Why Do Sports Organisations Create Foundations and How Do They Impact on Brand Identity?

La Salle International School of Commerce and Digital Economy

Final Thesis

Graduate in Management of Business and Technology

WHY DO SPORTS ORGANISATIONS CREATE FOUNDATIONS AND HOW DO THEY IMPACT ON BRAND IDENTITY?

Student Promoter

JOSE LLABRÉS KAPÓN CHRISTOPHER KENNETT

FINAL PROJECT DEFENCE

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

D. JOSE LLABRÉS KAPÓN

Presented their final thesis on the following subject:

WHY DO SPORTS ORGANISATIONS CREATE FOUNDATIONS AND HOW DO THEY IMPACT ON BRAND IDENTITY?

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

ABSTRACT

This thesis aims to understand why sports organisations create foundations and how do they impact on brand identity. The literature review contains the definition of foundation, how foundations develop over the time, the differences between a foundation and an association, the advantages and disadvantages of a foundation and the different types of sport foundations. Primary research was conducted by interviewing different employees or managers of three different types of sports foundations and analyse the annual reports. With the objective to compare and contrast the three cases, to understand the benefits of a foundation, the factors behind successful communication strategies and how they measure the effectiveness.

TABLE OF CONTENT

Acknowledgement 5 Executive Summary 6 1. Introduction 7 1.1. Motivation To Study This Topic 7 1.2. Research Question 7 1.3. Research Objectives 7

2. Literature Review 8 2.1. What Is A Sports Foundation? 8 2.2. How Have Foundations Developed Over Time? 9 2.3. Differences Between A Foundation And An Association 10 2.4. Advantages And Disadvantages Of A Foundation 11 2.5. Types Of Sports Foundation 12

3. Methodology 14 3.1. Research Methodology 14 3.2. Interview Objectives 14 3.3. Annual Report Analysis 15 3.4. Interview List Of Questions 16 3.5. Interviewed People 16 3.6. Comparative Case Studies 17

4. Data and findings 18 4.1. Ownership Model 18 4.2. Objectives 20 4.3. Financial Structure 21 4.4. Marketing & Partnership Strategy 25 4.5. Main Operations Activities 32 4.6. Foundation Impact On The Brand 36 4.7. Effectiveness 40 4.8. Covid-19 41

5. Conclusión 42 6. Bibliography 45

7. Appendix 49 7.1. Appendix A - Interview with Carles Domènech 49 7.2. Appendix B - Interview with Albert Sala 53 7.3. Appendix C - Interview with Yolanda Antin 57 7.4. Appendix D - Interview with Alex Galí 60 7.5. Appendix E - Interview with Pati Roura 64 7.6. Appendix F - Interview with Xavier Vilà 65

Table of Figures

Figure 1 - Annual Report of Damm Foundation 15 Figure 2 - Annual Report of Barça Foundation 15 Figure 3 - Annual Report of Johan Cruyff Foundation 15 Figure 4 - Comparative Case Studies 17 Figure 5 - Barça Foundation Governing Board 19 Figure 6 - Damm Foundation Governing Board 19 Figure 7 - Johan Cruyff Foundation Governing Board 20 Figure 8 - Economic Report of Damm Foundation 21 Figure 9 - Distribution of Sources of Income of Barça Foundation 22 Figure 10 - Income of Barça Foundation since 2013/2014 23 Figure 11 - Comparative Table of Foundations Expenditure 24 Figure 12 - Main International Communication Strategies of Barça Foundation 26 Figure 13 - Main Local Communication Strategies of Barça Foundation 26 Figure 14 - Main Communication Strategies of Damm Foundation 27 Figure 15 - Main Communication Strategies of Johan Cruyff Foundation 28 Figure 16 - Areas of Action of the Foundations 29 Figure 17 - Areas of Action of Barça Foundation 29 Figure 18 - Comparative Table of the Main Channels of Communication 31 Figure 19 - Estrella Damm Advertisement in FC Barcelona Stadium 33 Figure 20 - Cruyff Court Les Roquetes 34

WORD COUNT: 10.340 words

ACKNOWLEDGMENTS

I would like to express my gratitude to my promoter Professor Chris Kennett, for guiding me through the process of writing this thesis, but also for being an excellent professor and mentor throughout my four years at the university. Without his detailed guidance and persistent help, this final thesis would not have been possible. I would also like to thank Professor Dawn Hiscock and Professor Miguel Sanchez for their support and guidance in the initial phases of the research and for inspiring me at the first stage when gathering the ideas for the topic of the project. I also want to express my gratitude to Professor Ricardo Torres for being my tutor during the four years at the university. Thank you as well to all the classmates I have during this years and to all the friends I made.

I wish to express my deepest gratitude to the Sport Foundations analysed during this thesis and especially the people that participates on it. Thanks to Mr. Carles Domènech and Mr. Àlex Galí from the Damm Foundation, Mr. Albert Sala and Ms. Pati Roura from the Johan Cruyff Foundation and Ms. Yolanda Antin and Mr. Xavier Vilà from the Barça Foundation. Without their support and help, this project could not have reached its goal. Thanks for sharing your knowledge and participating in the realization of this thesis. I really appreciate your contribution.

Lastly, I would like to thank all my family for all their love and encouragement. Especially to my parents, my godparents and my grandparents who raised me with love and supported me in all my pursuits. Finally to my little brother for being the person I love the most. All of them kept me going on and this work would not have been possible without them. Thank you from the bottom of my heart. I love you.

EXECUTIVE SUMMARY

The objective of this thesis is to compare and contrast three different types of sports foundations in order to see the differences and the similarities. At the same time analyse the different strategies and the impact that they have on the brand they are attached to. Understand the benefits that foundations bring to the businesses, analyze the communication strategies and how they measure the effectiveness of their activities.

The literature review contains the explanation of what is a sports foundation, how foundations developed over time, the differences between a foundation and an association, the advantages and disadvantages of a foundation and the different types of sport foundations.

The research is done through four personal interviews with managers and employees from each foundation analysed. The questions asked during the interviews were related with: the ownership model of the foundation, which are the key objectives, how is the financial structure, how is the marketing strategy which are the main operation activities, how is the impact on the brand and how they measure the effectiveness. The second part of the research was to analyse, compare and contrast the annual reports of the three foundations analysed.

The results and findings show that sport is one of the best tools to educate people for the values that transmit, also shows that the foundations have a huge impact on the brands and help a lot of people. How fundations create opportunities to the brand that they are attached to, the importance that the communication strategy has in their strategies and how in the next years sports foundations will grow significantly and will play a fundamental role in the society.

CHAPTER 1 - INTRODUCTION

1.1 MOTIVATION TO STUDY THIS TOPIC

During the season 2016/2017 I played football on the first team of CF Damm. During this experience I enjoyed a lot and I learned many things. My interest for this types of organizations came from that experience and the final thesis was the perfect opportunity to study and explain how sport foundations works.

During this thesis three sports foundations that are going to be analysed: the Damm Foundation, the Johan Cruyff Foundation and the Barça Foundation. The foundations are going to be compare and contrast in order to response the research question and to response the research objectives.

1.2 RESEARCH QUESTION

The research question of this thesis is: ‘Why do sports organisations create foundations and how do they impact on brand identity?’

1.3 RESEARCH OBJECTIVES

1. Understand the benefits that a foundation can bring to a business, focusing in the sports sector.

2. Determine the factors behind successful sport foundations strategies and analyze the impact on their communication strategies.

3. Analyze the effectiveness of different types of sport foundations in the wider organisational context.

CHAPTER 2 - LITERATURE REVIEW

2.1 WHAT IS A SPORTS FOUNDATION?

Sport foundations are often associated with charity actions and promotion of values through sports. As the politician and social activist Nelson Mandela (Hughes, R. 2013: 2) said, “Sport has the power to change the world. It has the power to inspire, it has the power to unite people in a way that little else does. It speaks to youth in a language they understand. Sport can create hope where once there was only despair. It is more powerful than governments in breaking down racial barriers. It laughs in the face of all types of discrimination.”

According to article 2 of the Law of foundations 50/2002 the general definition of a foundation is: “Foundations are non-profit organisations which, by the will of their creators, have their patrimony permanently affected to the realisation of general interest purposes.”. However the definition for the Spanish Association of Foundations (AEF) (na fundaciones.org, 2019) is ‘’A foundation is a non-profit organization that pursues purposes of general interest and benefits generic collectivities of people. Its initial and future assets are allocated to these general interest purposes, even in the event of dissolution.’’

A sports foundation (Cullinane, J, 2019) is an organization that supports charitable activities for the common good. Foundations work to help other organizations, institutions, or individuals for scientific, educational, cultural, religious, or other charitable purposes. It can be set up by any individual or organization, including a family, a corporation, a group of friends, a celebrity or professional athlete.

From the economical point of view these non profitable organizations are created according to the president of PwC foundation Jesús Díaz de la Hoz (Diaz de la Hoz, J., 2016) with an interest in allocating part of the wealth generated by the company (could be also an individual) for purposes that help society, with the aim of promoting the social and philanthropic actions with greater visibility and independence. At the same time are created to achieve the social objectives that the company or one person have. Is a way to give back all the things and money that society gives to the company. And they are financed primarily

through donations from the founding companies. Also, only 30% of foundations in Spain have some additional source of funding, usually from the income of sponsors or collaborators in the projects and contributions from public subsidies are basically non-existent. (Diaz de la Hoz, J., 2016).

As Tracey Grose (Grose, T., 2019) said ‘’there are many different models for companies to give back to society what they receive from them in an impactful way. A well-developed foundation strategy will reflect the company’s own values and objectives’’.

In the case of sport foundations, focusing on women's sport foundation (na Women's Sports Foundation, 2019) CEO Deborah Antoine defines themselves as “we believe that sports are a birthright and we use our powerful voice to advocate for equality in sports for every girl and woman. We speak out for safe, equal playing fields for school-aged and elite athletes around the world and promote female leadership in all areas of sports.”

Sport clubs like for example FC Barcelona define their foundation (na Foundation.fcbarcelona.com. 2019) like ‘’The Barça Foundation makes the sentence 'More than a Club' a reality by using sports and its values to help bring about real change in the lives of disadvantaged children and youth’’ with the mission of providing support to the most vulnerable children and youth through sports and values, with the goal of contributing to a more egalitarian and inclusive society.

2.2 HOW HAVE FOUNDATION DEVELOPED OVER TIME?

At the end of the 19th century there volunteers and associations were almost alone targeting some of the human suffering at the time, but also helping to create parks and public libraries. But with the past of the years, big companies and organizations saw that they need foundations in order to achieve their business objectives. (Grose, T., 2019)

One of the first private foundations was made by the Russell Sage Foundation in 1907, and was founded with the purpose to study and disseminate knowledge about social problems. After that, some foundations appeared, but it was not until the second world war when

companies consolidated their investment in foundations. (na Philanthropy New York, 2008). At the same time the economic expansion fueled the establishment of major corporate foundations such as Ford Motor Company Fund in 1949 or AT&T’s Western Electric Fund in 1953 (Grose, T., 2019).

In the case of CF Damm, (na Fundaciodamm.cat. 2019), in 1954 a group of workers from the Damm Group decided to create a football club with the aim of training and educating the youth of the neighbourhood of the old factory of estrella Damm. Since then, the CF Damm is a football club for young guys with characteristics that make it unique and with a recognized prestige in Catalonia and in the country of Spain.

Nowadays, according to the latest data collected by the Spanish Association of Foundations (na Fundaciones.org.2019) highlights the increase in the appearance of new foundations. Specifically, 786 new foundations have been registered since 2008, joining the 44% of corporations created since 2003. Only one in ten is prior to 1978.

2.3 DIFFERENCES BETWEEN A FOUNDATION AND AN ASSOCIATION

Both the association and the foundation are considered non-profit entities. According to (na Asociaciones.org. 2019) ‘’A not-for-profit association is a group of people who organize themselves to carry out a collective activity. Unlike other forms of organization and action, the association has a legal personality, which makes it capable of acquiring rights and contracting obligations’’.

The main difference between a foundation and an association just like the Spanish Association of Foundations (AEF) (na Fundaciones.org. 2019) explain is that ‘’The association is characterized by a personal element (people who unite to pursue a common goal), while the foundation has a patrimonial element, a patrimony that is permanently affected to an end of general interest alien to the interest of the founder’’. The foundation must always pursue an end of general interest, whereas the association may pursue either a common interest "only for its members" or an end of general interest. Sometimes, due to the absence of an initial patrimony or for other reasons, many social or general interest projects

are channelled through associations. If they meet certain requirements, they may apply for a declaration of public utility after the first two years of operation.

Another difference to highlight is for example the initial investment, for example in Spain to constitute a foundation, the founder (can be more than one) must make a minimum contribution of 30,000 euros. And through the foundation can not benefit either directly or indirectly the founder, the trustees, who are those who govern it, or individualized people who do not pursue ends of general interest. (na Fundaciones.org. 2019) However, to constitute or create an association is not necessary to make a minimum contribution, but it is necessary to draw up the statutes of the association and register the association in the National Register of Associations. (Maria M García, 2017)

2.4 ADVANTAGES AND DISADVANTAGES OF A FOUNDATION

According to Page Snow (Snow, P. Forbes.com, 2019) One of the main advantages of a foundation is income tax deduction of up to 30% of your adjusted gross income (AGI) and up to 20% of AGI for appreciated securities, with a five-year carry forward. You receive a tax deduction up front yet can make charitable deductions over time, enabling you to give strategically instead of during the usual year-end rush.

Another advantage according to (Foundation Source, 2019) is building a better family, as family members take on philanthropic research, present their findings to the board, participate in the decision-making process, and track results, they hone skills that will serve them for years to come. Also a private foundation provides an ideal vehicle for a donor to not only accomplish charitable objectives, but to do so in a public manner (Giancone, G. et al 2015). A private foundation is an excellent technique for clients to control their charitable giving and to promote family involvement in the community. With favorable tax treatment, clients who are charitably inclined should consider the benefits of a private foundation.

One of the main disadvantages is the cost (GrantSpace.com, 2019) creating a nonprofit organization takes time, effort, and money. Fees are required to apply for incorporation and tax exemption. The use of an attorney, accountant, or other consultant may also be necessary.

According to (Teixidó, Á, 2019) taking advantage of its tax and accounting advantages, corrupts use the figure of the foundation to defraud. Corruption scandals related to foundations often occupy the front pages of the Spanish press, contributing to the distortion of the entity.

2.5 TYPES OF SPORTS FOUNDATION

In the industry of sport there are many types of sports foundations, the main sports foundations can be made by athletes, sport clubs or corporations.

According to (Paramio-Salcines, Babiak and Walters, 2016): ‘The significance of athlete philanthropy is rooted in the role of sport in the cultural fabric of our society. Sports are played and watched by millions across the globe, inspiring entertaining and uniting the masses. The popularity of sport and the positive traits it promotes, including discipline, passion, teamwork, excellence, sportsmanship, and dedication, make sport a vehicle for social good’.

Many athletes create their own foundation to help others through sports, very successful examples of that are: Johan Cruyff (na Cruyff-foundation.org, 2019), Lionel Messi(na Messi Foundation, 2019) Rafael Nadal (na fundacionrafanadal.org,2019), Pau Gasol and Marc Gasol (na Gasol Foundation, 2019), Lebron James (na Lebron James Foundation ,2019),Michael Phelps(Michael Phelps foundation, 2019), Russell Wilson (na whynotyoufdn.org, 2019), Andre Agassi (na Agassi Foundation, 2019)

Athlete's create their own foundation in order to achieve social commitment. As Rafael Nadal (na fundacionrafanadal.org, 2019) said: “I am always working for the same goal, to improve as a player and as a person''. Lebron James also said that (na lebronjamesfamilyfoundation.org, 2019) "I believe in order for us to ultimately be as great as we can be as a nation that all of us have to go back into our communities and lend our hand. It starts brick by brick. It starts person by person. Family by family. Kid by kid." focusing his efforts in providing education for everyone, with the famous sentence ‘’I Promise, I Promise, I Promise’’. Another example is The Johan Cruyff Foundation (na Cruyff-foundation.org,

2019) that supports and develops sports activities for children all over the world. They focus on children, through sports projects for children with a disability and projects like the Cruyff Courts, where they create space for them.

According to the book (Roza, Bethmann, Meijs and Schnurbein, n.d.), a study that investigated foundations in ten european countries discovered that individuals and families are the most prevalent type of founders that set up a foundation.

Another type of sports foundation in the sports industry is through a sports club. Some examples of these types of organizations are: FC Barcelona (na FC Barcelona Foundation, 2019), Real Madrid (na Real Madrid Foundation, 2019), Boston Red Sox (na Red Sox Foundation 2019), Golden State Warriors (na Golden State Warriors Foundation, 2019). These types of foundations are good for the business because sport clubs have the option to activate partnership agreements through their foundations. As an example, Real Madrid (na Real Madrid Foundation, 2019) defines its foundation as ‘’The Real Madrid Foundation is the instrument by which Real Madrid is present in society and develops its social and cultural awareness programmes’’. And the main objective of the club doing that is to promote, both in Spain as well as abroad, the values inherent in sport, and the latter’s role as an educational tool capable of contributing to the comprehensive development of the personality of those who practice it.

Finally, some corporations create sport foundations in order to achieve their business objectives. These companies can be related to the sport industry or not. A good example of a company that is not related to the sports industry is Estrella Damm (na estrelladamm.com, 2019. A company that sells beer, that creates a foundation (na fundaciodamm.cat, 2019) related with sports in 1954 and the foundation define themselves as ‘’Our main axis of action is sport, since through this we can contribute to the training of hundreds of young sportspeople in Spain’’. Damm foundation also has society and cultural interest, but the main focus is the sport.

CHAPTER 3 - METHODOLOGY

3.1 RESEARCH METHODOLOGY

The research methodology used to do this thesis is through qualitative methods, especially doing semi structured interviews to the employees of the foundations. My research is focused on three foundations: the Damm Foundation, The Johan Cruyff Foundation and the Barça Foundation. The three of them are focused on sports and the main difference between them is that the Damm Foundation is a sports foundation related to a corporation, the Barça foundation is related to a one of the biggest sports clubs in the world and the Johan Cruyff foundation is related to a one of the most influential athletes in the last decades.

Because I wanted to focus on these three specific foundations, the data was collected through semi structured interviews and conversations with the employees of the foundations. With the aim to compare and contrast the three cases. The data was also collected from the annual reports of the last years and as I mentioned from the interviews in order to conduct my research.

3.2 INTERVIEW OBJECTIVES

The main interview objective is to get as much data as possible and understand the main differences between each foundation. The interviews were made in Spanish and Catalan and then translated to English.

The interviews was made and prepared to understand the ownership model, the objectives of each foundation, to understand the financial structure, how is the marketing strategy, which are the main operation activities, how foundations impact on the brands, how foundations evaluate the effectiveness and the main differences between them.

Due to COVID-19 pandemic unfortunately three interviews was made via online. The other three interviews were made presencially and in the offices of the foundations.

3.3 ANNUAL REPORT ANALYSIS

To analyse the economic results and the main operations activities and campaigns. I compared and analysed the annual reports of the economic year 2018 of the three foundations. After reading all three reports, the Damm Foundation report and the Barça Foundation report are more professional in the way that are very well presented compared to the Johan Cruyff Foundation one that is more simple in terms of presentation, the main reason is because the Johan Cruyff Foundation is focused on the economic report, however the foundation mention the main activities done during the year in the report.

The three foundation reports are very transparent with all the economic data very structured and well presented. The Cruyff Foundation annual report includes an extense economic report, while the Damm one is more simple and they just include the amount of money they designate to their projects during the year, but they also have the economic report apart from the annual report in their website. The Barça Foundation annual report includes the economic report and was audited by an independent auditor.

Besides, the reports cover different time periods of the calendar year. The Damm Foundation and the Johan Cruyff Foundation cover the year 2018, while the Barça Foundation cover the season 2018/2019.

Figure 1: Annual Report Figure 2: Annual report of Figure 3: Annual report of of Damm Foundation Barça Foundation Johan Cruyff Foundation

3.4 INTERVIEW LIST OF QUESTIONS

The list of questions done in the interviews was:

● How is your ownership model?

● Which are the key objectives?

● How is the financial structure?

● How is your marketing strategy?

● How is your partnership strategy?

● Which are your main operation activities?

● From 0 to 10 how is the impact of the foundation on the brand?

● Human resources strategy?

● How does the foundation measure its effectiveness?

3.5 INTERVIEWED PEOPLE

The people interviewed during the realization of this thesis were people that are working in the three foundations analysed:

● Mr. Albert Sala - Marketing & Communication director of Johan Cruyff Foundation

● Ms. Yolanda Antin - Coordinator of Alliances of the Barça Foundation

● Mr. Àlex Galí - General coordinator of Damm Foundation

● Mr. Carles Domenèch - Executive Director of the CF Damm

● Ms. Pati Roura - Director of the Johan Cruyff Foundation

● Mr. Xavier Vilà - Head of communication strategies of the Barça Foundation

3.6 COMPARATIVE CASE STUDIES

Created in 1954 1995 1994

President Demetrio Carceller Susila Cruyff Josep M Bartomeu

Main activity area Catalonia Spain & Holland Around the world

2018 expenditure 4.178.000 954.262 17.633.300

Associate brand S.A. Damm Johan Cruyff FC Barcelona

Principal activity Sport & Culture Sport & Education Sport & Society

Governing board 9 people 10 people 24 people

Figure 4: Comparative Case Studies Source: Self-elaboration

CHAPTER 4 - RESEARCH FINDINGS

The objectives for this chapter are to analyse and compare and contrast the results of the interviews and the data from the annual reports of the three different foundations.

The Damm foundation and the Barça foundation are more similar in terms of structure and both of them depend on big corporations while the Johan Cruyff Foundation will contrast the other foundations data in terms of structure and from a financial point of view.

The points analysed in this chapter are: the ownership model, the main objectives, the financial structure, the marketing & partnership strategy, the main operations activities, the foundation impact on the brand, how each foundation evaluates the effectiveness of their actions and how the Covid 19 affected and will affect this type of organisations in the next years.

4.1 OWNERSHIP MODEL

The objective here is to analyse how is the ownership model of each foundation, who is the president, by how many people are formed the governing boards, how foundations make the decisions and how is the organization of their workers.

In the case of the Damm Foundation the president of the foundation is the same one as the president of the company S.A Damm, that is Demetrio Carceller Arce. The Barça Foundation is the same case, the president of the foundation is also the president of the club FC Barcelona and that person is Josep M. Bartomeu Floreta. Finally, in the case of the Johan Cruyff Foundation the president of the foundation, is the daughter of Johan Cruyff, Susila Cruyff.

All three foundations have a board of trustees: the Damm one is composed of nine people; the Cruyff one of ten; and the Barça one of twenty-four. All three foundations have a secretary in their structure.

Barça Foundation governing board in the season 2018/2019 was composed of twenty-four people as mentioned before. From the total there is a president, two vice presidents, one treasurer, one secretary and twenty-one board members.

Figure 5: Barça Foundation Governing Board Source: Barça Foundation Annual Report 2018/2019

Damm Foundation governing board is composed of nine people: the president Demetrio Carceller Arce, two vice presidents Ramon Agenjo Bosch and Ramon Armadàs I Bosch, the secretary Pau Furriol I Fornells and five board members. The board members are Raimundo Baroja Rieu, José Carceller Arce, María Carceller Arce. Dr. August Oetker and Dr.Ernst

F.Schröder.

Figure 6: Damm Foundation Governing Board Source: Damm Foundation annual report 2018

The Johan Cruyff Foundation governing board is composed of ten people: the president Susila Cruyff, the secretary Xavi Arbòs and eight board members. The board member are: Pep Guardiola, Xavi Hernández, Carles Puyol, Fernando Belasteguín, Joan Laporta, Jaume Roures, Joan Francesc Pont and Ramon Agenjo.

Figure 7: Johan Cruyff Foundation Governing Board Source: Johan Cruyff Foundation annual report 2018

4.2 OBJECTIVES

The three foundations have similar objectives because the three of them are oriented to the sports sector, even though they have different point of views and different objectives.

For the Damm Foundation according to Carles Domènech (Appendix 7.1) the main objective is to return to society a part of what society gives to the company and they achieve that through their football club and padel club, but at the same time the foundation participates and collaborates with cultural and musical events and institutions.

On the other hand, the main objective of the Johan Cruyff Foundation according to what Albert Sala (Appendix 7.2) said is to help children with disabilities and the most vulnerable groups at risk of social exclusion. Pretty similar to the Barça one that according to Yolanda Antin (Appendix 7.3) the Barça Foundation put emphasis into contributing to a more

egalitarian and inclusive society, encouraging respect and the fight against social exclusion, inequality and violence. Any of them have economical objectives, the main objective is to help the others through sports, culture, education and social inclusion.

As is published in the annual report of the Johan Cruyff Foundation the main objective is ‘to support, help, promote and finance the practice of sport for children with any physical or mental disability. Children spend more time in front of a TV or computer screen than playing together on the street, thanks to that, society is becoming more individualistic while childhood obesity is on the rise’.

4.3 FINANCIAL STRUCTURE

Damm Foundation annual expenditure in 2018 was 4.2m euros, and is financed entirely by the company S.A Damm, 1,966,000 euros were destined to own projects such as the football club, the padel club and to the historical archive. The others 2,212,000 euros were destined to external collaborations. (The activities mentioned are explained in the point 4.5)

Figure 8: Economic Report of Damm Foundation in 2018 Source: Damm Foundation annual report 2018

The latest report from the Johan Cruyff Foundation received income from donations amounting to 186,676.80 euros and income from sponsorships and collaborations with an indication of the activities for which 1,046,167.00 euros were allocated. Which makes a total income of 1,232,843.80 euros. From the total income amount 84% comes from sponsorships and collaborations, 15,02% from donations and 0.8% from other grants.

The total amount of financial aid granted to the entities with which the Johan Cruyff Foundation collaborates in 2018, according to the annual report of 2018 of the foundation was 144,107.94 euros. For the Cruyff Court projects the foundation destined 522,160,26, for the Open Day 29,007.87 and for the Pati 14 project 51,794.28. The rest is depreciations and some punctual events. All these activities make a total amount of 807,914.23 euros in the year 2018. And if we sum the general structure expenditure that is an amount of 146,384.79 the total amount of money destined by the foundation was 954,262 euros. (The activities mentioned are explained in the point 4.5)

In the case of Barça Foundation the total income obtained during the 2018/2019 financial year, according to the annual report was 17,724,432 euros. From the total the FC Barcelona gave 4,585,000 euros, the 26% of the total. The other amount of the income came from sports donations an amount of 4,898,969 euros that represents the 28%, sponsorship with an amount of 1,028,363 euros that represent the 6% of the total, private donations 6,801,672 euros that represents the 38% of the total and finally public subsidies an amount of 396,623 euros that means 2% of the total income. The last 13,805 euros came from exchange differences.

Figure 9: Distribution of Sources of Income of Barça Foundation Source: Barça Foundation annual report 2018/2019

The total expenses according to the Barça Foundation annual report were 17,633,300 euros, and they have increased by 1.6% compared to the previous year and were distributed as 89% to social purpose, 7% to structure and 4% to corporate communication and fundraising. The main % is the social purpose, this amount of money is divided in this way: the 38% of the total is destined to own programs, the 37% to alliances, the 16% to collaborations. Finally, the foundation destined an small percentage to communication (3%), to other campaigns (2%) and to Lab Sport (2%).

Barça Foundation is becoming bigger and bigger year by year. In the following figure (Figure 10), after analyze the data from the different annual reports from the Barça Foundation, is possible to see how the foundation income grow during the last six seasons. Barça foundation is the one that destined more money compared to the other two cases analysed during this thesis. In the report of the 2013/2014 season, the total income of the foundation was 8,198,073 euros and five seasons later the total income of the foundation is more than the double. And the grow is even more if these data is compared to the total income of the foundation in the season 2010/2011, the income now triples that amount.

2013/2014 8,198,073 -

2014/2015 10,152,066 +23.8%

2015/2016 9,883,546 -2.6%

2016/2017 10,459,964 +6.2%

2017/2018 17,350,841 +65%

2018/2019 17,724,432 +2.2%

Figure 10: Income of Barça Foundation since 2013/2014 in euros Source: Self-elaboration (the data was collected from the Annual Reports)

After the realization of the interviews, what is very interesting from the Damm Foundation is that is the only one that receives the total amount of money from just one income source and that income source is the company S.A Damm. Barça Foundation and Johan Cruyff Foundation have different sources of income such as: donations, collaborations, sponsorships agreements, contributions from sports clubs and sport organizations, governmental grants, private donations from athletes and agreements with city councils.

The foundations forecasts and future projects for the next year are very optimistics (the annual reports of the economical year 2019 are not published yet). The fondations expenditures during the nexts economical years will increase due the Covid-19 situation (read more about the importance of the foundations after the Covid-19 pandemic in the point 4.8). Foundations already did and will do many projects in order to help the people affected by the pandemic.

Expenditure in 2018 4,178,000 954,262 17,633,300

Forecast expenditure in 2019 ↑ 1,484,186 ↑

Figure 11: Comparative Table of Foundations Expenditure in euros Source: Self-elaboration (the data was collected from the Annual Reports)

During the next years Damm foundation is planning to build a training complex for their football club; the Cruyff Foundation forecast for 2019 according to their annual report is 1,484,186; and Barça Foundation forecast is continue growing since 2016, when a five-year Strategic Plan began. This examples shows the potential that this types of organizations have and how important are they into the society and the amount of people they are helping.

4.4 MARKETING & PARTNERSHIP STRATEGY

In general and according to Albert Sala (Appendix 7.2) foundations do not do marketing campaigns, what they do is communicate with their audiences. So what they have is a Communication Strategy instead of a Marketing one.

Damm Foundation has no marketing because they separate the marketing from the foundation as much as possible, according to Àlex Galí (Appendix 7.4) the company S.A Damm has a very powerful marketing department that helps the foundation when is needed. However, all the activities promoted by the foundation don't expect any type of income, but company with the marketing department expect to sell as many products as possible.

The strategy of Johan foundation is more about communicate the message and the values of Johan, according to the interview with Albert Sala (Appendix 7.2) he explain that marketing can generate a kind of income, and the foundation has nothing to sell. Their main objective is that Johan's dream will continue forever in time.

The campaigns of Barça Foundation according to their annual report, are to raise awareness of the causes related to improving the lives of children who need it most. Their last campaigns are related for example with refugees and bullying.

The communication strategy of the Barça Foundation is more global than the other two after analyzed the annual report, Barça Foundation area of action is very big, according to the annual report of 2018 they participate in 58 countries and helped more than 1,624,000 people around the globe, for that reason they do more global campaigns.

The global communication strategy of the Barça Foundation is a clear example of the role of the foundation in helping to develop the Barça brand. In the following table is possible to see the main communications strategies that they did during the year. Is important to differentiate the international ones with the local ones. All the Barça Foundation campaigns are promoted in their social media accounts and in their website.

MAIN INTERNATIONAL COMMUNICATION STRATEGIES

Program Communication Strategy

Violence Prevention in A video made in portuguese with the subtitles in English. In the South America video appear people from Brazil explaining the situation of high index of youth violence in some of the most disadvantaged neighborhoods and how the Barça Foundation helps them to reduce the impact through sport activities.

Refugees Program A video made in collaboration with UNHCR, the UN agency for refugees, launched the #SignAndPass campaign to invite the world to stand with refugees. The video was made in English and Spanish.

Nujeen’s Dream (2017) Nujeen Mustafá is a girl with cerebral palsy that had to flee from the terror and war of her hometown Aleppo. Barça invite her to a game and made an emotive video of her history.

Figure 12: Main International Communication Strategies of Barça Foundation

Source: Self-elaboration

MAIN LOCAL COMMUNICATION STRATEGIES

Program Communication Strategy

Barça Against A video made by actors of a bullying situation example , the Bullying video was made in Catalan with the subtitles in English and was made with the intention of raising awareness among the population. At the end of the video the foundation invites the people to propose ideas to fight against bullying to have the option to win signed t-shirt.

‘Christmas is all the During the last christmas, FC Barcelona players from all the year’ club sections visit different hospitals in city of Barcelona and give presents to the kids. This activity was communicated through the club and the foundation social media accounts and also the players post pictures of the visit.

Figure 13: Main Local Communication Strategies of Barça Foundation Source: Self-elaboration

The Damm foundation especially communicate their actions in Spain and concretely in the area of Catalonia, according to Carles Domènech (Appendix 7.1) the Damm Foundation have some projects outside Spain, but this projects are small and only a few. The main structure of the foundation is in Spain, concretely in Barcelona where the Football Club is located and in Madrid where the Padel Club is located.

The Damm Foundation does not run specific communication campaigns, what they do is communicate with their audience through their website, the twitter accounts of the Football Club and the Padel Club and through the magazine ‘Pilota a Terra’ where they explain the main activities that the clubs makes, this magazine is published three times each year.

MAIN COMMUNICATION STRATEGIES IN SPAIN

The activities of the Damm Football Club are communicated through the social media accounts of the Football Club (instagram and twitter), through the website of the Damm Foundation and the magazine ‘Pilota a Terra’.

The activities of the Padel Club are communicated through twitter accounts of the club, through the website of the Damm Foundation and the magazine ‘Pilota a Terra’.

The magazine ‘Pilota a terra’ is published three times each year and include the main achievements and activities done my the two clubs that form the foundation and the main actions that the foundation made during the year.

Figure 14: Main Communication Strategies of Damm Foundation Source: Self-elaboration

Johan Cruyff Foundation communicate their projects, according to the community manager of the foundation Albert Sala (Appendix 7.2) in Spain and in the Netherlands. These places are where all the activity of the foundation happens and in the Netherland exist a public foundation of Johan, called Johan Cruyff Welfare Foundation. The foundation in the Netherlands is public and the Johan Cruyff Foundation located in Barcelona is a private institution.

MAIN COMMUNICATION STRATEGIES

This was a viral campaign, where famous athletes record a video of themselves saying: I am … and I support the Cruyff Foundation. This campaign was very effective because the athletes posted the video in their social media accounts., where ‘I support the Cruyff they have big audiences.

Foundation’

This campaign was also promoted on social media and explained that the foundation create spaces with their operation activities.

Creating Space

Figure 15: Main Communication Strategies of Johan Cruyff Foundation Source: Self-elaboration

The area of action of the Damm Foundation is just Spain, especially in the location of Catalonia, because the products of the brand are leaders in that area. However, the Johan Cruyff Foundation area of action is not limited in Spain, they also operate in the Netherlands. Finally, the Barça Foundation programs are present in fifty eight countries. Being present in different countries and having a global strategy have an incredible impact on the brand identity and can facilitate the access of the brand into a new markets and in that case as they are a sport club can grow their fan bases.

The fact that the foundation operates both globally and locally helps Barça with its central dichotomy. When the Barça Foundation operate in the local area, they connect with the local fans to maintain the relationship, however when they operate internationally, in a more global way they can grow the brand. The global strategy allows to enter in new markets, grow the existent fan bases and create new ones around the world.

Areas of action 58 countries

Figure 16: Areas of action of the Foundations in 2018 Source: Self-elaboration (the data was collected from the Annual Reports)

Figure 17: Areas of Action of Barça Foundation in 2018/2019 Source: Barça Foundation annual report 2018/2019

The channels of communication, to communicate their activities and their projects are different in each foundation. According to Albert Sala (Appendix 7.2), the community manager of the Johan Cruyff Foundation and the personal accounts of Johan Cruyff. He said that the their activities and actions are published through social media pages like Instagram and Twitter. The strategy of the Johan Cruyff Foundation is to communicate with their audience through big accounts of famous athletes, this athletes have huge audiences in their accounts and the best example is the campaign ‘I support the Cruyff foundation’ where a lot of athletes record a video for the account of the foundation and was a viral campaign. The foundation have one account in Spanish and one in English/Dutch.

The Barça Foundation, according to the annual report of 2018, remained one more season, as the sports foundation with most followers worldwide. During this season the videos of the Foundation on social networks exceeded 1.5m of visualizations and more than 350,000 interactions were generated. The main channel of communication of Barça Foundation is their social media accounts, only the facebook page have 5.3m followers. But the foundation have other ways to communicate with their audiences such as: the Camp Nou, their website that is available in English, Catalan and Spanish, their athletes, external media like television and newspapers and the magazine called ‘Fundació’.

Damm Foundation use their website, the social media accounts and the magazine called ‘Pilota a Terra’ as the main channels of communications with their audiences, they are not active on social media and they just have two twitter accounts: one for the football club with 6.906 followers and one dedicated to the foundation with 599 followers. Even the Damm Foundation don’t have a huge impact and followers on their social media accounts don’t mean is bad. The foundation use the social media accounts of the corporation Damm to promote their actions and events. The cooperation instagram account have more than 190,000 followers, the twitter account more than 67,000 and the facebook page the amazing number of 872,025, they also have an instagram account for the football club with more than 10,000 followers.

600 followers 6,150 followers 63,000 followers

NO 26,800 followers 162,000 followers

NO 32,000 followers 5,300,000 followers

Website

Figure 18: Comparative Table of the Main Channels of Communication Source: Self-elaboration

On the other hand, the three foundations make partners and alliances according to their objectives, mission and vision. In all three cases the partnership strategy is personalized.

Damm Foundation make their partnerships according to their pillars that are sport, culture and social aspects, as Àlex Galí said (Appendix 7.4). According to what Carles Domènech said (Appendix 7.1): ‘Damm Foundation analyze which are the partners that can receive the best help from us, although a lot of people and organizations need our help’’. In 2018, Damm collaborates with more than thirty-five entities, according to the interviews made and the annual report of 2018.

Johan Cruyff Foundation always demands that the partner must be in line with the vision of the foundation and the idea that Johan had, as Albert Sala said (Appendix 7.2). Currently the foundation is collaborating with many partners of different levels like for example: La Caixa Foundation.

The Barca foundation, according to Yolanda Antin (Appendix 7.3) contributes to a world in which children and young people are free from poverty and injustice, that is why they seek to create alliances with those most relevant entities in its fields of action. The main collaborations during the 2018 were with Unicef, Hospital Sant Joan de Deu, Open Arms...

The three foundation collaborate between them. The Damm Foundation and the Barça Foundation collaborate during the event Open Day that is organized by the Johan Cruyff Foundation (Open Day explained in the point 4.5).

4.5 MAIN OPERATION ACTIVITIES

The main activities of the Damm Foundation are the Football Club, the Padel Club and the historical archive. The main activity of the foundation according to Àlex Galí (Appendix 7.4) is the Damm Football Club, this club represent the main activity of the foundation. The foundation destined 1.610.000 euros (already explained in the point 4.3) in the last economic year and half the budget was destined to the Football Club, the club has a professional structure, works independently and is tutored by the foundation. The club is formed by fourteen teams and more than hundred people is working in the club.

The second main activity is the Padel Club, the foundation destined 200,000 in the las year to the club that is located in Madrid and the brand Estrella Damm is the main sponsor in the padel events of the World Padel Tour. According to Damm Foundation website: Following the training and sports line promoted by the Damm Foundation, at the end of 2012 the Padel Damm Club was created. It is a training club based in Madrid and follows the same philosophy as the Damm Football Club: it prioritizes education and sports values over results. Since 2015, the Padel Club also has a base school where the little ones play and learn with the aim of nurturing the team in the future.

Since 2012, the brand Estrella Damm participates in the World Padel Tour as a main sponsor. The brand gives the name to the competition and the finals are called as: ‘Estrella Damm Master Final’. So with this explanation is possible to see that in occasions brands are using their foundations to diversify their actions and enter into new markets. A similar strategy as

S.A Damm is doing with the football club, as S.A Damm is the owner of a football club they are also present in the Camp Nou and the RCDE Stadium as sponsors. So they are present in the two main football facilities in the main area of action of the foundation. According to the RCD Espanyol website (rcdespanyol.com, 2020): ‘RCD Espanyol and Estrella Damm have announced the renewal of the brand's sponsorship agreement with the club until 2023, thus continuing the relationship that has united them for almost 30 years’

In that case having an sports foundation, facilitate the access of the company to sponsor their brand in the sports industry, although the company, S.A Damm in that case, sells alcoholic drinks as a main product.

Finally the last activity is the historical archive, just as Àlex Galí explained (Appendix 7.4) ‘the historical archive of the company is a place where the foundation save documents and historical objects of the brand Damm, this documentation for example is used to make bars or restaurants that ask for the old design of posters of the brand, Àlex also explain that this old objects are used to make films, with the aim of ambience the films in the historical time that refers to.

The Damm Foundation offices are located in the old factory of Estrella Damm, working there facilitate the communication with the marketing department of the company S.A Damm. Also, in that place during the year many cultural events take place, and as it what mention the cultural events play an important role of the foundation strategy.

Figure 19: Estrella Damm Advertisement in FC Barcelona Stadium Source: Pep Morata, mundodeportivo.com

The Johan Cruyff Foundation main activities are Cruyff Courts, Patis14 and Open day. The main activity is the Cruyff Court, the foundation destined to this activity in the last year according to the annual report of 2018: 522,160.26 euros. According to Albert Sala (Appendix 7.2) the Cruyff Courts are a safe meeting place, where children know the importance of union, making friends, discovering their own talent and learning to win and also to lose. In the courts the foundation also organize tournaments 6vs6. Cruyff courts are spaces that are built in areas where there are not spaces to do sport in the most disadvantaged areas of the cities, in the figure 20 an example of the Cruyff Court Les Roquetes.

The other main activity is the ‘Patis 14’ that are spaces for kids in Schools, as Johan once said that outdoor games should be a school subject. The ‘Patis 14’ project, makes playgrounds an attractive place to play, as Albert Sala said (Appendix 7.2). According to Johan Cruyff Foundation website: ‘more than 90.000 thousand kids play every day in these spaces and more than 400 schools have one space like that’.

In addition to these activities, the Cruyff Foundation makes every year an event called Open Day, that is an event where sport locations are transformed into a sports paradise for children with and without a disability. Over the course of one afternoon they can try out many different types of sports and discover which one they like best. Open Day takes place in Spain and in the Netherlands every year.; in the Spain event Damm Foundation and Barça Foundation also participate during the event, according to the interviews. (Appendix 7.1 and 7.3)

Figure 20: Cruyff Court Les Roquetes Source: cronicaglobal.com

Barça Foundation is very complex in terms of operations activities, the foundation makes many different types of activities compare to the other two foundations and is the one with more projects diversity. They make programs, methodologies and campaigns. In the last year the main activities, according to their annual report were Youth Violence Prevention Program, Social Inclusion Program, Education Program, Refugees Program and Sport for Development Program. According to the annual report of the season 2018/2019 the foundation emphasize in the three lines of action set out in the Strategic Plan: prevention of violence, fight against social exclusion and education.

The Barça Foundation, according to the annual report, destined during the season 2018/2019 to their own programs 5,396,309 euros, from the total: 34% was destined to Social Inclusion programmes, 33% to Refugees programmes, 25% to Violence Prevention, 7% to Bullying programmes and 2% Pediatric Emotional Well-being.

The Violence Prevention in youth people program, according to the annual report took place in México, in Rosario (Argentina), in Rio de Janeiro (Brasil) and in São Paulo (Brasil). The #BarçaAgainstBullying campaign was focused in Catalonia and it has benefited more than 50,000 children and 600 sports coaches. The social inclusion programmes took place in New York (United States of America), Japan, in areas Catalonia like Tarragona, Girona, Lleida and Barcelona, and other small actions took place in Saudi Arabia, Egypt, Qatar and 35 countries of Africa in an agreement with the International Agreement Committee (IOC).

The Refugees program took place in areas like Italy, Greece, Lebanon and the refugees that are currently in Catalonia that are more than 350, according to the annual report of the Barça Foundation of the season 2018/2019. This program try to help a part of the population affected, according to the latest figures from the United Nations Refugee Agency (UNHCR), there are around some 70 million displaced people in the world, of which more than 25 million are refugees.

Other Social Inclusion programmes are related with Pediatric Emotional Welfare, with programs like Project Hopes, according to the annual report of 2018 the Foundation has contributed to the emotional well-being of 482 children with illnesses serious, from all over

the world, from positive experiences and exciting like meeting first-team players, attending a game or receiving shirts or photographs signed by the players. Much of these experiences were carried out in collaboration with the Make A Wish Foundation. A similar project to that one is the project ‘Christmas is all the year’, during this project the players from the womens and mens team visit different hospitals from the city of Barcelona.

The Project Pol, according to the annual report of 2018 is a project that allows boys and girls live a Barça experience through a remote control device that makes them a virtual guide to the field of play. This visit to the Museum and the Club facilities allows them to experience a moment of hope and forget a little about their illness.

4.6 FOUNDATION IMPACT ON THE BRAND

The three comparative cases are sports foundations. Is true that they also have other activities like participate in cultural and musical events or programs against bullying, but the main reason of creation and activity is the sport. The three cases analysed are different types, of foundations and represent different types of brands. The Damm Foundation is behind the brand Estrella Damm. The Barça Foundation represent the brand of FC Barcelona, one of the biggest sports clubs in the world. The Johan Cruyff Foundation represent the Cruyff brand.

Damm Foundation is a foundation that depends on a big corporation that is S.A Damm and behind the brand Estrella Damm. This company is a Spanish beer company based in Barcelona. Its main business activity is focused on beer production, although it also produces other beverages such as soft drinks or mineral water, just as they describe in their website (estrelladamm.com). This type of foundation is a foundation associated to a big corporation, as it is explained in the Chapter 2.

As Àlex Galí mentioned (Appendix 7.4): ‘I think having a foundation helps the brand, I believe that what we do in the foundation impact the brand in a very positive way, but it is very difficult to assess the concret impact that our activities have on the brand, because we don't try to communicate the work externally’ and he added that ‘In the case of Damm Foundation, it is true that we have an already good image and a great prestige in general,

especially with the football club that currently is one of the best football clubs in Catalonia and with the Padel Club, as there are already players in the World Padel Tour, and we hope we can maintain this status over the years’.

At the same time, Damm is the most important drink in Catalonia and the foundation needs to be in the most iconic places like for example ‘the Liceu’. If somewhere Damm is not there it is because another beer company puts more money on it, as Carles Domenèch explained (Appendix 7.1). Carles continue explaining that Generally when Damm comes into a project they never leave it, because the brand believe in the project or in the institution that do the project itself.

On the other hand, The Barça Foundation is a foundation that depends from one of the biggest sports clubs in the world that is FC Barcelona. The club have more than 140.000 members and five professional sports, according to their website (fcbarcelona.com, 2020) The Barça Foundation activity and impact are without a doubt a key to the club and to develop the message More Than a Club. In their website (fcbarcelona.com, 2020) they define themselves as: ‘we are more than a team of great stars, more than a stadium full of dreams,more than the goals we have scored and more than the trophies that we’ve won throughout our history’.

Yolanda Antin highlight (Appendix 7.3) that ‘in the recent years the foundation has registered a spectacular growth. The Barça Foundation it is part of the essence of the More Than a Club, that makes Barça a differential club”. On the other hand, Xavier Vilà (Appendix 7.6) added that ‘the Barça Foundation is an example internationally for the way of understanding of the club social responsibility’.

According to what Josep M. Bartomeu said in the annual report of the foundation of the season 2018/2019 that ‘we are very aware of the great potential of the FC Barcelona and the Barça Foundation is the one that channels this social responsibility of a brand that has the transmission of values in its DNA’.

At the same time as the FC Barcelona become a powerful commercial brand, the Barça Foundation has become a key actor in reinforcing the club’s core values. In many occasions, it’s easy for sport brands to over-commercialise, forget their core values and become just another mega-sports club that lives from the first team football squad and one or two sports superstars. FC Barcelona claim to being More Than a Club has to involve social action and going beyond sports to promote societal values.

The strive for authenticity is a central challenge to the commercialised world of professional sports, especially soccer, where many clubs invest money to commercialise their brands but they don't transmit any values to their fans. From the Barça Foundation they are really focused on working on that aspect, because the ‘More than a Club’ is not just an slogan, is an unappealable example of brand identity. Therefore the work and the impact of the foundation has on the brand is huge.

The Johan Cruyff Foundation is associated to one of the best athletes of the history, that brand is Johan Cruyff. Nowadays the brand Cruyff is huge and the impact of the foundation is also big. Currently the brand Cruyff is composed by many things, as Albert Sala explained (Appendix 7.3) the brand now is known as The World of Johan Cruyff and is composed by: The Cruyff Institute, Cruyff Library, Cruyff Classics (fashion brand), Cruyff Foundation and Cruyff Football. All of this activities form the brand Cruyff.

But how does the foundation affect the brand? According to Pati Roura (Appendix 7.5), ‘When Johan was alive, he always had the press behind him when they came to a foundation event. During the events, the press realized that children with disabilities play sports thanks to the Cruyff Foundation and they realized Johan's passion for the foundation’ but now that he is not with us, Pati said that ‘thanks to people like Pep Guardiola and Carles Puyol on our board of trustees, we have continued the growth of the foundation with the construction of special Cruyff Courts: like the Cruyff Court Casillas in Madrid, the Cruyff Court Joaquin Sanchez in or the Cruyff Court Fernando Torres’. She thinks that have the opportunity to collaborate with big athletes like them has a great impact on the brand Cruyff.

Albert Sala (Appendix 7.2), Marketing & Communication director of the foundation explained that ‘It’s a difficult question evaluate the impact of the foundation on the brand, but what I can say is that the last four years the impact was much more than the previous ones. The figure of Johan eclipsed everything, since Johan is not with us, the impact of the foundation on the brand has grown exponentially.

After talk with Pati Roura (Appendix 7.5) and Albert Sala (Appendix 7.2) I realized that Johan have a legendary legacy and the brand of Johan now is a legacy brand. I understand that the foundation is the organisational manifestation of the individual, when Johan was alive the foundation was an extension of him, his personality, values and vision. After his death this legacy is re-defined, it is posthumous and is a challenge for the foundation to maintain his legacy without his physical presence.

In the foundation are doing a handsome work to maintain the legacy, is important to differentiate the legacy in the Netherlands and in Spain (especially in Catalonia). In the Netherlands people love the Johan way of understand the live and the sport, while in Catalonia people admire Johan for the way he played football, his values and his way of understanding the game.

The strategy of the foundation located in Barcelona, is more about communicate through similar athletes like him, that at the same time are the trustees of the foundation. Examples of that are the friends of Johan: Pep Guardiola, Xavi Hernandez and Carles Puyol. Through them and more athletes the foundation try to communicate the values of Johan and explain to the young generations all what he did. While in the netherlands in the majority of the families explain to the young generations at home who was Johan and the values they transmitted. Examples of that is that the stadium of AFC Ajax in Amsterdam is called Johan Cruyff Arena and the legendary number 14 of the club is retired as a sign of respect for what Johan did for the club. In the Netherlands Johan is also admired and respected for what he did with the National Team.

4.7 EFFECTIVENESS

Measure the effectiveness of a foundation is important to analyse if the work that the they are doing is in the correct way or not. If foundations do not analyse the effectiveness of their actions, they can not improve future collaborations and they can not evaluate if the money they are using is destined in the most effective way.

According to Yolanda Antin (Appendix 7.3), the Barça Foundation has two ways of measuring the impact of its activities. The first is internal and measures qualitatively and quantitatively the scope of the actions in accordance with the indicators included in the development of the different proposals and initiatives. The second one is independent evaluation by consolidated consultancies and with the aim of measuring the impact, reporting to the Board of Trustees and partners and to ensure the constant improvement and sustainability of projects.

Damm Foundation and Johan Cruyff Foundation are doing almost the same, they stay in constant contact with the local councils and with the entities they collaborate with, they like to contact them and visit regularly the places and areas where they collaborate, but they don’t have any way of measurement.

The Damm Foundation, as Carles Domènech said (Appendix 7.1), ‘We have no way of measuring the effectiveness of the foundation. What we do is be on the ground, for example how can you measure that the money we give to the Pare Manel Foundation has been well destined? What we do as a foundation is to take control and go personally to the places and check if things are going well. Àlex Galí, general coordinator of the Damm Foundation add ‘The marketing department of the company do calculate formulas such as ROI and ROE. We at the foundation do not calculate it, precisely because we never collaborate with entities to have a return, if not to have an impact on society’.

In the other hand, Albert Sala (Appendix 7.2) explains that ‘the Cruyff Foundation do not have a way to measure the effectiveness, but we like to see that children can play sports without having to pay a fee or that children with economic difficulties have a snack thanks to

our work’ He also explained that ‘to evaluate the effectiveness what we do is stay in constant contact with the local councils and with the entities we collaborate with’. Moreover, recently a university researched the impact that Cruyff Courts have on society.

4.8 COVID-19

During the next years, after the Covid-19 crisis, the foundations will play an important role in the society, a big part of the population will need the help of the others and words like empathy, union and solidarity will play an important role.

With this situation the foundation increases their potential, foundations that operates in the sports industry will have an important role. Currently, the players wages of sports clubs are very high and the fans are very angry and disappointed with the situation, because more of them pay the season tickets to watch the season.

Moreover, sport is very important for local communities and foundations will have an important increase in order to help local communities to build and maintain sports infraestructures, helping humble sports clubs to survive during this crisis, helping young sport talents that wants to succeed in sports in the future years and destining money to the areas more affected for this situation.

Just as Xavier Vilà explained (Appendix 7.6), ‘after this crisis the society will demand the implication of the companies and companies are becoming more aware of their social responsibility and they develop sustainability plans with a high social component, companies need to believe on that.

CHAPTER 5 - CONCLUSIONS

The three foundations analysed shared the same underlying value that sport is one of the best tools to educate young people and to integrate people in the society. The brands attached to the three foundations analysis benefit through the foundation because of the positive values they promote through sport. This can be seen as one of the most important benefits to having a foundation and these results are in line with the existing research on the foundations.

This institutions have to be runned with clear objectives that are aligned with the brand that it are attached to or with their objectives. The three foundations analysed are transparent and they operate in a highly ethical way in order to ensure their authenticity. The three of them are sports foundations, as sport is a values-based cultural activity this plays in important role in the strategy, Damm Foundation, Barça Foundation and Johan Cruyff Foundation promote sport values such as: fair play, teamwork, respect, confidence, learn to win and also to lose and rule abidance. This educational principles has significant influence on young people, having an amazing impact on their education and to achieve that objectives the foundations strategies are related with: social inclusion, education, form young people, youth violence prevention and creating spaces in disadvantaged neighborhoods with high index of poverty.

Having a sport foundation is good to promote the values mentioned before but at the same time create opportunities for the brand attached to the foundation, for example to go into new markets, grow their audiences or sell more products, even that this is not the main objective. As an example of that, the Damm Foundation create a Padel Club in 2012 and this allows to the brand attached to the foundation to enter in the biggest padel tournament as the main sponsor. Going back to the research objective number one, this can be seen as another benefits that a foundation can bring to a business.

Going back to the research objective number two, is important to highlight the role that the Communication Strategy play on a successful foundation strategy. Just as the expert Albert Sala said (Appendix 7.2) foundations do not do marketing campaigns, what they do is communicate with their audiences. The Barça Foundation campaigns are an example of a good communication strategy and how the strategy have a huge impact on the brand. The fact

that the foundation operates both globally and locally helps Barça to spread their brand, the values and at the same time to grow globally to open new markets and grow their fanbase around the world. They are doing an amazing job in terms of communication with their audience, they are working in more than fifty-eight countries and they make the majority of their campaigns in English. The foundation also have the social media accounts and their website in different languages in order to connect with the huge fan base they already have.

The main way of communication of the foundations is through social media and their own websites. In the case of Damm Foundation their communication strategy is very successful because they use the social media account of the corporation S.A Damm to promote and communicate their events, however I would suggest to Damm Foundation to create and work more on their own communication channels to increase the engagement of their audience.

In the other hand, The Cruyff Foundation is also doing a great job, they are using their trustees that at the same time are famous athletes and friends of Johan, to promote and communicate the actions of the foundation. Many athletes create their foundations, as it explained in the Literature Review, to keep the legacy intact. There are many examples of athletes creating their own foundations. What I realized is that all these institutions created by athletes agree that the main way to educate and to help the people is through sport activities.

After analysed their communication strategies, I understand that foundations don’t have anything to sell, that’s why they don’t have marketing campaigns, but they have communication strategies because they need somehow to communicate with their audiences in order to engage as many people as possible in their activities and programmes. The next years the foundations will play an important role due to the crisis of Covid-19, sports industry and society will need the help of the this type of organizations to recover as fast as possible from this economic and social crisis.

Foundations are destining each year big amounts of money to do their activities and programmes, to analyze if this money is well destined, they need to introduce Measures of Effectiveness (MOE) in their strategies. Going back to the research objective number three,

after analyzing the three cases, the three of them are currently analysing the effectiveness of their actions, but is an area that they can improve a lot.

Only the Barça Foundation analyze the effectiveness through an independent consultancy. The Damm Foundation and The Johan Cruyff Foundation analyze the effectiveness based on their perceptions and conversations with the people that receive their help. My recommendation to them is to contact an external company that helps them to analyze the effectiveness of their action. With an external opinion they will have the opportunity to improve and allocate the money in the most effective way as possible.

To conclude and going back to the main research question of the thesis, it have been shown that sports foundations have a huge impact on their brands. And not only improve the brand image, also create opportunities for the brand to go into new markets, grow their audiences, grow their fanbases and give the opportunity to the brand attached to the foundation to sell more products.

6. BIBLIOGRAPHY

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7. APPENDIX

7.1 APPENDIX A - Interview with Carles Domènech

Date: 03-03-2020 Place: Old Factory of Estrella Damm

Carles Domènech

Executive director of CF Damm Director of communications at Damm Foundation

How is the ownership model of Damm Foundation?

The owners of the company are the owners of the foundation. Damm is considered the most important drink in Catalonia. The company is a relatively large company, which has a board of directors and the highest owner is the family Carceller. The chief executive of the company is Demetrio Carceller Arce.

So the president of the foundation is Demetrio Carceller Arce, the vice presidents Ramon Agenjo Bosch and Ramon Armadàs i Bosch, and the patterns are Raimundo Baroja Rieu, José Carceller Arce, María Carceller Arce, Dr. August Oetker and Dr. Ernest F.Schroeder.

The trustees of the foundation are the maximum owners of the company. The two people who are here in Catalonia are called directors of the foundation and know the field Ramon Agenjo and Ramon Armadas. In addition, Mr Agenjo is the President of the football club, he is the person who is the most active in the foundation, he lives in Barcelona and he has the knowledge in the place where the foundation has more activity.

Which are the key objectives of the foundation?

The main objective is to return to society a part of what society gives to the company, the first idea was to make the sport accessible to young people. And from this first idea the culture and help the society were added to the foundation objectives.

The foundation currently is collaborating in terms of culture for example with ‘El Liceu’, ‘Palau de la Música’ ‘Auditori de Sant Cugat’ and is helping the society collaborating for example with ‘Casals dels Infants del raval’, ‘Fundación Balia’, ‘Fundación también’. All of these initiatives mentioned are not solvable in themselves and need the support of both public and private companies, and this is where the foundations come in.

How is the financial structure of the foundation?

With the total help of the company, in 2018 the company allocated 4,178,000 euros, of which 1,966,000 went to own projects and the rest 2,212,000 went to collaborations with other entities.

In our projects we have for the football club, the paddle club and the historical archive. So, 1,610,000 were destined for the football club, 200,000 for the paddle club and 200,000 for the historical archive where all the material is stored in case a museum is to be built in the future, 156,000 were allocated.

How is the marketing strategy?

The foundation has no marketing, the law of foundations says that you cannot have a reward for a contribution you make as a foundation.

When we go into a project it is without the idea of doing business. Where there is a possibility that there is a business then it is sent to the marketing department of the company. The company has to get more beer to be sold, but the foundation does not have that goal. For example if the foundation goes into ‘El Palau de la Música’ the objective we have is not to sell beers, but for example if the company goes to a music festival like ‘Sonar’ or ‘Cruilla’ the company has the objective to sell more of their product.

Foundations there should never have a marketing department, there could be a foundation that seeks resources, foundations generally seek out resources to find help for their projects, however in our case Damm foundation does not seek out resources.

How is your partnership strategy?

The current situation is that people are coming to us. There is a lot of need for help. We as foundation analyze which are the partners that can receive the best help from us, although a lot of people and organizations need our help. And we always help others related to our pillars that are sport, culture and social aspects, in that order.

Damm is the most important drink in Catalonia we have to be in places like the Liceu the Palau de la Musica ... Generally when Damm comes in it does not go, because we believe in the project. And if somewhere damm is not there it is because another beer company puts more money on it.

In all circled periods the demand for help is much higher, and in some sectors the crisis is perpetuated. For example, ‘El Casal dels Infants del Raval’ will always need support. In 2018 the foundation made 98 collaborations, with more or less volume, and all the help is with a purpose.

Which are your main operation activities?

As our own activities we have the Football Club, the Padel Club and the Historical Archive. In the future we are going to focus on our own projects, especially in the football club, where it is planned to build a sports facility, so that the boys and girls of the Damm football club can play football. Also the intention is to maintain the main external projects. In 2012, the football club joined a girls team.

Human resources strategy?

We don't hire people. At the Foundation we are who we are. We are currently 4 people working at the foundation. We also have to count the workers of the football club and the paddle club, which are approximately more than 100.

But those of us who carry the foundation are 4 people, and these people are in charge of filtering all the requests that come to us and proposing that after the board of trustees or the president of the foundation. They decide on the big volumes. And we are the ones who continue to keep in touch with the organizations we collaborate with.

How does the foundation measure its effectiveness?

We have no way of measuring the effectiveness of the foundation. What we do is be on the ground, for example how can you measure that the money we give to the Pare Manel foundation has been well destined? What we do as a foundation is to take control and go personally to the places, and if things go well, we do it through a more human treatment.

We do not have a way to measure it, but we like to see that children can play sports without having to pay a fee or that children with economic difficulties have a snack thanks to our work.

7.2 APPENDIX B - Interview with Albert Sala

Date: 10-03-2020 Place: Fundació Cruyff office in Barcelona

Albert Sala

Marketing & communication director at Johan Cruyff Foundation Community Manager at Johan Cruyff Foundation Olympic Silver Medalist in Pekin 2008

How is the ownership model?

There is no owner, there is a board of trustees consisting of nine people: Pep Guardiola, Xavi Hernandez, Fernando Belasteguin, Carles Puyol, Joan Laporta, Jaume Roures, Joan Francesc Pont and Ramon Agenjo. There is a presidency, the president has always been Johan, but

since 2016, the president is his daughter Susila Cruyff. In addition, the foundation has a director who is Pati Roura and the rest of the workers who are in the foundation.

The foundation was born in 1995 after an experience of Johan in the United States, where he met a boy who had Down Syndrome. Johan playing with him realizes the integrative power that sports have, and thanks to this experience Johan founded the private foundation Johan Cruyff. Two years later in 1997 he created a Johan Cruyff Welfare Foundation in the Netherlands.

Which are the key objectives?

The main objective of the Johan Cruyff Foundation is to help children with disabilities and the most vulnerable groups at risk of social exclusion.

When we do our projects, we always target these vulnerable groups of people. For example, if we do a Cruyff Court, we are looking for a location in places where they have the most difficulty having good facilities and equipment. For example, doing a Cruyff Court in one of the richest areas of Barcelona, that is Pedralbes, where we are now doing this interview, is not in our plans because it is not our objective for our purposes.

How is the Marketing Strategy?

Our strategy is more about communication, marketing can generate a kind of income, but being a foundation is not our intention, we have nothing to sell. Our main objective is that Johan's dream will continue forever in time.

Those of us who have met Johan have to explain to those who have not had the opportunity to know him, his idea and all that the foundation represented to him. Only if we do that the foundation will be able to be maintained in time by many years.

Since Johan died in 2016, the communication strategy has changed. Now the patterns that at the same time are the ambassadors of the foundation are used by the foundation to

communicate with people, we do that through their social media channels. And this is achieved through the good deal with the athletes and their agents. By the foundation being able to use the social media accounts of these beasts, which have channels of more than 16 million people, such as the Gerard Pique where we usually publish our campaigns. This opportunity gives us a lot of power. Thanks to this we can publicize the foundation and have the stamp of authentic elite athletes.

However, the strategy will have to change in the future. We will have to look for other ways to reach the public and to improve the foundation in a different way. With Cruyff Courts what we do is install and provide equipment, with the objective that this court will be maintained in the time.

How is your partnership strategy?

The partner strategy is personalized, the money that we can get from a company or from a person is always related to a specific project. However, when we receive money one part as I said to you goes to a specific project, but one small percent of the money we received for our projects, we destined to the foundation structure. Currently we are collaborating with many partners of different levels, among them we have: ‘La Fundació La Caixa, ‘Fundació Barça’ and many more... And the foundation has other partners with the Holland Foundation. For example, we have loaned vehicles for example with a car dealership called Kia Ar Motors.

One important thing that we take in consideration is that all partners must always be in line with the vision of the foundation and the idea that Johan had.

Which are your main operation activities?

Our main operation activities are: Cruyff Courts, Patis14 and disabled sports.The cruyff courts as we define in our website are a safe meeting place where children know the importance of union, making friends, discovering their own talent and learning to win and also to lose. In the courts we also organize tournaments 6vs6.

The Pati14 project makes playgrounds an attractive place to play, giving the school and children the opportunity to choose the design of their own playgrounds. Johan once said that outdoor games should be a school subject. Through the creation of these spaces, the Foundation encourages children to play together in the school's playgrounds.

And the disalbed sport, for children with some form of disability, sports are especially important. Not only for your health but also for your social interaction with others. Through sport, they discover their talents and develop their self-confidence. That is why, through different collaborations, we work to expand the sports offer for children with disabilities, contributing to greater accessibility to sports.

How is the human resources strategy?

We do our projects through outsourced services, for example for the Cruyff Courts we work with a company to design and build the court, and during the events we work with a company for the branding of the event, for example the design and production of posters.

Another way is through volunteers, our main operation day is the open day. During this event we need the help of volunteers, also we have coaches and heroes of the Cruyff Courts.

From 0 to 10 how is the impact of the foundation on the brand?

It’s a difficult question. I can not say a number, but the last four years the impact was much more than the previous ones. The figure of Johan eclipsed everything, since Johan is not with us, the impact of the foundation on the brand has grown exponentially.

How do you evaluate the effectiveness?

To evaluate the effectiveness what we do is stay in constant contact with the local councils and with the entities we collaborate with. We also like to receive feedback from families that live in the neighborhoods where we help. And recently a university researched the impact of Cruyff Courts on society.

7.3 APPENDIX C - Interview with Yolanda Antin

Date: 24-04-2020 Place: Online

Yolanda Antin Coordinator of Alliances and Collaborations of the Barça Foundation

How is the ownership model?

Created in 1994, the Barça Foundation is an independent entity, linked to FC Barcelona and governed by a Board chaired by the President of the club. In addition to the president there are five vice presidencies and fourteen members.

Which are the key objectives?

Created 25 years ago, the Barça Foundation supports the children and youth of the most vulnerable groups through sport and values education, with the aim of contributing to a more egalitarian and inclusive society, encouraging respect. and the fight against social exclusion, inequality and violence.

How is the financial structure?

You can consult the Foundation's financial report in the previous season's report.

*After consulting the report, the data are: The income obtained during the 2018/2019 financial year totals 17,724,432 euros, a 2.2% increase over the previous season. Of the total income: 38% private donations, 28% sports donations, 26% club contributions, 6% sponsorship, 2% public grants. The Foundation’s expenses amount to 17,633,300 euros, an increase of 1.6% over the previous year. The total amount of expenses is distributed in: 89% social mission, 7% structure and 4% fundraising

How is your marketing strategy?

All of our campaigns aim to raise awareness of the causes related to improving the lives of children who need it most. You can see our campaigns on our website.

*After consulting the website the main campaigns during the 2018/2019 were: El somin de Nujeen, #Barça4Refugees, #Sports4Change and #BarçaContraElBullying.

How is your partnership strategy?

In order to be able to contribute to a world in which children and young people are free from poverty and injustice, the Barça Foundation seeks to create alliances with those most relevant entities in its fields of action.

That is why alliances with civil society, businesses, foundations and administrations are essential to achieve this goal. Our alliances bring together the experience and resources of different institutions, to expand the scope of our actions and become a powerful development tool.

Which are your main operation activities?

In our website in the What we do section, you will find information about our programs, methodologies and campaigns.

*After consulting the website the main operations activities are: Youth violence prevention program, Refugee program, Pediatric emotional well-being, Social inclusion program, Bullying prevention program and BarçaKids programs.

From 0 to 10 how is the impact of the foundation on the brand?

The Barça Foundation and its activity and impact are without a doubt key to the Club. In the words of the president in the framework of the celebration of the 25th anniversary of the

Foundation: "For our club, the social work of the Foundation has been key. In recent years it has registered a spectacular growth. It is part of the essence of the More than a club, that makes Barça a differential club”.

How is the human resources strategy?

The Foundation has at its disposal motivated and committed and very professional human resources. The staff of the Barça Foundation has specialists with extensive experience in the different areas in which it is organized: Alliances, Communication, Programs, Fundraising and Campaigns.

How does the foundation measure its effectiveness?

The Barça Foundation has two ways of measuring the impact of its activities. The first is internal and measures qualitatively and quantitatively the scope of the actions, in accordance with the indicators included in the development of the different proposals and initiatives. In addition, there is also independent evaluation by consolidated consultancies and with the aim of measuring the impact, reporting to the Board of Trustees and partners and to ensure the constant improvement and sustainability of projects.

7.4 APPENDIX D - Interview with Alex Galí

Date: 10-03-2020 Place: Old Factory of Estrella Damm

Àlex GalÍ i Cabana General Coordinator Fundació Damm Shareholder Department at Damm

How is the ownership model?

Damm Foundation is a corporate foundation. Legally it is an independent entity, it is part of the Damm group and the patrons of the foundation are the directors of the company. The president of the foundation is the same one of the company that is Demetrio Carceller Arce. The rest of the patterns are Raimundo Baroja Rieu, José Carceller Arce, María Carceller Arce, Dr. August Oetker and Dr. Ernest F.Schroeder.

Mr. Agenjo and Armadas are the vice presidents of the foundation and they do the work of project management. The foundations hang from a body that is the protectorate of the Ministry of Justice of the Generalitat de Catalunya. It is to whom we owe legally within the public structure.

Which are the key objectives?

What the foundation has set for the statutes is to educate young people through sport and through the clubs, both the Damm football club and the Damm padel club.

In addition to the statutes of the foundation there are other objectives such as social aspects and cultural aspects. To achieve that we are collaborating with many institutions like ‘El palau de la Música’, ‘El liceu’, ‘El manac’, ‘El macba’... What we try is not only to make an economic contribution with the entities but that being there and participating in it in some way.

How is the financial structure?

The annual expenditure in 2018 was about 4M euros. Damm is the one who finances the foundation, and some own resources can be generated, which are very small amounts through the football club but as I said these amounts are very small. For example with the fifa canon, that if a player that played in CF Damm is signed by another team, we have their training rights.

So, as I said the foundation has the total support of the company Damm, and is the financial department of damm that works with the foundation at the time of defining payments completely for administrative tasks.

How is your marketing strategy?

Separate the marketing from the foundation as much as possible, the company has a very powerful marketing department. We try to differentiate between collaborations with which a return is sought and which is not. If the foundation collaborates with the Palau de la Musica, it is not because we want to put a large poster at the entrance, it is because of its prestige and musical theme, Damm must be present and collaborate with these institutions because it is our objective.

Where a return is sought everything is aimed at marketing and sponsorships Damm has its sponsorship department with which it collaborates with FC Barcelona, RCD Espanyol, and festivals such as Sonar or Cruilla, in which it seeks to sell a volume of beer and promote the brand. The damm foundation does not seek a counterpart with its collaborations, while the sponsorship department does and the damm company does.

How is your partnership strategy?

We do it customized, personal treatment with collaborations is very important for us , what we are always looking for is a closer relationship that builds trust with the institutions we

collaborate with. Collaborations must have a criteria and must follow a line established by the company.

For example, we work on medical projects very little because they are not aligned with the goals of the foundation that works with sports, culture…. And at the same time are not aligned with the world of beer. The main product that the company sells.

Which are your main operation activities?

Football club is half the budget of the foundation, it has a professional structure and works independently and is tutored by the foundation. But we have 80 people working between coaches, physios, delegates…. It is the main project to which we allocate our resources.

Apart from the football club we have the paddle club which is a bit smaller. We have a third project of our own that we have here in the foundation which is the historical archive of the company, where we save documents and historical things. All this is kept in the old factory, the fact that it has always been the same factory is that there is a number of very large documents, then what we are doing since the foundation is saving it, ordering it and now what we are doing is digitizing it. All this work is being promoted by the Damm foundation.

This documentation for example is used to make bars, which ask us for the old design of the posters. Or for example on netflix they ask us for the boxes they used in 1970 to make films, and the job we are doing is to save it and have it ready for these purposes. Another goal to do all this is to make a museum. Finally, we are currently in the final phase with the city council to be able to start a sports complex that we have planned for the football club.

How is the human resources strategy?

Within the foundation we are few people, because with the volume we have we are enough,now we are three people working in the offices and the significant thickness of people is in the football club, which requires coaches, delegates, medical services etc…

The human resources department of the company helps us with the process of contract people. We give the workers a code of conduct, how they should deal with the situations. The club seeks excellence as much as excellence in training people and results. The goal is to win, but it's more like how we win.

For us It is more important to do things well because we want to train people for the future. Many more people come out as good persons rather than footballers. A lot of effort is put in by the foundation to get people trained in the best conditions and give the best possible training facilities. Scholarships are also donated to help the players for studies.

From 0 to 10 how is the impact of the foundation on the brand?

It's a very good question, because it is very difficult to answer, I would say a 7. I think having a foundation helps the brand, but it's complicated because you don't try to communicate the work externally. A lot of work has been done since the foundation existed but this work is not communicated. The resources are in training people not so much in communicating the task, I believe that what we do impacts the people we help in a very positive way but it is very difficult to assess the concret impact.

It is a very interesting topic to discuss, many people will tell you that foundations are created to deduct taxes. It is true that a foundation deducts taxes but you do not make a foundation to deduct taxes for which you are deducting on money that you can put in your pocket. Damm could take the money he puts into the foundation and pay the dividends to his shareholders.

In the case of the Damm foundation, it is true that we have an already good image and it has a great prestige in general, especially with the football club that currently is one of the best football clubs in catalonia. And the padel club as there are players already in the world padel club.

Foundations favors the brand, but it is very complicated because it is precisely not trying to communicate any of the actions we do.

How do you evaluate the effectiveness? Do you calculate the ROI?

The marketing department of the company does calculate formulas such as ROI and ROE. We at the foundation do not calculate it, precisely because we never collaborate with entities to have a return, if not to have an impact on society.

But it is really difficult to assess who has had an impact on society that a young player was part of the Damm football club. Because everyone can have a different opinion and perception. What the foundation does is analyse the collaborations, that it is more efficient and we can measure if we give the money to the people that really need it.

7.5 APPENDIX E - Interview with Pati Roura

Date: 25-05-2020 Place: Online

Pati Roura Director of Johan Cruyff Foundation

From 0 to 10 how is the impact of the foundation on the brand?

When Johan was alive, he always had the press behind him when they came to a foundation event. During the events, the press realized that children with disabilities play sports thanks to the Cruyff Foundation and they realized Johan's passion for the foundation, how he enjoyed during the event and how his eyes shine during his time with the children.

Once he was not there, thanks to people like Pep Guardiola and Carles Puyol on our board of trustees, we have continued the growth of the foundation with the construction of special Cruyff Courts: like the Cruyff Court Casillas in Madrid, the Cruyff Court Joaquin Sanchez in or the Cruyff Court Fernando Torres. This activities have made that the foundation have a very big impact on the Cruyff brand.

7.6 APPENDIX F - Interview with Xavier Vilà

Date: 27-05-2020 Place: Online

Xavier Vilà Head of communication strategies at Barça Foundation

How is the impact of the foundation in brand Barça?

The impact is very big, especially because it contributes to one of the Barça objectives, that is be ‘More than a Club’. The Barça Foundation is an example internationally for the way of understanding of the club social responsibility.

Due to the current situation afterwards the crisi of Covid-19the foundations will play an important role in the economic recovery? Why?

I think that yes. The society demand the implication of the companies and companies are becoming more aware of their social responsibility and they develop sustainability plans with a high social component, companies need to believe on that.