The Foundation of a Football Club: “A Relevant Social Actor”

Escola Universitària d’Enginyeria Tècnica de Telecomunicació La Salle

Final Thesis

Graduate in Management of Business and Technology

THE FOUNDATION OF A FOOTBALL CLUB: “A RELEVANT SOCIAL ACTOR”

Spanish Market

Student Promoter

Marc Badesa Mas Dawn Karen Hiscock

1 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” ACTA DE L'EXAMEN DEL TREBALL FI DE GRAU

Meeting of the evaluating panel on this day, the student:

D. Marc Badesa Mas

Presented their final thesis on the following subject:

THE FOUNDATION OF A FOOTBALL CLUB: “A RELEVANT SOCIAL ACTOR”

Spanish Market

At the end of the presentation and upon answering the questions of the members of the panel, this thesis was awarded the following grade:

Barcelona,

MEMBER OF THE PANEL MEMBER OF THE PANEL

PRESIDENT OF THE PANEL

2 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” Index

1. THE PROBLEM, OPPORTUNITIES AND THE CHALLENGE

2. CURRENT SITUATION AND ANALYSIS Comparative analysis: Football Clubs and Foundation

3. PROPOSAL: THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR. (Spanish Market) 1. Strategy 2. Economic model.

4. ANNEX 1. Ranking of sports practiced in Spain 2. The 20 most important clubs in the world by number of members. 3. Business in football: Brands Investing in football

4. Bibliography

5. Future Case studies

3 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” 1. PROBLEM, OPPORTUNITIES AND THE CHALLENGE

THE PROBLEM:

In general it can be said that football clubs are committed to social action. Football Clubs, through their foundation, return to the society part of what they obtains from their activity.

The average functioning of foundations is to plan primarily the activity depending on the funds drawn from the club they belong to. Additionally funds are drown form from donations and partnerships.

The financial dependence of the foundations from their clubs is identified as a weakness and a problem, given that the clubs may not be financially stable and therefore cannot ensure the financial stability to their foundation.

The economy of a football club is directly related to sports results and to its economic management capability. The income and budget of the club increases or decreases depending on sports results like qualifications and participation in international competitions, and also it depends on the television broadcasts rights and sponsorships incomes.

When clubs get bad results, their budget for social responsibility shrinks. Sometimes the club could even disappear, and together with the club could disappeared their foundation.

OPPORTUNITIES:

Despite of the weaknesses described above, the football sector offers great opportunities. Football establishes great emotional connections with the society and football moves the world of business.

Sports marketing are very strong in the football business sector and consequently a foundation of a football club can take advantage of this environment to raise funds and to develop actions that can have great interest for the society.

Football clubs can easily call the attention for both, to raise funds and to develop social activities.

Football in Europe has deep social roots and is ingrained culturally with the society in a manner that becomes a communication channel for connecting with the society. Football is a mass sport practiced and followed by a wide range of the population.

Clubs are in touch periodically with an important number of people in the cities where they are based. They embrace their member periodically and have the opportunity to establish great emotional connections.

There is a big difference between football foundations and business or private foundations:

According to the Spanish Fundraising Association, in Spain there are an average of 20 foundations per 100.000 habitants which is the same as 1 foundations per 5.000 habitants.

Compare to that average we find that all football clubs (40) of the Spanish league have more than 5.000 members and they are surpassing the average of foundations in Spain

4 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” Football clubs have the following range of member captive periodically in the stadium:

- 5 clubs have from 5.000 to 10.000 members - 5 clubs have from 10.000 to 15.000 members - 7 clubs have from 15.000 to 20.000 members - 5 clubs have from 20.000 to 25.000 members - 4 clubs have from 25.000 to 40.000 members - 5 clubs have more than 40.000 up to 67.000 members - 2 clubs have more than 67.000 members

This shows that there is a great potential for the clubs to establish great connections with their members, for raising funds and for developing social actions as they can connect with a high number of members that are periodically captive in their stadium.

In addition to that we find that the football clubs of the Spanish league are not included in the list of the 75 most important foundations considered in Spain, this also lead us to the conclusion that there is a great opportunity for performing a notorious social action.

THE CHALLENGE

This scenario leads to the question, whether football can be a strong and powerful platform for the development of social responsibility action and whether the foundation of a football club can be a relevant social actor for the community.

It seems that there could be an opportunity for the foundations of the football club, regardless of the budget of the club, and the budget of the foundation, to implement an operation model that boost its social and solidarity action continuously without rely solely on the contribution of the club and donations.

This case studies a business model that combines social responsibility and football, using football as the vertebral axis while at the same time carrying out social projects, welfare, and institutional or cultural actions.

It focuses on an approach where a foundation pursues to be an efficient social actor for the community and disseminates the social values and principles of the organization while at the same time gets to be self-sustainable.

The model aims to ensure the continuity of the activity, a better planning of projects, investment, execution and also aim to expand it´s operation.

5 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” 2. CURRENT SITUATION AND ANALYSIS / SPANISH MARKET

To establish certain benchmarks for the analysis, it is necessary to limit the territory, therefore this study is framed in the Spanish football market where football is a very important sport. Even so, international football markets are observed. Football in Spain has a large number of practitioners and followers, and has a great social influence. Also football televised is a mass entertainment. The conclusions of this analysis could be extrapolated to any country where football is a mass relevant sport.

WHEN FOOTBALL IS THE MOST IMPORTANT SPORT IN THE COUNTRY

The following conclusions are based on the ranking of sports practiced in Spain in 2015, by number of federated licenses and by number of clubs.

Football is the most important sport in Spain, with 909,761 licenses and 21,831 clubs. In second position is basketball with 355,845 licenses and 3,542 clubs. In third position is hunting with 333,974 licenses and 5,836 clubs. In fourth place is golf with 276,150 licenses and 591 clubs. By number of clubs it stands out cycling with 3,575 clubs although only has 75,855 licenses. After doing some research I identified that 3 Spanish teams are in between the 20 most important clubs in the world by number of members; the teams are Atletico de Madrid, Real Madrid, F.C. Barcelona. I found this list of 20 teams Looking at the charts created by Hayas where they show all the sponsors by teams, we can see that football is a sector that attracts the interest of many brands and big companies. The most important brands from different sectors are sponsoring football. According to Hayas 11 clubs of the Spanish league have more than 10 sponsors; and 11 clubs of the Spanish league have more than 5 sponsors.

COMPARATIVE OF SPANISH FOOTBALL CLUBS AND FOUNDATIONS1

The following sections analyses the football sector and the impact that has it in the society. It analyses the profile of the foundations of football clubs; their origin, their economic model, their strategies and the impact they have in the community.

For the analysis it has been built an excel sheet that cover all clubs from 1st and 2nd division. It compares the football clubs of the Spanish league and their foundations

Variables are the following: • Date of foundation • Annual budget • Capacity of the stadium • Number of members and subscribers • Population where the club is located (city and area of influence) • Ratios: members of the club compared to population (city, metropolitan area) • Sponsors of the Club.

6 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

For the analysis of the Foundations are taken the following variables: • Date of foundation, • Budget • Social objectives, activity and Fundraising: § focused on formation of football grassroots § focused on social action, solidarity and humanitarian action.

In first division clubs were founded between 1890 and 1949. In second division clubs were founded between 1908 and 1999. 33 clubs (first and second division) were founded between 1890 and 1930. 10 clubs (first and second division) were founded between 1931 and 1960. 4 clubs were founded after 1960. 12 clubs were founded between 1890 and 1910: F.C. Barcelona, Real Madrid F.C., Atlético de Madrid, Atlético Club de Bilbao, Sevilla F.C., Real Club Deportivo La Coruña, Real Club Deportivo Espanyol, Real Sociedad, Real Sporting Guijón, Real Betis, Levante Unión Deportiva, Cádiz F.C.

Football in Spain is a sports activity with a great history and with great social and cultural roots in the population. A large number of the Spanish football clubs have more than 100 years of history and are very ingrained in the population. There is a very fluid and both senses communication between the football clubs and the society. There are great relations and emotional connections established between clubs and the local population. This determines a strong implication of the society with the foundations and the social projects.

THE SOLIDARITY PROFILE OF THE SPANISH LEAGUE

Spanish football has been committed to social work for many years, but it is only since 1993 that the social responsibility action started to be carried out more systematic through the foundations. Foundations draw on funds from clubs, from donations and sponsorships.

Currently there are 30 foundations of football clubs in Spain out of 42 clubs (First and Second Division). This places the Spanish league among the most active in social action from the European Leagues.

The Spanish Football League is very supportive. It's cultural. Regardless of the size and the budget, most of the clubs invest in social commitment.

SUMMARY OF THE MOST OUTSTANDING STRATEGIES

Budgets and qualitative matters: There is not complete information on what Spanish clubs are investing in social action. It is variable because it depends on the annual income, if they are classified in first or second division. We know that the club allocate between 70,000 euro and 10 million euros per year to social initiatives.

Fútbol Club Barcelona and Real Madrid were pioneers in the creation of foundations and today they are the ones that invest more in social commitment, although there are other smaller clubs with very active and effective foundations such as Valencia FC, Deportivo La Coruña, Atletico de Madrid, Sevilla FC and in second division Rayo Vallecano.

7 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

The following club are listed by level of investment in social commitment. Also includes a short description of their strategies and social action.

• 1 - The foundation of F.C. Barcelona was constituted in 1994, and has a budget of over 10 million euros. It is the team that dedicates more resources to social commitment. The club contributes with the 30% and the rest is drawn from donations of individuals and foundations like Mapfre, La Caixa or Shell (38%). Since 2006, (when the team joined the United Nations Millennium Development Goals) F.C.B. additionally cedes 0.7% of its ordinary income to the foundation. Players also give the 2.5% of their wages. The club collaborates with Unicef, donating 1.5 million euros a year for social and educational projects through sport, in South Africa, Ghana, China, Brazil and in Catalonia. The Club also develops projects for the inclusion of children and disabled children in sport.

• 2 - The Foundation of Real Madrid constituted in 1997, allocates to social work 9 million euros per year. They promote 152 sports partner schools in Spain and 238 partner sports schools internationally. The club implemented the Volunteer office of the Real Madrid. Conducts training in values for more than 2,200 children in Madrid and 10,500 worldwide and runs summer camps for more than 3,000 children.

• 3 - The foundations of Valencia F.C. dedicates approximately 1.2 million euros per year to Social Responsibility. Since it´s constitution in 2015, the foundation has focused on supporting the most disadvantaged and fostering a sense of belonging to Valencia. They promote "les Escoles Cor Blanquinegre", an educational, social and sports project so that the students of four schools of Valencia use the sport as motivating instrument of improvement. They implement the ID football program for people with disabilities, which also includes the club, the Mapfre Foundation and the Paterna Town Council. The Valencia F.C. collaborates with other entities such as the Association of Alzheimer's Patients of Valencia, Red Cross, Casa Caridad of Valencia, Unicef, Valencia Institute of Oncology and Asin Down Valencia.

• 4 - Deportivo La Coruña is one of the most supportive teams. The club invests 1 million euros, 4% of its budget, which amounts is about 30 million euros per year, in returning to the society what the club obtains from its activity. Deportivo de La Coruña invests in children, education, health, safety and solidarity.

• 5 - The foundations of Atlético de Madrid collaborates with the Red Cross, Down Madrid, Down España, Mensajeros de la Paz, Spanish Federation of Rare Diseases and the Foundation of the Heart, among others. The entity was born in 1996. The solidarity calendar is one of its most outstanding initiatives. In the last two years the funds raised have been devoted to research on rare diseases. Also the foundation invests in actions for the inclusion of refugees and for people with intellectual disabilities.

8 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” • 6 - The Foundation of Sevilla F.C. was constituted in 2006. Is focused on the development of 500 social educational and sport activities in which 12,000 children participate. The foundation has also distributed 12,000 kg of food.

• 7 - Rayo Vallecano, although the club has one of the lowest budgets of the League, is heavily involved in projects for the inclusion of the most disadvantaged children in sport. The club organizes summer camps for about 500 children who have free access to the equipment, trainers and facilities. One of its most outstanding initiatives is the selling of solidarity t-shirts, whose benefits of sells go to seven causes (associations of HIV patients, children with cancer, gender abuse and collective bargaining).

• The Professional Football League also has a foundation. Has a budget of almost 1 mill euros. Is focused in the internationalization of the League, institutional, cultural, and social action. Organizes “The Champions for Solidarity” event, together with Unicef and involves players from the 42 Spanish teams of the First and Second Division. The sporting event, aimed at humanitarian emergencies and projects related to the basic needs of children, has exceeded one million euros in the last two years.

9 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” THE&CLUB& BUDGET&OF& %& %& AREA&OF& &ANNUAL& SITS&IN&THE& HAS&A& THE& FIRST&DIVISION FOUNDATION OWNER MEMBERS MEMBERS&/& CITY&(2015) MEMBERS& INFLUENCE&& SPONSORS WEB OBJECTIVE&OF&THE&FOUNDATION&:& BUDGET STADIUM FOUNDATI FOUNDATIO CITY& /AREA (2015) ON N&(2014) The foundation of F.C. Barcelona was constituted in 1994, and has a budget of over 10 million euros. It is the team that dedicates more resources to social commitment. The club contributes with the 30% and the rest is drawn from donations of individuals and foundations https://fundac like Mapfre, La Caixa or Shell (38%). Since 2006, (when the team joined the Futbol Club io.fcbarcelon Quatar United Nations Millennium Development Barcelona a.cat/fitxa/fun 1,899 Socios 157,000,000 99,787 85,000 5 1,604,555 2 5,523,922 Airways SI - 1994 8,000,000 Goals) F.C.B. additionally cedes 0.7% of (Barcelona / Unicef Nike dacio-fc- Barcelona) its ordinary income to the foundation. barcelona-qui- Players also give the 2.5% of their som wages. The club collaborates with Unicef, donating 1.5 million euros a year for social and educational projects through sport, in South Africa, Ghana, China, Brazil and in Catalonia. The Club also develops projects for the inclusion of children and disabled children in sport. The Foundation of Real Madrid constituted in 1997, allocates to social work 9 million euros per year. They http://www.re promote 152 sports partner schools in Real Madrid almadrid.com Spain and 238 partner sports schools Emirates (Madrid / 1,902 Socios 453,000,000 85,454 67,000 2 3,141,991 1 6,436,996 Si - 9,000,000 /sobre-el-real- internationally. The club implemented the Adidas Madrid) madrid/funda Volunteer office of the Real Madrid. cion Conducts training in values for more than 2,200 children in Madrid and 10,500 worldwide and runs summer camps for more than 3,000 children. The foundations of Atlético de Madrid collaborates with the Red Cross, Down Madrid, Down España, Mensajeros de la Paz, Spanish Federation of Rare https://www.a Diseases and the Foundation of the Atlético de Heart, among others. The entity was Madrid Azerbaijan tleticodemadr 1,903 Socios 140,000,000 54,851 48,000 2 3,141,991 1 6,436,996 Si - 1997 born in 1996. The solidarity calendar is (Madrid / Nike id.com/notici Madrid) one of its most outstanding initiatives. In as-fundacion/ the last two years the funds raised have been devoted to research on rare diseases. Also the foundation invests in actions for the inclusion of refugees and for people with intellectual disabilities. The foundations of Valencia F.C. dedicates approximately 1.2 million euros per year to Social Responsibility. Since it´s constitution in 2015, the foundation has focused on supporting the most disadvantaged and fostering a sense of belonging to Valencia. They promote "les Escoles Cor Blanquinegre", an educational, social and sports project http://www.va so that the students of four schools of Valencia CaixaBank lenciacf.com/ Valencia use the sport as motivating (Valencia / 1,919 Socios 30,000,000 55,000 39,500 5 786,189 2 2,543,315 Gol TV SI - 2015 1,200,000 Valencia) Adidas ver/47685/la- instrument of improvement. They fundacio.html implement the ID football program for people with disabilities, which also includes the club, the Mapfre Foundation and the Paterna Town Council. The Valencia F.C. collaborates with other entities such as the Association of Alzheimer's Patients of Valencia, Red Cross, Casa Caridad of Valencia, Unicef, Valencia Institute of Oncology and Asin Down Valencia. http://www.mi Atletic Club athletic.com/ de Bilbao Petronor 1,898 Socios 58,693,000 53,332 41,000 12 345,141 4 1,148,775 Si - 2002 wiki/fundació (-) (Bilbao / Nike Bizkaia) n_athletic_cl ub_fundazioa The Foundation of Sevilla F.C. was Visit constituted in 2006. Is focused on the Sevilla F.C Malaysia http://fundaci development of 500 social educational (Sevilla/Sevill 1,890 Socios 100,000,000 48,649 39,800 6 693,878 2 1,941,480 Pont Grup Si . 2006 on.sevillafc.e and sport activities in which 12,000 a) New s Balance children participate. The foundation has also distributed 12,000 kg of food. Deportivo)La)Coruña)is)one)of)the)most) supportive)teams.)The)club)invests)1) Real Club million)euros,)4%)of)its)budget,)which) Estrella Deportivo La amounts)is)about)30)million)euros)per) Galicia Coruña (La 1,906 Socios 30,000,000 34,600 25,913 11 243,870 2 1,127,196 1,200,000 Abanca year,)in)returning)to)the)society)what) Coruña / Lotto the)club)obtains)from)its)activity.) Coruña) Deportivo)de)La)Coruña)invests)in) children,)education,)health,)safety)and) solidarity. Real Club Rstar http://www.rc Deportivo Group despanyol.co Espanyol 1,900 Socios 15,800,000 40,423 27,000 2 1,604,555 0 5,523,922 SI - 1997 (-) Riviera (Barcelona / m/es/fundaci Maya Joma Barcelona) on/ Real Qbao.com Sociedad http://fundazi Canal Plus (San 1,909 Socios 17,162,000 32,076 19,770 11 186,095 3 716,834 SI (-) Kutxa oa.realsocied Sebastian / Adidas ad.com Guipuzcoa) Citroen Real Celta de http://www.fu Estrella Vigo (Vigo / 1,923 Socios 30,000,000 28,700 24,000 8 294,098 3 947,374 SI ndacioncelta. (-) Galicia Pontevedra) Adidas com http://www.re Real Sporting Ayuntamien alsporting.co Gijón (Gijón / 1,905 Socios 4,500,000 30,000 22,900 8 275,735 2 1,051,229 to Gijón SI m/webrsg/ind (-) Asturias) Nike ex.php/templ ate/fundacion http://www.fu Real Betis ndacionrbb.o (Sevilla / 1,907 Socios 22,000,000 56,500 43,800 6 693,878 2 1,941,480 Adidas SI (-) Sevilla) rg/fines-de-la- fundacion/ http://www.os Club Atlético Lacturale asuna.es/el- Osasuna 1,920 Socios 24,910,000 19,800 15,000 8 196,166 2 640,476 CAN SI club/fundacio (-) (Pamplona/N Adidas avarra) n- osasuna.html

Deportivo http://fundaci Alavés on5mas11.or 1,921 Socios 8,000,000 19,940 11,000 5 243,918 3 323,648 Hummel SI (-) (Vitoria/ g/actividades- Alava) sociales/ Solver sport Capita. Granada C.F. http://fundaci BMN Caja (Granada/ 1,931 Socios 30,000,000 22,524 11,500 5 235,800 1 917,297 SI (-) Granada/ ongcf.asocia Granada) Caja Rural net.com Joma

Union Cabildo deportiva Las Gran Palmas (Las 1,949 Socios 30,335,370 32,230 20,000 5 379,766 2 1,098,406 Canaria (-) Palmas/ Las Spar Palmas Gran Acerbis Canaria) Villareal C. F. Pamesa (Villareal / 1,923 Socios 25,000,000 24,500 17,000 33 50,755 3 582,508 Cerámica (-) Castellón) Xtep Sociedad http://www.sd Deportiva Avia 1,940 Socios 40,000,000 7,400 5,000 18 27,440 1 716,834 SI eibar.com/fun (-) Eibar (Eibar/ Hummel Guipuzcoa) dazioa Club Deportio GoldenPark Leganés 1,928 Socios 1,300,000 10,959 8,800 5 186,696 0 6,436,996 Teletaxi NO (-) (Leganes / Joma Madrdi) Marathon C.F.Malaga http://www.m Bet (Malaga / 1,948 Socios 25,700,000 30,377 26,503 5 569,130 2 1,628,973 SI alagacf.com/f (-) 10 Porsche Malag) Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT Nike SOCIAL ACTOR” undacion %' %' THE'CLUB' SITS'IN' AREA'OF' BUDGET'OF'THE' OWN' EXTERIOR' FOUND 'ANNUAL' MEMBE MEMBE HAS'A' OBJECTIVE'OF'THE'FOUNDATION':''SOCIAL,' SECOND'DIVISION OWNER THE' MEMBERS CITY'(2015) INFLUENCE'' SPONSORS FOUNDATION' CONTRIBU CONTRIBU WEB ATION BUDGET RS'/' RS' FOUNDA SOLIDARITY STADIUM (2015) (2014) TION TION CITY' /AREA TION

Real Zaragoza http://www.real (Zaragoza / 1,932 2,700,000 34,596 18,527 3 664,953 956,006 Mercury SI zaragoza.com/f (-) Zaragoza) undacion Real Valladolid http://www.real (Valladolid / 1,928 9,000,000 26,512 11,856 4 303,905 2 526,288 Hummel si/no valladolid.es/eti (-) Valladolid) quetas/Fundaci Real Oviedo (Oviedo / 1,926 3,400,000 30,500 20,343 9 221,870 2 1,062,000 NO …. …. (-) Asturias) Real Club http://fundacior Deportivo Air Europa 1,916 15,000,000 23,142 12,000 3 400,578 1 1,104,479 SI eialmallorca.co (-) Mallorca Macron (Palma de m Levante Unió http://www.leva Deportiva nteud.com/es/i 1,908 19,000,000 25,354 15,000 2 786,189 1 2,543,315 NIKE (-) (Valencia / nfo/la- Valencia) fundacion Elche C.F. Gios Eppo (Elche / 1,923 7,710,000 36,017 25,000 11 228,647 1 1,855,047 Sportium NO …. …. (-) Alicante) Kelme https://web.cad Cádiz C.F. Diario Cadiz izcf.com/noticia 1,908 3,500,000 25,033 15,500 13 120,468 1 1,240,284 SI (-) (Cadiz / Cadiz) Adidas s/9002/fundaci on Tango Fruit http://www.fund Córdoba C.F. Supermerca acioncordobacf (Córdoba / 1,954 11,000,000 21,822 15,500 5 327,362 2 795,611 SI (-) dos Piedra Cordoba) .com/articulo.p Kappa hp?idart=3 Tarragona Gimnàstic BMW Tarragona 1,914 1,000,000 14,500 5,600 4,267 131.255 1 795,101 Service NO …. …. (-) (Tarragona / Busquets Tarragona) Nastic Club Deportivo Cabildo Tenerife (S.C. Tenerife 1,912 5,000,000 24,000 7,000 3 203,811 1 1,001,900 NO …. …. (-) Tenerife /S.C. CaixaBank Tenerife) Hummel Girona F.C. (Girona / 1,930 8,000,000 9,282 5,500 6 97,586 1 753,054 Kappa NO …. …. (-) Girona) Rayo Vallecano, although the club has one of the lowest budgets of the League, is heavily involved in projects for the inclusion of the most disadvantaged children in sport. The club organizes summer camps for about Rayo Vayecano NJQY Sport http://www.fund SI - 500 children who have free access to the (Vallecas / 1,924 12,000,000 15,500 9,735 10 92,794 0 6,436,996 Mang. Nevir 70,000 acionrayovalle 2006 equipment, trainers and facilities. One of its Madrid) Erreà cano.es most outstanding initiatives is the selling of solidarity t-shirts, whose benefits of sells go to seven causes (associations of HIV patients, children with cancer, gender abuse and collective bargaining).

Club Deportivo Grupo Herce Numancia 1,945 5,000,000 9,052 4,000 10 39,168 4 91,006 Caja Rural NO …. …. (-) (Soria / Soria) Soria Errea Club Deportivo Diputación Mirándés 1,927 3,647,118 6,500 4,808 3 177,100 1 364,002 Burgos NO …. …. (-) (Burgos / Errea Burgos) Sociedad Deportiva http://www.sdh Huesca 1,960 1,060,709 5,300 4,200 8 52,239 2 222,909 Forcusa SI uesca.es/funda (-) (Huesca / cion Huesca) Estrella Galicia Club Deportivo Abanca, 7840 / Lugo ( 1,953 3,900,000 3,500 4 98,134 1 339,386 Nissan, NO …. …. (-) 4.800 Lugo / Lugo) Concello Lugo, Hummel Getafe C.F. Tecnocasa (Getafe / 1,976 42,000,000 17,700 12,000 7 173,057 0 6,436,996 UEDBet ….. (-) Madrdi) Joma C.F. Reus Borges (Reus / 1,909 550,000 4,700 0 104,962 0 795,101 NO …. …. (-) Kappa Tarragona) Sevilla At. New http://fundacion (Sevilla / 1,958 60,000,000 7,500 3,900 1 693,878 0 1,941,480 (-) Balance Sevilla) .sevillafc.es Alcorcón Agrup Deportiva 1,971 4,800,000 5,430 3,000 2 170,336 0 6,436,996 Errea NO …. …. (-) ( Alcorcón / Madrid) Unión Deportiva Ucrisol.com Almería 1,989 11,000,000 22,000 12,000 6 194,203 2 701,211 Costa NO …. …. (-) (Almeria / Almería Nike Almeria) UCAM Murcia (Murcia / 1,999 6,500 3,000 1 439,889 0 1,467,288 UCAM NO …. …. (-) Murcia)

11 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” THE POTENTICAL OF CLUBS TO INTERACT WITH THE SOCIETY

This section analyses the potential that the club has to interact with the society and consequently to raise funds and to influence positively to the population.

The following tables ranks the clubs of the Spanish league, first and second division, by highest ratio of members per capita. Key points analysed are: Number of club members, margin of membership growth, sits in the stadium, the population where the club is located geographically, and their ranking in the Spanish league.

The clubs marked with a shadow are the clubs with greater social commitment according to the Professional Football league rapports.

Ratio: Ratio: Possible Ranked FIRST Seats in Club Population Membership/ Population Membership/ growth 2017 DIVISION the Members City Area Clubs Population Populations stadium

City Area 5 Villareal C.F. 17.000 50.755 33,5% 582.508 2,9% 24.500 7.500 Deportivo 10 Eibar Society 5.000 27.440 18,2% 716.834 0,7% 7.400 2.400 Atletico Club 7 de Bilbao 41.000 345.141 11,9% 1.148.775 3,6% 53.332 12.332 Deportivo la 16 Coruña 25.913 243.870 10,6% 1.127.196 2,3% 34.600 8.687 Real 6 Sociedad 19.770 186.095 10,6% 716.834 2,8% 32.076 12.306 Real Sporting 18 Gijón 22.900 275.735 8,3% 1.051.229 2,2% 30.000 7.100 Real Celta de 13 Vigo 24.000 294.098 8,2% 947.334 2,5% 28700 4.700 Club Atletico 19 Osasuna 15.000 196.166 7,6% 640.476 2,3% 19.800 4.800 15 Real Betis 43.800 693.878 6,3% 1.941.480 2,3% 56.500 12.700 4 Sevilla F.C. 39.800 693.878 5,7% 1.941.480 2,0% 48.649 8.849 F.C. 2 Barcelona 85.000 1.620.943 5,2% 3.239.337 2,6% 99.787 14.787 12 Valencia F.C: 39.500 786.189 5,0% 2.543.315 1,6% 55.000 15.500 Deportivo 9 Alvés 11.000 243.918 4,5% 323.648 3,4% 19940 8.940 20 Granada C.F 11.500 235.800 4,9% 917.297 1,3% 22.524 11.024 Unión Deportiva 14 Las Palmas 20.000 379.766 5,3% 1.098.406 1,8% 32.230 12.230 Club Deportivo 17 Leganés 8.800 186.696 4,7% 6.436.996 0,1% 10.959 2.159 Club de Fütbol 11 Málaga 26.503 569.130 4,7% 1.628.937 1,6% 30377 3.874 1 Real Madrid 67.000 3.141.991 2,1% 6.436.996 1,0% 85.454 18.454 Real Club Deportivo 8 Español 27.000 1.620.943 1,7% 3.239.337 0,8% 40.423 13.423 Atlético de 3 Madrid 48.000 3.141.991 1,5% 6.436.996 0,7% 54.851 6.851

12 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” Ratio: Ratio: Possible SECOND Sits in Club Population Membership/ Population Membership/ groth Ranked DIVISION the Members City Area Clubs Population Populations stadium

City Area 5 Cadiz C.F 15.500 120.468 12,9% 1.240.284 1,2% 25.033 9.533 18 Elche C.F: 25.000 228.647 10,9% 1.855.047 1,3% 36.017 11.017 Rayo 13 Vallecano 9.735 92.794 10,5% 6.436.996 0,2% 15.500 5.765 Club Deportivo 12 Numancia 4.000 39.168 10,2% 91.006 4,4% 9.052 5.052 8 Oviedo F.C. 20.343 221.870 9,2% 1.062.000 1,9% 30.500 10.157 Sociedad Deportiva 6 Huesca 4.200 52.239 8,0% 222.909 1,9% 5.300 1.100 Real 7 Valladolid 22.343 303.905 7,4% 526.288 4,2% 26.512 4.169 3 Getafe 12.000 173.057 6,9% 6.436.996 0,2% 17.700 5.700 Unión Deportiva 16 Almeria 12.000 194.203 6,2% 701.211 1,7% 22.000 10.000 2 Gerona F.C. 5.500 97.528 5,6% 750.054 0,7% 9.282 3.782 17 Córdoba C.F. 15.000 327.362 4,6% 795.611 1,9% 21.822 6.822 Gimnastic 19 Tarragona 5.600 131.255 4,3% 795.101 0,7% 14.500 8.900 Club Deportivo 11 Lugo 3.500 98.174 3,6% 339.386 1,0% 7.840 4.340 Club Deportivo 4 Tenerife 7.000 203.811 3,4% 1.001.900 0,7% 24.000 17.000 Real 14 Zaragoza 18.527 664.953 2,8% 956.006 1,9% 34.596 16.069 Club Deportivo 22 Mirándes 4.808 177.100 2,7% 364.002 1,3% 6.500 1.692 Atletico Deportivo 21 Mallorca 12.000 457.800 2,6% 1.104.479 1,1% 23.142 11.142 Levante Unión 1 deportiva 15.000 781.189 1,9% 2.543.315 0,6% 25.354 10.354 Alarcón A Grup 20 Deportvo 3.000 170.376 1,8% 6.436.996 0,0% 5.430 2.430 Ucam 15 Murcia 3.000 439.889 0,7% 1.467.228 0,2% 6.500 3.500 Sevilla 9 Atletic 3.900 693.878 0,6% 1.941.480 0,2% 7.500 3.600 10 C.F. Reus 104.962 0,0% 795.101 0,0% 4.700 4.700

Conclusions of the chart: 5 Clubs with great potential to influence positively the population

o Villareal C.F.: the ratio between the number of members (17,000) and the population of Villareal (50,755) is 33% and 3% in relation to the nearby population of Castellón (582,508). The capacity of the stadium is 24,500. The club can grow in more than 7,000 members . - Ranked 5 in the league. - Primary Sponsor: Pamesa. - Sport Sponsor: Joma - 8 brands sponsors 13 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

o Deportivo Eibar Society: the ratio between the number of members (5,000) and the population of the city of Eibar (27,440) is 18% and 1% in relation to the population of the province of Guipucoa (716,834). The capacity of the stadium is 7,400. The club can grow in more than 2,000members . - Ranked 10 in the league. - Primary Sponsor: Avia and Wiko - Sport Sponsor: Puma - 14 brands sponsors.

o Atletico Club de Bilbao: the ratio between the number of members (41,000) and the population of the city of Bilbao (345,141) is 12% and 4% in relation to the population of the province of Bilbao (1,148,775). The capacity of the stadium is 523,332. The club can grow in more than 10,000 members . - Ranked 7 in the league. - Primary Sponsor: Bilbao Bizkaia Kutxa - Sport Sponsor: Nike - 11 brands sponsors.

o Real Club La Coruña sports: The ratio between the number of members (25,913) and the population of the city of La Coruna (242,870) is 11% and 2% in relation to the population of the province of Bilbao (1,127. 196). The stadium capacity is 34,600. The club can grow in more than 8,000 members . - Ranked 15 in the league. - Primary Sponsor: Estrella Galicia - Sport Sponsor: Lotto - 11 brand sponsors.

o Real Sociedad: The ratio between the number of members (19,770) and the population of the city of Bilbao (186,095) is 11% and 3% in relation to the population of the province of Guipuzcoa (716,834). Sports Sponsor Adidas. The capacity of the stadium is 32,076. The club can grow in more than 12,000 members . - Ranked 6 in the league. - Primary Sponsor: Qbao.com - Sport Sponsor: Adidas - 6 brand sponsors.

14 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” FC Barcelona and Real Madrid F.C are two unique clubs that cannot be compared straight to the rest of football clubs of the Spanish league

• The specific aspects that make this two clubs different and not comparable to the other is: o Are global and aspirational clubs. o High brand recognition. High brand value. Both are global aspirational brands. o More partners than sits in the stadium as they have members worldwide that do not occupy a seat. o Mask other clubs in the country and world wide. o Build the category of football and to position the city as a football city in the world. o Polarize the supporters. Half of the population locally and international are supporters of F.C. Barcelona and the other half are supporters of Real Madrid.

It is foreseeable that clubs with the highest ratio of membership per capita have more opportunities to communicate and influence the population, they may have a greater capacity to attract funds for social commitment.

According the rapport of the Professional Football League, the most active clubs in social action are Real Madrid, Atletico de Madrid, Futbol Club Barcelona , Valencia FC and Sevilla FC.

o Their ratio of club members per capita is: 2%, 1,5% , 5% , 5%, 2% and 6%. o They are strong clubs competing in the 1st division of the Spanish League, but not all of them are ranked in the top positions of the league. o This clubs are based in cities from 650.000 to 3.150.000 habitants.

According to the above references we can make the statement that clubs that have more than 1,5% ratio of club members per capita, in cities with more than 650.000 habitants have sufficient base to develop a notorious social and solidarity action with at least achieving the same performance as Atletico de Madrid is performing.

According to that same rational, clubs with a very high ratio of members per capita (12.9 % to 33%) like Villareal F.C. 33% and Deportivo Eibar 18,2%, which have a poor social commitment, have the opportunity to improve ant to increase dramatically their social performance. Clubs that are located in towns with sufficient social mass can support the sustained project of a foundation.Compared to the average foundations Football clubs have huge number of members periodically captive in the stadium and can establish emotional connections and get their support for raising funds and for developing social actions. The great majority of first and second division soccer clubs are eligible for developing social action.

15 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” 3. THE PROPOSAL: “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

STRATEGIC GUIDELINES

The following section proposes the strategic guidelines for a model of a football foundation in where regardless of the budget of the club, that implements an operation that boost its social and solidarity action continuously without rely solely on the contribution of the club and donations.

The business model proposed combines social responsibility and football, using football as the vertebral axis while at the same time carrying out social projects, welfare, and institutional or cultural actions.

The model aim to ensure the continuity of the activity, a better planning of projects, investment, execution and also is a model that aim to expand it´s operation.

The structure of the proposal is the following:

Vision

Core Mision

Objecves Values The Brand Sytaregy Fundaon "A social actor" Communicaon

Ecomic Innovave strucure model

16 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” BRAND STRATEGY

For the development of the project, it is essential to define a brand strategy. Even with generic parameters, it is necessary to establish some pillars on which to base the strategy. The parameters established for the development of this study are the following:

VISION: To be a key social actor in the market place where the Club qualifies.

MISSION: To develop a unique social and soccer action program being a reference in the market in which the club qualifies and to promote an emblematic social model that consolidate the social identity of the soccer Club.

VALUES: To disseminate the values of the Club, highlighting the authenticity (technical profile and history in football), its performance, passion, innovation, solidarity, commitment and it´s teamwork spirit.

STRATEGY: To develop unique social responsibility programs using football as the vertebral axis while at the same time carrying out social projects, welfare, and institutional or cultural actions, disseminating the social values and principles of the Club while at the same time the foundation get to be self-sustainable.

OBJETIVES: • AUTO FINANCING / SUSTAINABILITY • BE AN EFFICIENT SOCIAL ACTOR WITH RECOGNITION & REPUTATION • STRENGTHEN THE FOUNDATION & CLUB BRAND IMAGE • INCREASE THE DESIRE OF MEMBERSHIP TO THE CLUB & FOUNDATION

STRATEGY:

HUMAN ECONOMY: Building Teams / Agencies / Partners / Collaborators / Volunteers SELECTION OF DIFFERENTIATED PROJECTS: Social / Formative / Institutional / Cultural / ... EXCELLENCE IN PROJECT PLANNING AND EXECUTION PROJECT MANAGEMENT FUNDRAISING OF FUNDS WITH CREATING AN ASPIRATIONAL FOR FINANCING MARKETING AND BUSINESS IMAGE Sponsors / Partners / Sales / ... VISION EXCELLENCE IN MANAGING PARTNERS BRANDS

CAMPAIGN AND RESULTS EVALUATION DIFFUSION OF THE ACTIVITY qualitative quantitative

17 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” PROJECT SELECTION AND KEY EXECUTION POINTS:

• The foundation will stand out for it´s excellence in project execution. • Will lead projects with its own resources and co lead projects with partners specialized for complex marketing campaigns. • Each project includes a business plan, marketing and communication, with pre and post campaign evaluation, quantifying ROI for each partner and sponsors. It will capture and retain sponsors and partners for the creation of work teams and project funding. • The flawless execution of each event along with good coverage in the media, will provide the Foundation and the club with the reputation and excellence. • The selection of projects will be rigorously responding to the mission, values and strategy of the Foundation. • The management of economic resources will be efficient and transparent and benefits will be measurable. • The projects selected should be of communicative interest. • The organization and management of resources will be efficient.

COMMUNICATION: "THE FOUNDATION IS WHAT COMMUNICATES"

The communication plans of the Foundation aims to grow admiration, and the pride and desire of belonging to the Club.

Through it´s institutional communication plan, the foundation transmits the vision and mission of the Club.

In addition to getting media coverage activity, the Foundation will strive to communicate internally activities carried out to stakeholders: members, students, volunteers, employees, players, veterans, staff club, directors, partners, sponsors and clubs. The communication of the activities, aims to increase the feeling of involvement of the stakeholder in the projects of the Foundation.

THE IMPORTANCE AND THE VALUE OF VOLUNTEERS

"Not everything that counts can be counted. And not everything that can be counted, counts." - Albert Einstein

What is a volunteer? What is the value of volunteering? Is volunteering about money? Should we measure it that way? Most people would say no. Volunteering is not about money. Volunteering is about giving, contributing, and helping other individuals and the community at large. It is working with others to make a meaningful contribution to a better community.

18 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” Many people want to gain experience, acquire new skills, meet new people, or expand their network of contacts as a way to get a new job or start a career.

This is the intrinsic value of volunteering. It is not about money. And volunteering should not be measured that way.

The value of volunteering is very deep, much more fulfilling and much more important in contributing to a healthy and vibrant community than money can ever measure.

It is difficult to put monetary value on ordinary people doing extraordinary things.

ECONOMIC STRATEGY: FUNDRAISING

This section presents the strategic guidelines for raising funds.

It includes the raising of funds and resources for the development of social and solidarity activity, educations, formation and institutional and cultural activities.

The fundraising strategy will be defined for every project, depending on different variables like the project it self, target audience, geographical location, size, and other criteria.

AN INNOVATIVE MODEL:

While maintaining traditional principles of fundraising, the Foundation will implement a sustainable operating business model. Will aim to:

- To promote and coordinate activity through marketing strategies and business vision.

- To raise funds by promising return on investment for partners and sponsors

- To stand out for excellence in project execution.

- A good spread of values and social principles and solidarity will give the Club and the Foundation the positioning and recognition of excellence.

- To attract and retain sponsors and partners for financing new projects and building teams. The functioning should ensure the loyalty of key players, sponsors and partners for attracting new funds and resources.

- To implement digital fundraising, telemarketing and broadcasting strategies.

19 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” FUNDRAISING / CROSS-SECTIONAL ACTION

INCOME INVESTMENT/ COST ACTION TO BE PERFORMED

DONATIONS / PATRONAGE / SPONSORSHIP / OFFICE OF THE VOLUNTEER

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

CLUB Brand CONTRIBUTION CLUB Income € Marketing and awareness. Communicatons. Values association. Social branding. OFFICIAL SPONSOR MAIN SPONSOR Income € Marketing and Brand OF THE Communicatons awareness. FOUNDATION Values (1st level) association.

OFFICIAL SPONSOR MORE THAN ONE Income € Marketing and Social branding. OF X N Communicatons Brand THE FOUNDATION awareness. (2nd level) Values associated.

Small and large DONATIONS: Income € PR /VIPs actions: Parties, Social branding. donors: Private X N Events, dinners, etc ... Brand - Individuals, Public awareness. - Business NGOs - Foundations - Government It creates a VIP PRESCRIBERS VIP members of the Income € CRM and P.R. sense of will make two or Club X N community. three actions per year for raising funds FUNDRAISING:

DIGITAL Social branding. TELEMARKETING INDIVIDUALS Income € Digital marketing strategy Brand DIRECT RESPONSE TV X N awareness. INTERNACIONAL INTERNATIONAL SPONSOR For an Income € Project management International BRAND International project X N dimension VOLUNTEER OFFICE - Project Management Volunteers are

Expense - € - Management CRM an HR Value THE CLUB Platform from where - Campaigns implemented social - Marketing Social branding. projects aimed at communication the local community - Dissemination of Brand activity, awareness. - Compensation volunteers - Product, shirts, merchandising, gifts, - Annual Event for volunteers - EQUIPMENT, - THE CLUB COMPUTER, - Expense - € Marketing and For operating LOGISTICS Communicatons

20 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” 0.7% OF THE WAGE OF THE PLAYERS IS GIVEN TO THE FOUNDATION

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

It creates a PLAYERS GIVE THE According to their Income Marketing and sense of 0.7% OF THEIR salary Salary € x 0,7% Communication community. SALARY TO THE And role FOUNDATION. Project management modelling. (BY CONTRACT)

1% OF THE MEMBERSHIP CARD IS GIVEN TO THE FOUNDATION

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

All members of CONTRIBUTION OF MEMBERS Income Marketing and the Club are ALL MEMBERS WITH 1% of every Communicatons to members of 1% INCLUDED IN THE member card members the MEMBER CARD. Foundation. Project management It creates a sense of community.

MEMBERS OF THE FOUNDATION

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

BE MEMBER OF THE Individuals who It creates a FOUNDATION make donations Income € Marketing and sense of and repeate X N Communication community. Membership of the annually Foundation = Annual = Partners of the Project management Donation Foundation BE MEMBER OF THE Individuals who It creates a FOUNDATION make donations Income € Marketing and sense of "GOLD" and repeate X N Communication community. Membership of the annually Foundation = Annual = Partners of the Project management Donation Foundation

TOP QUANTITY

21 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” 2% OF SALES: PRODUCTS AND MERCHANDISING OF THE CLUB:

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

2% OF SALES: Attracting PRODUCT CLIENTS THAT BUY 2% X N Marketing and members, AND PRODUCT Communication volunteers MERCHANDISING Project management Brand positioning social solidarity.

SALE OF SOLIDARY PRODUCT: BY EDITIONS AND EVENTS

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

SHIRTS / Marketing and Values COMMEMORATIVE / CLIENTS THAT BUY Income Communication associated to PLAYERS / PRODUCT Sales X Units the product ... / ... Project management and the brand financing the solidarity shirt. Marketing and Values SHIRTS FOR CLIENTS THAT BUY Income Communication associated to SOLIDARITY EVENTS: PRODUCT Sales X Units the product Project management and the brand financing the solidarity shirt.

22 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” FUNDRAISING / EDUCATION

FOOTBALL SCHOOLS

The Foundation will support the formation of young promises and will fund scholarships for 50 students of the football school. The foundation will increase the community engagement by holding meetings and events that bring together the students of the school: Activities will be organized and gifts will be given. The students will be able to enjoy activities close to the professional players.

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

FINANCING OF THE FOUNDATON Expense - € Project Management. Values STUDIES FOR 50 association for STUDENTS Marketing and the brand and Communication related community to the Academy being represented. Helping the EVENTS SCHOOLS THE FOUNDATON Expense - € Project Organization & most needed project Management. people. Marketing and Values Communication related association for to the Academy the brand and community being represented.

SPONSOR 1 Brand 1 Income € Marketing and Brand X N Communication positioning social solidarity.

SPORTS SPONSOR 2 Brand 2 Income € Marketing and Brand X N Communication positioning social solidarity. PUBLIC Values ADMINISTRATION Income € Marketing and association to INSTITUTIONAL CITIY HALL X N Communication the public INSTITUTIONAL institution and the people who manage it.

23 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” EDUCATION WITH SPORTS VALUES

1. Program 1: To promote the values of children through a pedagogical systems with sport.

2. Program 2: Football as an educational tool to promote values, change attitudes, promotes the equality of people and that ensure a meeting place, dialogue, exchange and social inclusion.

3. Program 3: Soccer tournaments in public sports centers. Participating teams from schools throughout the region and the school of the Club.

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

PROGRAM 1 SPORTS BRAND Project Management and Capture: Expense investment. students, PROGRAM 2 members and Action Mktg. and volunteers PROGRAM 3 communication. Brand Infrastructure and positioning logistics. social

Dissemination activity. Brand awareness Product shirts, merchandise, gifts. SPONSOR 1 BRAND Club Income € Marketing and positioning X N Communication social solidarity. SPONSOR 2 SPORTS BRAND Brand Income € Marketing and positioning X N Communication social solidarity. CITY HALL Values PUBLIC GOUVERNMENT Income € Marketing and association for ADMINISTRATION INSTITUTIONS X N Communication the brand and AND community ISTITUTIONS being represented. SPORTS BRAND Project Management and Awareness, SALES OF PRODUCT Income investment. social impact , Solidarity product and brand Action Mktg. and positioning communication. social solidarity.

24 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” FUNDRAISING / SOCIAL AND CHARITY

SOCIAL ACTION PROGRAMS: INITIATIVES AND EXAMPLES

The Foundation will be Involved in social action programs of different profiles. Following are examples and proposed initiatives:

The sum of the initiatives should keep the economic balance: income funds and the investment for the projects.

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

Project Management Attracting nº X PROJECTS Expense event members, ... THE FOUNDATION Marketing and volunteers ... Variable per event - Communication ... € Brand ... logístics positioning ... social ... Merchandising Product solidarity.

Communication of the activity Attracting n º X SPONSOR SPORTS BRAND Contribution per Marketing and members, project Communication volunteers €? Brand positioning social solidarity. nº X PUBLIC PUBLIC ADMINISTRATION Income per project Marketing and Brand ADMINTRATION CITIY HALL €? Communication positioning INSTITUTIONAL social solidarity. Public sector main creator nº X Clients VALES OF PRODUCT Income per project Marketing and Brand SOLIDARITY €? Communication positioning social solidarity. Attracting FUNDRAISING: Individuals Income per project Digital marketing members, - DIGITAL €? strategies volunteers -TELEMARKETING - DIRECT RESPONSE Brand TV positioning social solidarity.

25 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” 1. Projects: "Foundation with the city". Campaigns that aim to help solve social problems of the communities.

2. Aid projects. Examples: a. Food collections. b. Solidarity raffles. c. “Days of heroes” in hospitalized children. d. Accompanying the elderly. e. Football tournaments and other events for charity purposes. f. Inter-generational exchange days program. g. Cultural events. h. Activities with vulnerable groups. i. Clean urban areas and natural spaces.

3. "Dreams and gifts": Families with seriously ill children receive the support of the Foundation. a. The first team, accompanied by the Board of Directors visit hospitals to deliver gifts to children hospitalized. b. The Foundation makes reality the dream ill children. The program includes meeting the team, attending trainings, watch matches, have signed shirts, etc.

4. Programs of inclusion for people with disabilities through the practice of sport: The program is developed in collaboration with foundations and organizations specializing in the field of "integration for disabled through sport." The team members have training in socio-sports schools and participate in tournaments and competitions.

5. Program of social inclusion through sport: The program is developed in collaboration with foundations and organizations specializing in the field of "integration through sport ". Participants will enjoy training in schools and juvenile detention centres or prisons.

6. Training for disabled: internship program that aims to prepare instructors for young disabled people.

7. Policy of access for disabled to the stadium: Creating a different policy of management for the access of disabled people to football matches.

8. Programs include "Red Card to Racism": The Foundation will be committed to a series of actions to prevent discriminatory conduct and to work together for equality bodies.

9. Sponsorship of research to develop solutions that facilitate the integration of people with disabilities to normal life and the practice of sport.

26 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” SPORT ERVENTS, COMPETITIONS, CONCERTS

Sport events, competitions and concerts for charity purposes. This are events held to raise funds for projects in favour of the most vulnerable people.

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

Project Management Attracting SPORT EVENTS THE FOUNDATION Expense - € members, + Marketing and volunteers CONCERTS Vary according to Communication + ... event Brand logístics positioning social Merchandising Product solidarity.

Communication of the activity SELLING TICKETS Income per project --- Selling tickets €? Fan INSCRIPTON TO engagement. RACES Incription to Brand participate to a positioning race social solidarity. Income per project SPONSORS Brands €? Brand X Project Marketing and positioning Communication social solidarity. PUBLIC Income per project ADMINISTRATION X SPORTS BRAND €? Fan Project Marketing and engagement. Communication Brand positioning social solidarity. main creator SELL OF PRODUCT Income per project Comprador €? Marketing and Brand Communication positioning social solidarity. FUNDRAISING Individus via: Income per project Attracting DIGITAL Digital, Telefònic, €? Digital marketing members, TELEMARKETING I Direct Respons TV strategies volunteers DIRECT RESPONSE TV Brand positioning social solidarity.

27 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” FUNDRISING / INSTITUTIONAL AND CULTURAL

SPREAD THE HISTORY OF CLUB / AWARDS / RECOGNITIONS

CONCEPT INCOME ECONOMIC ACTION TO DO BENEFIT CONTRIBUTION

DIFUSION OF Production: books, Expense - € Project management Attracting VALUES AND DVD, other. members, HISOTRY Marketing and volunteers Communication Brand positioning social solidarity. Fan AWARDS AND Event , Dinner, Income engagement. RECOGNITIONS Selling tickets event Marketing and Brand € Communication positioning social solidarity. Sports Brand Income € Fan SPONSORS, engagement. X EVENT Marketing and Communication

After analysing in depth soccer clubs and their foundations I concluded that there is potential for growth. This is why I developed a model that creates social action from a different perspective.

In the proposed model, one of the key elements is the implementation of a brand strategy. It is important to stress that brand strategies create consistency; this consistency is going to help the foundations to be more influential within partners and sponsors. Having more influence with stakeholders is going to be essential for implementing the proposed events.

Foundations with stronger values will be perceived as more reliable, and that will help when establish connections with members, for raising funds and developing social actions.

The strategy will help foundations to provide more value to society but at the same time will attract sponsors and volunteers. The model proposes a strategy for foundations that execute, communicate and implement in a more effective way.

This unique model is using football as the vertebral axis while at the same time carrying out social projects. Another key element is that every social action will help in disseminating the social values and principles of the Club.

28 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” As explored along the document foundations need to be self-sustainable because soccer clubs are not always stable in terms of revenues and achievements. Therefore social action cannot be dependent on the soccer club results; foundations should adopt a different strategy regarding the financing.

Based on the argument explored above the innovative model implements a self-sustainable economic model. The economic strategy pretends to explore multiple options of fundraising for each event. The selected events will be attractive and unique for sponsors and volunteers.

The combination of a strong brand image and attractive events for sponsors will lead to better social action. The proposed model pretends to make of a foundation a relevant social actor in more efficient and reliable way.

29 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

4. ANNEX

ANNEX 1: Ranking of sports practiced in Spain.

MEMORIA 2015/ Licencias y Clubes federados

T O T A L N A C I O N A L LICENCIAS Y CLUBES nº TOTALES Licencias C N M Ar

E / I / E Clubes FEDERADOS EN 2 0 1 5 P / O Masculinas Femeninas TOTAL Ac/An/D 1 ACTIVIDADES SUBACUÁTICAS Ac 23.824 4.102 27.926 990 2 AERONÁUTICA M N 8.639 346 8.985 511 3 AJEDREZ 22.702 2.206 24.908 1.022 4 ATLETISMO O 40.288 30.623 70.911 1.351 5 AUTOMOVILISMO M 13.674 1.397 15.071 482 6 BÁDMINTON O 4.484 2.805 7.289 245 7 BAILE DEPORTIVO 1.067 2.417 3.484 147 8 BALONCESTO O E 225.296 130.549 355.845 3.542 9 BALONMANO O E 61.878 30.838 92.716 898 10 BÉISBOL Y SÓFBOL E 4.229 1.486 5.715 86 11 BILLAR 2.620 49 2.669 249 12 BOLOS 7.174 1.079 8.253 332 13 BOXEO O C 2.947 241 3.188 205 14 CAZA (1) An Ar N 331.796 2.178 333.974 5.836 15 CICLISMO O N 72.702 3.153 75.855 3.575 16 COLOMBICULTURA An N 22.139 1.551 23.690 1.054 17 COLOMBÓFILA An N 4.791 171 4.962 176 18 DEP. DISCAPACIDAD FÍSICA P D 1.629 527 2.156 107 19 DEP. DISCAPACIDAD INTELECT. P D 4.161 1.834 5.995 227 20 DEP. PARA CIEGOS P D 1.453 317 1.770 0 21 DEP. PARA SORDOS D 776 267 1.043 42 22 DEP. PARÁLISIS CEREBRAL P D 913 449 1.362 126 23 DEPORTES DE HIELO O N 953 766 1.719 38 24 DEPORTES DE INVIERNO O N 2.134 1.270 3.404 212 25 ESGRIMA O Ar C 3.955 1.676 5.631 256 26 ESPELEOLOGÍA N 1.534 615 2.149 91 27 ESQUÍ NÁUTICO Ac M 510 213 723 30 28 FÚTBOL O E 869.237 40.524 909.761 21.831 29 FÚTBOL AMERICANO E 4.474 653 5.127 110 30 GALGOS An N 9.552 760 10.312 478 31 GIMNASIA O 3.726 35.116 38.842 855 32 GOLF O 194.812 81.338 276.150 591 33 HALTEROFILIA O 1.834 461 2.295 89 34 HÍPICA O An 14.899 33.393 48.292 799 35 HOCKEY O E 8.147 5.072 13.219 138 36 JUDO O C 83.945 20.926 104.871 1.013 37 KARATE C 46.825 18.491 65.316 1.422 38 KICKBOXING C 1.451 358 1.809 97 39 LUCHAS OLÍMPICAS O C 8.045 1.958 10.003 207 40 MONTAÑA Y ESCALADA N 137.697 66.163 203.860 2.475 41 MOTOCICLISMO M 19.198 710 19.908 894 42 MOTONÁUTICA Ac M 495 62 557 218 43 NATACIÓN O Ac 34.774 28.870 63.644 770 44 ORIENTACIÓN N 9.081 5.716 14.797 175 45 PÁDEL 36.694 19.569 56.263 1.022 46 PATINAJE 21.043 29.760 50.803 1.067 47 PELOTA 12.163 768 12.931 431 48 PENTATLÓN MODERNO O An Ar C 242 159 401 17 49 PESCA Y CASTING N 52.945 2.310 55.255 1.341 50 PETANCA 17.548 4.439 21.987 1.014 51 PIRAGÜISMO O Ac 7.183 2.418 9.601 293 52 POLO E An 575 120 695 24 53 REMO O Ac 8.566 3.964 12.530 128 54 RUGBY O E 25.341 3.138 28.479 259 55 SALVAMENTO Y SOCORRISMO Ac 6.704 3.956 10.660 77 56 SQUASH 1.447 212 1.659 75 57 SURF Ac 18.336 9.288 27.624 155 Ac En Medio Acuático 58 TAEKWONDO O C 26.591 12.317 38.908 656 An Con Animales 59 TENIS O 58.635 22.946 81.581 1.287 Ar Con Armas 60 TENIS DE MESA O 8.806 1.141 9.947 472 C De Combate 61 TIRO A VUELO An Ar 1.646 134 1.780 38 D De Minusválidos 62 TIRO CON ARCO O Ar 7.249 1.964 9.213 397 E Por Equipos 63 TIRO OLÍMPICO O Ar 49.223 3.294 52.517 709 M Con Motor 64 TRIATLÓN O N 24.723 5.016 29.739 1.121 N En Medio Natural 65 VELA O Ac 27.517 10.437 37.954 453 O Olímpicas 66 VOLEIBOL O E 18.360 52.714 71.074 418 P Paraolímpicas TOTALES 2.747.997 753.760 3.501.757 65.446

78,5% 21,5% (1) Los datos de la Fed. Extremeña de Caza (que forman parte del total) son los de 2014, debido a la no aportación de la información solicitada y a la estabilidad de las cifras de los años disponibles

30 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

ANNEX 2 - The 20 most important clubs in the world by number of members.

SITS IN THE RANKING SECOND DIVISION FOUNDATION MEMBERS STADIUM

1 Benfica (Lisboa / Portugal) 270.000 1904 57.000

Bayern Munchen 2 238.000 (Munich / Alemania) 1900 75.000 Arsenal 3 225.000 (Londres / Inglaterra) 1886 70.000

4 Real Madrid (España) 85.454 206.500 1901

5 FC Barcelona (España) 99.787 154.000 1899 S.C. Internacional (Porto 6 136.980 Alegre / Colorado / Brasil) 1978 52.000

7 F.C. Oporto (Portugal) 125.000 1893 56.000 Borussia Dortmund 8 120.000 (Alemania) 1909 81.359 Palmeiras (Sao Paulo / 9 119.312 Brasil) 1914 46.000 10 Inter de Milán (Italia) 1908 80.000 105.919 Manchester United 11 100.000 (Inglaterra) 1889 65.000 12 Boca Juniors (Argentina) 1923 90.000 100.000 13 Corinthians (Brasil) 1977 78.000 98.729 14 River Plate (Argentina) 1879 58.000 97.618 15 Gremio (Brasil) 1956 66.500 82.511 16 Peñarol (Uruguay) 1969 67.000 77.000 17 Nacional (Uruguay) 1980 65.000 76.000 Atletico de Madrid 18 73.500 (España) 1907 78.000 19 Cruzeiro (Brasil) 1948 40.000 69.811 Newell’s Old Boys 20 67.407 (Argentina) 1974 75.500

31 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

ANNEX 3 - Business in Football: Brans Investing in football.

32 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

5.BIBLIOGRAPHY

Adrián de Lorenzo, 24 Septiembre 2015, Newspaper “90 Minutos”, Available from: goo.gl/NQ8mxd, [20 Decembre 2016]

Atletico de Madrid , 29 Jenuary 2006, Atletico de Madrid la Fundación , Available from: https://www.atleticodemadrid.com/noticias-fundacion/, [ 13 February 2017]

Agora Social, 08 June 2008, Spanish Association of Fundraising, Available from: http://www.aefundraising.org/upload/14/59/fundaciones_fuente_financiacion.pdf, [20 December 2016]

Athletic Club de Bilbao, 01 November 2007, Atletic club Foundation, Available from: http://www.miathletic.com/wiki/fundación_athletic_club_fundazioa, [21 October 2017]

Consejor superior del Deporte (CSD) , 25 September 2015, MEMORIA 2015/ Licencias y Clubes, Spanish federation, Available from: goo.gl/03vnQ6, [ 24 November 2016 ]

Club de Futbol Osasuna , 17 Abril 2000, Fundación Osasuna, Available from: http://www.osasuna.es/el-club/fundacion-osasuna.html, [20 Decembre 2016]

CF, Alavés, 01 May 2003, “Fundación 5 mas 11”, Available from: http://fundacion5mas11.org/actividades-sociales/ [28 January 2017]

Club de Fútbol Celta , 21 November 2001, Celta Fundation, Available from: http://www.fundacioncelta.com, [ 24 November 2016]

Club de fútbol Sporting, 15 April 2005 Fundación del Sporing Club , Available from: http://www.realsporting.com/webrsg/index.php/template/fundacion, [28 January 2017]

Eibar Fútbol Club, 12 Septiembre 1999, Fundación SDE, Available from: http://www.sdeibar.com/fundazioa, [28 January 2017]

Fútbol Club Barcelona, Web date of creation 04 June 2002, FCBarcelonaFundation.com, Available from: https://fundacio.fcbarcelona.cat/fitxa/fundacio-fc-barcelona-qui-som , [ 21 October 2017]

Granada Club de Fútbol , 21 November 1995, Fundación GCF, Available from: http://fundaciongcf.asocianet.com, [ 02 November 2016 ]

Malaga Club de Fútbol, 11 June 1992, Malaga Foundation, Available from: http://www.malagacf.com/fundacion [ 02 November 2016 ]

Real Betis Balonpié, 19 Nobember 2002, Fundacion del Real Betis Balonpié, Available from: http://www.fundacionrbb.org/fines-de-la-fundacion/, [28 January 2017]

Real Sociedad Club de Fútbol, 07 May 1999, Fundacion Real Sociedad, Available from: http://fundazioa.realsociedad.com [28 January 2017]

Real Madrid FC, 15 November 2004, Real Madrid Foundation.com, Available from: http://www.realmadrid.com/sobre-el-real-madrid/fundacion, [28 January 2017]

33 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

Real Club Español , 06 April 2000, La fundació del Español , Available from: http://www.rcdespanyol.com/es/fundacion/, [20 December 2016]

Spanish Federation, 07 September 1989, The Professional Football League, Spanish Soccer Federation, Available from: http://usa.laliga.es/ [ 02 November 2016 ]

Sevilla Club de Fútbol, 16 September 2012, Sevilla Foundation, Available from: http://fundacion.sevillafc.es, [20 Decembre 2016]

Valencia Club de Fútbol, 23 November 2001, Fundación del Valencia , Available from: http://www.valenciacf.com/ver/47685/la-fundacio.html, [28 January 2017]

34 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”

6. FUTURE CASES STUDIES

The Future of Marketing

I order to construct my own vision of how marketers will innovate I should understand and answer the following question: “The world of marketers today has changed drastically from what it was ten years ago. What will it be like in 2020? And what do marketers need to forge a winning career path over the next five years?

Here are the 5 things I would recommend.

1. Being coherent in all actions.

When defining a future strategy for a product or a service it is essential to create something coherent in all the different sections of the strategy. Based on my experience it is important to break everything down to basics. Thinking about what we want to say, who we want to speak to and what we want to achieve from the outcome. Think always like our customer and create the content they expect. It is all about the creation of good content that attracts and engages with a target group; it is about communicating always in the same way. All actions must bealigned with the strategic goal.

2. Consistency a golden rule.

According to Bryan Villanueva Establishing brand consistency throughout your company is about more than just setting the standards. Keeping your brand consistent, means you must uniformly brand yourself to your current prospects and existing customers. To achieve this, you need the look, feel, tone, and terminology to be consistent throughout your brand. This must be implemented for every marketing piece, including: business cards, websites, campaigns, letterhead, envelopes, invoices, signage, banners and all things related to your brand. Brand inconsistency can have a significant impact your brand recognition. In my opinion strategies in the future will need to invest more time and money in creating more consistent campaigns. Based on the future competence the market will require more personalized

3. Innovation best impression.

Along the history we have seen many changes in the way marketers build their strategies. As we can imagine marketing can also be innovated.

4. Value proposition endorsement.

According to Geskin, we have to incorporate the advances in marketing science, technology or engineering to increase the effectiveness and efficiency of marketing, to gain competitive advantage and increase shareholder value. With the idea to improve our strategy, research, communications, operations, and analysis.

In my opinion future marketing strategies should better identify the value proposition. Based on Investorpedia a company's value proposition communicates the number one reason why a product or service is best suited for a customer segment. Therefore, it should always be displayed prominently on a company's website and in other consumer touch points. In the future companies should make it more intuitive, so that a customer can read or hear the value proposition and understand the delivered value without further explanation. Value propositions 35 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” can follow different formats, as long as they are unique to the company and to the consumers it is servicing. However, all effective value propositions are easy to understand and demonstrate specific results from a customer using a product or service.

5. Having a more flexible and dynamic marketing strategy.

According to Sam Ashe – Edmunds flexible marketing plans allow you to quickly respond to changes in the marketplace, opportunities you see developing and problems that arise. Based on my vision the future is determined by constant change in the markets. This is why I think marketing strategies should become more flexible in the coming future. To better understand the concept let’s see one example, if your competitor lowers its prices, you will either need to lower yours or change your marketing message to stay competitive. If a particular advertising medium is generating most of your business, you can shift more of your budget to that magazine, radio station or website if you aren’t locked into long-term contracts with other media. A flexible plan allows you to raise promotional spending when sales rise, cut that spending during downturns, drop poorly performing distribution channels and replace them with alternatives and tweak your product based on consumer feedback.

Reference list:

th Geskin 2010, CSUITEINSIDER on April 16 Avaliable from: http://www.csuiteinsider.com/marketing-innovation/

st Investopedia 2011, Investopedia on March 1 Available from: http://www.investopedia.com/terms/p/perceived-value.asp

th Sam Ashe – Edmunds 2014, Chron on July 20 : http://smallbusiness.chron.com/should-marketing-plan-

Social Change

According to the World of Economics Forum, in the coming two decades up to a 60% of American jobs could be replaced by robots. If we think about it is a big change in the scenario and it is interesting to consider how that will affect me and people around me.

Technology has change the way I do thinks in my life. In the future will continue to change them. More specifically will change how I relate to others. Also they way I share my personal life in social media platforms. Technology is being introduced in to the workplace and it defiantly changing the way we work.

My opinion regarding the future role of technology is that will affect us very much. I believe it will be very difficult to find a job position. As the number of job positions will decrease and the demand will be greater due to the demographic growth we will have a social crisis. Moreover, the competition and the pressure will increase. Job ads will look for very qualified people. The world is becoming very competitive and I should work to be as much prepared as possible.

In respect of income inequality I have a clear idea about which need to be the main players and which are the institutions that should be controlling and ensuring equality. I believe that today’s income inequality is not generated because of technology and globalization impact. Politicians are the main game changers. Politics should be the tool for the control of industries and workplace. It should also be able to affect base salaries. The responsibility of politicians is to manage all the key drivers such as technology and globalization. Regulations and laws should be made in a way that benefit people. Laws and regulations should improve in equality of rights. My be companies that are increasing the amount of technology in their supply chains should 36 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” Based on my experience and having studied in two different countries I have a global perspective of society and culture of our world. That makes me have a better perspective of reality and to better understand the coming future.

However based on the advances in technology we can conclude that computers and robots are only going to be able to do most of the repetitive types of jobs. It is very important to know the essence of the type of Jobs that machine will be able to do in the coming future. Based on the arguments explored above I should work and study very specific areas. As my knowledge increases and becomes more specific, I decrease the probability of being substituted by a machine.

Corporations and big firms should have strong ethics and have a balance between what is beneficial and what is right.

In my opinion the best way I can positively affect my environment is by shearing my values. Shearing values of equality and social responsibility it is a good way to set limits on technology and how I want it to affect me. It is important to define once values and understand how you want to be related to technology and be coherent with my actions.

By way of conclusion I would like to say that we should use ethics as a way of setting limits of what technology should be doing for us. Technology should be always serving as.

The Future of Work

Do you think new technological progress will fundamentally reduce the need for human labour in the next few decades?

According to the different studies in the coming two decades up to a 60% of American jobs could be replaced by robots. If we think about it is a big change in the scenario and it is interesting to consider how that will affect me and people around me.

How might this be a problem?

Do you think the introduction of a Universal Basic Income might help resolve this problem?

In respect a posible introduction of a universal basic Income I have a clear idea about which need

37 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” to be the main players and which are the institutions that should be controlling and ensuring equality. I believe that today’s income inequality is not generated because of technology and globalization impact. Politicians are the main game changers. Politics should be the tool for the control of industries and workplace. It should also be able to affect base salaries. The responsibility of politicians is to manage all the key drivers such as technology and globalization. Regulations and laws should be made in a way that benefit people. Laws and regulations should improve in equality of rights. Laws and regulations should improve in equality of rights. My be companies that are increasing the amount of technology in their supply chains should pay more taxes. Corporations and big firms should have strong ethics and have a balance between what is beneficial and what is right.

If you never had to work again, what would you do?

Based on the advances in technology we can conclude that computers and robots are only going to be able to do most of the repetitive types of jobs. It is very important to know the essence of the type of Jobs that machine will be able to do in the coming future. Based on the arguments explored above I should work and study very specific areas. As my knowledge increases and becomes more specific, I decrease the probability of being substituted by a machine.

By way of conclusion I would like to say that we should use ethics as a way of setting limits of what technology should be doing for us. Technology should be always serving as.

Management

Companies are facing challenges due to the fast changing world. Nowadays the way managers communicate is different. However some managers are following the legacies of management in form of principals, tools, and methods.

A good example of this fact is the fast development of technology in the workplace. According to different studies in the coming two decades up to a 60% of American jobs could be replaced by robots. If we think about it is a big change in the scenario. Managers and business owners are going to be affected.

In general past generations have had a local and lineal mind. And our environment is becoming more and more global therefore change need to be addressed in an exponential way.

Based on the advances in technology we can conclude that computers and robots are only going to be able to do most of the repetitive types of jobs. It is very important to know the essence of the type of Jobs that machine will be able to do in the coming future. Based on the arguments explored above managers should work and study very specific areas. As manager’s knowledge increases and becomes more specific, they decrease the probability of being substituted by machines.

Change is important in organizations to allow employees to learn new skills, explore new opportunities and exercise their creativity in ways that ultimately benefit the organization through new ideas and increased commitment.

38 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” I do not agree with the mantra because in my opinion business should be at the service of costumers in a more altruistic way. Bigger “Value propositions” and “smaller margins” should be the key of the business model. I believe that customers should be the most important think in the chain. Also we have to consider the fact that employees are customers as well.

In my opinion human beings are the key element when introducing change in organizations. They must follow three stages: good communication, divide the change in phases and constant control after the change.

The first stage of introducing any change is to explain to employees why it is important for the change to occur and the intended benefits. This needs to be handled carefully and communicated to all parties.

Most change can be broken down into phases that can be reviewed along the way.

Careful monitoring of the entire change process is essential in order to be able to measure its impact and evaluate its success. People need to be kept informed about how things are progressing, the results that are occurring and whether the change program has met its objectives.

By way of conclusion I want to emphasize that change is a constant in nowadays businesses. Being able to adapt to it and take advantage over change is directly related to sustaining the business. Management is the responsible to control change and prevent possible consequences. Change is not only affecting the way business owners manage it also affect the markets. Market changes are directly related to the way companies perform. Organization and planning change depending the market conditions. Finding stability in change is the key to success.

The Best Way to Predict the Future:

Before creating any revolutionary concept we need to have the adequate attitude. Mental focused, persistency, positivity, and proactivness are key in creating a successful concept. Having the right attitude is essential because there is a lot to be discovered. A lot of change that needs to happen, therefore having an open mind is key to successfully affect others in a positive way. It is important to understand that nothing is impossible we can change any reality we want.

To the question how I will affect the lives of a billion people I will propose to create a sustainable business model that adds value to society. Capitalism is over and my X prize project will be creating a new economic business model.

In general past generations have had a local and lineal mind. And our environment is becoming more and more global therefore change need to be addressed in an exponential way.

39 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR” The capitalism shaped business in a way that benefits were the most important element. However in the model that I propose businesses are not money machines. Business should be at the service of costumers in a more altruistic way. Bigger “Value propositions” and “smaller margins” should be the key of the business model. The X Prize will be donated to the once that develop a supply chain that provides a product or a service to the market and it is accomplishing the expected requirements. The requirements are defined as finish lines of the X project. Business owners must be committed to society. Adding value to the market must be an implicit action. It is not correct to make profit by selling non-valuable product or services and investing money in marketing campaigns that change the general impression of the customers. In the best of the cases companies should spend small portion of the budget in marketing because the product should attract the clients thanks to the implicit value.

In relation to my revolutionary sustainable business model, business owners should be always loyal to the concept.

Consistency represents a big challenge and can be one of the key differentiations. We have a prefix mind set. We have constant judgments and that can affect our credibility. During the creation of a business we identify the strategy and structure that generate more benefit for the business.

The new business model must be revolutionary. Creating a innovative business model can be very difficult. We must create a line of superior credibility. In addition it is important to define a finish line for this X prize. Which I will develop in the next paragraph.

The optimal business model must be responsible with all the stakeholders in the supply chain. The supply chain of the business model must include the recycling as a part of it. Corporate Social responsibility must be one of the departments of the business model. And the business model must generate benefits.

In fact some big companies like Testa and Whole Foods are starting to implement some of the concepts of my X prize idea. But they are not 100% consistent along all the actions they do.

40 Marc Badesa Mas / “THE FOUNDATION OF A FOOTBALL CLUB: A RELEVANT SOCIAL ACTOR”