Women's elite sports revenues to surpass $2.35 billion globally, Deloitte reports, yet imbalances persist
Women's elite sports revenues are projected to reach a record $2.35 billion this year, according to Deloitte, more than triple the market size in 2022.
The consulting firm released its updated figures and projections for women's elite sports revenues across matchdays, broadcasts, and commercial deals this week, calling 2024 'a landmark year for women's sports, shattering expectations and exceeding Deloitte's initial projections.'
In the past year, major headlines included: women Olympians at the Paris Games generating over 50% of social media engagement despite their competitions being featured less than men, the WNBA securing a new broadcast deal amid record interest and viewership, NWSL players securing a new Collective Bargaining Agreement (CBA), and AC Milan becoming the first European soccer club to guarantee automatic contract renewals for players who become pregnant in the final year of their contract.
The underlying context of the report, though, was how disparities between sports, markets, and even within leagues persist.
Basketball and soccer are expected to remain the highest revenue-generating sports at 44% and 35%, respectively. While North America (59%) and Europe (18%) continue to top the list of global markets.
Even in one of those top earning sports, discrepancies remain. FIFA's annual Women's Football Benchmarking Report was also released this week and revealed the average women's soccer player makes $10,900 a year, but the number is skewed upwards by the 16 global clubs that paid an average salary of over $50,000. As a result, many of the world's women soccer players actually make far less than the $10,900 figure.
The implications go far beyond salary, too. Clubs that pay more than $5,000 were more likely to provide non-financial benefits – like health insurance, housing benefits, etc. – than those who do not.
Furthermore, clubs from FIFA-defined Tier 2 and 3 leagues – classified as 'aspiring' and 'emerging' leagues, respectively – were less likely to offer contracts a year or longer.
FIFA also found higher salaries were related to better performances on the pitch.
Deloitte Sports business group knowledge and insights lead Jennifer Haskel said while there have been positive signs in women's sport, there is still plenty more room for improvement.
'Women's sport is rewriting the playbook and challenging traditional norms to redefine the future of the industry. In 2025 and beyond, the challenge will be for the sports' industry, brand partners and investors to do things differently,' Haskel said in the report.
'Increasing strategic investment is more important than ever to drive a professional global landscape and create an engaging industry for generations to come.
'It is crucial for women's sport organisations to implement the right structures, develop a clear plan for investment, and define a long-term vision for their place within a rapidly evolving global industry.'
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Pacers owner Herb Simon is quiet, unassuming to the point of shyness, a charismatic personality trait in anyone, much less one of the richest men in America. But when he does talk, he tends to veer toward a topic that makes him comfortable. He talks about time: How long he's owned the Indiana Pacers (more than 42 years), and how much time he and his brother Mel needed to purchase the franchise back in 1983 (less than an hour). How many years Reggie Miller played for the Pacers (18), and Tamika Catchings played for the Indiana Fever (16). How long Donnie Walsh (22 years), Larry Bird (21) and Rick Fuson (40) worked at his side. And now, in the present tense, the tenures of his two presidents, Kevin Pritchard of the Pacers (14 years with the franchise) and Mel Raines of Pacers Sports & Entertainment (11 years). How old he is becoming. How many years he has waited for this trip to the 2025 NBA Finals. 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Herb has turned the franchise over to our basketball people, and then stepped aside to give not only his financial support, but his moral support. And the team and coaches love him. 'Kudos for both Mel and Herb, plus Stevie for their faith and love of Indiana and our fan base. We are indebted to all three!' The Pacers have struggled along the way. Show me a small-market city like ours that doesn't struggle in the NBA. The deck is stacked against places like Indianapolis and Oklahoma City, cities that superstars leave on their way to Someplace Bigger. It requires skill (or luck) in the NBA Draft, and years of brilliant front office work to reach the NBA Finals. And in the Pacers' case, it meant refusing to tank. The 76ers tanked for years. The Wizards are doing it now. What have those teams learned how to do, along the way? Lose. Simon refused to tank. No idea if Bird or Pritchard ever broached the topic in the last 20 years, but I do know this: Simon would've said no. 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But the Pacers – Herb Simon – also committed more than $100 million in cash and the construction of the Ascension St. Vincent Center, the team's practice facility across the street from Gainbridge Fieldhouse. And then Herb Simon signed a contract weighed down by penalties that make it almost impossible to break the lease early. Not that Herb has any plan for that. 'Herb's never seen the Pacers as an investment,' Stephen says. 'You have to have a return, and all that? He's never thought of it that way. He owns the team because he loves it. He knows how important it is to the city. It's been in the family forever, and the intention is to keep it in the family, and in the city.' And the goal, right now, is to get that NBA title. The Pacers won those three ABA titles in the early 1970s, but that was a decade before Herb and Mel Simon stepped into the breach to keep the team here. The Pacers reached the 2000 NBA Finals, but lost in six games to Shaq, Kobe and the Los Angeles Lakers. 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