Business models in the portuguese football clubs

• Author(s): Bolas, Nuno Filipe Rodrigues Santana
• Date: 2012
• Persistent ID: http://hdl.handle.net/10362/9549
• Origin: Repositório Institucional da UNL
• Subject(s): Portuguese football; Business models; Challenges; Recommendations
• Document Type: Master thesis
• Language: English
• Advisor(s): Soeiro, Filipe Castro
• Contributor(s): RUN

Description

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

This work project discusses the key features that affect the Portuguese Football Market and the business models presented by its football clubs by analyzing its unique characteristics and performing a comparison with the main European championships. The business models of Sport Clube Beira-Mar - Futebol, SAD, Sport Lisboa e Benfica - Futebol, SAD, Sporting Clube de Braga - Futebol, SAD and three Portuguese Football Academies were analyzed in order to understand the differences between clubs with dissimilar goals and scopes and which aspects should be improved and explored. Portuguese clubs present a significant competitive advantage in developing players as well as an important members base. However, they face many challenges due to low stadium occupation rates, excessive dependence on certain revenue streams, lack of sports facilities utilization, a limited range of services, and the need to reformulate their revenue structure and increase the interaction with their fans and members by providing them enjoyable experiences beyond the football matches. Hence, a set of recommendations and suggestions was developed, which was discussed with and approved by the previously mentioned clubs, in order to face the referred issues according to nine different operating areas of football clubs management and Portuguese Football in general: Restructuring of Portuguese football, Partnerships & sponsorships/new services, New customer segments and retaining the current ones, Customer relationship management, Interaction with fans and members, Facilities utilization/stadium occupation rates, Financial aspects, Participation in society/social concerns, and Internationalization/search for new revenues in emerging markets.