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The first Australia and New Zealand semi-professional women's rugby league premiership (NRLW) was launched in 2018. This chapter charts the players' journey through the first two seasons of the competition. A questionnaire was distributed at the end of both seasons to all contracted players in each of the four clubs to capture feedback on their experiences, perceptions, challenges and suggestions for improvements. Players were asked about contracts, sacrifices, support, club culture and their views on coaching and training. The findings indicated despite significant stressors and challenges, players were highly appreciative of the chance to play in a semi-professional league, to be part of a landmark competition, and to inspire future generations of girls to play rugby league. Positive satisfaction across most dimensions of league and club practices and operations were evident in season one. By the end of season two, attitudes were changing, with data showing that players expected to obtain increases in remuneration, number of clubs, season length, media coverage and improvements in coaching, training and support services. Sports such as rugby league need to be particularly mindful of addressing issues arising, as options for women in professional team sports is growing rapidly and competition for talent will only accelerate into the future. This case study of women in rugby league demonstrates that women's experiences and perceptions are shifting from an initiation phase of gratefulness and acceptance of personal/family sacrifice for the opportunity to play semi-professionally, to having increased expectations of reasonable employment conditions and legitimacy as professional athletes.

The purpose is to review literature on sports season ticket subscriptions to distil current knowledge and guide future research and practice.

A systematic literature review is conducted of research on sports season tickets, a long-established and innovative subscription category.

In-depth examination of 28 papers showed a focus on drivers of satisfaction, churn and renewal causes, and product utilisation rates. Subscription markets typically involve many “solely loyal” consumers, most purchasing one or two subscriptions in a category. From reduced barriers to entry and exit to “curated” subscriptions, subscription marketing is changing very quickly. Sports marketers build relationships with subscribers using behavioural data, tier benefits to distinguish between casual and subscribing customers, and create recall and scarcity around key aspects of subscription to combat churn and increase utilisation.

Scarce research on subscription marketing practices remains the primary limitation. Existing research suggests that strong connections between subscriber and organisation, heavy product utilisation and/or strong barriers to switching drive customer satisfaction and retention.

Rapid expansion of subscription products should reduce “excess loyalty”, meaning that subscription models' main benefit will be limited to reoccurring revenue. Exceptions occur when consumers are heavily connected to the product or have little provider choice, so allocate their category buying exclusively. New subscription products face myriad challenges. Guidance on effective subscription marketing from sports marketing research and practice is outlined.

By combining research on market structure, marketing empirical generalisations and subscription marketing, this paper guides future research and practice.