The Women's European Championship ended nearly a week ago, and I believe everyone has a pretty clear idea of the true value of this women's football product. As a woman myself, I can say more directly: there is a huge gap in stance between those who genuinely operate women's football and those potential interest groups who take the opportunity to perform 'moral superiority.' No club expects to make money from women's football. Everyone truly involved in club operations understands that women's football is not yet commercially viable and is aware of its realities. Yet, in the mouths of those 'futurists,' women's football has become a 'once-in-a-lifetime, infinitely promising investment opportunity.' The gap between this narrative and reality is clearly exposed in WSL's viewership data. In June 2025, the Women's Sport Trust in the UK released a report showing that in the 24/25 season, WSL's match attendance fell by 10%, and TV ratings plummeted by 35%. These are not the numbers one would expect from a 'sport experiencing phenomenal growth'; on the contrary, they should have prompted the league to hold emergency meetings and the media to conduct extensive analyses—a 'red alert.' Nevertheless, the report deliberately packaged the crisis as an 'opportunity.' Why? Because traffic on TikTok, Instagram, and YouTube went up! However, these clicks are nothing more than casual passerby views lasting a few seconds. They will not spend a penny on women's football, nor will they sit through a boring match for an entire afternoon. When people are immersed in the established narrative of 'super growth = huge wealth,' no one wants to admit the obvious conclusion: there are still very few people who genuinely care about women's football. The FA has made enormous efforts to increase the number of female footballers in England, and many people who sincerely love women's football have rolled up their sleeves and worked hands-on, fighting hard for every possible resource for its development, with the national team's achievements serving as the proof and result of those efforts. However, players and spectators are two different things. The significant increase in women's participation in sports, although certainly beneficial for the long-term development of women's football, does not equate to a growth in paying fans. Observations from grassroots players show that they are neither fans of adult teams nor do they watch adult team matches. The reason is simple: two practices a week, matches on weekends, and after playing, they are tired and hungry, only wanting to go home and rest, with no desire to watch more football. The growth of paying spectators depends on the quality of the matches. And the product quality of women's football, for a long foreseeable future, will be constrained by the number of female players, the level of coaching, and female physiological traits, making true qualitative change difficult. A few top clubs like Barcelona have been able to achieve profitability in recent years, relying on shared resources from the parent club and willingness and capacity for long-term investment; but apart from these few, how many clubs can afford to spend heavily to break new ground? And how many active female footballers can sustain genuinely high-level matches? Therefore, for Premier League teams, if they want to meet PSR by selling their women's team, they need to do it during major competition years, when the narrative heat is high, and sell the asset. For most clubs, finding a "buyer," telling a good story, and at the same time cutting loss-making departments, why not? Professionalization of women's football requires time, investment, and also acknowledging reality. Commercial miracles do not happen out of thin air; whether it's the myth of rapid growth or battles over moral stance, grand narratives ultimately cannot cover up the simplest issue: the quality of the matches themselves and the structure of the market.