Club Licensing Benchmarking Report Financial Year 2018 Club Licensing Benchmarking Report: Financial Year 2018
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The European Club Footballing Landscape Club Licensing Benchmarking Report Financial Year 2018 Club Licensing Benchmarking Report: Financial Year 2018 2 Club Licensing Benchmarking Report: Financial Year 2018 Foreword Welcome to the eleventh edition of the UEFA Club Licensing Benchmarking Report, which again focuses on football finances but also other off-the-field trends in the European football ecosystem. This year UEFA presented its new strategy, Together for the Future of Football, a blueprint for future-proofing UEFA and European football. One of the strategy’s key policies of optimising intelligence and deepening knowledge for better decision-making chimes perfectly with this report. The benchmarking report’s thorough analysis of the finances and more of more than 700 top-division clubs provides a hugely valuable appreciation of the successes of and challenges facing European club football; essential information for future decision- making. The headline figure is a second successive year of overall profitability for European top-division clubs. As financial performance has improved, the clubs’ financial position has become significantly healthier, with club net assets increasing from less than €2 billion to more than €9 billion in the space of a decade, a testament to the success of UEFA’s Financial Fair Play regulations, the stable European football ecosystem and sustained and sensible investment. Equally encouraging is the revelation in the report’s new section on training infrastructure that almost 80% of clubs have invested in training facility improvements in the past five years. It is also welcome to see the report widen its scope to include women’s football this year. The data in this report and other research by our new intelligence centre helps to inform our decision-making and, therefore, the report highlights a number of threats to continued European football stability and success. These include the risks of globalisation- fuelled revenue polarisation, of a fragmenting media landscape, and of cases of overdependence on transfer activity revenue. The report also shows that European club football is strong, united and resilient, and I am certain that European football can and will overcome these challenges and others just as successfully as it dealt with the threat of spiralling losses in the recent past. Aleksander Čeferin UEFA President 3 Club Licensing Benchmarking Report: Financial Year 2018 4 Club Licensing Benchmarking Report: Financial Year 2018 Introduction he UEFA Club Licensing Benchmarking Report offers an authoritative overview of Rising transfer profits can also lead to financial complacency, with clubs’ wage bills edging European club football, on the one hand providing a granular guide to club football upwards across Europe. Indeed, wage inflation totalled €1.2bn in 2018, exceeding clubs’ total across all 55 UEFA member associations, and on the other hand identifying and revenue growth of €1.0bn. UEFA will monitor this trend carefully, as another year of strong T documenting many of the important trends of our time. wage growth in 2019 could further eat into operating profits if average revenue growth evolves as expected (with new TV cycles limited to UEFA competitions and Italian domestic This report is always evolving, and this year, for the first time, we include a profile of women’s football). domestic football, as well as some initial findings from a wide-ranging study covering more than 900 club training facilities. This supplements the standard chapters on club ownership, Looking forward, no one can predict with any certainty the impact that the increasingly rapid stadium infrastructure, supporters, sponsorship, and league and cup competitions, as well as fragmentation of the media landscape will have on football, but the general consensus is that the usual detailed analysis of financial matters. the financial situation is likely to change considerably over the next ten years, both across Europe and beyond. Clubs, leagues and other organisations will have to adapt their business Professional football in Europe operates as a unique ecosystem, with clubs bound together in models and strategies in this fast-changing environment – something that will not be easy or leagues and sharing mutual interests. This stable pyramid helps to make club football painless for what is still quite a traditional game. Future versions of this report will document remarkably resilient, as illustrated by more than 20 consecutive years of revenue growth. The the impact of those developments. 2018 financial year was the second consecutive year of overall profitability for European top- division club football – a significant turnaround compared with the €5bn of losses that were In 2018, the UEFA Executive Committee approved the creation of a new strategic research recorded in just three years at the turn of the decade. Just as important for the underlying unit – the UEFA intelligence centre – which includes a data scientist, an econometricist, a health of football is the continued strengthening of club balance sheets, with clubs’ assets statistician and a rights advisor, who together combine specific technical expertise with in- exceeding their liabilities/debts by €9bn at the end of 2018. depth knowledge of the football landscape. This is providing decision makers with a better understanding of the environment they are regulating in key areas such as the transfer system However, the interconnectedness of club football also brings with it a number of risks, and competitive balance. The UEFA intelligence centre routinely cooperates with member particularly as regards the transfer system. The transfer system acts as a financial associations on strategic topics. Recent assignments include analysing the impact of foreign compensation mechanism for player development, with many millions of euros moving player rules on the relative standing of an association’s national team and domestic league downwards through the pyramid – from large clubs to medium-sized clubs to small clubs – in and looking at girls’ participation rates in different age groups and regions. The writing and return for a steady flow of talent rising back up the pyramid. The doubling of transfer fees in production of this benchmarking report also falls within the remit of the UEFA intelligence recent years has increased these rewards, with transfer inflation being driven by excess centre, thereby contributing to one of UEFA’s key objectives – greater transparency in the off- operating profits as a result of bumper TV deals for domestic football in England, Germany pitch workings of European football. and Spain and UEFA competitions. With transfer profits growing far faster than other income streams, talent-exporting clubs have naturally become more dependent on transfer activity to This report would not have been possible without the considerable input and support of a cover their players’ wages and other operating costs. Such over-dependency may potentially great many clubs and national licensing managers, as well as numerous colleagues, to whom result in risks, with research by UEFA showing that transfer prices (and profits) fell by 20–30% we extend our thanks. for medium and lower-value transfers after the last Europe-wide recession in 2009–12. Sefton Perry Head of UEFA Intelligence Centre Analytics 5 League and Cup Women’s Supporters Infrastructure structures Football Club Sponsorship Club Ownership Club Revenues Club Wages Transfers Operating Costs Profitability Balance Sheets Foreword CHAPTER Club Revenues 56 Introduction Aggregate revenue figures and growth 58 CHAPTER Domestic competitions and governance 8 Revenue breakdown at club level 64 Broadcasting revenue 68 League formats and recent changes across Europe 10 07 Revenue from UEFA 74 Format of domestic cup competitions across Europe 12 Gate receipts 76 01 Domestic eligibility rules and restrictions 15 Sponsorship and commercial revenue 80 CHAPTER Women’s Football 18 CHAPTER Club Wages 82 Format of women’s league competitions 20 Wage growth 84 Women’s eligibility rules and restrictions 22 Wage levels 86 02 Women’s cup competitions across Europe 23 08 Wage ratio’s 90 CHAPTER Supporters 24 CHAPTER Transfer Activity 92 Attendance trends across Europe 26 Transfer levels and growth 94 Popularity across Social Media channels 28 Transfer activity significance 98 03 09 Transfer activity levels by country 100 CHAPTER Infrastructure 30 CHAPTER Club operating and non-operating costs 102 Stadium projects across Europe 32 Operating cost growth 104 European stadium ownership 34 Operating costs levels 105 04 Training facilities across Europe 36 10 Non-operating costs overview 107 European training facilities ownership and investment 38 CHAPTER Underlying and bottom-line profitability 108 CHAPTER Club Sponsorship 42 Evolution profitability 110 Principal shirt sponsors 44 Operating and bottom-line profitability trends 112 Kit manufacturers 46 11 Profitability levels 116 05 Other types of sponsorship 47 CHAPTER Club Ownership 50 CHAPTER Club Balance Sheets 118 Balance sheet levels 120 European club Ownership 52 Net debts 126 Influx of foreign ownership over the last decade 54 Clubs net equity 129 06 Club ownership restrictions across Europe 55 12 Appendices 7 CONTENTS Club Licensing Benchmarking Report: Financial Year 2018 CHAPTER #01 Domestic competitions and governance Domestic football comes in many shapes and forms. The first chapter gives a unique state of the game of the continuously changing formats