These simplistic arguments, are not tiresome but rather humorous. If you truly feel that a city actually performs and thinks like this, any city for that matter, than it is a reflection on your own limited understanding of the world, or perhaps on a more micro level the company that you keep to seek out experience.
I would say don't spout such drivel, if it had come from any place of insight or authority. But, like most things you post on here - it is baseless and ignorant. However like most posters on here, I appreciate the "colour" you bring to discussion. Heaven forbid you actually take yourself seriously.
Wow. The other 15 year olds must really look up to you, eh? You must be like, their spiritual leader; their Taylor Swift.
If you actually bothered to get into the last paragraph, you'd see in I was making a serious point about the Tahs. Simultaneously, I was making fun of meaningless statistics like "half the population" to make a quite salient point: population is not a factor if marketing is done right. Once a location gets over a certain number of people nearby, the total number is completely irrelevant.
For years the Tahs got great crowd numbers, even when they weren't winning. The Rogers/Tuqiri factor was partly responsible, but the team was playing with panache. Then they started winning, and the crowds kept coming because maybe this was the year?
Marketing sat on its hands, and did minimal engagement beyond its Eastern Suburbs, white-collar fan base, because they didn't see the value when crowds were already good. Rugby in NSW has a real issue moving beyond safe ground like that.
The team culture wasn't that flash, and as long as we were winning it didn't need to be. All the while, the politicking continued, and there was never the question of "but could we be BIGGER?"
Despite the results we've been posting - particularly at home, crowds aren't flocking back because the engagement process takes time, and everyone has already been bitten once.
In contrast, the Reds reached a real Steve Waugh moment: enough is enough. They got a good team culture happening, threw out the politics, and started building themselves again. Their memberships and crowd numbers are due in part to their style of play, and their title in 2011. Another other big factor is the move to Suncorp (more central to greater Brisbane as well as good having public transport).
But the single biggest thing they did to get there was work bloody hard on their marketing and get those players out in public so they're not just jumpers on the field.
Waratahs marketing are still not quite awake to this, as evidenced by the fact that the crowds still aren't over 20k despite the style and weight of our victories. Some people are a little gunshy of the losses we've had too - believing that it could just all collapse tomorrow.
But I think the biggest issue that NSW Rugby has is chasing the big end of town - the corporate dollar - over the public dollar, and I lay that blame mostly with Jason Allen, the CEO.
At this point in the season, there can be very few reasons why they're not pulling in over 30k per game, given the supporter base in Sydney. Regardless of any result this year, I think its time he was moved on, and as evidence, read this:
http://www.waratahs.com.au/Portals/3/PDFs/Mr Jason Allen full biography 2013.pdf
In the fourth paragraph I see this:
Mr Allen joined Waratahs Rugby in November 2010 with the aim of delivering a high performance environment implemented via a three year business plan and designed to ensure Waratahs Rugby Ltd is sustainable and that rugby within the state of New South Wales continues to grow and prosper. The organisation has so far achieved its financial goals for two consecutive years.
I find this really hard to believe, if the organisation is struggling financially at present. Just goes to show that CEOs are often smarter than the boards that appoint them.