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Why is it so difficult to explain a sporting result? Skip to main content. This is not a publication that you have to read from the first page to the last. This publication aims to gather information directly from clubs, to analyse it and offer a practical benchmark. Clubs and the ECA are, therefore, very closely linked with the ECA being at international level the most relevant and significant stakeholder for clubs protecting their interests and defending their position towards other actors.

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However, nowadays the business and management components have grown exponentially and increased their level of influence in the on-pitch success.

In football, as in business, there are three time horizons expressed as short term, medium term and long term. This environment will have football-specific elements, and also components that are universally applicable to any economic and social entity that is functioning within a given jurisdiction.

It is extremely important to underline that this Guide is not envisaged, composed and presented as a traditional book. The whole team, and often the club, then perceives uncertainty. These club representatives supported the project with all content-related issues, including sharing their experience and know-how, helping to set-up the survey and questions for interviews, as well as revising the draft texts. Clubs also require various services in order to enable the three core activities to be developed.

Help Center Find new research papers in: The programme is about management in the world of club football, aiming to strengthen the knowledge of football club executives.

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In reality, football clubs serve as an effective nexus between the local community, the business world and public authorities, and this has made them extremely important players within their environments. Click here to sign up. Enter the email address you signed up with and we'll email you a reset link.

The information, views and opinions contained in this research do not necessarily reflect the views and opinions of the ECA nor that of its members. These three dimensions combine to provide an overview of a framework club organisational structure, that has been clibpdr as the basis for the construction of this guide.

Time Time is critical for strategy. This approach enables the guide to feature as many examples of real-life club activities as possible, both in order to act as a platform to exchange club experiences for individual benchmarking, but also to enable clubs to learn from each other.

The more levels in a club organisation, the more changes and uncertainties have to be managed. The ECA has endeavoured to keep the information up to date, but it makes no representations or warranties of any kind, expressed or implied, about the completeness, accuracy, or reliability, with respect to this information.

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Football clubs are managed like teams. The guide also proposes a club organisa- tional model composed of three core activity elements, which operate within the layers of internal and external environments, all functioning within a time dimension.

To think and act strategically in this environment requires a certain mind-set and a thorough understanding of all areas of club management. Skip to main content.

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Why is it so difficult to explain a sporting result? In producing this guide, our goal is to share the knowledge and experience of club CEOs and top officials, who have a deep understanding of European club football. We witnessed during the first two editions of the programme, that Management is a strong practical exercise essentially based on experience, flexibility, network and, most importantly, willingness to learn and clibpdff knowledge.

However, increasing club commercialisation has placed significant pressures on this relationship, with clubs seeking to retain legitimate and authentic lines of communication to their communities.

Various aspects such as the geographical, economic and political factors are mentioned.

This means that, whilst some case studies or figures needed to be updated, the structural shape of the publication and the degree outlook on the club football industry have stood the test of time. In the club analyses, we saw the condi- tions for good management, which were: You're using an out-of-date version of Internet Explorer.

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The activity clibpcf the pitch and during the matches should be characterised by collabora- tion but can, in specific situations, be extremely hero orientated. Chapter 2 focuses on business activities, exploring the current state of the football club economy and analysing the business dimension from a revenue and cost point of view. There are three such core activities identi- fied: As ECA, we strongly promote good management practices and effective long term planning within football clubs.

An example of the importance and influence of the total club environment is highlighted in the table below, where two clubs from different but roughly similarly-sized countries have similar financial numbers if we look at the percentages that make up the turnover, but are miles apart in terms of the actual figures.