Expert opinion – The business of sailing in the Olympic afterglow

by Caroline Riot, Researcher Griffith Business School on 16 Sep 2016 Dr Caroline Riot is based at Griffith University where she is involved in athlete development, sports management and sports activity promotion. She writes from an Australian perspective.

In the saturated space of professional sport and a highly competitive sporting marketplace, many ‘amateur’ sports struggle to thrive and even be seen.

The digital age demands that entertainment be immediate, meaning some sports just can’t meet the ravenous appetite of spectators and broadcasters.

Sailing, for example, is a sport generally overshadowed by the dominance of massively popular codes like Australian Rules football and rugby league which have the consistent backing of major corporate sponsors and financial support from broadcasters, media entities, spectators, and state and national governments.

The Olympic Games, therefore, offer ‘smaller’ sports the opportunity to compete for the limelight every four years, and deliver value for money to loyal sponsors while endeavouring to capture the attention of new supporters.

As with London four years ago, Australia’s sailors have seized that opportunity once again. The gold medal triumph of Tom Burton in the Laser class plus the silvers won by Nacra 17 sailors Lisa Darmanin and Jason Waterhouse mean the sport of sailing again has its moment in the spotlight.

It is a sport that previously captured hearts and minds at the London Games in 2012 when three gold medals (470 class, Laser class, 49er class) and one silver medal (match racing) generated a ‘gold medal ripple effect’.

Sailing built solidly on the amplified interest that followed London, and the business model that has underpinned its progress since then is likely to provide a sturdy foundation to build on the success of 2016.

The sport has also remained true to its traditions while attempting to retain the interest of newcomers following a surge in enrolments at local sailing schools.

Maintaining that momentum and sustaining growth in the afterglow of Olympic success has been a significant challenge for the sport’s governing body.

Sailing’s story is worthy of closer consideration in this context.

The 2015 National Sailing Participation Census revealed a 6.2% increase in memberships since 2014 (to 77, 351 registered members), almost 10,000 active support personnel of which most were volunteers, and over 100,000 participants in activities such as regattas, ‘Discover Sailing’ days, school introductory programs and community organisation events.

These achievements have not been ‘accidental’, but rather deliberate and planned activities to reimagine the sport.
The focus has been on creating a sport that is sustainable, where participants are encouraged to become committed and long-term members of the sport community. From the ‘Tackers and Sailability’ programs to ‘Discover Sailing’, a range of opportunities are on offer to meet the needs of individuals across the sporting landscape.

In addition, interventionist approaches are driving business success, and are key to a new ‘One Sailing’ strategy designed to unify sailing around the country by delivering more effective, consistent and relevant services, maximising efficiency of resources, and enhancing governance structures to ensure long-term success for the whole of the sport.

Crucially, the Business of Sailing recognises a case for change and the importance of a renewed organisational model that focuses on unification.

It is also addressing current business operations, recognising and acting on commercial opportunities, building market strategies and systems, and streamlining communication.

The energy and enterprise that underpinned the approach to Rio have brought their reward, and the confidence sailing takes from the 2016 Games will be reinforced by the structures and initiatives driving the future success of Australian sailors towards Tokyo 2020 and beyond.

Beyond sailing, energy is also mounting internationally around a renewed focus on professionalisation, governance and leadership in all sports. In this climate, it is possible, perhaps even likely, that the steps taken in Australia to create a unique business model around sailing can provide a template for other codes.

The triumph of sailing offers insights into planning, core business reviews and governance that can be tailored to meet individual needs of other sports, grow organisational capacity, and generate an increase in community and sponsor engagement with sport.

Professional Profile - Dr Caroline Riot:

Caroline Riot has research interests in elite athlete personal development and performance, elite sport systems, community sport development, women in sport, and health and physical activity promotion. She has scholarly publications in both sport medicine and sport in society journals, and has presented her work internationally and nationally. She has worked as a consultant to professional sporting organisations and international sport organisations (such as the IOC, ICC, IAAF, and QRU), as well as government sport and recreation departments (such as NSW Government Department of Sport and Recreation). Caroline has teaching interests in sport management, sport development, event management, health promotion, and facility and venue management.