José Mourinho

“Please don't call me arrogant, but I'm European champion […] and I think I am a special one.” José Mourinho, introductory press conference at Chelsea FC, June 2004

“He takes over a club, briskly populates the trophy cabinet, captivates neutrals with his seething intelligence, then departs amid faltering performances and a foul atmosphere of his own creation. Chelsea from 2004 to 2007, then Inter Milan until 2010, then Real Madrid until 2013, now Chelsea again: a life of glory and transience.”i Janan Ganesh, political columnist for the Financial Times

[What’s Mourinho’s biggest strength?] “Charisma!”ii Patrick Barclay, Mourinho’s biographer

When in May 2016, José Mourinho was appointed as Manchester United’s manager many rejoiced at the prospect of seeing the most successful coach of the 21st century at the helm of a team that is still viewed as one of the most powerful in the world, in spite of falling out of grace since Sir Alex Ferguson’s dynasty came to an end in 2011. Others thought differently, they doubted Mourinho could adapt to Manchester United’s culture.

Mourinho is, of course, the mythical coach capable of bringing teams of average and often relegated players to glory, as he did with both FC Porto and FC Internazionale Milano (Inter). Still, he never reached the European summit when managing some of the most expensive squads ever assembled while at Chelsea FC and Real Madrid (see Exhibit 1). By the time he arrived at Manchester United he had had an illustrious 16- year long career. He had won multiple domestic leagues in Portugal, Italy, Spain and England, one UEFA Cup and two Champions Leagues. He had always led his teams to success in relatively short spells, never staying more than three years, and had always brought about controversy. This was something he seemed to cherish and use to his team’s advantage.

Before Manchester, Mourinho’s teams have borne his distinctive style, doing whatever it takes to win, often playing a fearless defensive style and scoring through well- designed fast counter attacks. Can he continue to win without destroying his club’s culture and allow two strong identities to coexist? Will Mourinho finally be able to settle

This case study was prepared by Miguel Pina e Cunha and Pedro Sena-Dias. José Mourinho into a long-term relationship and focus on creating long-term value for his shareholders, by both changing and becoming part of the structure or will he continue to work on his own terms, acting as a sort of a short-term consultant?i

The Business of Footballiii… and its A product, the English Premier League With a few notable exceptions, the same small group of teams has consistently dominated the main European football leagues (see Exhibit 2). This is why Leicester’s consecration as 2016 English Premier League (EPL) champion was picked by some as the most surprising sport upset of all timeiv. At the beginning of the season, Leicester City FCv was given 5000 to 1 odds of winning the title. According to ESPN, the team was put together with only €65mvi in transfer fees, a fraction of the cost of the runners- upvii. What made Leicester victory particularly unexpected is that it took place at a time when Europe’s giant teams (see Exhibit 3) have an unsurpassed access to money: via new ownership funds, via mega TV and sponsorship deals, or via merchandise sales in a truly globalized world in which fans anywhere can follow and support any team.

In 2014/2015, the biggest football league in the world, the EPL (see Exhibit 4), generated around €4.1bnviii, still far behind the NFL, the American Football League, and the MLB, the American Baseball League, in terms of overall revenues generated (see Exhibit 5). But, in terms of media average earnings per club, the Premier League is expected to surpass the NFL in 2017/2018ix, which attests to its global marketability. The fantastic growth of the league’s media deal, which for the triennial starting in 2016/2017 will surpass €6bn, a 70% increase, is finally bringing widespread profits to almost all Premier League clubs, after decades of league losses from 1999 to 2015ix, and should place all 20 Premier League clubs among the 30 biggest revenue generators in Europex. In fact, around 80% of EPL clubs’ revenue is associated with the domestic leaguexi. The more glamorous Champions League’s serves to boost clubs’ worldwide appeal rather than to provide financial gain.

Since the early 2000s, financial attractiveness and a certain trend have made it more common for billionaires to acquire sports teams, especially in the Premier League (see Exhibit 6). The power pendulum is thus kept away from teams who maintain stable ownership without a fresh influx of cash from eager new owners, as happened with Manchester City, Chelsea, Manchester United and Liverpool (see Exhibit 7). A fresh cash inflow has been behind the purchases of some of the biggest stars, which generate bigger merchandise and sponsorship deals, further concentrating dominance in the hands a few selected teams (see Exhibit 8). 2

José Mourinho

There are a few different revenue streams: tickets and other stadium revenues, media and TV deals, merchandise and sponsorship deals, and potentially players’ trade revenue. Overall EPL revenue has grown 65% in the past five years and revenues are expected to increase 20% in 2016/2017 to over €5.2bnxii (see Exhibit 9). Players’ wages, which constitute by far clubs’ biggest running cost, have increased hand in hand with revenue, exceeding €2.4bn, around 61% of revenue (see Exhibit 10). In spite of a disproportionate revenue increase going to the top clubs, profitability is widespread in the EPL, partly because of fairly recent UEFA fair play rules. The new rules do not impose strict salary caps or spending caps. Instead, clubs may not spend more than their combined revenue in a three-year periodxiii. The revenue increase for top clubs has consolidated the dominance of a financial elite and we are starting to hear plans of a Super Champions Leaguexiv in which the traditionally rich clubs would obtain preferential access in order to boost broadcasting revenues even further. That would certainly go against a more egalitarian vision of football, making it even less likely for teams such as Leicester to become the Premier League champion or for a team like FC Porto, to win the Champions League as they did in 2004 (see Exhibit 11).

What’s in a manager’s job description? Spending by new owners has changed the way teams traditionally compete. Ferguson’s old Manchester United won both in England and in Europe using a mix of home-grown and talented players acquired at reasonable prices (see Exhibit 12), while keeping a certain play culture and style. Currently, teams compete fiercely during the off-season for the best players, spending enormous sums on players and agents (see Exhibit 13). In fact, total transfer EPL spending has almost doubled since 2010/2011, while agent fees grew by 80%. This has somewhat changed the role of a coach. Some new owners demand immediate results: win fast or leave. Others manage in a more business-oriented manner and look for different ways to grow their business value with a sustainable model that requires time and stable leadership.

How important is winning? Football, arguably the biggest sport in the world, has become a global business. Big European clubs dominate the global marketplace using proficient marketing machines to sell their products in every corner of the world, expanding access live games or merchandise.

In spite of management’s increased sophistication, we still see strong ownership influence in the day-to-day running of football clubs. In particular, owners themselves 3

José Mourinho often choose and replace coaches. For some, replacing the coach is an annual affair, while others look for long-term relationships. Arsenal, for example, has seen its revenue grow hugely without winning and has kept the same coach for over 20 years. Chelsea on the other hand has seen its debt increase massively (see Exhibit 14) but has recently won championships under two different coaches. Nonetheless, Arsenal’s value has increased 140% in the past 10 years, about the same increase as Manchester United, who in the meanwhile has won five domestic titles and a Champions League.

How did the role of the manager change? While it took Ferguson six years to transform Manchester United and win its first title in 26 years, it took Mourinho only one year to make Chelsea the Premier League champion, for the first time in more than 50 years. Arsenal and Liverpool, in turn, have not won any Premier League titles in more than 10 years but continue to be in the top 10 clubs in terms of revenue. Arsène Wenger has kept his job, in spite of failing to win since 2003/04. So, it appears that the role of the coach is highly dependent on the club’s culture and ownership. Winning is not always the highest priority on the job description and losing can be acceptable under certain circumstances.

Often the coach is expected to play an external role, acting somewhat as a spokesperson, discussing game plans, results, and acquisitions. He stands for the product’s long-term vision. This can be important at different levels: it motivates and directs employees but also aligns fans/clients with the club’s vision, managing expectations and keeping the club’s unity. Internally, he of course needs to oversee all the technical aspects of the team he coaches, but he can also play a role in making strategic decisions involving players’ trading (which in many cases includes some budgetary responsibilities), be involved in the development of the youth teams, and long-term strategy.

A manager’s role is highly dependent on the club’s culture and owners’ purposes. A simple look at acquisition spending can give us a clearer view of ownership approach and expectations (see Exhibit 7). Mourinho has been in different positions through the years, although his leadership style and ability to create winning contexts has persisted.

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José Mourinho

From high-school teacher to most successful football manager in 12 years José Mourinho wanted to have been a top football player. He tried his best up to his early twenties but his intentions must not have matched his talent and he was forced to re-evaluate his options making what arguably became the most important shift of his career.

Personal Life His interest in football started at a young age. “When he was small, he only wanted one thing, a football. It was everything for him. At Christmas or his birthday, if we did not give him a new ball it was as if he didn't get any presents”xv, says his father. He spent his youth around the football field where his father was as a player and has remained around it ever since. Nonetheless, Mourinho considers family to be “obviously, […] more important than football”, at home “wife and children – are the bosses.”xvi

He was born into a middle-class family, in Setubal, forty minutes south of Lisbon, Portugal. His father, Félix, was a goalkeeper for the local team, Vitoria FC, a Primeira Ligaxvii club, and became a coach after retiring. His mother, Maria Júlia, was a primary school teacher born to a well to do family that fell from fortune after the 1974 revolution. According to her, he was “a perfectionist from his early days. At the age of five he would go to school with all his pens, crayons and ruler perfectly ordered and cased in his satchel.”xv

As a child he loved being around the football team, where his father played. He always wanted to watch the matches his father played in. After his father changed clubs and that became more difficult, José was told he could come if he did well in school, “so he started to be a ball-boy just to be with [him]”. Then, “he started to manage the ball boys. He would position himself behind our bench. I'd give him instructions, which he would pass on to the players, running to the other side of the pitch to tell them. Thus, he began to deal with tactics and systems of play early on.”xv The young José worked hard in order to be allowed to be with his father, and it was for him that he did his first scouting reports of opposing teams.

Throughout his youth Mourinho continued playing part-time, and before reaching 20, he had had spells with two top-flight clubs, Rio Ave and Belenensesxviii, where his father coached. After that, he briefly played for two lower division clubsxix without success. He soon realized he was not going to be a great player so he switched gears to focus on becoming a coach. His mother wanted him to have a business degree and enrolled him 5

José Mourinho in a business school. He famously quit on the first day, so he could follow his true passion, football. “Sorry mother, but it's not for me. It's all suit and tie, I only like training gear,”xv, he told her. He pursued a five-year Physical Education (PE) degree, in which “he went through […] like a bullet, with excellent marks.”xv After graduating, he taught Physical Education (PE) in high schools for a few years, sometimes coaching youth teams and scouting for small clubs. During this period he also took coaching courses in the United Kingdom: this may have proven critical for the future. This unusual career start, speaks to his determination to follow his passion.

The interpreter years, 1992-2000 He gained access to top football in a very unusual fashion when he was asked to serve as an interpreter for Sir Bobby Robson. “I met him the day I landed in Lisbon to coach Sporting CP from Lisbon, I was met by the president, who couldn’t say a word in English […] and by José Mourinho, a bright young man […]”xx, said Robson said years later. At that point, it would be hard to predict everything that came to pass. Mourinho went from being a high school PE teacher to a top football coach in 10 years. Robson agrees: “I knew he would leave me, but I didn’t at the time think that he would become a great.”xx

His technical qualities ended up impressing Robson and he became very influential to his development: “He'd come back and hand me a dossier that was absolutely first class. I mean first class, as good as anything I've ever received. Here he was, in his early thirties, never been a player, never been a coach to speak of either, giving me reports as good as anything I ever got.”xxi

After Sporting CP, he followed Robson to FC Porto, and after that to FC Barcelona. His influence grew over the years, and when Robson left Barcelona, Van Gaal retained the young and bright assistant. Those years, the Barcelona period in particular, were essential to his football education. According to José Mourinho, he “was more influenced by Barça’s philosophy than by any other coach. They were four years of [his] life absolutely fundamental.”xxii He learned strategy from the best tacticians, but also how to talk to multimillionaire football stars so they would listen. “Barcelona was a lesson in elitism. Proximity to megastars taught him his tactical mastery would amount to nothing without the charisma to bend millionaires to his will.”ii

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José Mourinho

Benfica and Leiria, 2000-2002 In 2000, Benfica, which was going through a difficult time both financially and on the pitch, invited Mourinho to replace Jupp Heynckes, who had left two games into the season. Shortly after Mourinho’s investiture, a club election brought in a president who had a different idea for the coaching position. After a streak of good results, José Mourinho asked for a one-year contract extension to end the uncertainties regarding the management team. The new president refused, so he promptly quit. From the beginning, he would not accept managing from a weak position even if it meant quitting the biggest job he ever had. Later on, and on several occasions, Mourinho made similar choices and took chances rather than settle for a confortable position. “I’m not the smartest guy to choose countries and clubs. I could choose another club in another country where to be champion is easier,”xxiii he said. In fact, he often took his time choosing his next employer and ended up picking the biggest challenge. This happened at the end of his time at Porto and at Inter, when he was at a peak, but also after Chelsea or Real Madrid when he chose not to coach in less competitive countries. After Benfica, Mourinho started the following season at União Desportiva de Leiria, an average team at Primeira Liga. He obtained great results. During his short tenure there he fought bigger teams for a place in the top three. His performance did not go unnoticed. In January FC Porto hired him to replace Octávio Machado, who had been sacked for bad results.

FC Porto, 2002-2004 Mourinho arrived in Porto in the middle of the season, with the team placed fifth. He finished second and stated that his team would “be champions next year”xxiv . He surpassed his promise. As he has often done since, he was pressuring himself by making such a bold claim and it paid off. Next season, despite being called pretentiousxxv , he used his innovative scientific methods to win Portugal’s first league as well as UEFA’s Europa Cup.

The following year, he was in charge of a Mourinho style team composed of relegated players, like Deco and Maniche, who had both been released by Benfica, as well as players from his previous teams, on whom he could countxxvi . Those players worked incredibly hard to prove their worth. That year Porto dominated the Portuguese league and ended up winning the 2004 Champions League. On the way he eliminated Manchester United with a late goal. This was Mourinho’s first celebration on English ground. The coach ran down the field, commemorating as if he had scored himself. Those images became iconic of Mourinho’s ways. 7

José Mourinho

Chelsea, 2004-2007 When Mourinho arrived at Chelsea his image was that of a special coach who had been able to bring a club outside the big five major European leaguesxxvii into winning the Champions League. His first press conference was key to creating Mourinho’s special one myth. Rarely, if ever in the soccer world, had anyone been heard speaking such self-praising wordsxxviii : a newly arrived young coach describing himself as special in the richest and the most competitive league in the world. Most surprisingly, he backed his claim by winning two back-to-back titles, the first for the team in 50 years.

Mourinho was unable to conquer the Champions League with Chelsea, losing two semi-finals to Liverpool. Towards the end of his first Chelsea period, he gradually became more uncomfortable with the team owner’s meddling with players’ recruitment. He ended up leaving a few games into his fourth season. As he did on other occasions, he took his time deciding where to go next, waiting until the beginning of the next season to go back to work.

Inter, 2008-2010 Mourinho’s approach at Inter was similar to that used in Porto and Chelsea. Inter had won the Serie A, the Italian championship, for three years in a rowxxix . Still, many considered it to be an outsider among heavyweights like Juventus and AC Milan, fitting in nicely with Mourinho’s favorite us against the world context. During a two-year period, he went on to win two national championships and the Champions League in 2010. That victory was possible after a legendary semi-finals battle with Barcelona, in which 10 Inter men defended their goal heroically for more than an hour. Mourinho named it “[…] the most beautiful defeat of my life.”xxx

During this period, the coach was extremely confrontational and very critical of referees, the league and the press. He claimed he was not free to speak his mind and his players were not allowed to play normally. It all culminated in the famous hands tied controversy, in which, at the end of a game he crossed his hands up high as if handcuffed, leading to one of the biggest suspensions and fines of his career. Since Mourinho’s departure in 2010, Inter has never won again.

Real Madrid and Chelsea, 2010-2015 After his tenure with Inter, Mourinho coached in Madrid and then returned to Chelsea. During that period, and for the first time since his coaching career took off, he failed to meet expectations. Despite having stellar players at his disposal, José Mourinho won 8

José Mourinho each club only one domestic championship title each over a five-year period. He was unable to recreate the mystical relationship he had with both players and the fan base in each of his previous clubs. He tried to re-tell the victimization tale, claiming that the UEFA organizationxxxi body had a bias for Barcelona but that argument did not please the club or the players. In fact, some of the Spanish players united to question coaching decisions and discredited the claims of UEFA bias. Mourinho’s relationship with the media was tense, but this time, the coach seemed unable to use it in his favor. His image took a serious hit when he poked the eye of Barcelona’s assistant in the middle of a late game brawlxxxii . Real Madrid, the biggest team in the world, can’t quite pass for a Mourinho style underdog. The coach has probably mused over what should have been. At the end of the third year, after losing the chance to replace Ferguson at Manchester Unitedxxxiii , he returned to Chelsea.

At Chelsea, it took him two years to win the Premier League. His third year was his worst ever. He lost control of his team in a spectacular fashion, and, for the first time when playing more than 10 games (see Exhibit 15), did not have a winning record. His relationship with players deteriorated to a point at which he felt his “[…] work was [being] betrayed.”xxxiv The unexpected series of bad results made the sack predictable. When he left, Chelsea was just outside the relegation zone.

Essentially the same group of men who had been crowned as champions a few months before formed a completely different team: defensively disorganized and incapable of scoring consistently. Mourinho, uncharacteristically, dealt with some internal issues through the press. He blamed employeesxxxv and players for bad results, going against his own motto: “as a leader […] your people are more important than you.”xxxvi Chelsea’s culture has been unaccommodating to losing, or delaying gratification. Mourinho was unable to face internal challenge and short-term failure.

Mourinho’s game plan Mourinho’s myth was built around winning (see Exhibit 16) early and often. He applies a scientific approach to coaching, down to the individual level, and prepares his team to face any opponent, even stronger onesxxxvii , with a precise individual tactical recipe for each player. “Of course, he would give us detailed information about the team we were facing next at the start of the training week and more precisely about the player that would be closest to our area of play. ‘What was the player like? Did he have a tendency to get many cards? What kind of movements did he make?’ It was new for

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José Mourinho many of us back then, but it was very helpful and meant we were much better prepared for each match,”xxiii says Costinha, who played for Mourinho at Porto.

Looking back, the super-detailed scouting reports on opposing teams and players Mourinho delivered to Robson are actually at the core of Mourinho’s approach to coaching. When he first put those reports together he did so by himself as he had not learned the trade from anyone. They were of his own device and invention. He perfected them by working closely with Van Gaal, one of the tactical geniuses of his generation. Mourinho gave players a game plan with an extraordinary amount of personalized detail. Through the game plans, players were able to compete against the best regardless of their own aptitude. Patrick Vieira, who was coached by Mourinho at Inter, said “you might not be the best, but have a chance to win against the best.”xxxvii That is why, in Mourinho’s teams, we often see good players without exceptional talent become essential. Examples are Maniche or Carlos Alberto, at Porto; Milito or Stankovic, at Inter; Ivanovic or Essien at Chelsea.

Mourinho’s technical prowess is not unheard of among world-class coaches. Van Gaal, with whom Mourinho worked, may well be tactically more brilliant than the Portuguese coach, but his charisma is no match. Early in his career Mourinho learned that to be a successful leader of men he needed to be in a position in which his leadership was not imposed: “I never liked the kind of leadership where the boys say: He’s my leader, I have to respect him. I prefer them to say: I respect him and he’s my leader.”xxxviii This respect is particularly hard to gain from star players: “You can’t help but learn when you coach players of this caliber. You even learn about human relationships. Players of that level don’t accept what you tell them simply because of the authority of who’s telling them. You have to prove what you say is right. The old story of ‘The Mister is always right’ is simply not applicable. […] The coach is a guide. You provide clues; they interpret them. My philosophy is guidance and discovery.”xxxix For José Mourinho managing a football team is much more than a technical or a tactical effort, “A coach must be everything: a tactician, motivator, leader, methodologist, psychologist. […] Every coach knows about football, the difference is made in the other areas.”xl For him “the most important thing is man management. Football for [him] is a human science, it is about man.”xxxix He knows players set on a level of commitment to the coach’s instructions and aims to use his charisma to elevate their performance.

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José Mourinho

The tactics Mourinho’s coaching brightness is in the details. As he bluntly put it, “You must work hard and well, because other people work hard and not well.”xli Otherwise, he adapts to the situation: “I don’t have a particular way of playing football that I take from club to club, because you find yourself with different players at each club. What a coach must do is read the situation each time and adapt a game to suit the qualities of his players.”xlii He is able to adapt his tactics to the available players. At Porto, he played a 4-4-2- with diamond midfield without pure wingmen. At Chelsea (2004/2007), he played a 4-3-3. At Inter, he used variations on both schemes, and in the last few years, at Real Madrid and Chelsea, he played a purer 4-3-3 using the quality of the wingmen at his disposal, such as Cristiano Ronaldo and Hazard.

His critics claim that his precise tactic dispositions are ultra defensive and do not make for a beautiful game. To this he responds, “Look, we’re not entertaining? I don’t care; we win.”xliii Indeed, for him possession of the ball has a purpose: scoring. But it has its dangers too: “the more the ball circulates in midfield, the more likely it is that the other team will dispossess us.”xxiii The game he plays requires precision and hence quality all around, "quality of work, quality in leadership, quality in relationship with the players.”xli

How then does he establish his quality inducing leadership? “He is a master motivator who unites us and makes us feel superior to the competition,”xliv said John Terry, who was Chelsea’s captain under Mourinho. “He knew everybody so deeply that he could control our emotions in every situation. In my case, he would just pat me on the back and I was ready to go. However, there were players who needed motivation, who needed to be praised, and he knew which ones needed what, that’s what made him so good,”xlv added Vítor Baia.

The charisma Mourinho realized early on that technical prowess would amount to nothing without charisma to match. He needed more than players’ respect, which most other managers get out of their playing accolades, he needed players’ complete commitment. As Ferguson put it, “I never thought someone who never played the game could be a top coach, but his personality does that […], bridges that gap [between players and ones that never played]”xlvi . Mourinho could not build a natural leadership upon a personal history as a player. He had to convey his own charisma and win, so he could reach his goal as a leader.

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José Mourinho

To attain that respect, when he arrived at Chelsea, he felt he needed to use a confrontational style: “I was a confrontational leader because I felt that was what the team needed at the time. The guys desperately needed to make the jump from potential to reality, and I think they needed the kind of leader I was. I called it confrontational leadership: confrontation not just inside, but also outside the group. We were not afraid to say we are the best, we were not afraid to say we are going to win, or we are special, we are going to prove that we are – so it was perfect.”xxxviii He gave himself the status he sought by using powerful words and imagery that influenced his team, the opposing team and the referees (see Exhibit 17). He created a context in which winning was the only way out. That worked tremendously well in the first part of his career but, also, fuelled animosities. He didn’t care, he knew that a hyper- motivated, often fearless team, was half-way there.

All his effort is put into winning now. This has allowed him to get his teams focused from the start. As a master motivational leader, he prepares players technically and emotionally to hit the ground running. On the other hand, this attitude has made it difficult to cultivate younger players. In his winning teams, players get behind him, supporting his choices, even if contrary to their self-interest. “Sometimes at Inter I wouldn’t be on the starting eleven, but he always found time for me. If every single player puts the team before himself, [the team] will be successful,”xxxvii stated Patrick Vieira, one of the most domineering mid-fielders in the world during his prime but who was not a regular first teamer at Mourinho’s Inter.

This eagerness to win fast is contagious and makes for strong connections with players. An example is his celebratory antics: José Mourinho often celebrates goals with players, like a player, and becomes one of them. This fits in well with his leadership style: “You must create a good leadership with the players, which is an accepted leadership, not the leadership by power, by status, make everybody feel part of the group, and that I am one of them.”xli Lately, he has been unable to relate with players at that level, particularly when his teams were less successful. At Madrid and in Chelsea’s second period he resorted to blaming players and staff. On both occasions, opposing groups were formed for and against the coach, and that led to lack of cohesion on the field.

The Press Mourinho said, “when I go to the press conference before the game, in my mind the game has already started”xlvii, that’s one of the reasons why Patrick Barclay, his 12

José Mourinho biographer, has compared him to Machiavelli. His strategic use of the media, withdraws pressure from players, and puts it on himself, the opponents and referees (who are often seen as opponents). This accentuates his leadership range, sending clear messages to both his players, and his opponents, that he is in control and will dominate even when his team is not supposed too.

Press conferences are one of his favorite communication vehicles. He uses them to his advantage like no one else. In them, “he never relaxes, his eyes are always moving, focused, as if ready to attack”ii. This sets him apart from other coaches. Ferguson, for example, used conversations with press more as an obligation than as an opportunity: “I always say the same thing in press conferences, not to give anything away to our adversaries. I knew I had to speak for a certain time and that was it.”xlviii But Mourinho gives little away to his opponents. His focus is on influencing referees and on cultivating his enemies. He openly talks about both. He uses smart points of view, worded interestingly, to frame the situation to his advantage, blaming failure on external factors creating a just war fable. He “bends logic with emotion, building an intense working atmosphere that eventually burns itself out.”i As of lately, this has been difficult to sustain and one has to wonder if it is possible to continuously motivate players using this same destabilization tactic. The fact is that his wars against the world are increasingly hard to pass off.

The Myth At Porto Mourinho constructed an extremely consistent team, which really is the pillar of his mythical persona. In just two and a half years, it won the Portuguese championship twice and a Champions League. Porto is traditionally a strong team. It had won seven out of ten national championships before José Mourinho’s arrival and was a constant presence in the Champions League. Winning the Champions League, on the other hand, was extraordinary. Porto and Ajax Amsterdam, in 1995, are the only teams from outside the Big Five leagues to have won the competition in its present form. In retrospect, one can see that Mourinho’s Porto was a precise football machine but it is easy to imagine how things could have turned out differently then. Porto’s feat came after an unrepeatable set of circumstances. One could say that the team had a favorable schedule, in which the only great test was Manchester United in the Round of 16. That series was decided with a goal in the 92nd minute in Manchester, preceded by a goalkeeping error. After that, Porto played easier teams on the way to the final win, dismantling in quick order, Olympique Lyonnais, Deportivo Coruña in the semifinals and Monaco in the final, winning an unbalanced match 3-0. Without the unrepeatable 13

José Mourinho strikes that brought this victory about, things might have gone much differently for José Mourinho. This particular win, changed how he would be perceived forever in his career and set out the first spark on the mythical vision he created of himself. The Mourinho myth exists because he won when no one, including himselfxlix, expected him to.

The role of his first winning streak cannot be overstated: “Because he wins, after each game the team gets better.”l. Because of this victory, he was able to call himself “a special one”. His unusual background as football coach was something to overcome. And, along with his charisma, he used this early win to persuade players he was exceptional. After Inter, his myth took a hit. He disappointed many at the helm of the biggest football team in the world, Real Madrid and left without meeting expectations, in particular without the 10th Champions League victory that the team chased obsessively. This somewhat tainted a perfectly immaculate CV. It was, to be sure, impossible to live up to the expectations set in his first years with Porto, Chelsea and Inter. Can he get things back on track after this fallout? If so, how?

Rivals’ different approaches Mourinho has used his charisma to employ belligerent tactics like no one before. His rivals have followed, with different degrees of success, different approaches to managing a team. Differences may come from the rivals’ personalities or from their backgrounds as coaches, who had often been high-level players. The fact is that different circumstances lead to different leadership paths: Carlo Ancelloti, the natural leader, is the only active coach to have won three Champions League trophies as manager (twice with Milan and once with Real Madrid) and twice as a player. He was a brilliant player in the days when he played as a poised holding midfielder. He manages his teams similarly keeping his gentlemanly ways. Pep Guardiola, the traditionalist, played almost his entire career, including his formative years at Barcelonali. His tactical approach, with his classy subdued style, based on Cruyff’s total football, which became a Barcelona tradition. Van Gaal, the technical prodigy, was Mourinho’s mentor and tactical master. After an average career as player in the Dutch championship, he initiated his managing career with great success at Ajax, securing two European titles, including one Champions League. Arsène Wenger, is often called “Le Professeur” due to his studious approach and preference for young players that are still in their formative years. He himself was a below average player, spending all his career in the minor leagues, while studying economics. He has spent the last twenty years with Arsenal. Antonio Conte, the team warrior, is along with Diego Simeone, an example of 14

José Mourinho how a strong fighter on the field can make a positive transition into coaching by transposing that combative spirit onto their players. And finally, Sir Alex Ferguson, the unquestionable leader, will inevitably draw comparisons with Mourinho. He was an implacable leader, his harsh talks during half-time are legendary but he was also understanding of his players personal lives, ups and downs, and kept a welcoming open door for them at all times.

Manchester United and beyond Mourinho’s immediate challenge will be, as always, to return his current club to winning ways. But for a continued relationship his persona will have to evolve, so it can blend in with a club’s culture. Will Mourinho reinvent himself and become a cohesive manager who does not focus on quick divisive victories but rather develops strong ties with his club, fans and ownership, in order to bring long lasting benefits? His technical gifts will always be there, still something in Mourinho’s leadership style seems to be failing him as of late. He has been unable to stay in one place for long. That will be his challenge in the near future.

Beyond A myth created after a Champions League victory cannot be easily reenacted, in football or in any other industry. What is repeatable is the process through which a manager leads a team into outperforming itself. In Mourinho’s case, he used his charismatic personality and his early wins to create a unique persona, that of a young coach with no history of failures.

Ferguson believes Mourinho is on trial to be the best everlii. The special one’s ambition to win always, in the most difficult leagues,liii as well as his early days feats might be the reason why. Ultimately, his legacy will be built on wins. The question is how will he return to his old day’s performance? Will José Mourinho change his style and focus his talents on a long-term relationship with a club or will he simply continue to coach in intense short spells?

15

José Mourinho

Notes i Janan Ganesh, political columnist for the Financial Times, “José Mourinho, The Lord of Chaos”, October 30, 2015 ii Patrick Barclay, Mourinho’s biographer, “Mourinho” (ITV4), first broadcast on December 3, 2012 iii Football is known as soccer in the United States iv Tim Clement, “Leicester's Premier League triumph considered the greatest ever sporting upset”, www.skysports.com/football/news/30385/10262512/leicesters-premier-league-triumph-considered-the- greatest-ever-sporting-upset, May 3, 2016 v Leicester FC regained access to the English Premier League two years earlier, in 2013/2014, and finished in the 14th position in 2014/2015. vi Exchange rates used: £1=€1.20=$1.33 vii Murad Ahmed and Paul McClean, “Leicester’s triumph is a case study in overcoming huge odds”, Financial Times, www.ft.com/content/85448886-1124-11e6-839f-2922947098f0, May 3, 2016 viii Bill Wilson, “Premier League revenues hit a new high but profits fall”, www.bbc.com/news/business- 36034403, April 15, 2016 ix Annual Review of Football Finance 2015 by Deloitte x Ben Smith, “Premier League TV rights: What does deal mean for fans & clubs”, http://www.bbc.com/sport/football/31386483, Feb 11, 2015 xi Rob Draper, “Premier League clubs' mindset to blame for Champions League decline... they prioritise revenue over Europe's elite competition”, http://www.dailymail.co.uk/sport/football/article-3366189/Premier- League-club-s-mindset-blame-Champions-League-decline-prioritise-revenue-Europe-s-elite- competition.html, Dec 18, 2015 xii Annual Review of Football Finance 2016 by Deloitte xiii [According to the UEFA.com fair play rules] “clubs can spend up to €5 million more than they earn per assessment period (three years). [...] This prevents the build-up of unsustainable debt. [...] In order to promote investment in stadiums, training facilities, youth development and women’s football (from 2015), all such costs are excluded from the break-even calculation.” xiv Francesc Aguilar, Los grandes clubs quieren una nueva Champions en el 2018, http://www.mundodeportivo.com/20160121/301576660122/los-grandes-clubs-quieren-una-nueva- champions.html, accessed in Aug 12, 2016 xv Paul Smith, Sunday Mirror, “Destined to be a great from the age of 10”, September 12, 2004 xvi “José Mourinho interview: my wife and children – they are the bosses’”, www.bigissue.com/features/interviews/5264/jos-mourinho-interview-my-wife-and-children-they-are-the- bosses, May 26, 2015 xvii Primeira Liga is the top football league in Portugal xviii Both Rio Ave and Beleneses are usually middle pack teams in Portugal’s Primeira Liga xix Sesimbra and Comércio e Indústria participate in a lower division xx Bobby Robson, “Mourinho” (ITV4), first broadcast on December 3, 2012 xxi Bobby Robson, “New Statesman, NS Man of the year - Jose Mourinho”, http://www.newstatesman.com/node/163466, December 19, 2005 xxii José Mourinho, "FC Porto foi a melhor equipa que já treinei", http://expresso.sapo.pt/actualidade/fc- porto-foi-a-melhor-equipa-que-ja-treinei=f504777, March 23, 2009 xxiii José Mourinho, “The Devil and José Mourinho”, www.theguardian.com/football/2015/dec/22/devil-and- jose-mourinho, Dec 22, 2015 xxiv José Mourinho at Porto’s introductory press conference xxv For example, what every other coach would call a 20 km run he called an extended aerobic exercise xxvi Derlei, Nuno Valente both came from Leiria and were integral parts of the team that won the UEFA leagues in 2003 and 2004 xxvii The Big Five leagues include the English, French, German, Italian, and the Spanish xxviii Ferguson: “I could not believe he arrived here and said that”, “Mourinho” (ITV4), first broadcast on December 3, 2012 xxix With the first being due to the Juventus and Milan losing points due to corruption charges xxx José Mourinho after being defeated by Barcelona playing with 10 men but advancing to the 2010 Champions League final on goal difference, www.fifa.com/clubworldcup/news/y=2010/m=4/news=mourinho-best-defeat-life-1201735.html, April 28, 2010 xxxi José Mourinho after losing a Champions League semi-final for Barcelona: “I don't know if it's to give publicity to UNICEF [Barcelona’s sponsor at the time] or their power at UEFA. I don't know if people just like them. I don't know and I don't understand. Where does all this power come from? No-one else has a chance really. Why don't they let other teams play against them?!” xxxii “Jose Mourinho will not apologize for poke in eye”, www.telegraph.co.uk/sport/football/competitions/la- liga/8714600/Jose-Mourinho-will-not-apologise-for-poke-in-eye.html, August 11, 2011 xxxiii “José Mourinho 'cried' after being overlooked for Manchester United job”, www.theguardian.com/football/2013/sep/26/jose-mourinho-cried-manchester-united, September 23, 2013 16

José Mourinho

xxxiv José Mourinho at the press conference after losing to Leicester, http://www.dailymail.co.uk/sport/football/article-3360104/Chelsea-manger-Jose-Mourinho-s-woes- continue-feel-like-work-betrayed-Blues-boss-gives-four-finish.html, December 14, 2015 xxxv Eva Carneiro, the beloved team doctor, was publicly humiliated as being unaware of what was going on out on the field after entering late in the game to assist one of the players, which led to a constructive dismissal lawsuit against Chelsea and a personal legal action against Mourinho. xxxvi José Mourinho, “Jose Mourinho reveals his beliefs on confrontation, respecting his players and the Premier League, www.telegraph.co.uk/sport/football/teams/chelsea/10238444/Jose-Mourinho-reveals-his- beliefs-on-confrontation-respecting-his-players-and-the-Premier-League.html, August 13, 2013 xxxvii Patrick Vieira, “Mourinho” (ITV4), first broadcasted in December 3, 2012 xxxviii José Mourinho, “Jose Mourinho reveals his beliefs on confrontation, respecting his players and the Premier League, www.telegraph.co.uk/sport/football/teams/chelsea/10238444/Jose-Mourinho-reveals-his- beliefs-on-confrontation-respecting-his-players-and-the-Premier-League.html, August 13, 2013 xxxix José Mourinho at “The making of Jose Mourinho – from translator to Bobby's boy, to Special One and beyond”, http://www.fourfourtwo.com/features/making-jose-mourinho-translator-bobbys-boy-special-one- and-beyond#9YlAKdpvcdujhixv.99, from the April 2013 issue xl José Mourinho, “Hailing José”, http://www.skysports.com/football/news/15116/9001020/hailing-jose, November 2, 2013 xli José Mourinho, “Mourinho” (ITV4), first broadcast on December 3, 2012 xlii José Mourinho, “José Mourinho hopes Manchester United respond to risky objectives”, http://www.theguardian.com/football/2016/aug/06/jose-mourinho-manchester-united-louis-van-gaal, August 6, 2016 xliii “José Mourinho, “Chelsea boss Jose Mourinho: A career in quotes”, http://www.itv.com/news/2015-04- 27/chelsea-boss-jose-mourinho-a-career-in-quotes/ xliv John Terry, “Jo Mo's Lost his Mojo”, www.flaminghairdryer.com/2015/11/jo-mos-lost-his-mojo- picture.html, November 8, 2015 xlv Vítor Baía, who was coached by Mourinho at Barcelona and Porto, in “The devil and José Mourinho” xlvi Alex Ferguson, “Mourinho” (ITV4), first broadcast on December 3, 2012 xlvii José Mourinho, “Jose Mourinho's most famous quotes from over the years as he is sacked as Chelsea manager”, www.mirror.co.uk/sport/football/news/jose-mourinhos-most-famous-quotes-7031597 xlviii Ferguson interviewed by BBC xlix In 2003, a year before winning the Champions League Mourinho said his Porto could “do beautiful things next year [in the Champions League], but not win”. l Moratti (Inter Milan president), “Mourinho” (ITV4), first broadcast on December 3, 2012 li Guardiola joined the renowned La Masia academy at the age of thirteen lii “He is on trial for that, no doubt about it.” Ferguson, when asked if Mourinho will be the best manager ever in documentary “Mourinho” (ITV4), first broadcast on December 3, 2012 liii José Mourinho: “I want to work in a difficult league. I don’t like easy leagues, easy goals, and within the possibilities that exist, there are not many options that satisfy me” in Diario de Notícias, April 8, 2016

17

Exhibit 1: Most expensive football teams (by estimated value of players, for non-traded players) in Europe 2014/2015.

Team Estimated Value 1. Real Madrid £606.14 € 727.37 2. Barcelona £545.60 € 654.72 3. Bayern Munich £478.85 € 574.62 4. Manchester United £415.80 € 498.96 5. Chelsea £390.50 € 468.60 6. Manchester City £384.78 € 461.74 7. Arsenal £342.58 € 411.10 8. Paris Saint-Germain £329.91 € 395.89 9. Borussia Dortmund £307.78 € 369.34 10. Liverpool £286.88 € 344.26 11. Juventus £280.02 € 336.02 12. Atletico Madrid £260.48 € 312.58 13. Tottenham £234.04 € 280.85 14. Napoli £220.60 € 264.72 15. AS Roma £218.14 € 261.77

Source: The top 15 most valuable football squads in Europe 2014/2014 compiled by thesportster.com: www.thesportster.com/soccer/top-15-most-valuable-football-squads-in-europe-for-2014-15/, Jan 22, 2015.

José Mourinho

Exhibit 2: Big five European football league winners since 1992/1993.

League Winners EPL (England & Wales) Manchester United (13), Chelsea (4), Arsenal (3), Manchester City (2), Leicester (1) and Blackburn Rovers (1)

La Liga (Spain) Barcelona (12), Real Madrid (7), Atletico Madrid (2), Valencia (2), Deportivo La Coruña (1)

Bundesliga (Germany) Bayern Munich (14), Borussia Dortmund (5), Werder Bremen (2), Kaiserslautern (1), Stuttgart (1), Wolfsburg (1)

Serie A (Italy) Juventus (10), Milan (6), Inter (5), Roma (1), Lazio (1)

Ligue 1 (France) Lyon (7), PSG (5), Monaco (2), Bordeaux (2), Nantes (2), Auxerre (1), Lens (1), Lille (1), Marseille (1), Montpellier (1)

Source: Case writer's analysis, leagues websites. José Mourinho

Exhibit 3: Top 20 club Valuation, Revenue, Debt, and Operating Income

Source: Forbes Soccer Valuation Lists (www.forbes.com/soccer-valuations/list/ & www.forbes.com/lists/2006/34/Rank_1.html), and Case writer's analysis. José Mourinho

Exhibit 4: Revenue breakdown for the Big Five European leagues 2014/2015 (€m)

5000

4500 Other Commercial

4000 768 Sponsorship/Commercial Broadcasting 3500 Matchday 3000

2500 2337 467 2000 435 521 210 1500 318 975 1000 731 1099 165

1295 628 500 673 643 483 307 0 England Germany Spain Italy France

Average Club Revenue (€) 220 133 103 90 71 Average Match Attendance 36k 42k 25k 21k 22k Stadium Utilization (%) 96 90 71 52 71

Source: Deloitte’s Annual Review of Football Finance 2016. Commercial revenue is disaggregated into ‘Sponsorship/Commercial’ and ‘Other commercial’ in England, Spain, and Italy. José Mourinho

Exhibit 5: World’s biggest sport leagues by Revenue 2014/2015

Revenue League Sport Country # of teams Revenue per club American NFL USA 32 €10.8bn ($13bn) € 339 Football MLB Baseball USA 30 €7.9bn (US$9.5bn) € 264 England & EPL Football 20 €4.10bn (£3.4bn) € 204 Wales NBA Basketball USA 30 €4.3bn ($5.2bn) € 144

NHL Ice Hockey USA 30 €3.1bn (US$3.7bn) € 103

Source: CNNMoney, http://money.cnn.com/2015/09/10/news/companies/nfl-revenue-profits/; Forbes, http://www.forbes.com/sites/maurybrown/2015/12/04/mlb-sees-record-revenues-for-2015-up-500-million- and-approaching-9-5-billion/#d42ce3e23076 & http://www.forbes.com/sites/forbespr/2016/01/20/forbes- releases-18th-annual-nba-team-valuations/#392e32c6e3e5; BBC, http://www.bbc.com/news/business- 36034403; and Blomberg, http://www.bloomberg.com/news/articles/2016-05-25/hockey-s-loonie-problem- may-cost-nhl-200-million-bettman-says José Mourinho

Exhibit 6: EPL club takeover since 2003

Date Club takeover July 2, 2003 Chelsea December 3, 2003 Bolton Wanderers June 5, 2005 Manchester United July 6, 2006 Portsmouth August 6, 2006 Aston Villa November 6, 2006 West Ham United February 7, 2007 Liverpool July 7, 2007 Manchester United July 7, 2007 Newcastle United January 8, 2008 Derby County September 8, 2008 Manchester City May 9, 2009 Sunderland August 9, 2009 Birmingham City October 10, 2010 Liverpool November 10, 2010 Blackburn Rovers August 11, 2011 Queens Park Rangers July 13, 2013 Fulham July 1, 2016 Swansea City August 5, 2016 West Brom

Source: The Guardian, www.theguardian.com/football/2015/oct/06/premier-league-takeovers-clubs-not- selling; BBC, news.bbc.co.uk/2/hi/3036838.stm; and ESPN www.espnfc.com/swansea- city/story/2905897/swansea-citys-us-takeover-approved-by-premier-league José Mourinho

Exhibit 7: Transfer spending (for certain EPL clubs) and trophies won during period between 1992/1993 and 2015/2016

EPL Champions Arsenal Players In Players Out Net Spend Per Season Wins League Wins Before Move to the £202,790,000 £132,274,000 £70,516,000 £5,036,857 3 - Emirates After Move to the £384,575,000 £275,400,000 £109,175,000 £10,917,500 - - Emirates (July 2006)

Chelsea Players In Players Out Net Spend Per Season

Before Abramavich £136,940,000 £68,475,000 £68,465,000 £5,705,417 - - After Abramovich (June £995,959,000 £415,650,000 £580,309,000 £44,639,154 4 1 2003)

Liverpool Players In Players Out Net Spend Per Season

Before Hicks/Gillett £270,605,000 £112,020,000 £158,585,000 £10,572,333 - 1 Buyout After Hicks/Gillett £166,750,000 £137,100,000 £29,650,000 £8,471,429 - - Buyout (Feb 2007) After Henry Buyout £480,450,000 £290,180,000 £190,270,000 £31,711,667 - - (Oct 2010)

Manchester United Players In Players Out Net Spend Per Season

Before Glazer Take £246,450,000 £121,740,000 £124,710,000 £9,593,077 8 1 Over After Glazer £676,500,000 £313,750,000 £362,750,000 £32,977,273 5 1 Takeover (Jun 2005)

Manchester City Players In Players Out Net Spend Per Season

Before Sinawatra £119,910,000 £67,553,000 £52,357,000 £3,490,467 - - Buyout Afer Sinawatra £173,520,000 £21,500,000 £152,020,000 £76,010,000 - - Buyout (July 2007) After Abu Dhabi £856,800,000 £227,850,000 £628,950,000 £78,618,750 2 - Buyout (Sep 2008)

Source: www.transferleague.co.uk/club-comparisons/transfer-league-tables/premier-league-comparisons, accessed on Aug 8, 2016. José Mourinho

Exhibit 8: Net transfer spending by EPL clubs, 2003/04 - 2013/14

Per Season Club Purchased Gross Sold Net Average Manchester City £983,520,000 £282,750,000 £700,770,000 £50,055,000 Chelsea £1,058,259,000 £415,650,000 £642,609,000 £45,900,643 Manchester United £757,050,000* £359,600,000 £397,450,000 £28,389,286 Liverpool £729,480,000 £453,910,000 £275,570,000 £19,683,571 Arsenal £444,475,000 £312,270,000 £132,205,000 £9,443,214 Sunderland £256,010,000 £145,000,000 £111,010,000 £7,929,286 Stoke City £146,120,000 £37,595,000 £108,525,000 £7,751,786 Tottenham £583,050,000 £478,100,000 £104,950,000 £7,496,429 West Ham £231,430,000 £132,725,000 £98,705,000 £7,050,357 West Bromwich Albion £150,355,000 £71,199,000 £79,156,000 £5,654,000 Leicester £108,770,000 £46,965,000 £61,805,000 £4,414,643 Everton £229,750,500 £172,416,000 £57,334,500 £4,095,321 Hull City £107,055,000 £51,675,000 £55,380,000 £3,955,714 Middlesbrough £107,055,000 £51,675,000 £55,380,000 £3,955,714 Crystal Palace £115,235,000 £61,400,000 £53,835,000 £3,845,357 AFC Bournemouth £74,170,000 £23,240,000 £50,930,000 £3,637,857 Watford £76,140,000 £45,895,000 £30,245,000 £2,160,357 Swansea £98,345,000 £85,025,000 £13,320,000 £951,429 Burnley £41,805,000 £51,675,000 -£9,870,000 -£705,000 Southampton £226,565,000 £248,000,000 -£21,435,000 -£1,531,071 * £259m has been spent in the last four years Source: www.transferleague.co.uk José Mourinho

Exhibit 9: Big Five European clubs revenues 2012/2013 to 2016/2017 (est), in (€m)

7000

5830 6000

5000 4820 4400

3897 4000

2946 2980 3000 2750

2392 2750 2275 2650 2018 2000 1933 2053 1868 1700 1792 1930 2010 1677 1630 1498 1418 1480 1000 1297

0 2012/13 2013/14 2014/15 2015/16 2016/17

England France Germany Italy Spain

Source: Deloitte’s Annual Review of Football Finance 2016. José Mourinho

Exhibit 10: EPL clubs’ revenue and wages 2014/2015 (£m)

450

400 395

350 353 331 300 319 298

250 Revenue

200 217 Wage costs 204 194 192 196 150 167 167 Wages/revenue ratio

129 126 122 100 114 113 107 104 103 102 101 100 99 96 86 87 80 83 84 78 73 77 73 79 50 65 57 67 68 70 56 52% 55% 58% 68% 56% 55% 61% 51% 62% 59% 71% 77% 55% 76% 67% 68% 73% 85% 66% 37% n/a 29 0 Arsenal Burnley Everton Chelsea Average Average ManUtd HullCity ManCity Liverpool StokeCity Aston Villa AstonVilla Sunderland LeicesterCity SwanseaCity CrystalPalace Southhampton NewcastleUnited West Ham United West Tottenham Hotspur Tottenham QueensParkRangers West Bromwich Albion Bromwich West

Source: Deloitte’s Annual Review of Football Finance 2016. Swansea figures are for a 14 month period to July 2015. José Mourinho

Exhibit 11: Champions League winners since the introduction of the group stage in 1992/1993

Season Winners

2015-16 Real Madrid

2014-15 Barcelona

2013-14 Real Madrid

2012-13 Bayern Munich

2011-12 Chelsea

2010-11 Barcelona

2009-10 Internazionale Milano

2008-09 Barcelona

2007-08 Manchester United

2006-07 Milan

2005-06 Barcelona

2004-05 Liverpool

2003-04 Porto

2002-03 Milan

2001-02 Real Madrid

2000-01 Bayern Munich

1999-00 Real Madrid

1998-99 Manchester United

1997-98 Real Madrid

1996-97 Borussia Dortmund

1995-96 Juventus

1994-95 Ajax

1993-94 Milan

1992-93 Marseille

Source: UEFA.com, www.uefa.com/uefachampionsleague/history/

José Mourinho

Exhibit 12: Manchester United net transfer spending and classification from 2003/2004 to 2016/2017 (in pounds Sterling)

Net Man Utd EPL Purchases Sellings Comments Spending Classification 2016/17 £149,000,000 £5,500,000 £143,500,000 Mourinho is hired by Manchester United

2015/16 £103,600,000 £75,450,000 £28,150,000 5 Mourinho leaves Chelsea 2014/15 £145,500,000 £41,300,000 £104,200,000 4 Chelsea wins EPL 2013/14 £67,700,000 £1,000,000 £66,700,000 7 Mourinho arrives at Chelsea 2012/13 £63,000,000 £11,900,000 £51,100,000 1 Ferguson retires 2011/12 £52,900,000 £14,750,000 £38,150,000 2

2010/11 £27,200,000 £13,650,000 £13,550,000 1

2009/10 £21,000,000 £85,500,000 -£64,500,000 2

2008/09 £35,750,000 £2,000,000 £33,750,000 1

2007/08 £61,750,000 £35,200,000 £26,550,000 1 United is sold 2006/07 £18,600,000 £14,500,000 £4,100,000 1 Mourinho leaves Chelsea after 3 games 2005/06 £19,500,000 £18,500,000 £1,000,000 2 Chelsea wins EPL 2004/05 £27,200,000 £5,850,000 £21,350,000 3 Mourinho arrives at Chelsea & wins EPL 2003/04 £53,350,000 £40,000,000 £13,350,000 3

Source: www.transferleague.co.uk/manchester-united/english-football-teams/manchester-united-transfers, accessed Aug 14, 2016. José Mourinho

Exhibit 13: EPL clubs’ aggregate spending, 2010/2011 to 2016/2017 (in pounds Sterling)

Season Summer window January window Transfers Total Agents Total 2015 /16 2015 £1,073,263,500 2016 £234,025,000 £1,307,288,500 Non-available 2014/15 2014 £1,100,500,000 2015 £180,660,000 £1,281,160,000 £129,857,560 2013/14 2013 £745,579,000 2014 £127,130,000 £872,709,000 £115,261,136 2012/13 2012 £627,881,000 2013 £114,860,000 £742,741,000 £96,673,089 2011/12 2011 £539,150,000 2012 £90,625,000 £629,775,000 £77,003,130 2010/11 2010 £444,300,000 2011 £228,475,000 £672,775,000 £71,868,749

5-year growth 90% 81%

Source: www.transferleague.co.uk, accessed Aug 14, 2016.

José Mourinho

Exhibit 14: EPL clubs’ net debt (2015), in £m

-1200 -1000 -800 -600 -400 -200 0 200 400

-1097 1 Chelsea

-335 48 Newcastle United

-406 151 Manchester United

-173 -20 Queens Park Rangers

-115 -45 Liverpool Net cash/bank borrowings -38 -20 -81 Sunderland

-78 1 Hull City Other loans -1 -49 -17 West Ham United

Soft loans -47 1 Southampton

-59 26 Stoke City

-11 -387 316 OTHER CLUBS

Source: Deloitte’s Annual Review of Football Finance, 2016. José Mourinho

Exhibit 15: Mourinho’s record at Chelsea (all competitions)

Played Won Draw Lost Win percentage 2004/05 59 42 11 6 71.19% 2005/06 54 37 9 8 68.52% 2006/07 64 42 16 6 65.62% 2007/08 8 3 4 1 37.5% 2013/14 57 35 10 12 61.4% 2014/15 54 36 14 4 66.67% 2015/16 25 9 5 11 36%

Source: http://www.skysports.com/football/news/11668/10102592/mourinho José Mourinho

Exhibit 16: Timeline

1955. Félix Mourinho (José’s father) starts playing at Vitória Setubal, stays until 1968. 1963. José Mário dos Santos Mourinho Félix is born in Setubal. 1968. Félix moves to Belenenses (Lisbon, 1 hour away from Setubal, where young José lived), stays until 1974. 1982/1986. “Studied Sport Sciences, with a specialization in football, at the University of Lisbon.” 1982/1983. Graduated to senior level, played for Rio Ave (Primeira Liga). 1983/1984. Played for Belenenses (Primeira Liga), where is father coached. 1985/1987. Played for Seseimbra and Comércio Industria (from lower divisions). Ended his playing career. 1989/1990. Youth coach at Vitoria de Setubal. 1990/1991. Assistant coach at Estrela da Amadora (Primeira Liga). 1991/1992. Assistant coach at Ovarense (2nd division). 1992/1993. Mourinho becomes Sir Bobby Robson’s interpreter at Sporting Lisbon. Robson was sacked in December 1993. 1993, Winter. Porto hired Robson and Mourinho followed him. 1994 to 1996. Porto wins two championships. 1996/1997. Robson moves to Barcelona, Mourinho followed him to work as an assistant. Barcelona wins European Cup Winners’s Cup. Robson becomes Barcelona’s General Manager. 1997 to 2000. Van Gaal is hired. Mourinho remains as Assistant Coach at Robson’s recommendation. 2000, Summer. Mourinho becomes Assistant Coach to Jupp Heynckes at Benfica. 2000, September. Moves up from assistant role, after Jupp Heynckes quits two games into the season. 2000, December. Leaves Benfica after being refused an extension of the 1-year contract. Refused to coach from a weak position. 2002, January. Joins Porto, helping the team move from 5th to 2nd position. 2002/2003. Wins Primeira Liga (on the second year at the club) and Europa League. 2003. Abramovich buys Chelsea, Ranieri is the coach (fired at the end of the 2003/2004 season) after finishing 2nd and losing in the Champions Legue semi-finals. 2004, March 9. Porto eliminates Man United in Manchester by scoring on stoppage time. 2003/2004. Wins Primeira Liga and Champions League with Porto. 2004, June. Mourinho joins Chelsea and, famously declares he is “a special one”. 2004/2005. Wins English Premier League in the first year managing the club. Chelsea is eliminated in the semi-final by Liverpool, after the Luis Garcia “ghost” goal. 2005/2006. Wins English Premier League. 2006/2007. Chelsea finishes 2nd on the English Premier League and is eliminated by Liverpool in the semi-finals after losing a penalty shoot-out. 2007, Autumn. Mourinho leaves the club three games into the season. Disagreements with Abramovich are to blame. Takes his time finding a new project, waits until the beginning of next season to coach again. José Mourinho

2008, Summer. Mourinho moves to Inter Milan. Stays until Spring 2010. Wins two Italian titles back to back. 2009. “José was decorated in 2009 with the Honoris Causa Doctoral degree, by the University of Lisbon.”Error! Bookmark not defined. 2010. Mourinho’s Inter wins Champions League, after eliminating Barcelona in the semi-finals. 2010, Summer. Moves to Real Madrid. 2011/2012. Wins title with Madrid in the second year with the club. Spring 2013. Leaves Madrid, three years after arriving, after failing to win the much wanted décima Champions League. Summer 2013. Returns to Chelsea, (who has won one EPL, one champions league, in six seasons after he left). This time, it looked like both the club and the coach had a long-term plan. 2013/2014. Chelsea finishishes third, 4 points behind Manchester City. 2014/2015. Chelsea wins the Premier League. 2015, December. Mourinho is sacked after his worst season ever, leaving the club just above relegation zone. 2015. “José taught at the High Performance Football Coaching [at the University of Lisbon].”Error! Bookmark not defined. 2016, May. Joins Manchester United. José Mourinho

Exhibit 17: José Mourinho’s best quotes

On taking over at Chelsea for the first time in 2004. “I have top players and, I’m sorry, we have a top manager. Please do not call me arrogant because what I say is true. I’m European champion, I’m not one out of the bottle, I think I’m a special one.” On pressure. “For me, pressure is bird flu. I’m feeling a lot of pressure with the problem in Scotland. It’s not fun and I’m more scared of it than football.” On the lack of funds available to him to improve his Chelsea squad, 2007. “It is omelettes and eggs. No eggs - no omelettes! It depends on the quality of the eggs. In the supermarket you have class one, two or class three eggs and some are more expensive than others and some give you better omelettes. So when the class one eggs are in Waitrose and you cannot go there, you have a problem.” On conspiracies (or facts). "The circumstances are difficult for us with the new football rules that we have to face. It is not possible to have a penalty against Manchester United and it is not possible to have penalties in favor of Chelsea. It is not a conspiracy, it is fact. I speak facts. If not, I need big glasses.” On why he had his hair shaved off. “I want to push the young players on my team to have a proper haircut, not the Rastafarian or the others they have.” On being sacked. “If the club decides to sack me because of bad results that’s part of the game. If it happens I will be a millionaire and get another club a couple of months later.” On criticism of his playing style while Inter Milan boss. “It’s not important how we play. If you have a Ferrari and I have a small car, to beat you in a race I have to break your wheel or put sugar in your tank.” On God. “He must really think I’m a great guy. He must think that, because otherwise He would not have given me so much. I have a great family. I work in a place where I’ve always dreamt of working. He has helped me out so much that He must have a very high opinion of me.” On young players. “Young players are like melons. Only when you open and taste the melon are you 100% sure that the melon is good.” On his coaching philosophy. “I would rather play with 10 men than wait for a player who is late for the bus.” On returning to Chelsea in 2013. “I am the Happy One.” On the media. “[on the] press conference before the game, in my mind the game has already started.” On Dr. Eva Carneiro and physio Jon Fearn attending to Eden Hazard. “I was unhappy with my medical staff. They were impulsive and naive.” On the defeat that apparently sealed his fate. “The two goals are very difficult to accept. It’s a big frustration to accept because I feel like my work was betrayed, if that’s the right word.” On Luis Garcia’s “ghost goal” for Liverpool in the 2005 Champions League semi-final. “You can say the linesman’s scored. It was a goal coming from the moon or from the Anfield Road stands.” On Mourinho’s Porto beating Manchester United in the Champions League. "I understand why he (Alex Ferguson) is a bit emotional. He has some of the top players in the world and they should be doing a lot better than that. You would be sad if your team gets as clearly dominated by opponents who have been built on 10% of the budget."

Source: www.mirror.co.uk/sport/football/news/jose-mourinhos-most-famous-quotes-7031597; www.telegraph.co.uk/sport/football/managers/jose-mourinho/10577760/Jose-Mourinhos-ten-best- quotes.html; and http://www.football365.com/news/special-jose-mourinhos-top-20-quotes