6. output video (2)raw video (2)
solution [SSVP]
we are a smart sports video platform (SSVP) in the cloud empowering
customers and partners to excerpt context and data from sport video.
AI and machine learning used to amplify coverage, better engage audiences,
dazzle fans, monetize and make content more consumable and detectable.
10. FPF case
. autonomous clipping of highlight reels
. frictionless play analysis tool for editors
. boost in social media content distribution
. 252 matches in 22 days
. 46 matches in a single day
. 6.500 highlight clips
. only 3 video editors
. fully autonomous
FB impressions
. 30M min views
. 3.9M views +1 min
. 871K engagement
. 80K+ followers (25%)
new project: referee training protocol
12. business model
license the use of a platform, priced per;
volume of inputs/ data mapped
# of applications selected and outputs generated
contract’s length
starts at $100 +
1 event / 1 solution
- $300.000 +
1 year / 6+ solutions
medium-weight enterpriseheavy-weightlight-weight
- $5.000 +
1 month / 3 solutions
- $60.000 +
1 quarter / 6 solutions
minor, grassroots
friendly matches
sparse events
big leagues
heavy workload
high-end solutions
niche, small mkts.
small tournaments
made for digital
2nd tier leagues
big tournaments
recurrence
13. presentation demo POC deal
sales funnel
iSPORTiSTiCS side
customer side
seller side
buyer side
present our
capabilities
take notice
about us
show how
it works
first contact
with pratform
validate customer
needs and potential
prove in practice the
value of solutions
deliver autonomy
and scalability
self use and
predictable budget
scale up strategy:
. higher CAC for customers with heavy-weight and enterprise potential
. inbound autonomous sales process for light and medium-weight customers
. propel market outreach efforts into actionable lead generation
market
outreach
upsell
strategy
15. upsell
0
1
2
3
4
5
Jan-20 Feb-20 Mar-20 ongoing
MRR;US$thousand
§ from 1 solution and 1 sport
to 3 solutions and 9 sports
§ projects in e-sports
0
3
6
9
12
15
Feb-20 Apr-20 May-20 ongoing
0
4
8
12
Mar-20 Apr-20 May-20 ongoing
§ ‘copinha’ case propelled
upsell to major leagues
§ innovation committee
§ outputs being aired in
network’s biggest show
§ boost in digital presence
revenue *estimated on hold (covid)
17. vision
proficient for high-end
users and didactic for
lower-end ones
AI as a service
competitive advantages
‘agnostic’ approach to infrastructure
partnership with academia
plug n’ play capabilities
ever growing off-the-shelf solutions
foster innovation and
new products on top of
our core solutions
cross support/ selling
capabilities of
solutions
proprietary core tech
as backbone of
solutions
platform versatile
synergetic hard to replicate
world-class sports video intelligence; accessible to everyone, anywhere
18. sports market landscape
grassroots /
amateurs
niche sports
mainstream
2.5 billions practitioners
without any coverage
propelled by OTT and digital
content tailored and data rich
TAM of $ 615 billion
Source: Sports Global Market Opportunities and Strategies from The Business Research Company - projected by 2022
sponsorship $ 49 billion.
fan engagement $ 270 billion.
concentrate
~90%
resources
19. PwC's Sports Survey 2019
market opportunity
see more...
94%
of industry leaders believe
that innovation is important
or very important for sports
organizations
only
46%
are currently implementing
a concrete innovation
strategy
iSPORTiSTiCS empowers everyone to ease and
accelerate the digital transformation processes
within sports value chain
20. market drivers
PwC's Sports Survey 2018
PwC's Sports Survey 2019
The direct relationship with fans
is very interesting as it gives right
owners an opportunity to bring
them closer to their sport and
potentially monetise them more
effectively in the future. However,
it is also a threat, because
traditionally there has been an
intermediary that absorbs the
risk by acquiring rights.
Murray Barnett
Head of Global Sponsorship and Commercial
Partnerships at F1
“
”
mers become fans
s.
s believe that
markets has rela-
o broader industry
o quick fix is ex-
more of the same
s that represent a
es, sports leaders
areas of concern:
behaviour of the
to digital), and the
etitive dynamics of
tributed.
t is sports leaders’
g dominance of
offered by digital. There seems to be a
pervasive concern that the massive media
conglomerates that are able to control both
the creation and distribution of content may
well be stealing the party.
Echoing the results in last year’s survey,
concerns around integrity may pose huge
ethical concerns, but just don’t seem to
ladder their way up to the top of the agenda
for sports leaders in terms of perceived
business impact.
Shift away from traditional
TV consumption
Dominance of major tech firms
as gateway to content
Access and popularity of
alternative entertainment formats
Sports content saturation in
developed markets
Decreasing loyalty of fans
Piracy/illegal streaming
Lack of trust in sports
governing bodies
Integrity issues
(e.g. anti-doping, match-fixing)
65.6%
59.5%
55.2%
47.7%
40.3%
40.1%
39.1%
34.8%
Top threats to revenues in the sports industry
Percentage of respondents, Top 2 box
(“above average” and “very high”)
% 47.8% Threats
Source: PwC Analysis, N=590 PwC’s Sports Survey 2019 | 13
see more...
84.9%
of industry leaders point
‘improved fan engagement’ as
the main opportunity to increase
revenue in the sports business
and
82.4%
indicate ‘enhanced media
offering (tech firms, OTT
platform, interactivity)’ as a top
opportunity to increase revenue
clients / program accelerator
client / distribution partner
cases / bizdev partners
clients / innovation cases
iSPORTiSTiCS solutions address the main trends in content
consumption and contribute to the growth of the sports market
22. deal flow sportstech
series A round last round
$ 12M
Sep 2016 - Series B
$ 23M
Series C - Aug 2019
total funding raised
$ 36M
3 rounds
lead investors
Intel Capital
O.G Tech Ventures
Elysian Park Ventures
$ 45M
Dec 2018
$ 45M
Series A - Dec 2018
$ 45M
2 rounds
Jazz Ventures
Causeway Media
Elysian Park Ventures
$ 10.4M
Mar 2018
$ 25M
Series B - Dec 2019
$ 44.4M
5 rounds
Magic Johnson Enterprises
ward.ventures
David Stern
$ 3.6M
Aug 2017
€ 71.4k
Grant - Jan 2019
$ 8.1M
5 rounds
Elysian Park
Global Sports Venture Studio
Go4It
$ 8M
Aug 2014
$ 47M
Series C - Jun 2019
$ 79.2M
5 rounds
Causeway Media
Discovery
BDMI
$ 6M
Sep 2019
$ 6M
Series A - Sep 2019
$ 8.4M
2 rounds
Countside Ventures
Ventech
$ 5M
Aug 2017
$ ??M
Series B - Dec 2018
$ 7.2M+
3 rounds
Anges Quebec Capital
Rho Canada Ventures
Mark Cuban
$ 9.5M
Feb 2018
$ 23M
Series B - Feb 2019
$ 35.1M
4 rounds
Andreessen Horowitz
Spark Capital
Sapphire Ventures
A typical Series A round is in the range of $2M to $15M. Offloading 10% to 25% of the company's equity. Series A startups have a median post-money valuation of $34 million, 2019.
Source: CrunchBase
23. team
track-record leading dev. (AI/ML) teams
ties with academia
senior engineering team
business development, C-level
management, venture capital
Tamiris LiraEmmanuel Reis Lucas Silva
full-stack developers
AI background
developers
Bob Sutton JP Castilhos
expertise in marketing and sales
executive level
bizdev, sales
a
3rd party
+ …
senior management team
+ … + …
24. § mar 2019
oUSD500k in (seed) funding
o start team building
o product-market fit
§ dec 2018
milestones timeline
tale of revenue and team expansion
o lab, experimentation
o dataset assembly
o platform design, ux
§ 2018
o idea, conception
o bootstrap
ogoogle startup zone
program
25. § dec 2019
o team expansion
oAWS activate program
o demos and pilots
o web summit (alpha startup)
§ sep 2019
§ jul 2019
ovivatech (pitch winner)
o academia, consultancy
o operational platform
o cubo.network
opaying customers
o IBM open ventures
26. §2021-23
o IT and product squads’ expansion
o extended product offer
o self managed projects
o scale-up sales
o operations squads in EU and the US
§mar 2020
ogoogle accelerator
o footprint in EU and US
orecurring (big) customers
§ may 2020
ostart of a new investment
round £ 4.5M (~$ 5.5M)
§ jan 2020
o Copa SP Jr – the greatest
innovation case in BR soccer
30. round details
current round size round stake size
£ 4.5M 12.5%
target investors profile
professionals/
VCs/ CVCs
investment ticket
£ 500k
growth period
30-36
months
fundraising period
may 2020
september 2020
growth tech team
+ 60 devs
(AI, full-stack, BE, FE)
improve operations team
sales/ product/
marketing
deadline cash
december 2020
ASA
advanced subscription
agreement
investment contract
IT, product squads
3rd party SG&A
37%
54%
9%
31. 197M+
of frames processed and
contextualized by
iSPORTiSTiCS algorithms
selected by
4 of TOP
world-class acceleration programs
35.696
clips generated by
the Hat-Trick
4.800+
new enriched content
created autonomously
109,6K+
minutes of analyzed
phonograms (audio)
. lean dream team - 10 IT / 5 Biz Dev
. zero marketing, organic PR
. 1.5 year of development / 6 months sales
. $ 500k raised -> runway until mid-2021*
. grow up sales using more marketing strategies
. operations’ squads in EU and the US
. be seen as a reference in AI for sports
bizdev offices
4 countries
done
WIP
33. our moment
Remaining true to our core to develop solutions (viable) for the long tail of the
value chain, our platform is getting praise from top notch players.
Even in times with no live sports, we are maintaining and acquiring customers
all while taking a conservative stance in our cash management (runway until
mid-2021 on a ‘zero-revenue’ scenario).
Our master plan is to develop world-class tech accessible to the entire sports
realm, and contribute to the social transformation that sports is capable of
providing and digital media and analytics are capable of boosting.
We are confident the goal is achievable and plan to use the funds from this
round towards it.
iSPORTiSTiCS 2,5 years journey in the sports tech scene has been one of hard work and fortunate breaks.
Having managed to assemble such a skilled, high-performing, motived and diverse team in short time is allowing
us to develop, test and produce fast. Which in turn speeds up the transition from experimentation (common in
AI) to commercial viability considerably.
We developed proprietary AI tech, got invited to three top notch global acceleration programs and set a foothold
in new markets outside our core local one – main company in London, bizdev offices in Seattle and Valencia.
36. cases
analytics: autonomous coaching and scouting tool
training protocol: players’ database and screening
social media engagement: increasing interactivity with
new analytic contents
use cases: olympics and paralympics coaches
ball tracking – horizontal moves
ball tracking – vertical moves
37. cost efficiency, scalability: 1 video-editor now handles
15+ matches (from ~1 previously)
outputs: more content being put up to users - highlights,
condensed games, tailored clips
events: Superliga Vôlei, Catarinense Futebol, Liga Futsal
new revenue streams: branded content on top of content
more and improved outputs: increased interactivity and
multi-sports attended
use case: “Quem foi melhor?” TV segment
cases
38. cost efficiency, scalability: 1 video-editor now handles
15+ matches (from ~1 previously)
outputs: more content being put up to users - highlights,
condensed games, tailored clips
use cases: Copa do Nordeste, UEFA Youth League
auto tracker: brand awareness and exposure
campaign analysis: valuation of initiatives
scalability: outputs delivered minutes after event and with
no human intervention
cases
41. accelerated by
Global accelerator
program that seeks to
help startups develop
their business through
Google’s best resources
AWS Activate benefits
are designed to optimize
performance, manage
risk through credits,
technical support, and
training
The program seeks to
identify and integrate
high-potential scale-ups
to solve business
problems
The most relevant tech
entrepreneurship hub in
Latin America - was
founded by Itaú Unibanco
in partnership with
Redpoint eVentures
42. production line
<autonomous video tagging>
no hitter
media library search, tagging
and classification
https://isportistics.com/no-hitter/
43. production line
<autonomous action cam>
pole position
computer vision powering object
and action id, tracking
https://isportistics.com/poleposition/
44. production line
<autonomous data capture>
grand slam
computer vision breaking down plays
and extracting statistics
https://isportistics.com/grandslam/
46. production line
<graphic tactical insight>
triple-double
insights and analytics into sports
clips
https://isportistics.com/triple-double/
47. production line
<clipping of plays via machine learning>
hat-trick
production of clips and feeds
from inputs streamlined
https://isportistics.com/hat-trick/
48. “The use of AI for production and processing tasks streamlined processes commonly human-centered for
FPF. Technology assisted us in (mass) producing highlight reels, scaling all the way up to 40 matches in a
single day. The agility and efficiency found in the platform were crucial.
We now plan on boosting the partnership with iSPORTiSTiCS, via the offering of content with tactical
analysis to our partners and fans”
Bernardo Itri
CCO at FPF “I have worked with sports-related experiences for over 15 years, organizing corporate games. Having always
sought out for innovation for my clients I recently got to know iSPORTiSTiCS platform and can guarantee
how positively surprised I was by the quality of the outputs and insights generated, as well as the vastituted of
opportunities in the the generation of rich and tailored content.
Compliments for the innovative solution and I'm sure our partnership is only beginning.”
Rodrigo Geammal
CEO at Elos Fun“Being on the market for over 50 years, our group takes pride in keeping up with every major tech development
related to soccer in Brazil in the last decades. Today we agency 70 professional players at Grupor Figer and,
instead of handling video collections via DVDs or traditional cloud providers, we are instructing our network to
make use of solutions like the one at iSPORTiSTiCS, employing AI to screen and analyze every major
competition in the world, clipping plays and 'mining' analytics and insights over players' careers”
André Figer
VP at Grupo Figer
“The Copinha 2020 was a tremendous audience hit, attracting over 600k people to the venues during the
matches. Nonetheless, during this year's edition, innovation was the major cornerstone. For the first time in
history we broadcasted all of the 252 matches, on a variety of platforms and formats. We also managed to
generate highlight reels for every match, in an unprecedented fashion via the use of AI.
Our partnership with iSPORTiSTiCS was a major leap in our innovation strategy and we plan to maintain
such course for the foreseeable future”
Reinaldo Carneiro Bastos
President at FPF
49. sports video space [appendix]
ATHLETES CLUBS SCHOOLS LEAGUES FACILITIES MEDIA BRANDS AUDIENCE FANS
PERFORMANCE
ANALITICS
EVENTS
COVERAGE
VIEWING
EXPERIENCE /
ENGAGEMENT
DISCOVERABILITY
Performance
Analitics,
SportLevel
specialization
Capture/
Highlights
Motion Graphics
and
Insert Ads
Career
Collection Search Ability
Clubs, Leagues even
Athletes venturing into
D2C casting
Personalized
Highlights
stakeholders
Capabilities
Focus
50. market [appendix]
PwC's Sports Survey 2018
The direct relationship with fans
is very interesting as it gives right
owners an opportunity to bring
them closer to their sport and
potentially monetise them more
effectively in the future. However,
it is also a threat, because
traditionally there has been an
intermediary that absorbs the
risk by acquiring rights.
Murray Barnett
Head of Global Sponsorship and Commercial
Partnerships at F1
“
”
broadcast and the live product: to succeed,
sports organisations have to keep innovat-
ing their approach to both channels, ensur-
ing that they are offering more immersive,
interactive and personalised experiences
than their competitors.
Sports leaders also ranked synergies with
gaming and esports very highly, with nearly
three quarters of respondents saying this
In terms of specific factors that represent a
threat to industry revenues, sports leaders
effectively pointed to two areas of concern:
the shifting consumption behaviour of the
younger generation (due to digital), and the
resulting changing competitive dynamics of
how sports content is distributed.
One point that stands out is sports leaders’
concern with the growing dominance of
for sports leaders in terms of perceived
business impact.
Shift away from traditional
TV consumption
Dominance of major tech firms
as gateway to content
Access and popularity of
alternative entertainment formats
Sports content saturation in
developed markets
Decreasing loyalty of fans
Piracy/illegal streaming
Lack of trust in sports
governing bodies
Integrity issues
(e.g. anti-doping, match-fixing)
65.6%
59.5%
55.2%
47.7%
40.3%
40.1%
39.1%
34.8%
Improved fan engagement
Improved live event experience
Enhanced media offering (e.g. tech
firms, OTT platforms, interactivity)
Synergies with gaming/esports
Enhanced sponsorship offering
(e.g. flexibility, personalisation)
New or revised competition formats
Demand from emerging markets
Amateur sports participation
and tourism
84.9%
82.4%
74.9%
72.9%
69.4%
64.9%
63.8%
50.5%
Top threats to revenues in the sports industry
Percentage of respondents, Top 2 box
(“above average” and “very high”)
Top opportunities to increase revenues in the sports industry
Percentage of respondents, Top 2 box
(“above average” and “very high”)
70.5% 47.8% ThreatsOpportunities
Source: PwC Analysis, N=59012 | PwC’s Sports Survey 2019 PwC’s Sports Survey 2019 | 13
ut-
g
s.
nd
ess
ad
r
se
-
n
onal
ght
Perception of commercial success of rights owners’ OTT platforms
Percentage of respondents
hts owners’ OTT platforms:
they delivering?
Disappointing, should
be restructured
Exceeded
expectations
Below expectations so far,
but still promising
5.4%
4.2%
39.7%
In line with expectations
Don’t know/abstain
30.7%
20.0%
Source: PwC Analysis, N = 516
Direct-to-consumer
an OTT platform
rtant” and “very important”)
80.1%
70.4%
70.1%
63.0%
61.7%
58.5%
-
:
e
feel unprepared should act now to avoid
falling behind.
Another top aspect mentioned by our
respondents is the ability to increase global
reach and viewership, considered by 70.1%
of respondents as either important or very
important. Indeed, rights owners that have
been savvy in structuring their (digital)
media rights deals have had the opportunity
to ensure broader coverage. An interesting
case of a sport having implemented a long-
term – and so far successful – multi-plat-
form strategy is the NFL’s entry into the
German market. While selected games are
available free-to-air, all games are also avail-
able on the streaming platform DAZN with
German and English commentary as well
as via the league’s official streaming service,
the NFL Game Pass. After having barely
any awareness a couple of years ago, last
year’s Super Bowl had a viewership share
of 40% on German TV.
Armed with the confidence that younger
generations are willing to both consume
and pay for premium digital content, and
with a clear view of the benefits of distribut-
ing content direct-to-consumer, a growing
number of rights owners have taken the
step of launching their own OTT platforms.
These have varying degrees of maturity and
have experienced different levels of success
to date, with few rights owners having had
the courage (or contractual ability) to offer
access to premium content. Many of these
platforms have become outlets for on-de-
mand original content or second-tier live
content, or are used as “back-up” chan-
nels for streaming premium live content in
markets that were not covered by traditional
media partners.
Given the mixed results to date, we thought
it would be a good time to examine the
commercial success of rights owners’
streaming platforms to date. How have
things worked out so far?
The responses of the sports leaders we
consulted indicate that the hype around
OTT platforms as the commercial silver
bullet for rights owners is over, with 45% of
respondents viewing results so far as below
expectations or disappointing. Only 4.2%
think results so far have exceeded expecta-
tions, and just under a third view them as in
line with expectations.
In attempting to understand the reasons for
this, we asked respondents to outline what
they felt were the greatest challenges faced
by rights owners in implementing such
platforms.
Perception of commercial success of rights owners’ OTT platforms
Percentage of respondents
Challenges faced by rights owners in implementing an OTT platform
Percentage of respondents, Top 2 box (“important” and “very important”)
Ensuring a high quality of service
Developing an effective pricing strategy
(e.g. freemium, subscription options)
Creating enough content to generate
long-term interest
Identifying suitable implementation
partner(s)
Cost of technology and implementation
Competing interests with companies
buying media rights
Managing entrepreneurial risk
76.8%
75.1%
68.5%
66.2%
63.9%
62.2%
44.5%
are they delivering?
Disappointing, should
be restructured
Exceeded
expectations
Below expectations so
but still promising
5.4%
4.2%
39.7%
In line with expectations
Don’t know/abstain
30.7%
20.0%
Source: PwC Analysis, N = 514
Source: PwC Analysis, N =
initiatives. Build your offering
with the fans in mind,
enlarging the view on what
they really like beyond the
core sports content: think
entertainment.”
Carlo De Marchis
Chief Product & Marketing Officer
at deltatre
Benefits for rights owners of implementing an OTT platform
Percentage of respondents, Top 2 box (“important” and “very important”)
Access to, and commercial
exploitation of fan data
Increased global reach and
viewership
Ability to innovate sport formats
through fan insights
Additional sponsorship/
advertising revenues
Complement offering of linear
broadcasters
Additional subscription revenues
80.1%
70.4%
70.1%
63.0%
61.7%
58.5%
every rights owner has the core capabil-
ities or resources to get such a strategy
off the ground successfully. That said, we
are of the view that in today’s environment
every rights owner should have a direct fan
engagement strategy together with a clear
vision as to whether or not a streaming
platform should for a part of that.
To add some colour to the debate, we
asked sports leaders what they think are
the main benefits for rights owners of imple-
menting their own OTT platforms.
Access to fan data came out on top, either
for commercial purposes (80.1% of re-
spondents) or to generate insights enabling
product improvement (70.4% of respond-
ents). Access is only the beginning, though:
many players lack the infrastructure and
know-how to derive commercial value and
insight from the data at their disposal. A lot
of them are still scrambling to get legacy
systems to talk to each other, let alone have
the necessary CRM systems and analyti-
feel unprepared should act now to avoid
falling behind.
Another top aspect mentioned by our
respondents is the ability to increase global
reach and viewership, considered by 70.1%
of respondents as either important or very
important. Indeed, rights owners that have
been savvy in structuring their (digital)
media rights deals have had the opportunity
to ensure broader coverage. An interesting
case of a sport having implemented a long-
term – and so far successful – multi-plat-
form strategy is the NFL’s entry into the
German market. While selected games are
available free-to-air, all games are also avail-
able on the streaming platform DAZN with
German and English commentary as well
as via the league’s official streaming service,
the NFL Game Pass. After having barely
any awareness a couple of years ago, last
year’s Super Bowl had a viewership share
of 40% on German TV.
Source: PwC Analysis, N = 513
fans and athletes in the
initiatives. Build your offering
with the fans in mind,
enlarging the view on what
they really like beyond the
core sports content: think
entertainment.”
Carlo De Marchis
Chief Product & Marketing Officer
at deltatre
PwC's Sports Survey 2019
The direct relationship with fans
is very interesting as it gives right
owners an opportunity to bring
them closer to their sport and
potentially monetise them more
effectively in the future. However,
it is also a threat, because
traditionally there has been an
intermediary that absorbs the
risk by acquiring rights.
Murray Barnett
Head of Global Sponsorship and Commercial
Partnerships at F1
“
”
ders also ranked synergies with
nd esports very highly, with nearly
ters of respondents saying this
One point that stands out is sports leaders’
concern with the growing dominance of
Shift away from traditional
TV consumption
Dominance of major tech firms
as gateway to content
Access and popularity of
alternative entertainment formats
Sports content saturation in
developed markets
Decreasing loyalty of fans
Piracy/illegal streaming
Lack of trust in sports
governing bodies
Integrity issues
(e.g. anti-doping, match-fixing)
65.6%
59.5%
55.2%
47.7%
40.3%
40.1%
39.1%
34.8%
fan engagement
ive event experience
media offering (e.g. tech
platforms, interactivity)
with gaming/esports
sponsorship offering
lity, personalisation)
vised competition formats
om emerging markets
ports participation
m
84.9%
82.4%
74.9%
72.9%
69.4%
64.9%
63.8%
50.5%
Top threats to revenues in the sports industry
Percentage of respondents, Top 2 box
(“above average” and “very high”)
rtunities to increase revenues in the sports industry
e of respondents, Top 2 box
erage” and “very high”)
70.5% 47.8% ThreatsOpportunities
Source: PwC Analysis, N=590Sports Survey 2019 PwC’s Sports Survey 2019 | 13
51. PwC's Sports Survey 2019
market opportunity [appendix]
arket growth outlook by respondents’ best known market
rcentage annual growth estimates over a 3-5 year period
arket growth outlook by stakeholder
rcentage annual growth estimates over a 3-5 year period
8.9
Europe
5.8
7.8
Sports
federation
6.0
7.5
Sports
team/club
9.1
8.0
North America
5.6
8.0
Australasia
3.9
4.7
Brand/
sponsor
3.4
5.9
Other/
consultancy
6.5
7.7
Overall
6.4
7.4
Asia
8.78.4
Broadcaster/
media company
4.8
7.8
7.0
Sports technology
company
7.1
Academia/
public sector
6.6
6.0
Middle East
7.0
League/event
organiser
7.4
9.7
Africa
9.1
5.7
South America
10.3
7.1
In terms of revenue streams, digital media
rights are expected to be the key driver of
overall growth, with growth rates of 9.7%
expected over the next 3-5 years. This
is underlined by the fact that much lower
growth rates are foreseen for traditional
revenue streams, ranging between 1.9%
and 4.1%. Interestingly, compared to last
year, in this years’ edition respondents
foresee slightly lower growth rates across
all revenue streams. We interpret this as a
sign of concern and uncertainty around the
business impact of changing consumption
behaviour.
Sponsorship and
advertising
-0.3%
9.2%
Traditional sports
media
7.7%
-3.8%
1.9%
Digital sports
media
15.0%
9.7%
Licensing and
merchandising
Ticketing and
corporate hospitality
8.4%
3.8%
4.8%
11.5%
3.2%
5.5%
-0.3%
-1.3%
3.2%4.3%
7.8%
4.1%
0%
Expected annual growth rate by revenue stream
Percentage annual growth estimates over a 3-5 year period
Source: PwC Analysis, N=550
Past 3–5 years
Past 3–5 years
Next 3–5 years
Next 3–5 years
4.5%
Source: PwC Analysis, N=55020192018
Sports marketing
agency
6.9
6.1
