Decalogue for the Future of Sports Leagues

Article written by our CEO, Carlos Cantó – September 11, 2025, for Expansión

The sports industry, which generates around 2% of global GDP and 3.3% of Spain’s GDP (though this figure should be updated, as it dates back to 2018–19, and a relative increase is anticipated), is evolving at a remarkable pace. Among the many stakeholders within this ecosystem, sports leagues play a highly significant role.

In Spain, we can generally distinguish between two types of leagues. On one side, there are the four currently recognized as professional under existing legislation: men’s football (LaLiga, with LaLiga EA Sports and LaLiga Hypermotion as its flagship competitions), women’s football (Liga F, with Liga F Moeve as its competition), men’s basketball (ACB: Liga Endesa, alongside the Copa del Rey and other initiatives), and men’s handball (ASOBAL: Liga Nexus Energía ASOBAL and additional projects). On the other side, there are the leagues organized mostly by federations, which are not legally classified as “professional” but are nonetheless “professionalized” (water polo, field hockey, rugby, volleyball, futsal, etc.). In addition, several “private” leagues and competitions also exist. Across all cases, however, a common set of challenges—and opportunities—emerges.

1. Adapting to fan needs and preferences (avid and casual fans)

The present (and future) of the sports industry cannot be understood without “Sportainment.” Leagues are no strangers to this phenomenon. The fusion of “sport” and “entertainment,” a concept appearing in industry literature as far back as 2008 (and likely earlier), underscores the growing influence of sports on society and business. Roughly 20% of the population shows little interest in sports. Yet, if we combine the 25% “avid fans” with the 55–60% “casual fans”—those attracted not only to the game itself but also to the experiences, atmosphere, and environment surrounding it—we are faced with a significant opportunity to monetize engagement. Progressive leagues recognize this reality. It’s not about neglecting avid fans (the “backbone” of sports), but rather about complementing them with casual fans—who are more numerous, diverse in their interests, less result-dependent, but admittedly more volatile.

2.⁠ ⁠Geographic reach of fan bases

Leagues, much like clubs across sports, don’t just compete with one another. They compete against every other form of entertainment—cinema, restaurants, museums, recreational sports. All of these fight for three resources: time, money, and attention, whether from individuals (avid, casual, or even non-fans) or corporations (sponsors, broadcasters). From a financial sustainability standpoint, it makes sense for leagues to expand their geographic reach. The NFL, NBA, NHL, and others have long pursued this strategy (indeed, this November, Madrid will host a regular-season NFL game). Reaching out to fans beyond the league’s home country benefits leagues, clubs, athletes, sponsors—and even the fans themselves. Mechanisms of “compensation” should be developed to ensure fairness, but the main challenge here lies more in willingness than in complexity.

 3.⁠ ⁠New formats and competitions

Greater competitiveness—on the field and in the standings—undoubtedly generates higher interest. Bonus points for goal differences, play-in and play-off systems, mid-season classifications, or regional rankings can heighten uncertainty in final outcomes and thus boost engagement among fans and media alike. Beyond football, there is merit in exploring independent leagues exclusively for reserve or feeder teams, as already happens in several countries. This would give clubs from smaller cities a stronger national (and even international) presence.

 4.⁠ ⁠Complementary leagues to differentiate and add value

As interest in sports extends beyond the pitch, some leagues have launched parallel competitions among the same clubs that compete in the main tournaments. The ALL – ASOBAL Legacy League is a prime example: the same clubs competing in Liga Nexus Energía ASOBAL also face off on sustainability metrics (economic governance, social, and environmental). This has proven to be a powerful differentiator, warmly received by clubs, fans, and sponsors alike. On the global stage, the SAIL GP Impact League serves as another notable case.

 5.⁠ ⁠Leagues as enablers for club growth

Leagues must actively support the development and professionalization of their member clubs, whether managed by private entities (LaLiga, ACB, Liga F, ASOBAL), federations, or other structures. Increasingly, leagues provide workshops, mentorship, guides, benchmarking analysis, and consulting processes to strengthen clubs. Successful examples include LaLiga’s Club Office, ASOBAL Hub, Hockey Hub, and the NBA’s TMBO—initiatives broadly welcomed by clubs.

 6.⁠ ⁠League governance

The decisive entrance of investment funds and private equity into sports extends beyond clubs and events—leagues themselves are targets. Typically, investors focus on commercial participation in revenue streams and on financing club investments. This trend naturally drives leagues and clubs toward more professional governance models. The professionalism of the organizations running the leagues has thus become a key factor in their sustainability.

 7.⁠ ⁠League models and club valuations

The governance model and structure of leagues directly influence the economic valuation of member clubs. Open, closed, or semi-closed leagues; the balance of decision-making power between the league’s management entity and its member clubs; the degree of centralization in broadcasting, commercial, and other rights—all of these factors significantly impact club valuations.

8. Revenue streams

Leagues must diversify their income sources, exploring opportunities beyond broadcasting rights and sponsorship. New competitions, innovative formats, and the creation of investment and innovation funds (even equity-based) present major opportunities. Successful precedents already exist in leagues like the NFL and NBA.

9. Grassroots development and territorial balance

The success of leagues (and their clubs) also depends on the overall development of their sport—whether through its traditional forms or adapted versions aimed at beginners and recreational players (flag football, flag rugby, 3x3 basketball, indoor hockey, beach handball, beach water polo/Habawaba/Splashball, etc.). Development also requires territorial balance, ensuring both elite-level and grassroots opportunities are more evenly spread—particularly in sports like water polo, field hockey, and roller hockey.

10.⁠ ⁠Listening to the ecosystem

Leagues exist within a broad stakeholder ecosystem: clubs, fans, federations (when not the organizers), refereeing bodies, sponsors, broadcasters, athletes, coaches, and more. It is essential to develop active listening mechanisms for all stakeholders—acknowledging their opinions, even if not always binding. In certain cases, involving athletes directly (or via clubs) in the economic success of leagues—as the NBA does—can be an impactful and fair approach.

In conclusion, leagues—whether organized by federations or dedicated entities—have evolved considerably in recent years. They must continue this trajectory of innovation and sustainability (particularly in governance and economic models), while actively supporting club development and designing initiatives that foster both the growth of sports participation and followership, as well as greater monetization opportunities.