Digital platforms and shifting consumer habits are fundamentally transforming sports consumption worldwide, and sports management must adapt quickly and innovatively — according to Dr Attila Kajos, Associate Professor, and Dr Zsolt Havran, Assistant Professor at Corvinus University of Budapest.
– Were there any significant changes in the behaviour of sports consumers in recent years, either in terms of those attending sporting events or digital consumers (TV, internet, streaming)? If so, what were these changes in broad terms?
– In recent years, significant changes have occurred in sports consumer behaviour. The increasingly significant presence of social media and digital platforms in everyday life has led to some fundamental shifts, especially among the younger generation, which are reflected not only in sports but also in general consumption patterns (e.g. FOMO, mindfullness, the importance of individuality, the blurring of the online and offline worlds, and the need for instant access to information).
It is a general phenomenon that spectator sports consumption and its challenges vary significantly across different sports, countries, continents and cultures. Traditional sports are struggling with serious challenges, partly due to the emergence of new types of ‘offline’ and e-sports as competing products, and partly due to the rise of substitute products for sport. This is particularly true for younger audiences, especially the “born digital” generations, for whom sport now fulfils an entirely different social function than it did for their predecessors. In addition, the increasing costs of attending live sporting events (ticket prices, travel and accommodation expenses, and time commitment) negatively impact spectator numbers.
Media consumers prefer to decide what to watch rather than follow a predetermined programme schedule. Accordingly, streaming platforms and services are gaining ground, while traditional TV is steadily declining. On the one hand, it is positive that consumers can choose the content they want to watch themselves. Still, on the downside, consumers who previously subscribed to a ‘sports package’ now have to subscribe to several SVOD channels for different sports, which requires a much greater financial investment.
Overall, there will be more and more alternative broadcasting and ‘additional’ content (e.g. Drive to Survive, ESPN Manning Cast, etc.) that suggest exclusivity and provide a kind of ‘insider’ experience. In addition, today’s younger generation is looking for shorter content and often does not want to watch an entire match.
Finally, immersive (live statistics, replays and AI technology) and multi-platform solutions (additional elements designed for secondary screens) will become necessary in stadiums.
– Are there different trends and phenomena in sports consumer behaviour in Hungary compared to Western Europe and overseas countries?
– There is a growing desire for personalised experiences and the freedom to choose from a wide range of sports content in Western European and overseas markets. Instant, fast, concise information delivery—such as highlights and summaries—is especially valued. Multitasking and the simultaneous use of multiple screens are dominant. For younger generations, dynamic, short-form, and easily digestible content—mainly via platforms like TikTok and Instagram—is key. They no longer wish to be passive viewers but aim to be active participants through comments and user-generated content, becoming part of the experience.A ccordingly, OTT platform viewership of sports is continuously rising, forcing primary streaming services to invest heavily in media rights. The sports broadcasting market is highly fragmented, and many consumers often subscribe to multiple platforms simultaneously to access the broadest possible range of content. Short-form content is rapidly gaining popularity. In the US, sports streaming services have become an industry of their own, supported by the franchise system, which simplifies media rights management.
While digital sports consumption in professional sports is steadily growing in Hungary, there is still a significant lag. This is mainly caused by the differences in the revenue structures of sports organisations, as consumer and traditional sponsorship revenues account for only a small proportion of the revenues of Hungarian sports clubs; thus, the pace of development in this area is not as fast as in the regions that rely more on consumer revenues. Although demand for subscriber-based applications and content is growing, and social media is being used more actively, a significant proportion of the older generation still relies primarily on television broadcasts. Hungarian audiences still consume content in full and are less inclined to seek personalised content.
We can also see significant differences in the area of leisure sports. In Western Europe and the US, an active lifestyle and the pursuit of well-being are increasingly seen as a lifestyle and a form of self-expression. Participants are more committed and extensively use digital technology—especially sports apps and fitness devices—to track and monitor their performance. Community-based sports such as running groups, CrossFit, yoga clubs, and outdoor training communities are highly popular and serve strong social and identity-forming functions. In Hungary, a large proportion of the population remains inactive, although the situation is gradually improving. There’s a growing interest in health-conscious living, especially among young people and—somewhat surprisingly—middle-aged adults. According to research, the number of regular exercisers is stagnating in the Central and Eastern European region. Still, those who engage in sports spend significantly more on recreational activities (events, services, supplements, etc.).
– How has the profession of sports management and sports event organisation been able to respond to these changes?
– The profession has, for the most part, responded appropriately to the significant changes in sports consumption habits. Key responses include keeping up with international trends (professional networks, conferences, industry associations), investments in digitalisation and technological innovation, and the growing emphasis on sustainability.We are highlighting the examples of digital investments.Digital investments are especially noteworthy. The increasing demand for interactive experiences has led to significant technological innovation. Virtual and augmented reality (VR, AR) technologies are increasingly used to allow fans to experience the stadium atmospheres from home or elsewhere (e.g. Cosm, UFC at the Sphere in Las Vegas, or TGL – digital golf tournament combined with live play), or to introduce interactive elements such as broadcasts from the players’ perspective or real-time interactive stats.These tools also enable data-driven decision-making in understanding consumer behaviour and sponsorship. Detailed fan data analysis allows for a better understanding, more precise targeting, and personalised marketing campaigns, deepening fan experience, engagement, and loyalty.
The use of artificial intelligence has also become key. AI supports content personalisation and more efficient consumer data management and enables fast, relevant communication with fans through automated content generation.
– Ethical and sustainable brands are gaining ground – how do you think this trend shapes the marketing of sports equipment and events?
– There is an apparent and growing sensitivity among sports consumers toward sustainability and ethical issues, encouraging sportswear manufacturers, clubs, and event organisers to emphasise their social and environmental responsibility in their communications. While some brands are making genuine steps toward ethical and sustainable practices – producing gear from recycled materials (e.g., Patagonia) or committing to substantial sustainability goals (e.g., Ajax Amsterdam with Johan Cruijff Arena) – others engage only in superficial changes or “greenwashing,” which is not uncommon in sports marketing. It’s also important to note that, although more clubs and events recognise sustainability’s communication and social potential, many are still not yet exploiting its true potential.Sports clubs and events have a particularly high social reach and influence, which could enable them to achieve significant, tangible and measurable changes in the areas of sustainability and social responsibility. With its prominent societal position, sport could actively shape social values, set an example through sustainable practices, and make a tangible impact on people’s daily lives.Therefore, sports brands, clubs and event organisers need to think not only at a communication level, but also strategically, about how they could integrate sustainability and ethical operations into their actual business operations, thereby increasing their social impact in the long term and strengthening consumer trust and, as a result, brand loyalty.
