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After the 1990’s, the changes in the football world had helped to develop and to grow the economy of football rapidly. The development of digital broadcasting led to build a bigger commercial structure. With the effect of those changes, commercial incomes, sponsor revenues, stadium and facilities incomes, and betting incomes have increased over time. This rapid change also brings several problems. UEFA has published their criteria in order to protect football’s sustainability and viability in a long term. Depending on license criteria that is published by UEFA, it has used a road map for football clubs, regarding of corporate structure of UEFA to work, that identified the general rules like in a company structure and management that should be all the necessary factors of production in a systematic and effective way in order to transform football clubs to a corporate organization and make them sustainable. Football clubs are determinedly founded and play an important role in the improvement of the football player. However, few resources are available for those responsible for organizing, developing, and managing club sports. With this out of the common guide explains readers how to run a club in today’s demanding, high competitive and high-tech environment and, establish its brand, and bring in the revenue required to ensure long-term success. Those who manage and lead clubs will find that they can improve a successful business plan of their club mission and have the instruments to develop and sustain organizations that are feasible and financially wealthy and that satisfy the needs of footballer and those who support them.
After the 1990's, the changes in the football world had helped to develop and to grow the economy of football rapidly. The development of digital broadcasting led to build a bigger commercial structure. With the effect of those changes, commercial incomes, sponsor revenues, stadium and facilities incomes, and betting incomes have increased over time. This rapid change also brings several problems. UEFA has published their criteria in order to protect football's sustainability and viability in a long term. Depending on license criteria that is published by UEFA, it has used a road map for football clubs, regarding of corporate structure of UEFA to work, that identified the general rules like in a company structure and management that should be all the necessary factors of production in a systematic and effective way in order to transform football clubs to a corporate organization and make them sustainable. Football clubs are determinedly founded and play an important role in the improvement of the football player. However, few resources are available for those responsible for organizing, developing, and managing club sports. With this out of the common guide explains readers how to run a club in today's demanding, high competitive and high-tech environment and, establish its brand, and bring in the revenue required to ensure long-term success. Those who manage and lead clubs will find that they can improve a successful business plan of their club mission and have the instruments to develop and sustain organizations that are feasible and financially wealthy and that satisfy the needs of footballer and those who support them.
After the 1990's, the changes in the football world had helped to develop and to grow the economy of football rapidly. The development of digital broadcasting led to build a bigger commercial structure. With the effect of those changes, commercial incomes, sponsor revenues, stadium and facilities incomes, and betting incomes have increased over time. This rapid change also brings several problems. UEFA has published UEFA criteria in order to protect football's sustainability and viability in a long term. Depending on license criteria that is published by UEFA, it has used a road map for football clubs, regarding of corporate structure of UEFA to work, that identified the general rules like in a company structure and management that should be all the necessary factors of production in a systematic and effective way in order to transform football clubs to a corporate organization and make them sustainable. With this out of the common guide explains readers how to run a club in today's demanding, high competitive and high-tech environment and, establish its brand, and bring in the revenue required to ensure long-term success. Those who manage and lead clubs will find that they can improve a successful business plan of their club mission and have the instruments to develop and sustain organizations that are feasible and financially wealthy and that satisfy the needs of footballer and those who support them.
2018 •
After the 1990’s, the changes in the football world had helped to develop and to grow the economy of football rapidly. The development of digital broadcasting led to build a bigger commercial structure. With the effect of those changes, commercial incomes, sponsor revenues, stadium and facilities incomes, and betting incomes have increased over time. This rapid change also brings several problems. UEFA has published UEFA criteria in order to protect football’s sustainability and viability in a long term. Depending on license criteria that is published by UEFA, it has used a road map for football clubs, regarding of corporate structure of UEFA to work, that identified the general rules like in a company structure and management that should be all the necessary factors of production in a systematic and effective way in order to transform football clubs to a corporate organization and make them sustainable. With this out of the common guide explains readers how to run a club in today’s...
Criteria of administration present employees who are competent to contribute to success in sport and business. The aim of this paper is to determine the differences (if there are any) between clubs on two levels of competition in B&H according to the licencing of administrative criteria. This research includes 16 clubs of Premier league of B&H and 16 clubs of lower level of competition, the First Federal league in season 2012/2013. Results have shown that there is discrimination between variables of number of players with amateur contract, in favour of second level of competition while the other variables discriminate these two levels of competition in favour of higher level of competition. The first variable of administrative criteria which, with its coefficients, discriminates the first level from the second is variable of number of players with professional contract. Variables with lower coefficients are variables of number of employees in secretary, number of trainers of the first team, number of trainers with UEFA A licence, number of trainers with UEFA PRO licence. Variables with very low coefficients do not contribute to the differences on multivariant level. Those are variables of total number of employees and total number of trainers. Most clubs of Premier league exists in the area of bigger city centres, where great number of clubs have significant sport tradition and ordered structure of the whole organization which gives them advantage in most parameters as oppose to clubs of the First league of Federation which exist in smaller city centres with weaker organizational structure. The conclusion of this paper is that, in order to improve the functions of all segments of organization, management and work in football clubs, it is necessary to approach to the problem systematically and to use thoroughly planned and programmed strategy to remove all obstacles and problems to which clubs in B&H encounter.
Facta universitatis. Series physical education and sport
The Role of Management in Achieving the Entrepreneurial Objectives of Professional Football Clubs in Serbia2017 •
When we observe the entrepreneurial model of European football clubs, it is obvious that both in terms of ownership and in terms of the organizational structure, European model varies greatly compared to the entrepreneurial model in Serbia. The financial structure of European professional sports clubs is realized through income obtained from sponsors, donors, advertising, membership fees, tickets, TV rights, renting office space and their own business activities and expenses refer to the cost of the competition, training, salaries, contractual obligations, props, equipment and maintenance facilities. If clubs do not have strong sponsors and if they are unable to be commercially successful, it is obvious that they will not be able to cover their expenses and operate as a successful company. The financial structure of professional clubs in Serbia is realized mainly through donations, with the assistance of local governments and public companies, as well as through the sales of players...
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