Two months of market testing and shifting strategies
LaLiga faces the reality that its latest broadcasting packages drew little appetite from bidders. The award ceremony is set for 19 May, and the hospitality sector previously tied to LaLiga’s audiovisual rights remains without a taker for the next five seasons. The result is not an offer but a pause that mirrors similar circumstances in other leagues where the second division market has shown limited demand. The organization notes that a potential change in norms within football television markets could emerge as a consequence and that there is still room to accept new bids if conditions shift, though the immediate plan leans toward nonexclusive marketing for now.
From the league’s perspective, the two unsettled packages are being re-evaluated in terms of how nonexclusive marketing can describe audience size, promotional reach, distribution, and the unique traits of each competition. This approach is being discussed as a practical way to move forward while waiting for more favorable bidding conditions and to avoid a complete stall of the market. The focus remains on delivering value to operators while keeping doors ajar for future competitive offers, as reported by industry observers.
Two months
Clubs are actively reworking their marketing strategy for the two packages that were not awarded due to insufficient bids. Time is a critical factor, as the new season looms in just over two months, and delaying too long would elevate risk. Launching a season without Second Division visibility or barroom broadcasts would be an unviable option for stakeholders in attendance around the game.
LaLiga will market the Second Division on its own after not receiving bids
In the absence of details for Division Two, LaLiga is exploring a traditional marketing model. The plan is to split the competition into discrete parts based on daily match counts and time zones, presenting them to a range of operators. There is also consideration of agreements with regional broadcasters to carry matches of the reference teams, expanding the potential footprint of the league’s content.
The ecosystem includes Telefónica, which controls most major football rights directly or through collaboration with Dazn. The lack of explicit offers from Telefónica and other operators is being interpreted as a strategic signal—possibly a move to reduce total costs. In a previous cycle, Telefónica paid tens of millions annually for matches in the secondary tier—a context that informs current caution and planning.
deal with DAZN
A notable shift is on the horizon for the hospitality market, with LaLiga reportedly acquiring the bar business tied to Dazn for a substantial sum. The intent is to leverage partnerships around Formula 1, MotoGP, and Premier League rights, among others, while exploring two routes: selling the content to third‑party operators through bundled packages or pursuing direct marketing with hotel venues and OTT platforms. This strategic pivot points toward a broader distribution model where television rights could reach a wider audience beyond traditional telecom bundles.
The longer-term vision places emphasis on directly marketing football rights to consumers, reducing reliance on telecom partners. The premise is that bundling with internet and other services has constrained access and raised costs for fans, limiting potential subscriptions. A direct-to-consumer path promises a more scalable model, though it requires careful consideration of pricing, market size, and delivery quality to sustain profitability.
pilot tests
LaLiga has been building a testing ground for future direct marketing through its existing OTT initiatives. Asobal already owns LaLiga Sports TV, a platform that streams niche competitions such as the Handball League, the National Futsal League, and the second-tier basketball league LEB Oro. These efforts serve as a laboratory for refining technology and content delivery to meet rising consumer demand for varied sports programming.
Around the world, LaLiga has begun experimenting with autonomous marketing efforts. In April, the league launched LaLiga Pass in Indonesia and Thailand, adopting a direct subscription model akin to what major leagues have long pursued. The move signals a broader strategy to create an independent streaming presence that can operate outside traditional pay‑TV ecosystems.
Officials acknowledge that selling football rights as a standalone product is attractive but highly complex. The challenge lies in reaching and retaining subscribers without the cushion of bundled programming. Industry experts warn that standalone football may struggle to attract enough paying customers or justify a price point sufficiently profitable without broader content offerings.
“It will never happen”
Industry insiders argue that a fully independent rights exercise by LaLiga is unlikely. Clubs now rely on diversified arrangements to share risk and revenue, and moving away from a bundled model could shift the financial balance dramatically. Questions persist about whether the league can sustain a huge annual revenue stream by selling directly to the end consumer and how pricing would affect adoption. Some voices suggest that achieving this without a broader content portfolio would make profitability a steep climb.
Technical hurdles also loom. Accessing football rights through platforms without owning a telecom network can complicate traffic management and broadcast quality, introducing latency concerns. While next‑generation 5G technology offers promise, it does not erase the complexity of delivering a premium football experience without the backbone of integrated services.
With horizons set around 2027 at the earliest, conversations continue about the next auction process once the Part One rights agreement with the current partner expires. Clubs would then submit sealed bids to third-party operators, aiming to secure new terms under a refreshed framework.