QCOSTARICA — From hosting a U-17 Women’s World Cup in 2014 and a U-20 Women’s World Cup in 2022 to losing national soccer champions, Costa Rica is experiencing moments of uncertainty in women’s soccer (fútbol femenino in Spanish).
When the outlook looked better, Club Sport Herediano, the women’s champion in 2020, disappeared due to financial unsustainability.
Why is women’s soccer growing in the world, while in Costa Rica it is stagnating?
The women’s soccer business is projected to reach a historic US$1 billion this year, with global revenue expected at US$1.28 billion, according to Deloitte.
This exponential growth, which represents an increase of 85% compared to 2022, reflects the untapped potential of a booming market.
Costa Rica necessitates the implementation of a well-thought-out strategy involving individuals who possess the necessary training and passion to enhance the professionalization of the market for women’s soccer.
One of the most prominent barriers on the path to professionalization is the lack of women leadership in sports spheres.
Talent is not in doubt and the historic sale of Raquel Rodríguez, one of the most expensive in history, offers a sample of the economic potential of local talent.
The future of soccer with elite female players in Costa Rica is promising but requires renewed commitment and coordinated action.
With the aim of delving into the necessary steps for the professionalization of women’s soccer in Costa Rica and understanding successful models abroad, LA REPÚBLICA has compiled a series of statements and from La Revista, about outstanding women in the sports field.
These voices provide invaluable perspective on the challenges and opportunities facing women’s sport in the country.
Talking about women’s soccer
Statements from women knowledgeable about sports and statements provided in the La Revista program and own compilation.
Daniela Cruz, player, Atlas de México: “Now every year the growth is enormous and what makes me happy is that this is the response to a plan that was designed for women’s soccer, because before it was said that without any data, that women’s soccer does not generate, but of course, if there was no specific strategic marketing or commercial plan, then I believe that now with parameters, with specific data from our discipline, we can respond that it is possible and that the numbers from the last World Cup support it.
“All the executive committees of the soccer federations have to have at least one woman, it was not something that came to us for free, but it was an obligation.
“A specific plan is necessary that adjusts to the needs and reality of Costa Rica. I believe that it is the most important thing to set objectives and that it is not just something empirical and of will and so on, something well done by trained people for each department.”
Teresita Anchia, Director of Human Talent and Sports Manager, National Olympic Committee: “Since all the organizations, along with the clubs, are not made visible, including the press, there is no clear structure to support women.
“Soccer is a spectacle sport that generates millions and the country can do it, but with women’s soccer, we fall into the masculinized structure. ‘You are weak, you are a woman, you are not good for football’.
“We must work on massification and internationalization, generating contacts to bring in funds.
“We need a stable infrastructure, stable working conditions, social security, vacations, disabilities, and care from interdisciplinary teams.
“The League has formed a brand image and a culture. We must train and professionalize associations so that they know how to make marketing plans and strategies.
“If the organization is not seen as an industry, we are going wrong, I have to sell, position myself, generate investment, offer a product. They have to negotiate. There are too many women’s products, we are even more consumerist than men and brands lose that visibility. They are going to big sponsorships and leaving retail and that counts.
“I have to have good marketing people, negotiating, generating that working capital to provide support and not live in the short term.”
Vicky Ross, Chairwoman, Unafut: “The data on how women’s soccer is growing and we are talking about the professionalization of women’s soccer, we must also moderate the expectation about what the process of professionalizing women’s soccer means, because it is a process and it is a process that today has different conditions.
“Today it is a much more media-driven world, there is much more money moving, but there is documentation that at the end of the 19th century, women in England playing soccer filled stadiums, but what is happening? that there has not been a constant in the generation of the women’s soccer product as there has been in the men’s soccer product and that has to do with multifactorial issues about the location of women, in the treatment of women in society and struggles of rights.
“By 2024, more than US$1.2 billion will move around the world in the women’s soccer business, especially a large percentage of this issue of audiovisual rights to matches, but with professionalization, other issues such as tokens, giving the same value to a female athlete as a male athlete throughout the entire training process and what that means for contracts, what the value of their token means.”
15 women’s clubs with the most income 2022-2023
- Barcelona (Spain), 13.4
- Manchester United (England) 8
- Real Madrid (Spain) 7.4
- Manchester City (England) 5.3
- Arsenal (England) 5.3
- Chelsea (England) 4.1
- PSG (France) 3.7
- Frankfurt (Germany) 3.6
- Bayern Munich (Germany) 3.1
- Tottenham (England) 2.6
Figures in millions of euros; Source: Deloitte
