OUR PLAN
DOING THINGs RIGHT
learning from the past
The history of spring football has seen its share of failure. Wisdom is learning from the failures of others. Rather than falling into the traps that past well-intentioned leagues have succumbed to, the ZGFL will learn from the mistakes of failed spring football leagues by doing the following:
1. Taking our time
Many startup sports leagues fail because they rush into things and do not set up operations properly. Our first season has been planned nearly three years in advance to ensure we get everything right. This will give us time to secure sponsorships, broadcasting and streaming deals, stadiums, and talent. This 2028 kickoff date will allow us ample time for effective marketing to increase fan awareness.
2. Fiscal Responsibility
We will not make promises we cannot keep. Our financial commitments will be based on mathematical reality, not wishful thinking. We will seek investors and use crowdfunding. We will do everything possible to put the league in a solid financial situation long before players take the field.
League employees, including players and coaches, will receive a weekly base salary and a revenue bonus. A certain percentage of the league's revenue will be shared and allocated to our employees. If the league succeeds, everyone succeeds. This revenue-sharing approach incentivizes employees to make the league a success. It gives players and coaches extra motivation to put forward the best on-field product. It also avoids the trap of promising large base salaries that the league cannot afford.
We will play in venues that fit our league. We are under no grand delusion that a startup spring league will routinely sell out 50,000-seat stadiums right away. Our plan is to play in quality smaller stadiums, including those designated for soccer and rugby. This will save the league money on stadium leases. Another benefit to this approach is that smaller stadiums filled with fans look a lot better than large stadiums sitting mostly empty. As the league grows in popularity over the years, we will look into playing in larger stadiums.
3. Providing a unique product
Many failed spring football leagues have attempted to offer fans a version of American football with a few minor rule changes while lacking the talent and funding of more established gridiron football leagues. Alternate leagues that have stood the test of time have provided fans with a clear alternative game; examples include Canadian or indoor football. We are introducing a completely new game, featuring elements fans have never seen before.
4. Playing in the right markets
Our plan is to place our first teams in markets that are not occupied by more established football leagues but are still capable of supporting a team. History has shown that spring football tends to be more popular in markets lacking a presence from major professional football leagues. We plan to start with four to six teams in the first season. The final locations we choose will be based on stadium availability, market size, and sponsorships—not personal preferences unsupported by market data. As the league gains a following, we will expand into new markets over time.
5. Marketing & Fan Engagement
Our plan is to inform and involve fans in our league long before the season begins. We will provide regular social media updates and ensure that fan apparel and merchandise for the league and each team are available well in advance of kickoff.
Once our teams have been selected, we will engage local markets through media outreach and advertising. We will seek local partnerships and sponsors to strengthen community ties. We will offer affordable ticket prices to encourage fan attendance and host fan engagement events in local markets. Additionally, we will actively participate in community initiatives, including charity work and youth outreach.
6. League-Centered Ownership
A major challenge faced by many less-established sports leagues is issues with individual owners. Often, teams fold due to poor management and financial misconduct. Our model follows a league ownership structure, where teams are managed individually by league-appointed general managers.
As the league becomes more established, we will transition to an ownership model where individuals or groups purchase the rights to operate teams. However, teams and player contracts would still be owned by the league, with revenue sharing between teams.