‘Reform club structures’
IN the last two decades, football has evolved into a multibillion-dollar industry that has resulted in rich pickings for those who have embraced the ever-changing business trends associated with the sport.
Survival and success of a football organisation stems from sound strategic planning and marketing preparation.
The brutal impact of Covid-19 on domestic and global sport economies will force sporting institutions to expedite transformation.
Several organisations could be forced into extinction and only the ingenious, creative and innovative will survive and excel.
In Zimbabwe, we still have clubs that are structured along amateur lines and run by staff that is not properly trained, including executives some of whose motives are symbolic and not developmental.
They are in football merely to enjoy the privileges of travelling and associated matchday perks.
However, two key ingredients needed to achieve any form of success on the field of play are skill and passion.
The same is required to run any successful business.
Commercialisation is the evolution of sport as a business in which professional sport and the way it’s organised creates business relationships with organisations such as broadcasters, sponsors and endorsers.
Commercialisation cannot happen without going through commodification.
It involves the modification of financial and organisational structures, both for athletes and administration. Commercial sport industry can be separated into performance, promotion and production.
This is where sporting performances are offered to fans/customers as spectator or participation product, marketing tools used to promote sports products and the manufacturing of products needed or desired for enhancement of performance.
This requires the understanding of what can be offered to potential customers.
There are several sports products and services available to customers.
Organisations do not only need to be managed well, but they need to be ahead of the curve.
Organisations and clubs are constantly being forced to be innovative in providing new products and services as a result of the competitive nature of the industry. Brands do not exist in isolation in a product-driven industry. Recreation or creation of brands has to be driven by the impact of the product on customers’ perceptions.
With sport being the largest market for sponsorship, understanding the motivations of fans in supporting a club and attending matches can only aid attendances.
By ensuring that fans are attending matches, this can only provide sponsors with the desire to be linked with the club as it provides them with a cost-effective way of reaching out to their customers. The crucial component of sport irrespective of the level is to attract people.
The costs required to run a football club have increased enormously, with most traditional owners now unable to provide the required investment to operate, especially those owning clubs for prestige’s sake.
An overhaul is needed in the structures and processes used by ZIFA, PSL and clubs to develop strategic goals and direction and monitor their performances against goals.
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