The Women’s CEV Champions League has entered the second half of its group stage, slowly building towards the knockout rounds. Yet, this premier European volleyball competition faces challenges that raise crucial questions: Is the current format maximizing its potential, and is it truly fostering competitive growth across Europe?
A Limited Path to the Pool Stage
Despite an open invitation for participation to nearly all member countries and champions within the CEV community, this season featured only one preliminary round leading directly to the pool stage. The result? A limited number of qualifying teams and a noticeable divide in quality within the pools. Teams are effectively split into two categories: those vying for a place in the knockout stage and those destined to continue in the CEV Cup.
This disparity has led to predictable outcomes in many matches, with dominant teams often securing 3-0 victories. In fact, these dominant squads frequently rotate their rosters, fielding players who are not regular starters. While this strategy makes practical sense, it highlights a significant issue: the gulf in competitiveness diminishes the excitement and reduces the value of these matches for players, fans, and clubs alike.
Financial Strain and Minimal Returns
Another pressing concern is the financial burden on participating clubs. Unlike other sports, such as football, participation and victories in the CEV Champions League do not generate sufficient revenue to cover costs, let alone turn a profit. Clubs often face high travel expenses and logistical challenges, investing time and resources into matches that do little to boost their visibility or attract spectators. Without a tangible return on investment, frustration is mounting among top-tier teams.
A Call for Reform
Under its new leadership, the European volleyball governing body faces a critical task: transforming the CEV Champions League into an attractive and profitable competition for elite teams while encouraging broader participation. Here are key areas that demand attention:
1. Enhancing Competitiveness
To close the quality gap, the CEV must incentivize clubs to build stronger rosters. Providing greater financial rewards, visibility, and benefits to participating teams could motivate clubs to invest in talent and infrastructure. Emulating football’s model, where continental tournaments add immense value to clubs, could inspire a similar evolution in volleyball.
2. Revamping the Calendar
The current season length of 5-7 months for clubs is insufficient for sustained growth and engagement. A longer season, with consistent fixtures over 10 months, could boost marketing opportunities, enhance player development, and maintain fan interest. Integrating windows for national team competitions, as seen in basketball and football, could also ensure continuous visibility for both clubs and international teams.
3. Strengthening Sponsorship and Media Presence
Volleyball has untapped potential to attract sponsors and engage fans. A more competitive and extended season would make the sport more appealing to broadcasters and betting companies, both of which play a significant role in modern sports financing. Increased visibility through well-organized European tournaments could also create idols, foster community engagement, and deepen fan loyalty.
Learning from Other Sports
Football and basketball offer valuable lessons in creating robust club seasons. By ensuring nearly year-round competition, these sports maintain consistent media coverage, fan engagement, and revenue streams. Volleyball could adapt this model, balancing club and international schedules to sustain interest and develop a broader audience.
The Road Ahead
The CEV Champions League has all the ingredients to become a premier competition, but its current format leaves much to be desired. By addressing issues of competitiveness, financial sustainability, and calendar structure, European volleyball can unlock its full potential.
