1.0MRKT Insights - Football Consultancy Serviceshttps://mrktinsights.comrich600338<blockquote class="wp-embedded-content" data-secret="ahANBPjC6i"><a href="https://mrktinsights.com/index.php/2021/12/11/strategic-review-englands-dortmund/">Strategic Review: England’s Dortmund</a></blockquote><iframe sandbox="allow-scripts" security="restricted" src="https://mrktinsights.com/index.php/2021/12/11/strategic-review-englands-dortmund/embed/#?secret=ahANBPjC6i" width="600" height="338" title="“Strategic Review: England’s Dortmund” — MRKT Insights - Football Consultancy Services" data-secret="ahANBPjC6i" frameborder="0" marginwidth="0" marginheight="0" scrolling="no" class="wp-embedded-content"></iframe><script type="text/javascript"> /* <![CDATA[ */ /** * WordPress inline HTML embed * * @since 4.4.0 * @output wp-includes/js/wp-embed.js * * Single line comments should not be used since they will break * the script when inlined in get_post_embed_html(), specifically * when the comments are not stripped out due to SCRIPT_DEBUG * being turned on. */ (function ( window, document ) { 'use strict'; /* Abort for ancient browsers. */ if ( ! document.querySelector || ! window.addEventListener || typeof URL === 'undefined' ) { return; } /** @namespace wp */ window.wp = window.wp || {}; /* Abort if script was already executed. */ if ( !! window.wp.receiveEmbedMessage ) { return; } /** * Receive embed message. * * @param {MessageEvent} e */ window.wp.receiveEmbedMessage = function( e ) { var data = e.data; /* Verify shape of message. */ if ( ! ( data || data.secret || data.message || data.value ) || /[^a-zA-Z0-9]/.test( data.secret ) ) { return; } var iframes = document.querySelectorAll( 'iframe[data-secret="' + data.secret + '"]' ), blockquotes = document.querySelectorAll( 'blockquote[data-secret="' + data.secret + '"]' ), allowedProtocols = new RegExp( '^https?:$', 'i' ), i, source, height, sourceURL, targetURL; for ( i = 0; i < blockquotes.length; i++ ) { blockquotes[ i ].style.display = 'none'; } for ( i = 0; i < iframes.length; i++ ) { source = iframes[ i ]; if ( e.source !== source.contentWindow ) { continue; } source.removeAttribute( 'style' ); if ( 'height' === data.message ) { /* Resize the iframe on request. */ height = parseInt( data.value, 10 ); if ( height > 1000 ) { height = 1000; } else if ( ~~height < 200 ) { height = 200; } source.height = height; } else if ( 'link' === data.message ) { /* Link to a specific URL on request. */ sourceURL = new URL( source.getAttribute( 'src' ) ); targetURL = new URL( data.value ); if ( allowedProtocols.test( targetURL.protocol ) && targetURL.host === sourceURL.host && document.activeElement === source ) { window.top.location.href = data.value; } } } }; function onLoad() { var iframes = document.querySelectorAll( 'iframe.wp-embedded-content' ), i, source, secret; for ( i = 0; i < iframes.length; i++ ) { /** @var {IframeElement} */ source = iframes[ i ]; secret = source.getAttribute( 'data-secret' ); if ( ! secret ) { /* Add secret to iframe */ secret = Math.random().toString( 36 ).substring( 2, 12 ); source.src += '#?secret=' + secret; source.setAttribute( 'data-secret', secret ); } /* * Let post embed window know that the parent is ready for receiving the height message, in case the iframe * loaded before wp-embed.js was loaded. When the ready message is received by the post embed window, the * window will then (re-)send the height message right away. */ source.contentWindow.postMessage( { message: 'ready', secret: secret }, '*' ); } } window.addEventListener( 'message', window.wp.receiveEmbedMessage, false ); document.addEventListener( 'DOMContentLoaded', onLoad, false ); })( window, document ); //# sourceURL=https://mrktinsights.com/wp-includes/js/wp-embed.js /* ]]> */ </script> https://mrktinsights.com/wp-content/uploads/2021/12/Screenshot-2021-12-11-15.37.00.png464260Article by Tim Keech and Olivier Wicki In our last blog we explained why clubs should undertake strategic reviews and the methodology we use to perform these. In this article we will work through this using an imaginary (fictive) club performing at Premier League level. Any similarities to the situations of clubs, current or past, is purely coincidental. Why strategic reviews and why so long term? Football has a strange contradiction in that the “customers” generally commit to the club for life. Their interest is in the long term health and success of the club. Meanwhile the main decision makers are short term staff whose interest is primarily that the team succeeds whilst they are there. It is all very well selflessly laying the foundation for other’s success but that generally doesn’t get you glory or better paying jobs.  Where alignment should exist is between the ownership and the fans. They both want the club to improve year on year, the owner should make a better financial return if he sells a club with everything in place to succeed. A strategic review should therefore always focus on the long term success of the club and build in the necessary infrastructure and processes to get the club into the best possible position to succeed. So many clubs, even after reviewing their strategy, still end up with short term staff making decisions for short term benefit. The idea of having a strategy is that you have a framework for making decisions and do not fall into the temptation of short term “sugar highs”. This is why, in our view, strategy decisions should be made by the owners and then implemented by employees who are judged on their ability to implement the plans, not by immediate outcomes. Starting Point A mid-table Premier League club with a proud history but very little recent success. They have an unbalanced, ageing squad with a few players with very high value but the majority would not attract transfer interest. Their facilities are good but they lack a playing identity and are regularly changing coaches. The Process We start with a workshop where we draw together research about the direction of football (at their level) and work out the implications for our future actions through “and so” statements. Football thesis Financial regulation will make it harder for challenger clubs to run large annual deficits and so we need to move towards a break even model of running the club. Economic outlook will make it harder to increase stadium generated revenue and so we need to increase revenue from other streams. TV income will increase, potential for the Premier League to offer its own streaming service and so we need to ensure we remain a competitive PL side and grow our global support. Commercial income will concentrate at individual club, or even player level and so we need to become attractive for new fans and commercial partners.. Transfer income is likely to be concentrated on elite and emerging elite talent and so we need to be developing elite talent and identifying it better than our rivals. Strategic direction Before a football club’s management can decide on its future strategic direction, it must first conduct a thorough analysis of the club’s current environment. They take the findings from the football thesis and combine them with an analysis of the internal and external environments, as well as a look at trends that will shape the future. A club can add high value to this strategic analysis by including an external perspective (e.g. from a consultancy) alongside the internal strategic board’s perspective.  To continue, we will summarize the internal environment of a fictive Premier League club, including a strength and weakness analysis. With all the knowledge and findings combined the strategy board can now go ahead and define the strategic direction. Examples:  Vision for the club In 2030 the club will be regarded as the best producer and developer of talent in the Premier League. Reputationally the club will be regarded as innovative, taking calculated risks to maximise their resources. Revenue from player trading and commercial income growth will increase the sustainable budget allowing the club to compete for the biggest trophies. Mission of the club To be at the forefront of global football through innovation, culture, and skill.  Values Proudly represent the city and support local communities. Provide opportunities for young people to thrive. To always strive to get better in every area. Football Strategy A problem companies in general but also football clubs in particular encounter is the social side of strategy. As Peter Ducker famously said, culture eats strategy for breakfast. Most clubs continue to struggle with going beyond what they have done in the past. Egos, confirmation bias, groupthink, and risk aversion all work against bold visions and big ideas. Add to that the tendency of most strategy boards to distribute resources evenly across departments, and this year’s strategy often looks a lot like last year’s. So, what does our fictive club do differently? Our club has decided to set a bold strategic direction and now acts accordingly.  As we have seen in the football thesis, the competitive landscape will become more intense in the future. The matchday revenue stream will not increase significantly as disposable income is not forecast to rise. Furthermore, TV, commercial, and transfer income will be highly volatile and dependent on the club’s on pitch success. It is the first time that our club is aware of the environment and can devise a strategy based on analysis, trends, facts, and figures. There was no strategy in place prior to this point. Players were primarily scouted and recruited based on recommendations and reactive situations, the playing philosophy changed with the arrival of a new coach, and a large amount of money was invested in the youth academy without the possibility of receiving a return on investment as there was no clear transition path. To summarize, the old (non-existent) strategy is completely different from how