Weekly Column: Inside the Business of the 2026 World Cup

In this week’s column, California Sports Lawyer® CEO and Managing Attorney Jeremy M. Evans takes readers inside the business of the 2026 FIFA World Cup, comparing it to other major sports and explaining the five reasons it has become one of the biggest business events in the world.

There are two stories to the World Cup. The first is who wins the trophy and the second is how billions of dollars move through the global sports economy and who captures the value.

You can read the full column below. (Past columns can be found, here).

While billions of fans are watching the matches, thousands of executives are watching the money. The World Cup is not simply the world's largest sporting event. It is the world's largest sports business. The only thing separating FIFA’s World Cup from other major sports like the NFL, MLB, NBA, and NHL is that it occurs every four years for one month, not annually over a six-month season.

With FIFA expanding the field of teams from 32 to 48 in 2026, every goal creates economic activity far beyond the pitch. There are two stories to the World Cup. The first is who wins the trophy, and the second is how billions of dollars move through the global sports economy and who captures the value.

At the outset, FIFA gets paid first. FIFA owns the copyright to its name, broadcast and streaming rights to games, media related to the tournament, sponsorships, ticketing, licensing, and hospitality. FIFA’s control over broadcast and media rights creates scarcity, which increases price, exclusivity, and general interest. Imagine being the National Football League, but also being commissioner of the league and owner of each team. FIFA is expected to generate approximately $13 billion in revenue during its 2023-2026 commercial cycle, driven largely by the month-long 2026 World Cup. By comparison, the NFL brings in $23 billion annually and is played for six months. Similarly, the NBA is about $12.5 billion, MLB is $12.1 billion, NHL $7-8 billion, and MLS $2.5 billion per year.

The downside to the World Cup is that the venues switch every four years, meaning the costs can fluctuate drastically. For example, there have been reports that the World Cup has considered expanding to 64 teams and hosting again in the United States in 2038. The World Cup in North America has been the most successful because of the matches and social media, but also because no new venues have to be built. The tournament has also highlighted the beauty of the Americas and the United States.

Broadcasters and advertisers also buy attention. The World Cup is one of the few live events that still gathers massive live audiences, making it valuable for television, streaming, advertising, and subscriber retention. Viewership has broken records with 20-30+ million people watching each match with total viewership for the tournament to surpass 5 billion people.

Sponsors as advertisers are also doing more than buying attention. Where nations are concerned, advertisers are buying into patriotism, culture, storylines, and access to a global audience. The World Cup provides brands with an opportunity to reach audiences and cultures they otherwise might not. FIFA’s firm grip on sponsorship and disallowance of non-paying brands (e.g., Levi’s Stadium in Santa Clara, CA) only helps brands looking for more recognition by clearing the plate of competitors and placement.

Another part to the World Cup’s economic footprint is that host cities have become marketplaces for trade, commerce, and fun. Hotels, airlines, restaurants, security, transportation, staffing, and local businesses all participate in the economic activity around the event even if the business is not sponsoring. The host cities are tourist departments for encouraging travel to see the Americas. People of the world are seeing the United States, Canada, and Mexico for the first time.

The individual matches are also content engines within themselves. Each clip and comment has the potential to go viral. The World Cup with the help of social media engagement has changed American interest in the game. Games create highlights, podcasts, newsletters, social clips, betting content, data products, merchandise, creator stories, and opportunities.

The USA's performance in the tournament will only increase engagement and interest the further the team goes. There is something about nation-versus-nation competition that brings people together unlike almost anything else. On the field, countries compete for a championship. Off the field, the World Cup has become one of the most successful business models in global sports.

About Jeremy M. Evans:

Jeremy M. Evans is the Chief Entrepreneur Officer, Founder & Managing Attorney at California Sports Lawyer®, representing entertainment, media, and sports clients in contractual, intellectual property, and dealmaking matters. An award-winning attorney and industry leader, Evans is based in Los Angeles and Newport Beach, California. He can be reached at Jeremy@CSLlegal.com. www.CSLlegal.com.