- Jul 11, 2013
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http://www.theouterline.com/changing-the-business-model-of-pro-cycling-introduction-3/
Another piece from theouterline...
Posted in the clinic but is not at all limited to that....
What are you thinking??
Another piece from theouterline...
Posted in the clinic but is not at all limited to that....
What are you thinking??
The leaders of pro cycling have often declared that it is time for change – first in 1988, after the Delgado allegation broke, and in 1998 with the Festina affair (and what we now know from the French Senate report). Change was again demanded in 2006 and 2007, with the Fuentes, Landis and Rasmussen fiascos, and the need for transformation within the sport perhaps culminated in the USADA Reasoned Decision and Armstrong implosion in 2012. But this time pro cycling really does have to change. With a new UCI administration and a changing attitude in the peloton, the sport has its best chance right now to truly “reboot” the whole system – to completely shed itself of the legacy of scandal and weak governance; to put into effect the changes that have been promised so many times, but never really delivered.
One of the most critical issues to address is the basic Financial Foundation of Pro Cycling: what can be done to strengthen and diversify the manner in which pro cycling generates revenue – and how it spends, reinvests, and shares those dollars. Pro cycling can no longer afford to rely solely upon often fickle and unpredictable commercial sponsorship for almost the entirety of its financial base. Despite the UCI’s report last year on the health of the sport – and various superficial private studies touting the value of sponsorship – it is still very difficult to identify, attract and retain serious and committed long-term sponsors of pro cycling. The rapid-fire entry and exit of Belkin as a name sponsor is only one example of this challenge.
And in terms of revenue generation, it is impossible for the sport to progress without addressing its “elephant in the room” – more creative and compelling TV coverage, in order to generate more lucrative broadcast licensing. In the proven mold of other successful professional sports, cycling must then develop a system for sharing that revenue between teams and organizers to maximize the overall growth of the sport. Even though the potential revenues today may be a pittance compared to other sports, it is only by creating a mechanism to share these revenues that team owners will be able to start to build true long-term value in a franchise. And finally, it is only when the potential for long-term value exists that there will start to be a correspondingly greater economic incentive to invest in the future, and to protect the integrity of the sport.
Another key aspect of the sport which needs to be thoroughly reexamined and revamped is the Competitive Structure and Schedule. Pro cycling should move towards a modified franchise model, consisting of two top leagues wherein individual teams could be advanced or relegated depending upon their annual performance, similar to the European football leagues. Despite likely outrage from certain population centers, the sport should strive to significantly shorten and revise its calendar – currently teams are stretched too thin by an absurdly long season, and obliged to field competitive squads at overlapping races (many of which are themselves struggling with economic survival). As a result, too many athletes find themselves as being treated as “cannon fodder” – constantly shipped around the world to race in relatively insignificant events, and increasing the stress and pressures on young riders to perform in an ultimately unproductive and unhealthy way. The restructuring of the teams into “leagues” could provide the spark to coherently reorganize the calendar, guaranteeing teams with participation throughout the season, and insuring that the top racers participate in all the major events. In turn, this will improve the economic and sporting opportunities for both teams and organizers. Peripherally, this will also open up new opportunities to expand the under-served women’s calendar, and will provide more opportunities to identify, incubate, and polish talented riders.
It is also critical for pro cycling to develop a much stronger system of Independent Testing and Certification, and a New Ethical Standard. The UCI cannot simultaneously be responsible for both promoting as well as regulating the sport. Athlete drug testing must be completely delegated to an independent, scientifically-rigorous third party – one which would be funded at the necessary level by the sport’s stakeholders. Cycling definitely needs to improve the analytical testing protocols, as well as the hearings and appeals process, but once guilt is established, individual riders, managers, trainers, coaches and perhaps entire teams should face a clear set of punitive sanctions – with potentially severe economic losses to team owners and sponsors. This would create a powerful incentive for the teams, and especially the riders – who live together virtually 24/7 – to police themselves. Over time, the current biological passport system should be molded into an independently-managed certification process – similar to the types of external approval and certification systems that have strengthened and transformed many other businesses.
Finally, the Oversight and Regulation of the Sport must be carefully examined and perhaps reinvented. There is a growing consensus that the current structure of the UCI may no longer be the proper governing entity for professional road cycling. Its purview is too broad, its management style too opaque and its relationships too fraught with potential conflicts of interest; as mentioned, the UCI cannot both promote and police the sport. The nature of the interaction between the UCI and the World Anti-Doping Agency (WADA) and the various national Federations must be clarified and simplified; overlapping or ambiguous lines of authority can no longer be tolerated. And in fact, it may be time to consider spinning off a new affiliated, but independent governing agency