Making connections; the new rules of broadcast engagement

The way people consume content has changed radically, and this is a phenomenon that continues to evolve at speed.

Consumers’ habits were transforming and becoming more fragmented even before the COVID-19 crisis. As a result, broadcasters and rights holders have felt increasing pressure to stay ahead of the curve and meet these rapidly evolving demands.

As ‘the attention economy’ generation matures, it has become clear that a one-size fits all approach can no longer work in the broadcast space.

To help us adapt to this challenging new landscape, we have built a team of experts across our broadcast and commercial departments.

Heading up our broadcast strategy and digital rights offering is Russell Scott, an experienced industry expert specialising in sports production, distribution and commercialisation.

Working together with Russell and our Commercial Director, Jonathan Neill, we have created a content production and rights strategy that embraces the diverse preferences for content consumption in todays’ complex audience.

By doing so, we can not only create a deeper connection with our fans, we can also hugely enhance the potential value for our commercial partners.

All of this has been made possible via a dynamic partnership with the parent rights holder – International Rugby League. This collaboration has been an enabler to help set the tournament up for success.

Our strategy focuses on three main objectives:

1.     Recognising the fan base and putting the fan at the centre of everything we do

2.     Enhancing the amplification opportunities and value for our commercial partners

3.     Embracing technology as a way to evolve the sector and build a meaningful legacy

To explore these themes in more detail, I caught up with Russell to get his views on the new opportunities for broadcast technology, and why we have set out to make the Rugby League World Cup 2021 a digital first tournament.

JD: How has our RLWC2021 broadcast strategy recognised and adapted to the diverse fan base?

RS: We want to reach as many people as possible with the RLWC2021, but it’s getting increasingly hard to do so as they are no longer all in one place. Fans are fragmented by both their interests and their appetite to engage with sport, so the key is to think about content and diversity, not just vertical channels.

We are also operating in an increasingly competitive space, with competition for consumer attention and spend now coming from multiple sources, not just other sporting events.

With attention spans now down to just five minutes for the average adult, our content needs to be as compelling and engaging as possible, using storytelling to help the audience form a deeper connection with the sport.

Another key development for 2021 is that we are taking far greater ownership over production of the matches. We’re about to launch a tender to select a host broadcast partner to help film, produce and distribute matches, clips and highlights.

This gives us far greater control over the fan experience, ensuring we showcase the tournament and, by simplifying access to clips, maximise coverage. I’m excited about finding a production partner who shares our values and ambitions for the tournament.

JD: In a rapidly changing landscape, what are the key factors to consider when creating a successful broadcast strategy?

RS: If we attract people to attend a live event because it is an amazing experience, but they don’t make an emotional connection with the sport, they won’t come back. We need to lose the traditional ‘broadcast’ mindset (push) and find the return path that allows people to learn more about the sport and players, so we ignite their passion beyond the match they’re watching.

Technology is the key to bringing fans closer to the action and creating a more emotional experience – allowing us to forge connections outside of the stadium, as well as with those watching the game live.

JD: How will the tournament evolve the traditional viewing experience to create a deeper connection for fans?

RS: Our strategy will include using fan content and data to highlight the heroes of the games, bringing out their individual characters to make fans feel closer to the players. This is particularly interesting with the wheelchair tournament, where we have a great opportunity to share the backstories of the athletes which truly transcend the sport.

We can also focus on the players as athletes during the game. For example, again in the wheelchair tournament, we can put cameras on the chairs and use heart rate monitors to amplify the action and excitement.

This is where we start to move away from traditional entertainment and cross over into esports and gaming - using the data to deepen the engagement and unlock an experience the fans wouldn’t otherwise have - and that has appeal for a whole new audience.

JD: What are the broadcast production and amplification opportunities for our commercial partners?

RS: In today’s digitally-advanced landscape, the content opportunities are so much more than 80 minutes of play streamed on a channel. The commercial value is hugely enhanced and amplified by what goes on around that, so we need to create content around the action.

Digital is a brilliant way to create a link to the fans and provides great value when activating around the assets.

With the RLWC2021, we have a unique offering in being able to produce and personalise our own content and stream this direct to the consumer, ensuring anyone can enjoy the tournament.

As a result, we are able to offer brands and businesses a range of rights packages that enable them to amplify this opportunity further and create a deeper audience connection, resulting in a far greater ROI and longer-lasting impact.

Looking ahead

With technology advancing like never before, the possibilities seem almost endless. The biggest challenge therefore is taking the vision and ambition, then scaling it to something which is executable, working closely with our commercial partners to help make it happen.

Ultimately, we have to come back to our strategic framework and live our behaviours and values – such as being bold, brave and inclusive - in the planning, execution and delivery of our broadcast and content experiences.