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What: WWE and Spanish Sports Channel GOL enter into TV rights deal to broadcast WWE highlights in Spanish.
Why it matters: With this deal WWE continues to grow its influence and presence in Spain.

WWE and GOL Announce a New TV Deal

Spanish media group Medipro has announced that its free to air (FTA) sports channel GOL, has signed a rights partnership with the US wrestling organization, Worldwide Wrestling Entertainment (WWE). The length of the deal has not been disclosed, but GOL has started this week to offer WWE highlights of fighting shows Raw and SmackDown through three shows: Afterburn, Bottom Line, and Experience. Spain is the latest country to broadcast the shows as they are syndicated in other international markets as well. All of the shows will have Spanish commentary. GOL’s director, Francesc Carbonell, expressed his approval of the deal pointing out that spectators will now have the opportunity to enjoy WWE’s highlight programming. The shows will also be available on GOL’s TV Everywhere platform for those with a subscription and on its seven-day VOD.

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WWE’s Expanding Presence

Randy Orton at a WWE Live Event in Valencia, Spain.

The news of GOL picking up WWE highlight shows also comes after another FTA channel, Neox, owned by Spain’s Atresmedia, expanded its current agreement with the WWE to air Raw and SmackDown on the weekends. The audience figures in Spain for Raw and SmackDown have almost doubled since the shows started airing on Neox back in January 2014. This is the main reason for extension on that contract. Speaking on WWE’s most recent deal with GOL, WWE Co-President Michelle Wilson shared the same sentiments as Carbonell:

This partnership to televise WWE’s highlight shows in Spain allows us to expand our reach and deliver additional WWE programming to our fans throughout the country.

WWE has been trying to build its reputation and influence beyond the United States for a while now and these recent TV deals show potential. The organization has also branched out from just TV and had a European tour last year which included the Spanish cities of Madrid and Barcelona. The same European tour is in the works for this year, with visits to two more Spanish cities, Malaga and Zaragoza, on the books.

Check out the stars of Portada’s Sports Marketing Board, who will meet at Portada Miami on April 18-19 to discuss various topics related to the future of marketing and innovation in sports. Register now!

What: The Spanish Ice Sports Federation has inked an agreement with Pixellot to stream its action live and provide highlights.
Why it matters: Ice sports aren’t as popular in Spain as soccer and basketball, but live streaming on the Federation site and highlights on major media outlets can help figure skating, ice hockey and skeleton gain more exposure.

Fans across the globe have more choices than ever in streaming video of their favorite sports. From events as large as the Olympics and Super Bowl to as niche as Division III women’s lacrosse, watching online offers variety, if sometimes quality level also varies.

Looking to seize on the timing of the Winter Olympics in PyeongChang, the Spanish Ice Sports Federation, or Federación Española Deportes de Hielo (@FedHielo), has announced it will utilize the services of Pixellot (@Pixellotltd) to broadcast three of the key sports under its purvey —ice hockey, curling, and figure skating— via the Federation website.

By utilizing existing strong Spanish media outlets like Marca and Teledeporte TV for highlights, an even broader audience will be exposed to the action.
Rafael Heredia (FEDH)

Founded just a decade ago, the Spanish Ice Sports Federation has sent five athletes to PyeongChang (four figure skaters including two-time world champion Javier Fernández (@javierfernandez) and one skeleton athlete). While they aren’t all expected to medal, the Spanish athletes, in particular the six-time European champion Fernández, have proven popular back home and demand for their sports is on the rise.

Pixellot, headquartered in Tel Aviv, Israel, with offices in the U.S., Spain, and Japan, streams 16,000 hours of live sports every month, via 2000 systems, according to the announcement of the FEDH agreement. By utilizing existing strong Spanish media outlets like Marca and Teledeporte TV for highlights, an even broader audience will be exposed to the action.

“We had seen Pixellot in action elsewhere and immediately reached out once we were ready to expand our operations,” says Xavier Cherta, FEDH General Secretary, in a statement. “Figure skater Javier Fernández – two-time World champion and a six-time consecutive European champion – will be representing the Federación at the Olympics, along with other winter athletes. We believe his exposure will further strengthen the interest in ice sports in Spain, which will in turn be reinforced by the availability of video streaming.”

It’s a model that, if it catches on for Spanish ice sports, may see even more niche events gain more exposure for fans across the globe.

Featured image credit: Jose Gallego, FEDH

What? David Rosa, head of business intelligence at FC Valencia, speaks about the club’s biggest mistakes, and the lessons that he learned when getting the team back on its feet.
Why does it matter? After finishing as the best club in the world in 2004, FC Valencia is losing millions of euros a year because of a combination of bad decisions. Today, the club holds the 16th place in its league, and plans to act on the lessons its learned.

15 years ago, Valencia Football Club was one of the greatest Spanish clubs. While not at the same level as Real Madrid or FC Barcelona, the quality of its game was on an equal level. In 2004 the club was named the best in the world according to the International Federation of Football History and Statistics. This was the last year that the club won a title.

A combination of bad decisions and an economic crisis took FC Barcelona to the 16th position in the Spanish league. During the Sports Innovation Summit 2016, held in Mexico City on March 2nd and 3rd, David Rosa, head of business intelligence at FC Barcelona, spoke to us about the biggest mistakes that the club has made, and how it will learn from them.

“In the last ten years, we’ve lost a social mass of 12,000 subscribers and more than 10 million euros that came directly from them.”

“We have started to gain back our followers, but we are very far from fixing the economic situation that we were in. Today, we have an average of six or seven thousand subscribers that have season tickets, but don’t come to half of the games.”

“We have 39,000 subscribers and our stadium has a capacity for 50,000, which does’t sound that bad. But in reality, those 39,000 give us 12 million euros in revenue. The key is that in good times, when we had a waiting list, people paid 470 euros a seat, and we’ve come to a limit of 303 euros per seat. We lost subscribers, but we also reduced prices.”

LESSON 1: Know Your Clients

“We had a mistaken idea that if we lowered prices, more people would subscribe. But it didn’t occur to us thasis_VFt we should inform ourselves about them, and understand their problem
s and why they weren’t renovating. That was one of our big mistakes. I found that three years ago.

We need to manage our principal clientele well – the subscribers or people who buy tickets – and integrate them into our business decisions.”

LESSON 2: Have a Method

“It’s important to have a work method in place, because without it, ideas come and go, but aren’t correctly implemented. Some will triumph by accident, and others will be lost along the way. It’s important to see it as a legacy that we leave for those that come after us. If you don’t leave a structure in place, you aren’t leaving them tools to work and advance with.”

LESSON 3: Adapt

‘We planned on inaugurating our stadium in season 19-20. Before, we have to consider that construction on it began more than 10 years ago, and we had to stop the operation because we couldn’t pay for it. Now that we want to restart the project, the problem is that the project is 14 years old, and it’s completely obsolete. We have to make use of what has already been built, which is the bleachers, and create a sustainable and viable model according to the club’s technological expectations today.”

LESSON 4: Segment Useful Information

“We had enormous sources for data, video games, a ticketing system, stadium consumption, digital platforms, etc. The problem is that we haven’t discovered which data will help us grow revenue. Converting our followers into euros. Data from two years ago is obsolete. Data changes so rapidly, and in such a large volume, that knowing what to do with it is a big problem. Much of the information that we manage doesn’t allow us to maximize our returns.”

“We have to manage the information, because information is valuable. But we must manage it smartly, and not just collect data to collect it.”

LESSON 5: Have a Transversal Data Strategy

“Defining indicators that we use (data and KPI) must be transversal in all of the company, not only on the marketing level. If finance or operations doesn’t believe in our KPIs, we can’t do anything, because Ifc-valencia‘m not going to convince them to give me money to invest in them. As the marketing department, I am the one that brings the most money in, but I am also the one that spends it the most – after the sports area, of course.”

LESSON 6: Get the Rights

“Databases are useless if the user doesn’t give you permission to use them for commercial motives, according to the Organic Data Protection Law in Spain. We have more than three million registries in databases, but we only have access to 62,000 people. My commercial capability is defined by that.”

 

Prisa Radio has sold the music catalogues of its record labels, Nova and Lirics & Music, through which it has the usage rights to some of the most popular Spanish pop songs in history, to Bertelsmann.

BMGBertelsmann conducted the acquisition through its company BMG. This agreement is preceded by Prisa’s other sales to Bertelsman,, like Santillana Ediciones Generales to Penguin Random House in 2014.

Prisa now has the rights to successes from the 80s and 90s like ‘Macarena’ (Los del Río), ‘Y Cómo Es Él’ (José Luis Perales), ‘A Quién Le Importa’ (Alaska), ‘Ni Tú Ni Nadie’ (Alaska), ‘Bailar Pegados’ (Sergio Dalma), ‘Cuando Brille El Sol’ (La Guardia), ‘Como Yo Te Amo’ (Raphael), ‘20 De Abril’ (Celtas Cortos), ‘Bienvenidos’ (Miguel Ríos) and ‘Lobo Hombre En París’ (La Unión), among others.

The collection also features more recent hits, like ‘Devuélveme La Vida’ (Antonio Orozco), ‘Sueño Su Boca’ (Raúl), ‘Estoy Hecho De Pedacitos De Ti’ (Antonio Orozco), ‘Cántame’ (María del Monte) and ‘Tractor Amarillo’ (Zapato Veloz).

Our investment in these Spanish classics is a reflection of our commmitment to the local market, as well as the Latin American, in the long term, for the creation of truly international music.

BMG’s delegated advisor, Hartwig Masuch, confirmed the acquisition: “we are delighted to reinforce BMG’s presence in Spain with the acquisition of the Nova and Lirics & Music catalogues. Our investment in these Spanish classics is a reflection of our commmitment to the local market, as well as the Latin American, in the long term, for the creation of truly international music. We eagerly await subsequent development of our relationship with Prisa, the largest Spanish-language radio group in the world.”

Daniela Bosé, general director of BMG Spain and Portugal, commented: “this purchase is a milestone for BMG that reinforces its position as one of the most important music companies in the Spanish language. In the recent years we have reached agreements with the most celebrated artists like Pablo Alborán, Miguel Bosé and Nacho Cano, all while betting on emerging talent as well. These two historic catalogues will contribute even more to our presence in the market.”

Bertelsmann created BMG in 2008 along with a music label under the same name. Today it is present in nine markets and has the rights to two million songs and recordings, including Chrysalis, Bug, Virgin, Mute, Sanctuary, Primary Wave and Talpa Music‘s catalogues, as well as those of thousands of artists and authors that are attracted to the company’s innovative vision.