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Torbjørn
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Joined: 18 Jul 2005
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 Posted: 28.10.2006 02:01 Post subject: |
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Ok. Takk for forklaringen!
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Nils Arne Eggen. |
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2mas
Sjef
Joined: 06 Sep 2002
Posts: 61957
Location: Trondhjem
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| Posted: 30.10.2006 15:34 Post subject: |
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- Det er litt bekymringsverdig at det samlede overskuddet i følge prognosene bare blir vel åtte millioner kroner. Det er lite når omsetningen er på over én milliard, mener Kåfjord.
Les mer: Milliardomsetning i 2007
Syns personlig det er tullete å klage på sånt. Klubbene ser ut til å ha full kontroll, og fotball blir aldri noen lukrativ business for evt. eiere. |
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Armani_Jens
Junior
Joined: 27 Oct 2006
Posts: 30
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| Posted: 06.11.2006 17:06 Post subject: |
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| Det er noe sjarmerende med folk i Norge som utgir seg for å være ekte og livslange supportere for ekempelvis Man Utd. Med signaturen "Sjel kan ikke kjøpes" blir det prikken over i-en. Hadde ikke sjel kunne kjøpes fra 70-tallert og opp til i dag så ville vel ikke folk på Stord eller Fosen hatt noe forhold til United heller. Sjel kan kjøpes og aglofile nordmenn står først i køen når fotballkapitalismen åpner dørene til sin globale megastore. Sjela til United selges daglig, og heftigst til nordmenn. Lev med det eller begynn å støtte Stord Moster eller Ranheim IL! |
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2mas
Sjef
Joined: 06 Sep 2002
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Location: Trondhjem
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2mas
Sjef
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2mas
Sjef
Joined: 06 Sep 2002
Posts: 61957
Location: Trondhjem
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| Posted: 12.12.2006 15:02 Post subject: |
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| kristobal wrote: | | norsk fotball kommer til å gå på en alvorlig smell om to til fire år. Særlig økonomisk, men det vil også slå ut sportslig for en del klubber. Derfor er det så utrolig viktig at RBK tenker langsiktig nå, og ikke kaster seg på kjøpefesten. Det kan gi RBK et fortrinn av dimensjoner som gjør at de kan dominere i overskuelig framtid og muligens få muligheten i Europa år etter år slik at de kan komme tilbake på det nivået de var, evt ta et ytterligere steg. |
Kjøpefest-snakket i TV og aviser er overdrevet. Til forskjell fra 90-tallet, bruker nå klubbene for det meste penger de sjøl tjener. Samtidig er det viktig å presisere at TV-inntektene bare utgjør rundt 10 prosent av budsjettene rundt omkring. Altså er billettinntekter viktigere. |
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Baadshah/Tab
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Joined: 14 Sep 2004
Posts: 4037
Location: Akershus, Vestby
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| Posted: 15.12.2006 05:39 Post subject: |
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Jeg så nettopp sportsnyhetene i Tv2 den 05.12.06 og jeg ser at UEFA (Lars-Christer Olsson, Administerende Direktør) vil at det i framtiden skal være slutt på investor-bidrag innen fotballen, à la Hardball (Brann).
Han vil altså ikke at en investororgansisasjon skal eie fotballspillere, han sier at fotballen mister sjarm pga. dette. Og at de eventult vil lage regler mot dette.
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Sjel kan ikke kjøpes! |
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2mas
Sjef
Joined: 06 Sep 2002
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Location: Trondhjem
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| Posted: 15.12.2006 11:42 Post subject: |
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Tror egentlig at Olsson ble litt feilinformert av TV2; det er jo formelt klubbene som eier spillerne; de sitter på lisensene. At finansieringa har foregått via omveier er egentlig ikke relevant.
Over store deler av fotballverdenen er det jo investorer som eier fotballklubbene. At det norske regelverket tilsier at alle klubber i NFF skal være rene idrettslag, gjør at man i Norge må ta omveier, der driften "outsources" til egne AS. |
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Baadshah/Tab
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Joined: 14 Sep 2004
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| Posted: 15.12.2006 17:49 Post subject: |
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Kan godt hende De har rett, men han snakket også om Europeiske topp-klubber og at de er i forhandlinger med EU om å lage et regelverk mot dette. Men det skal vist være harde og kompliserte forhandlinger, men ingenting er klart altså.
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2mas
Sjef
Joined: 06 Sep 2002
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Location: Trondhjem
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| Posted: 23.01.2007 14:46 Post subject: |
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Må bare innrømme at jeg ikke hadde finlest hele heftet før. De siste sidene var veldig interessante:
| Quote: | The Real deal
Real Madrid’s capture of the title of ‘the world’s highest earning football club’ is the culmination of a remarkable transformation in the club’s revenue generating capacity over the last few seasons. During this time, it has doubled its income from €137.9m (£83.0m) in 2000/01, when it was placed sixth in the Deloitte Football Money League, to €275.7m (£186.2m) in 2004/05.
In 2004/05, a €39.7m (£26.8m) growth in the club’s revenue allowed it to not only overturn a €23m (£15.2m) deficit between itself and Manchester United, but open up a €29.3m (£19.8m) gap on the now second placed Manchester club – a gap which looks set to widen in 2005/06.
As interesting as there being a new number one is the fact that Real has ‘broken the mould’ in terms of revenue growth for football clubs. Over the last ten years, the drivers of revenue growth for the majority of clubs have been either large increases in broadcast rights fees or enhanced matchday revenues from improvements in stadia facilities. Often it has been a combination of the two.
However, in Real Madrid’s case, whilst matchday revenues and broadcast revenues have grown by €22.3m (£15.1m) and €30.1m (£20.3m) respectively since 2000/01 (compound growth rates of 11% per annum in both cases), it is the club’s ability to grow commercial revenues that has guided it to the top of the Money League.
Commercial revenues have increased by €85.4m (£57.7m) between 2000/01 and 2004/05, a compound annual growth rate of 34%. Income from this source now accounts for 45% of total revenue, following growth of €38.1m (£25.7m) in the past year. Broadcasting accounts for 32% of total revenues whilst matchday contributes 23%. This compares to 2000/01 when broadcasting was the major contributor to revenues at 42%, following by matchday at 30% and then commercial at 28%.
Of the Top 20 clubs, only Real and the two German clubs, Bayern Munich and Schalke 04 – who have a much larger and stronger domestic market – currently have commercial revenues as their largest income source.
It is no coincidence that this reshaping of Real’s revenue profile and their growth over the last few years has occurred under the presidency of Florentino Perez. Since his election in July 2000, Perez has redrawn the club’s strategy and operated the traditional members’ club as a commercial business in order to allow it to compete consistently with Europe’s elite. The club has always been synonymous with footballing success. It has won the Spanish Primera Liga title a record 29 times, and the European Cup nine times, more than any other club. Perez’s feat has been to turn the interest and deep-seated popularity that success brings, into significantly greater monetary returns than in the past.
Underpinning this commercial growth has been the club’s strategy of building ‘content’ in order to develop a product that people from around the world can identify with, and ultimately buy into. The primary content of course is players, and Perez has built the club around a collection of identifiable world class players. One of his key election pledges in 2000 was the acquisition of Luis Figo from arch rivals Barcelona, and this has been followed by the arrival of star players such as Zinedine Zidane, Ronaldo, and David Beckham.
The club has aimed at not only building its profile and following, but also crucially at engaging supporters sufficiently in order to generate a financial return. Whilst many clubs have championed the potential of capitalising on the interest in their club outside their domestic market, Real have been successful at actually realising this potential.
Put your shirt on it
One of the most publicised effects of acquiring world class players is soaring sales of shirts and associated merchandise which, in turn, has delivered increased revenues to Real. Merchandising and licensing contributes the largest proportion (44%) of the club’s commercial revenues at €54.1m (£36.5m). The remainder is derived from sponsorship and advertising (€45.9m (£31m)), stadium tours and conferencing (€7.2m (£4.9m)), and other marketing sources
(€16.8m (£11.3m)).
The club’s merchandising and licencing strategy is built on an outsourcing model. They form partnerships with commercial organisations, whereby the buyer acquires the right to use the club’s name and associated logos to produce and sell products in return for paying Real a fixed licence fee and a proportion of sales from that particular product.
The appeal of such deals to Real is obvious. The club gets paid in hard cash rather than any ‘value in kind’ or ‘barter’ arrangements, and the more successful the sale of that particular product, the more revenue is derived by Real. Meanwhile, the design, manufacture and promotion is in the hands of the ‘expert’. This substantially derisks the club’s business both financially and operationally, although of course partner selection and quality is fundamental to ongoing success.
In terms of sponsorship, the Real brand is hugely popular both in Spain and around the world. In the eyes of international brands seeking an association, the club is one of an elite handful which can bring cost-effective visibility and consumer credibility around the world.
Real has, under Perez, refined and modified its sponsorship strategy with a tiered model which is based around more than simply offering advertising opportunities to corporations. In common with all the best football clubs at any level, the sponsorships are partnerships whereby both parties leverage off each other.
At the top tier, the club has two main sponsor partners – international apparel manufacturer adidas and mobile communications company Siemens Mobile. The deal with the latter is worth an estimated €14.0m (£9.5m) a season, whilst the partnership with adidas, was extended in 2004 under improved terms until the end of the 2011/12 season.
Below these two top-tier sponsors, is a band of four ‘international’
sponsors – soft drinks company Pepsi, car manufacturer Audi, telecommunications company Telefonica, and alcoholic drinks firm Mahou. Finally, a third tier contains an expanded number of national sponsors.
Reaching the stars
Real’s commercial strategy has been based on reaching and engaging fans, not just in its domestic market, but increasingly on an international basis.
The strategy seems to be working. The club estimates that 40% of its merchandising revenues were derived from within Spain in 2004/05, with 60% internationally. This compares with five years ago, when the club estimated that between 80% and 90% of revenues were earned in Spain.
The club has also gained increased revenues over the past five years from international tours, particularly to Asia. In 2004/05, revenue from international tours and friendly matches totalled €22.9m (£15.5m), driven mainly by a pre-season tour to China, Japan and Thailand.
Many other European clubs have also used overseas tours to try and capitalise on the strong interest within Asia. However, whilst allowing supporters in these regions to see the club ‘in the flesh’ rather than just through the television set, a one-off tour to these regions is unlikely to cement this relationship and provide a strong and constant source of revenue.
Real is clear that its touring programme is part of a wider strategy for building on its popularity in these regions. The club has an internal international business development team solely responsible for building partnerships in international territories. This team actively builds and promotes the club’s brand and popularity, and forms local partnerships in these regions.
The reign in Spain?
So can Real’s revenue growth be sustained? Many companies and industries often experience periods of rapid growth followed by a slowdown. However, the signs for Real appear promising.
For a start, the club recently signed a new main sponsorship deal with information technology company BenQ reported to be worth between €20.0m (£13.5m) and €25.0m (£16.9m) a season over four seasons to the end of 2009/10.
The club boasts a relatively modern 80,000 all-seater stadium (the Bernabeu), and with strong corporate interest, it seems reasonable and logical that the club may be able to further develop its matchday corporate hospitality operations. There should be growth potential here for Real, given that its matchday revenues currently lag behind many of its European rivals.
In addition, the club’s broadcasting deal, which was once the most lucrative of any individual club, has been dwarfed by recent contracts negotiated by some of its European rivals, particularly the big Italian clubs. Real’s current deal with Sogecable, worth a reported €54m (£36.5m) per season, expires in 2007/08 and whilst it is difficult to predict the future value of broadcast contracts, the club is likely to be encouraged by the increased level of competition for sports rights within broadcast markets and the club’s level of international support.
Of course, success on the pitch is the key to delivering further revenues and keeping the fans happy. It underpins the club’s revenue generating capacity in the longer term. For example, the club derived €13.7m (£9.3m) in 2004/05 from UEFA Champions League centrally distributed revenues after being eliminated at the first knockout stage. Winning the competition in 2005/06 could earn the club at least twice that in centrally distributed revenues plus the additional matchday revenues from home matches.
Rival Money League clubs will also continue to grow revenues. Juventus’ massive new broadcast deal is likely to boost revenue in future seasons, whilst over the last two years, Chelsea and Real’s arch rivals Barcelona have shown the largest absolute and relative revenue growth. Equally Manchester United, has the global interest to consistently challenge for the top spot.
Standing still is not an option, but Real Madrid has already set a benchmark for its rivals. With budgeted revenues of €300m in 2005-06, the club shows no signs of waiting for the chasing pack to catch up. |
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2mas
Sjef
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2mas
Sjef
Joined: 06 Sep 2002
Posts: 61957
Location: Trondhjem
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| Posted: 08.02.2007 11:20 Post subject: |
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Deloitte: Football Money League 2007
* This year Real Madrid retains its place at the top of the Money League, the club’s second season at the top, while Barcelona move up four places to second.
* Barcelona has undergone a remarkable transformation in recent seasons, doubling their revenue since 2002/03 (when they were placed 13th in the Money League).
* Manchester United fall to fourth place this year after an indifferent 2005/06 on the pitch, but we expect them to bounce back strongly in next year’s table with the opening of a new stadium development.
Hele lista (i millioner euro):
1 Real Madrid 292.2
2 Barcelona 259.1
3 Juventus 251.2
4 Manchester United 242.6
5 AC Milan 238.7
6 Chelsea 221.0
7 Inter Milan 206.6
8 Bayern München 204.7
9 Arsenal 192.4
10 Liverpool 176.0
11 Olympique Lyon 127.7
12 AS Roma 127.0
13 Newcastle United 124.3
14 Schalke 04 122.9
15 Tottenham Hotspur 107.2
16 Hamburger SV 101.8
17 Manchester City 89.4
18 Rangers 88.5
19 West Ham United 86.9
20 Benfica 85.1
Les mer: Football Money League 2007
"The two clubs (Real and Barca) have had contrasting strategies, with Real focusing on driving commercial revenue from recruiting its Galactico players and Barcelona having a more balanced revenue profile," said Jones.
Read more: Spain's reign continues at top of rich list |
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Erik
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2mas
Sjef
Joined: 06 Sep 2002
Posts: 61957
Location: Trondhjem
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| Posted: 23.02.2007 12:23 Post subject: |
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Budsjettene i år i forhold til budsjettene i fjor:
Brann:
2007: 110 millioner.
2006: 92 millioner.
Total økning: 18 millioner.
Fredrikstad:
2007: 100 millioner.
2006: 58 millioner:
Total økning: 42 millioner.
Lillestrøm:
2007: 100 millioner.
2006: 92 millioner.
Total økning: 8 millioner.
Lyn:
2007: 50 millioner.
2006: 50 millioner +.
Total økning: Usikkert.
Odd Grenland:
2007: 39,5 millioner.
2006: 30 millioner.
Total økning: 9,5 millioner.
Rosenborg BK:
2007: 159 millioner.
2006: 126 millioner.
Total økning: 33 millioner.
Sandefjord:
2007: 30-35 millioner.
2006: 20 millioner.
Total økning: 10-15 millioner.
Stabæk:
2007: 45 millioner.
2006: 40 millioner.
Total økning: 5 millioner.
Start:
2007: 100 millioner.
2006: 50 millioner.
Total økning: 50 millioner.
Tromsø:
2007: 63 millioner.
2006: 50 millioner.
Total økning: 13 millioner.
Viking:
2007: 95 millioner.
2006: 86 millioner.
Total økning. 9 millioner.
VÃ¥lerenga:
2007: 91 millioner.
2006: 93 millioner.
Total økning: - 2 millioner.
Strømsgodset:
2007: 50 millioner.
2006: 30 millioner.
Total økning: 20 millioner.
Aalesund:
2007: 67,5 millioner.
2006: 42 millioner.
Total økning: 23,7 millioner.
Les mer: Toppklubbene øker satsingen med 246 millioner
Stjeler for øvrig linken til Recon: Om fem år bider FCK Europas giganter i haserne |
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Recon
Legende
Joined: 20 Jun 2004
Posts: 11807
Location: alltid to skritt foran
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| Posted: 23.02.2007 12:35 Post subject: |
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| 2mas wrote: | Budsjettene i år i forhold til budsjettene i fjor:
Brann:
2007: 110 millioner.
Lillestrøm:
2007: 100 millioner.
Rosenborg BK:
2007: 159 millioner.
Start:
2007: 100 millioner.
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Helt ærlig folkens, burde ikke en kompetent markedsavdeling ha parkert disse noksagtene for mange år siden?
Det er helt utrolig at Espeseth innehar den rollen han har. Et klassisk eksempel på at alle tar et karrieretrinn høyere enn de behersker før de finner sin plass.
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"Hans Hipp som happ uttalelse er jo en katastrofalt dårlig beskrivelse av fakta, som skaper inntrykk av manglende strategi og kunnskapsløshet. " |
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Haugen
Veteran
Joined: 06 May 2005
Posts: 3242
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| Posted: 23.02.2007 13:11 Post subject: |
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Etter 10 år i CL burde vi ha ligget mange hestehoder foran de andre klubbene.
Skulle ikke "spz" slutte i RBK? Eller har han gått over i en annen stilling? |
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Haugen
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Joined: 06 May 2005
Posts: 3242
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| Posted: 23.02.2007 13:28 Post subject: |
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| Mulig er det RBKs iver etter å være så forbanna folkelige som har bremsa utviklinga økonomisk. RBK har nesten utelukkende lokale samarbeidspartnere, og markedet i Tøndelag er vel litt begrensa. Mener å huske at Sony/Playstation var aktuelle som hovedsponsor for noen år tilbake. Hadde RBK hoppet på dette, er jeg overbevist om at vi hadde hatt en hovedsponsorer i dag som spytter inn en del mer enn 6-7 mill. |
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Recon
Legende
Joined: 20 Jun 2004
Posts: 11807
Location: alltid to skritt foran
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| Posted: 23.02.2007 13:31 Post subject: |
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| Haugen wrote: | Etter 10 år i CL burde vi ha ligget mange hestehoder foran de andre klubbene.
Skulle ikke "spz" slutte i RBK? Eller har han gått over i en annen stilling? |
Storholt du tenker på, regner jeg med.
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Profesjonell revolusjonær
"Hans Hipp som happ uttalelse er jo en katastrofalt dårlig beskrivelse av fakta, som skaper inntrykk av manglende strategi og kunnskapsløshet. " |
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Recon
Legende
Joined: 20 Jun 2004
Posts: 11807
Location: alltid to skritt foran
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| Posted: 23.02.2007 13:36 Post subject: |
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| Haugen wrote: | | Mulig er det RBKs iver etter å være så forbanna folkelige som har bremsa utviklinga økonomisk. RBK har nesten utelukkende lokale samarbeidspartnere, og markedet i Tøndelag er vel litt begrensa. Mener å huske at Sony/Playstation var aktuelle som hovedsponsor for noen år tilbake. Hadde RBK hoppet på dette, er jeg overbevist om at vi hadde hatt en hovedsponsorer i dag som spytter inn en del mer enn 6-7 mill. |
Allerede i 2000 skrev Aalborg en hovedsponsor avtale med Siemens Mobile verdt 11 millioner dkr i året. AALBORG!
Siden er denne både blitt forbedret og forlenget!
Denne inneholder bonus-% for prestasjoner i tillegg.
Det er overhodet ikke mulig å argumentere faktuelt mot at denne jobben har vært vanskjøttet siden vi burde ha sementert vår markedsposisjon rundt -98 og de to kvartfinalene i UCL. Nils Arne Eggen var nok en kraftig bremse mot denne utviklingen også, men det er overhodet ingen unnskyldning.
_________________
Profesjonell revolusjonær
"Hans Hipp som happ uttalelse er jo en katastrofalt dårlig beskrivelse av fakta, som skaper inntrykk av manglende strategi og kunnskapsløshet. " |
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attach
Forumsjef
Joined: 05 Jul 2005
Posts: 25183
Location: Rosenborg
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| Posted: 23.02.2007 13:40 Post subject: |
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| Jeg vedder på at de tenker at Aalborg hadde flaks og at de ligger i Danmark som er noe heelt annet enn Trøndelag. |
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Haugen
Veteran
Joined: 06 May 2005
Posts: 3242
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| Posted: 23.02.2007 13:55 Post subject: |
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| Selvfølgelig, var Endre jeg tenkte på. |
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Forumsjef
Joined: 05 Jul 2005
Posts: 25183
Location: Rosenborg
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| Posted: 07.03.2007 15:27 Post subject: |
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Noen som reagerte på Komplett.no Arena?
Den østerrikske klubben SC Schwanenstadt heter nå SCS bet-at-home.com. Forhåpentligvis kan også Rosenborg finne noen som er villig til å bla opp noen millioner for klubbnavnet. En mellomting kan f.eks. være Rosenborg Rema 1000 Ballklub.  |
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2mas
Sjef
Joined: 06 Sep 2002
Posts: 61957
Location: Trondhjem
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| Posted: 07.03.2007 15:35 Post subject: |
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| Østerrikske klubber har solgt klubbnavnene sine i årevis, jf. sponsor-tråden. Det er faktisk bare nesten Rapid Wien som ikke har sponsorinnblanding i sitt offisielle klubbnavn. |
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attach
Forumsjef
Joined: 05 Jul 2005
Posts: 25183
Location: Rosenborg
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| Posted: 07.03.2007 15:38 Post subject: |
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| Ja, men det tilfellet var i det groveste laget. Eller, det er forsåvidt like grovt uansett når man tukler med klubbnavnet. |
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Erik
Veteran
Joined: 04 Oct 2005
Posts: 3291
Location: Kristiansand
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| Posted: 07.03.2007 15:41 Post subject: |
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Kan godt være det bare jeg ikke forstår, men mener du det er bra at klubben fikk inn bet-at-home.com i klubb navnet? 
Komplett.no arena er det latterligste stadionnavnet jeg har hørt. |
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