Introducing a model of business sustainability in English professional rugby union

Andrew Golding, Daniel Plumley, Rob Wilson

Abstract

Research question

The transition of rugby union as the last major team sport to go professional in 1995, has remained problematic. With ongoing challenges with financial health, the impact of COVID-19 and the need for more effective governance, the game has reached a pivotal moment in its history, if it is to become a sustainable sports business. The purpose of this paper is to introduce a model that identifies key characteristics of business sustainability in English professional rugby.

Research methods 

This paper is designed to position a case for change, by examining a range of issues that can deliver a theoretical method to support the achievement of sustainability of professional rugby union, and specifically the Gallagher Premiership. The development of the model is considered a starting point for further research based on the theoretical application of the economics of team sports and sports business modelling.

Research findings 

The development of a sustainable business model in professional rugby union has led to the identification of four key characteristics related to cost control, profit maximisation, business model innovation and governance.

Practical implications 

The authors argue that unless the custodians of the game take note of the need for reform relating to the extant models of business practice being operated in the Gallagher Premiership, there is the acute possibility that the growth of the game may be stifled or even cease to exist when the game is at its most popular.