On the occasion of the publication of the Guide des enceintes sportives and the study “Towards a new spectator experience in sports venues” conducted by Occurrence for SPORSORA, the Ifop Group gives the floor to Aurélie Dyèvre.
In this interview, she looks back at the origins of this collaboration, deciphers the main findings on the evolution of spectator expectations (emotion, atmosphere, social dimension) and shares the priorities to be implemented to improve the fan experience in concrete terms and strengthen the economic model of sports venues.
“Today, the sporting spectacle has changed dimension. It has become a true moment of life and sharing, where the stakes go beyond mere sporting performance. The study shows that the fan experience is now one of the strategic challenges of the sports business.”
Aurélie Dyèvre
Managing Director, SPORSORA
Question 1 (Genesis and needs): How did the collaboration between SPORSORA and Occurrence for this study come about? What specific needs did you wish to clarify for rights holders, brands and sports event organizers?
The genesis of this collaboration lies in SPORSORA’s core mission: to be the benchmark organization for the economic and sustainable development of sport. With almost 300 members and a network of 2,200 professionals, including Occurrence, we act as a catalyst for expertise and proposals for the evolution of the sport business model. The need for this study arose naturally within our Collège des Enceintes Sportives, a neutral, collaborative forum for stadium and arena operators.
The aim was to conduct an in-depth analysis of changes in spectator behavior in a post-Great International Sports Event (GESI) context. After the success of the Rugby World Cup 2023 and the Paris 2024 Games, it was crucial for the members of the Collège to understand what drives the French public today. We wanted to unpack the entire customer journey: from finding information and buying tickets to the in-stadium experience and post-event satisfaction, not forgetting the disincentives that hold back those who haven’t yet made it to the stadium.
The overriding need was to shed light on the notion of fan experience. We are convinced that the in-stadium experience can be a real game changer for the French professional sports business model. If we compare our revenue segments with those of our European neighbors (England, Germany, Spain, Italy, etc.), we can see that stadium-related revenues remain proportionally low in France.
The aim of this study, carried out by Occurrence, whose expertise we are well aware of, having already conducted a sponsorship barometer in France, was to provide actionable insights to enable managers to shift from a vision of the stadium as a cost center to that of a profit center. These insights were also used as the basis for a Guide des enceintes sportives dedicated to the fan experience, published by SPORSORA to support the entire industry.
Question 2 (Analysis of results): The study highlights a very strong triptych: emotion, atmosphere, support for a team, but also a decisive social dimension, as the match is rarely experienced alone. In your opinion, what do these results say about the evolution of the sporting spectacle?
The results of the study “Towards a new spectator experience in sports venues” mark the end of the era when people came to the stadium just for the match. Today, the sporting spectacle has changed dimension. It has become a true moment of life and sharing, where the stakes go beyond mere sporting performance. The study shows that the fan experience is now one of the strategic challenges of the sports business.
The key finding is that the stadium is above all a social occasion par excellence. People don’t come alone, but in groups (2.5 people on average). The study is unequivocal on the motivations of the public: 77% of spectators come for this social experience, and 74% of them come for the atmosphere in stadiums and arenas
For SPORSORA, this confirms that fans no longer see themselves as mere observers, and are looking for an experience. This expectation is an opportunity for our industry. Owners, managers and organizers can transform stadiums into places in their own right. It’s by improving the fan experience that we can build audience loyalty and generate new revenues for the entire industry.
Question 3 (Outlook and roadmap): In the light of these lessons, what priorities does SPORSORA now wish to convey on behalf of the industry to sports players? Where are the most immediate levers for improvement, and how can this study serve as a common roadmap for all stakeholders?
While the study shows a high level of overall satisfaction, our priority is to resolve the erosion in the quality of the experience throughout the spectator journey. The satisfaction score drops from 7.9/10 before the event to 7.7/10 during the match, before dropping to 7.4/10 after the final whistle.
In concrete terms, three key neglected points emerge from the spectators’ responses. Firstly, the post-match phase is, overall, the most neglected. The experience often comes to an abrupt halt at the final whistle, and the emotion of the match is immediately replaced by logistical frustration, since, for respondents, the fluidity of leaving the site (6.9/10) is the lowest score in the study. Secondly, while security is a strong point (8.2/10), seating comfort (7.2/10) and the catering offer (7.1/10) are the poor cousins of the in-stadium experience. Operators still underestimate the impact of a varied, high-quality food and beverage offer, as well as minimal seat comfort, on the overall perception of the experience, and therefore on the perceived value of the ticket. Finally, the ratings for entertainment (7.6/10 before the match and 7.4/10 during) show that spectators expect more show. For certain sporting events and competitions, the key toinsight lies in managing the spectator’s entertainment, from the moment they arrive to the moment they leave the stadium or arena. The arena must no longer be just a sports venue, but a real place to live.
The study highlights immense economic opportunities that are still under-exploited. Today, almost three-quarters of spectators don’t buy merchandise, and 21% don’t spend a single euro on drinks or food. By optimizing the fan experience, we can encourage fans to stay longer and consume differently.
Finally, a major area of development lies in hospitality. This market is estimated to be worth 650 million euros, and is expected to grow by 50% over the next three years. This dynamic concerns all stadiums, from the largest to the smallest. To support this momentum, SPORSORA is campaigning for the perpetuation of a favorable tax framework (a measure already tested at Paris 2024), raising the ceiling for exemption from social security contributions for the allocation of VIP seats to employees.
This study serves as a roadmap for the strategic management of the in-stadium experience, transforming stadiums into genuine economic opportunities.