What can companies learn from Football Clubs?
Bizi Takip Edin Futbol ekonomisi facebookta futbol ekonomisi twitterde
x
Buradasınız >> Ana Sayfa Haberler & Makaleler Yönetim Diğer Yazarlar What can companies learn from Football Clubs?

What can companies learn from Football Clubs?

sports1

Mehmet Sezgin- 27 Mayıs 2014 A lot to improve performance. Yet not much to fill books, as at the end, it boils down the two things:

 

1. Unite everybody around the same and simple objective,

2. Find the best talent for the required position.

1. Unite everybody around the and simple objective:

What is the objective of each team? Winning and becoming champion of a Cup. So much that the word goalis embedded with football. The ultimate objective is to score more goals than your competition and to win.

Are there any other purposes or objectives of football clubs? Well of course there are. Playing quality football so that the game looks beautiful for the fans and to have a balanced budget so the Club can keep its ability to invest in the best talent.

Yet those always come after winning. In fact if the club wins most of the time that would also means that it plays better than most of the rivals and as the fans and sponsors stay involved to the winning team, it becomes easier to have a surplus budget.

match-fixing2

So if the football clubs win, all else falls their way.

Hey, you will say, it is a game. Of course the purpose is to win. Simple and straight forward. Yet for a company the outcome is much more sophisticated. Profit, production quality, innovation, customer service, customer satisfaction, employee satisfaction, regulation compliance, on and on.

You really think football is so simple? What about a fierce competition that lasts for 10 months each year while playing in three Cups most of the time? (National League, National Cup, and European Leagues). Or traveling all the time dealing with millions of fans who believe that they know football better than the players and the coaches while trying to control the press which is around the players 24 hours?

And what about transferring this winning objective to all 11 players in the pitch when you have two or three scorers at most, or to 23 or so players in the line up? If the purpose is winning then how do you motivate the goal keeper? Each time he fails, he endangers the whole game.

We can multiply these difficulties. Yet my purpose is not to convince you to believe that Football as a game has many challenges. On the contrary, I am trying to prove that beyond those challenges, if it comes down to uniting everybody around winning, and scoring more goals than your rivals, we should learn from it as large businesses operating in competitive environments.

Most companies, especially multinationals dont have a clear purpose. Or their purpose and quarterly targets dont match. Most companies try to find a purpose in the form of a mission statement which gets lost after the initial year or at the second or third line in the hierarchy.

Apart from big holding companies with multiple business lines like say GE, it is in fact simpler than you think. After all, most sell a specific product or service to customers. Unfortunately the real goal of any CEO has become maximizing profits. This does not bond well with customers as you can easily imagine. Defining the purpose is easy if you are a founder of a company like HP, Apple, Dell, Sony, or Wells Fargo, Amex, Western Union, and so on. But if you are a CEO in the office many years after the founder is gone, and especially if you are a public company, then as I said before unfortunately you think of maximizing profits and not much. And all the other things you do and say are shaped by the your quarterly profits targets.

Of course on the one hand, there is nothing wrong with that. You need to make a profit to share with all stakeholders and to invest in the future. As I indicated above it is even true of Football Clubs. The trouble with profit maximization is that you can not motivate thousands of employees and public with this goal. Therefore the profit needs to come as a result. of your activities. Building the best computer, car, toaster, light bulb. Getting the most possible number of customers. Exciting them, yourself and employees around your products and customer satisfaction levels.

futbol-kulupleri-para-basiyor-4274845 o

Peter Drucker many years ago indicated that a company should be about creating a customer and then keeping her happy. To create a customer a company needs to build/offer a product or a service that it is proud to build and sell and of use for the consumers.

Therefore the most important goalof any companys top management should be to define and pass that unique objective to everybody in the organization over and over again. And it should me measurable. You cant say that we are going to be best at something without indicating how to measure it.

Were going to be best at customer satisfaction measured by XYZ company in three years.

We are going to be number 1 selling car in these three countries.

We are going to offer a new product every six months which will be number 1 or 2 or 3 in its category.

You need a vision to start with. You can say we are going to the most used music app provider. Then you need to put a time frame. Lets say in 5 years. Then work on it to bring it down to every quarter from today onward. You can try to be the best travel agent. How do you measure it? Every year minimum one third of our customers will be repeat customers and and we employ NPS (Net Promoter Score) which needs to improve every year.

There are many numerical metrics companies actually work on. We need to make them into clear goals.

And then share the results with your employees like you would share with investors. Even with more fun and sincerity of course.

match-fixing3

If a company can not excite its employees first, there is no way it can create customers. (Unless it is a monopoly but it is a different discussion)

So a clear goal, related with the product/service you build and sell to your customers, that is trackable every quarter and communicated with the whole company al least every quarter (hopefully every month). Then the profits will follow and hopefully that is shared too:)

Sounds easy, yet many companies fail to do so. Ask an individual working in a large organization and most likely you wont get a response beyond the job definition. Managers and leaders need to turn their colleagues into team players. Players perform, employees maintain. And every team must have a simple measurable goal that excites and motivates them so they can excite customers.

But how do you choose those employees of yours. If turning them into players is so vital, can the standard HR practices are enough?

Here comes the second learning from football clubs:

2. Find the best talent for the required position

In April 2013 when Real Madrid; the most Spaniard team, started playing against Galatasaray in Istanbul, there was only one, I repeat 1 Spanish player on the field. Galatasaray had 7 non Turkish players. Even Mourinho, Reals coach is not Spanish. Their best scorer Ronaldo is not Spanish. The most famous player at Galatasaray was Drogba obviously not Turkish.

Or take a look at other European Champions League semi finalists and UEFA Cup finalists. Basel the Swiss team is managed by a Turkish coach Mr.Murat Yakin and has 12 non Swiss out of 26 players. Barcelona has 8 non Spaniards of its 23 players. Their best and most famous player Messi is not Spanish. Bayern has 13 non Germans out of 27, Benfica 17 out of 24, Chelsea 19 out of 25, Fenerbahce 8 out of 29 and Borussia Dortmund has 9 non Germans in its 27 players. One of them a Polish player dropped 4 goals into Reals net in one single match in their semi final encounter.

Who would dare to say that these are not Spanish, Swiss, German, Turkish and Portuguese teams.

They have millions of fans even internationally and all are more than 100 years old. They have very clear identities as their roots deeply melded in their cities. And precisely due to these they excel on heritage, culture, colors and flags and anthems, With no threat to their identity, they can set on search mission to seek the best players for a given position in the team and on the field.regardless of color, ethnicity, religion or even language.

If a football club searches for a very good defender, they search globally for that specific position. Most also invest in youth leagues to raise talent from early ages. Yet their search is never limited to either their youth clubs, their own country or language. Getting the best possible player is the goal. And if you want to be the best club ever, you try to attract the best talent and the not the average. Once you have the talent, you work to make them a team around the same goal: Winning.

And winning is a good word. Winning is a good feeling. Achieving a goal is great. As businesses, we need to make our goals measurable and provide the feedback as quickly as possible. (Every game ends and the score is announced)

Most large business organizations have lost this touch. And this is exactly why the best talent is finding its way in start-ups and companies end up staying with the average performers. And it is a pity as those large multinationals share of world GDP is increasing all the time.

It is time that the executive suits spend more time on how to make themselves exciting places to work rather than dealing with business models to maximize profits. Should the public, that is; the customers move away from larger organisations with no exciting products and services, in the medium term there may not be much profit to maximize.{jcomments on}

                    linkedin-logo Paylaş                        Flipboard -logo Paylaş

Bu İçerik  10346  Defa Okunmuştur
 

Degerli yazarimiz Futbol Ekonomi Site Yetkilisi Perşembe, 22 Eylül 2011.

YAZARIN DIGER YAZILARINI GORMEK ICIN TIKLAYIN

Neden Futbol Ekonomisi?

 

www. Futbolekonomi.com’un  vizyon ve misyonu temel olarak  Futbol Ekonomisi Stratejik Araştırma Merkezi’nin (FESAM) vizyon ve misyonuna paralel ve aynı düzlemdedir.

 

Bu bağlamda temel misyonumuz: Futbolun yerel ve küresel makro özelliklerini incelemek ve yeni yapısal modeller önermek; bu kapsamda entelektüel gelişimi hızlandırmak ve buna ilişkin referans olabilecek bir database oluşturmak ve bunu tüm futbol araştırmacılarının emrine sunmak... Bu amaçla yapılan çalışmaları yayımlamak; gerekli her türlü bilimsel futbol araştırma ve geliştirme projelerine entelektüel anlamda destek vermek.

 

Temel Vizyonumuz: Önerilen yeni modellerin gerçekleştiğini görmektir.

 devamı >>>

finansal-futbol-anim-1

tugrulaksar_ge_roportaj

Tuğrul Akşar Güngör Urasın sorularını yanıtlıyor

  Yazar Tuğrul Akşar,
Milliyet Gazetesi Yazarı Güngör Uras'ın
sorularını yanıtlıyor.
detay için tıklayınız..

 

Spor Endexi

 

05/11/2024

Kapanış Günlük
Değişim %
  BİST 100

8.698,48

-0,17

 bjk BJKAS

4,48

-2,18

 fb FENER

100,30

0.00

 gs GSRAY

6,83

+0,15

 trabzon TSPOR

0,93

0,00

   SPOR ENDEKSİ

3.075,321

-0,41

Videolar

Tuğrul, Tuğrul Akşar, Pusula, Ekonomi, Futbol, Futbol Ekonomi, Mali,VİDEONUN DEVAMI VE DİĞER VİDEOLAR İÇİN TIKLAYIN.

İstatistikler

İçerik Tıklama Görünümü : 43879812

TRENDYOL SÜPER LİG 2024-2025 SEZONU

  

 

 Sıra TAKIMLAR 0 G B M A Y AV

1

Galatasaray 13 11 2  0 35 13 22 35
2 Fenerbahçe 13  10   2 1 36  12   24

32

3 Samsunspor 14 9 2  3

29

14 15

29

4 Eyüpspor 14  6   5  3 21 15 6 23
5 Beşiktaş 13 6 4  3  22  15 7 22
6 Göztepe 13 6 3 4 24  19 

  5

 21 
7

Başakşehir

13 5  4  4 21 18 3 19
8 Ç.Rizspor 13 6 1

6

15 20 -5 19
9 Sivasspor 14 5 3 6 18    22  -4 18
10 Konyaspor 14 5 3 6 16 21 -5 18
11 Antalyaspor 13 5 2 6

17

25   -8 17
12 Trabzonspor 13 3 6 4 18  16 2 15
13 G.Antep FK 13 4 3

6

19  21  -2  15
14 Kasımpaşa 13 3 6 4 16 19 -3 15
15 Alanyaspor 13 3 5 5 12 16 -4 14
16

Kayserispor

13

2

6 5 13 25 -12 12
17 Bodrum FK 14 3 2 9 10 21 -11 11
18 Hatayspor 13 5 7 12 20  -22 8

19

A.Demirspor 13 0 2 11 9 31 -22

 

                 

Okur Yazar


Futbolun ekonomisi, mali, hukuksal ve yönetsel kısmına ilişkin varsa makalelerinizi bize gönderin, sizin imzanızla yayınlayalım.

Yazılarınızı  info@futbolekonomi.com adresine gönderebilirsiniz. 

 

 

Annual Review of Football Finance 2023

Annual Review of Football Finance 2023

Deloitte Sports Grup'un Avrupa Futbol Finansmanına ilişkin 32. kez düzenlediği yıllık futbol finans raporuna göre, Avrupa futbol pazarı 2021 - 22 sezonunda bir önceki yıla göre %7 büyüyerek 29.5 Milyar Euro büyüklüğüne ulaştı. Rapora ulaşmak için tıklayınız

Deloitte Money League - 2024

Deloitte Money league 2024

Deloitte Money League Raporunu 27. kez yayınladı. Rapora göre Avrupa'nın en zengin 20 kulübünün 2022-23 sezonunda gelirleri toplam 10.5 Milyar Euro'ya ulaştı. Raporu okumak için tıklayınız.

UEFA Kulüp Finans&Yatırım Raporu 2024

 

UEFA Raporu-2023

UEFA Kulüp futbolunun finansal durumları ve yatırımlarına ilişkin yıllık görünüm ve benchmark raporunu yayınladı. Okumak için tıklayınız

 


 

2021-Money-league-Raporu

 

Yirmidördüncü Deloitte Money League raporuna göre Barcelona'nın 715.1 Milyon Euro'luk geliriyle ilk sırada yer aldığı, tamamı merkez lig kulüplerinden oluşan ve bir önceki yıla göre gelirleri %12 azalan Para Ligi raporunu okumak için tıklayınız

 


 

 

annual report 202021 photo

 

Avrupa Futbolunun patronu UEFA’nın gelirleri 5.7 Milyar Euro’ya Ulaştı. Raporu okumak için tıklayınız.

 


 

 UEFA-Kulup-Futbolu-Lisanslama-2023


UEFA’nın 2023’te yayınladığı en son  Kulüp Lisanslamaya İlişkin Karşılaştırma raporuna göre kulüpler Pandemi döneminde 7.3 Milyar Euro zarar ettiler. UEFA raporu, Avrupa kulüp futbolunun endişe verici bir resmini çiziyor. Raporu okumak için tıklayınız.

 


    

191112 Aktifbank Ekolig

 

Türk futbolunun gelirlerinin ve ekonomik görünümünün mercek altına alındığı Futbol Ekonomi Raporu – EkoLig'in dördüncü sayısı yayınlandı. Süper Lig’in 2017-2018 sezonu sonunda 3,2 milyar TL olan geliri, 2018-19 sezonunda 4,2 milyar TL’na ulaştı. Bkz.

 

 

master bm report lowres

 

The European Club Footballing Landscape 2022


UEFA'nın Avrupa Lulüp futboluna ilişkin 13, kez yayınladığı, Covid-19'un etkilerinin de analiz edildiği raporu okumak için Bkz.


 

 EkoSpor-y

“Ekospor’un aylık bültenlerinden haberdar olmak için tıklayınız”

 

Süper lig Marka değeri araştırma

''Taraftar Algısına Göre Türkiye Süper Ligi Marka Değerini Etkileyen Faktörlerin ve Marka Değeri Boyutlarının Değerlendirilmesi'' Prof. Dr. Musa PINAR öncülüğünde yapılan bu araştırmayı okumak için tıklayınız.

 

 

the-european-elite-2019

KPMG Avrupa’nın 32 Elit Kulübünün değerlemesini yaptı. Süper Lig’den Galatasaray ve Beşiktaş’ın da bulunduğu bu raporda en değerli kulüp 3.2 Milyar Euroluk değeriyle Real Madrid oldu. Raporu okumak için tıklayınız.
 

Endustriyel_futbol

 

Futbolda Endüstriyel Denge ve Başarı Üzerine

Futbolun Endüstriyel gelişimi, kulüplerin sportif ve iktisadi/mali yapılanışını derinden etkiliyor. Dorukhan Acar’ın Kurumsal Yönetim temelli yaklaşımı ile "Futbolda Endüstriyel Denge ve Başarı"yı okumak için tıklayınız

 

 

Türkiye'de Kadın Futbolunun Gelişimi ve Günümüzdeki Durumu

 

imagesCAVM4O4L

 

Dr. Lale ORTA’nın Kadın Futboluna Entelektüel Bir Yaklaşım Sergilediği makalesi için tıklayınız.” 

 

 

İngiliz Futbolunda Kurumsal Yönetişim Üzerine

 

governance_in_football

 

Tüm kulüplerimize ve Türk Futbol yapılanmasına farklı bir bakış açısı kazandırabileceğini düşündüğümüz, İngiliz Parlementosu’nun Kültür, medya ve spor Komitesi’nin hazırladığı raporu okumak için tıklayınız. 

 

money-and-soccer

“Money scorring goals”, Gerçekten de “Para Gol Kaydedebiliyor mu? “

Euro 2012’nin olası ekonomik etkilerini
okumak için tıklayınız. 



FFP

Futbolda Finansal Sürdürülebilirlik Kapsamında ''Finansal Fair Play Başa Baş Kuralı ve Beşiktaş Futbol Kulübü Üzerinde Bir Uygulama 
Hüseyin AKTAŞ/Salih MUTLU,

okumak için tıklayınız.