What determines the monetary value of a professional Rugby Union player? - Part 3

Figure 1: On-field factors as highlighted by senior management within professional rugby organisations.

Figure 2: On-field characteristics as highlighted by senior management within professional rugby organisations

In part 3 of the 7 part series we will be looking at what did Agents, that represent Professional Rugby Union players, say are the on field characteristics and factors they are looking for to determine the monetary value of a player.

1. On field characteristics (Agents)

a. Technical sporting abilities

“Each player comes with a unique skillset” 

(Director of a global competition representative agency)

The natural ability of the player to play the game is essential for agents in determining a monetary value for a player.

A variety of sporting abilities were mentioned, including motor aspects and physical aspects of the players. The most important aspect however is the skillset of the player to play the game. Statistics are a great way to summarise and individual performance on the field of play (Bracewell, 2002; James, Mellalieu, & Jones, 2005). Agents utilise this as a marketing tool for players. 

b. Playing position

“You definitely would walk the extra mile for certain positions. These are the spine of the team and key decision makers in the team. There are positions of value. It’s a given” 

(Director of a South African competition representative agency)

The ‘spine’ of the rugby team was mentioned by all interviewees. The ‘spine’ of a team are the positions that are crucial in making the side successful on the field, and generally are the hooker (2), tighthead prop (3), lineout lock (5), backrow talisman (generally nr. 8), scrum-half (9), fly-half (10) and inside centre (12) (NGJ Rugby, 2019). Positions that were named by all agents as carrying more monetary value were tighthead prop (3), a lineout lock (5), fly-half (10) and inside centre (12). Two other positions, eighth man (8) and fullback (15), was also mentioned by some as potential positions with an increased value.

“Position is such an important factor which determines and varies how much money you can get. You can be at the top in a certain position and you will still not get paid as much as other positions” 

(Intelligence manager for Europe at a global competition representative agency)

Versatile players that can play in more than one position could have added value and this was mentioned as a side note due to salary caps and local regulations that are in play in certain competitions. 

There was also a strong sentiment that certain positions just do not carry any value.

“…if you want to get a hooker (2) as an agent, go for it. You cannot sell a hooker, unless he is exceptional. Players with little value, especially in the overseas market are hookers and scrum-halves” 

(Managing Director of a global competition representative agency)

c. X-Factor

 “The kind of back three flamboyant players have become a sought-after thing these days. I think that is also looking after the commercial side of the game because they are trying to attract fans” 

(Director of a European competition representative agency)

X-factor is a quality that you cannot describe that makes someone very special (Cambridge University Press, 2020). Even though X-factor was not mentioned explicitly, some participants did elude to the fact that players with a point of difference are somewhat higher up in the value stakes. 

Figure 3:  On-field characteristics as highlighted by professional rugby agents

2. On field factors (Agents)

a. Previous experience

“The amount of test caps a player has counts, and leadership that comes with that, counts” 

(Managing Director of a global competition representative agency)

Agents regard previous experience as a vital on-field factor that will add value to a player. Players with international experience are generally seen as leaders and that increases their value as will be seen later. One of the interviewees mentioned they do not consider representing junior players. Age was mentioned as a possible negative factor if a player becomes too old. This also accounts for players that move abroad at a later stage in their careers. 

“Players have a sell-by date. Players from South Africa that are 26 or 27 will sign in France for €600k to €700k and after the two-year contract they are too expensive for the market. They then either sit without a job or need to take a 50% pay cut to keep a job” 

(Director in South Africa of a global competition representative agency)

b. Consistent performance

“Players that play at the highest level, regularly, are valuable” 

(Director of a global competition representative agency)

The injury profile of a player can play a major role in the time he spends off the field and subsequently has an impact on the consistency of his performance (Ryan, 2008). The psychological impact of injuries should also not be overlooked (Liberal, López-de-la-llave, Pérez-Llantada, & Garcia-Mas, 2014). Players cannot perform consistently if their season is interrupted by injury frequently. Injuries which occur just before the end or renewal of a contract were also mentioned as a factor that can be detrimental to a player’s future remuneration. 

“If you go get a knee injury five months before you renegotiate, a CEO will take advantage of that” 

(Managing Director of a global competition representative agency)

c. The way the team wants to play

The way the team wants to play and the needs of the coach in terms of personnel to make that happen, plays a vital role in what a player might be earning and if he will be signed by an organisation. Naturally the way the team wants to play the game also has an impact on winning and losing (Vaz, van Rooyen, & Sampaio, 2010). 

d. Succession planning

Succession planning is doing all you can to ensure you have the right people in the right jobs at the right time (Hills, 2009). Organisations make use of depth charts (to show the placements of the starting players and the secondary players) to keep track of players within the squad. The succession planning of organisations is strongly linked with the strategic plan of the organisations, as well as the way the team wants to play. Depth charts can be filled by proactive recruitment, retention, and the academy structure of the organisation (which provides young players, not needing recruitment from other clubs). 

Figure 4:  On-field factors as highlighted by professional rugby agents.

In part 4 we will start to look at what is the off-field characteristics and factors that play a role in the monetary valuation of professional rugby players.

Summary: A one page summary slide for your benifit:

1.On field characteristics that Professional Agents said they are looking for

2.On field factors that Professional Agents said they are looking for

Tip: Click on above links to open summary slides

References:

• Bracewell, P. (2002). Implementing Statistics in a Diagnostic Coaching Structure for Rugby. Research Letters in the Information and Mathematical Sciences, 3, 79–84. https://doi.org/10.1063/1.3082083
• Cambridge University Press. (2020). the X factor | meaning in the Cambridge English Dictionary. Retrieved August 13, 2020, from https://dictionary.cambridge.org/dictionary/english/x-factor
• Hills, A. (2009). Succession planning – or smart talent management? Industrial and Commercial Training, 41(1), 3–8. https://doi.org/10.1108/00197850910927697
• James, N., Mellalieu, S. D., & Jones, N. M. P. (2005). The development of position-specific performance indicators in professional rugby union. Journal of Sports Sciences, 23(1), 63–72. https://doi.org/10.1080/02640410410001730106
• Liberal, R., López-de-la-llave, A., Pérez-Llantada, M. C., & Garcia-Mas, A. (2014). Psychological impact of sports injuries and psychological well-being in relation to sports performance in competition gymnasts. Revista Portuguesa de Ciências Do Desporto, 14(3), 97–107. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=s3h&AN=110245461&site=ehost-live
• NGJ Rugby. (2019). The Spine Of A Rugby Team. Retrieved from https://www.youtube.com/watch?v=Cp-aDcUgbKw
• Ryan, G. (2008). The changing face of rugby: The union game and professionalsm since 1995. Newcastle: Cambridge Scholars Publishing.
• Vaz, L., van Rooyen, M., & Sampaio, J. (2010). Rugby game-related statistics that discriminate between winning and losing teams in IRB and super twelve close games. Journal of Sports Science and Medicine, 9(1), 51–55.