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The ECA has endeavoured to keep the information up to date, but it makes no representations or warranties of any kind, expressed or implied, about the completeness, accuracy, or reliability, with respect to this information. Relationships between key internal actors are of vital importance for the sporting success of the club, which, in most cases, is also a prerequisite for the business and community success. It is the same situation as in any traditional company when managing uncertainties. As ECA Chairman, I am delighted to present you with the third edition of this Guide, re-edited spe- cially to commemorate the year anniversary of our association, with a unique collection of club cases from some of the leading and most innovative football clubs in Europe. The sports result and business result are two tangible variables that have been traditionally included in the analysis of football club operation through league placing and tournament wins on one side and the economic performance of clubs on the other. The relation- ship between the club and its wider world will ultimately be responsible for its success or failure as an organisation.

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For more information, visit the dedicated website www. From the club development framework in the above part of this guide, we assume clubpdf there are five maturing steps, or levels of development, of a football club. All the individual chapters are inherently related to each other by means of reflecting a part of the overall club organisational structure model, but can be equally useful in a standalone format.

This publication aims to gather information directly from clubs, to analyse it and offer a practical benchmark. This is not a publication that you have to read from the first page to the last.

These three dimensions combine to provide an overview of a framework club organisational structure, that has been utilised as the basis for the construction of this guide. Modern football clubs have a complex setup with many different stakeholder relations, constantly facing new challenges in a rapidly changing environment surrounding the club. In the club analyses, we saw the condi- tions for good management, which were: This is where the importance of competent leaders cannot be emphasised enough.

In producing this guide, our goal is to share the knowledge and experience of club CEOs and top officials, who have a deep understanding of European club football.

The Club of [Free PDF]

We as ECA must always re- member that vlibpdf are strong competitors on the pitch, but remain close collaborators off the pitch. Since the core activity of ECA is ensuring the growth of club football, the sharing of ideas and best practices amongst members adds intrinsic value to our organisation. As ECA Chairman, I am delighted to present you with the third edition of this Guide, re-edited spe- cially to commemorate the year anniversary of our association, with a unique collection of club cases from some of the leading and most innovative football clubs in Europe.

This environment will have football-specific elements, and also components that are universally applicable to any economic and social clibpdd that is functioning within a given jurisdiction.

The guide does not claim to provide a single template to guarantee successful club management, but rather at- tempts to offer insights into effective club management through sharing real-life examples clivpdf clubs of various sizes clkbpdf locations throughout Europe of dealing with certain challenges and situations.

In reality, football clubs serve as an effective nexus between the local community, the business world and public authorities, and this has made them extremely important players within their environments. To think and act strategically in this environment requires a certain mind-set and a thorough understanding of all areas of club management.

Clubs and the ECA are, therefore, very closely linked with the ECA being at international level the most relevant and significant stakeholder for clubs protecting their interests and defending their position towards other actors. This mixed approach constitutes the main method of presenting material in the guide. This ECA Club Management Cliibpdf is certainly an important tool in this process, and offers a rich set of mosaics for clubs to examine and maybe adopt, in part, for their own jigsaw.

The cpibpdf contained in the research are for general information clib;df only and are not offered as nor constitute advice on any particular matter. The long term clibpdd and vision function is one of the most important functions on the part of club owner- ship, as it serves to lay the foundations for overall club development and will have an impact on the short, medium, and long term time horizons for any club. For this reason we have included many case studies and personal experiences, al- lowing every club to draw comparisons.

A shrinking world in which political and technological complexity increase at an accelerating rate offers fewer and fewer arenas in which individual action suffices.

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In the 10 years since its creation, the European Club Association ECA has become a primary stakeholder in the football industry. Various real-life club strategies are also given as examples in parallel with the functions of change and crisis management, which are generally the two clibpdff that regulate club development in the time dimension.

Any substantial or systematic reproduction, re-distribution, re-selling, loan, sub-licensing, systematic supply or distribution in any clinpdf to anyone is expressly forbidden.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means — electronic, mechanical, photocopying, recording or otherwise — without the prior written permission of the ECA.

This is a pioneering study, the aim of which is to reflect in a very practical manner the daily tasks, as well as the challenges in the ever-changing environment we operate in. We witnessed during the first two editions of the programme, that Management is a strong practical exercise essentially based on experience, flexibility, network and, most importantly, willingness to learn and share knowledge.

The sports structure of clubs is shaped by short term, medium term and long term pressures, with various functional actors in this structure responsible for the success of the club in the short, medium and long terms. The chapter also utilises the time dimension by placing the various cost drivers and revenue streams into the three time horizons. Each visited club was carefully selected on the basis of its clipbdf interest as a source of valuable clkbpdf for the guide flibpdf a specific area.

The programme is about management in the world of club football, aiming to strengthen the knowledge of football club executives.

The activity on the pitch and during the matches should be characterised by collabora- tion but can, in specific situations, be extremely hero orientated. The ECA Club Management Guide aims to directly respond to the rapid managerial, commercial and global development of football.