs Rugby Club had the best regular season game attendance ever in 2023, and we expect similar for 2024.’’
Lee: “That is true re social media engagement and viewership. At-the-ground attendance has been more of a challenge, and we are not back to pre-Covid levels yet. We need to be focused on the experience and provide fans/members/sponsors with an experience not to be missed.''
Mansbridge: “Our social media engagement has been exceptional. Through the 2023 season, Crusaders content was seen 128 million times and our audience grew by 96,000 across all platforms. At the Crusaders, and across the whole competition, we’re working on ways to increase ticket sales.
“Ticket pricing is perhaps the most accessible it has been. Tickets starting from $10 for kids, and our flexi membership allowing members to select the games they want to attend.’’
Clark: “Correct [in regards to social media and TV audiences], what we have seen post-Covid is the public/fans consume Super Rugby differently (The device is now KING.) In regards to how to get more fans to attend games: “That is a very valid question and a challenge all clubs are trying to respond to. It starts with developing and delivering a plan to make Super Rugby the best fan-centric rugby competition in the world.’’