Paragraph 1: Introduction and the Genesis of an Idea
Eric Cohen-Peckham’s foray into the world of women’s soccer began with his marriage into a family of devoted fans. This immersion, coupled with his experiences watching Angel City FC, a new Los Angeles-based women’s team, and various European clubs, ignited a recognition of the sport’s immense potential for growth. This realization eventually led him to found the Women’s Football Group, a company poised to invest hundreds of millions of kronor in Swedish women’s soccer, with a long-term agreement extending to 2049. Cohen-Peckham identifies two key assets of Swedish women’s soccer: the abundant talent pool and a receptive cultural environment. He believes that while Sweden hasn’t yet experienced the surge in viewership seen in other countries, it has the capacity for rapid growth with the right strategic approach.
Paragraph 2: The Structure of Swedish Soccer and the Proposed Investment
Swedish soccer operates under a democratic association model. The national federation owns the television and commercial rights to the top leagues, but these are currently delegated to the Swedish Elite Football (Sef) for men’s soccer and Elite Football Dam (EFD) for women’s. Sef represents clubs in the top two men’s leagues, while EFD represents clubs in the top two women’s leagues. The proposed investment structure involves a joint venture between private investors, led by Cohen-Peckham’s Women’s Football Group, and EFD, with EFD retaining majority ownership. This new entity would manage and commercialize the rights to the top two women’s leagues. This model is significant as it brings private investment into the historically federation-controlled realm of rights management.
Paragraph 3: The Need for Investment and Vision for Growth
The interest of American investors in Swedish women’s soccer stems from the increasing influx of capital into the sport globally and concerns that Sweden might fall behind. Anders Billström, chairman of EFD, emphasizes the need for innovative approaches to maintain competitiveness. The investment isn’t simply about injected capital; the core of the business model lies in a projected doubling or tripling of commercial revenue. Cohen-Peckham’s vision centers on attracting larger audiences, achievable through a comprehensive strategy encompassing marketing, sponsorship acquisition, social media engagement, and effective storytelling. This approach aims to create compelling content that resonates with fans and drives revenue, ultimately benefiting both the investors and the league.
Paragraph 4: Long-Term Vision and the 51-Percent Rule
Cohen-Peckham’s long-term vision involves deploying dedicated personnel to implement these strategies across all 28 elite women’s clubs, eventually extending marketing efforts to an international audience. He sees a parallel between the potential in women’s soccer and the growth trajectory witnessed in women’s hockey. He believes that the “world’s most popular sport” has significant untapped growth potential within the women’s game. However, this long-term commitment, structured as a 25-year agreement, raises questions about the balance between investment and the traditional democratic control of Swedish soccer. Unlike the typical two-year agreements, this arrangement represents a significant shift. A defining characteristic of Swedish soccer is the 51-percent rule, ensuring that clubs maintain majority ownership by their members. Cohen-Peckham, however, views this rule not as a barrier but as a positive element, aligning with his belief in the importance of fan engagement for sustained growth. He argues that building a large, dedicated fan base is crucial for long-term success, a principle that resonates with the 51-percent rule’s emphasis on member ownership.
Paragraph 5: Navigating Supporter Culture and Building a Diverse Fanbase
The direction of Swedish women’s soccer, and the kind of supporter culture it should cultivate, is a subject of ongoing discussion. Cohen-Peckham emphasizes the central role of supporters, particularly in the Swedish context, stating that “supporters are the club.” He envisions building a diverse and inclusive supporter base that encompasses various subcultures, ranging from families with young children to young adults. The aim is to create a compelling matchday experience that caters to different demographics while maintaining a unified fan community. This inclusive approach seeks to broaden the appeal of women’s soccer and foster organic growth.
Paragraph 6: Next Steps and the Path Forward
The proposed investment has received initial approval from the soccer federation’s representative council. The next crucial step is securing approval from the elite clubs, followed by the federation’s board. Once these approvals are obtained, the finalization of the agreement’s details will commence. Anders Billström anticipates a potential launch during the spring, with subsequent discussions with the federation’s board. This process highlights the deliberate and structured approach being taken to ensure a sustainable and mutually beneficial partnership between the investors and Swedish women’s soccer. The successful implementation of this investment model could reshape the landscape of women’s soccer in Sweden and serve as a potential model for other leagues seeking to achieve significant growth and international recognition.
