Bizi Takip Edin Futbol ekonomisi facebookta futbol ekonomisi twitterde
Futbolekonomi 16 Şubat 2021- Two-Zero Girişim Fonu Göztepe Spor Kulübü A.Ş' ile imzaladığı anlaşma gereğince kulübe belirli bir oranda yatırım yapacak. 29 Ocak 2021 Deloitte tarafından 24.kez yayınlanan Futbol Para Ligi raporuna göre, Avrupalı 20 zengin kulübün gelirleri pandemi nedeniyle bir önceki yıla kıyasla  1.1 Milyar Euro gerileyerek, 8.2 Milyar Euro ola... 28 Ocak 2021- Deloitte'un son raporuna göre Avrupa futbolu pandemi nedeniyle 2 Milyar Euro zarara uğradı. 6 Ocak 2021- Süper Lig takımlarına toplam 3.069.480.267 TL takım harcama limiti tanımlandı. Kulüpler bu tutarı % 15 fazlasıyla 3.529.902.307 TL'na kadar yükseltebilecekler. 1 Ocak 2020 Futbolekonomi olarak yeni yılınızı kutlar, sağlık ve mutluluklar dileriz. 24 Aralık 2020- Türk futbolunun efsane futbol insanı Özkan Sümer 22 Aralık 2020 tarihinde bir süredir kanser tedavisi gördüğü KTÜ Farabi Hastanesi'nde 80 yaşında hayata gözlerini yumdu. 21 Aralık 2020- Real Madrid: Covid-19 Real Madrid açıkladı: Avrupa futbolu Covid-19 nedeniyle 5,2 Milyar Euro kaybetti. Futbol Çok Kötü Etkilendi. Hiç Bir Şey Eskisi Gibi Olmayacak! Futbolda Devrim İçin Beklenmemeli! 5 Aralık 2020- Premier League Yönetimi, Alt Futbol Liglerine Pandemi Nedeniyle 250 Milyon Sterlin Yardım Paketini Kabul Etti. 19 Kasım 2020 UEFA Uluslar Ligi'nde Milli Takımımız B Ligi 3.Grup ta  Macaristan'a karşı oynadığı maçı 2-0 kaybederek grup sonuncusu oldu ve C ligine düştü. 18 Kasım 2020- Kulüpler ile yayıncı kuruluş arasındaki kriz çözüldü. beinsports kulüplere yıllık 2.650 Milyon TL ödeme yapacak. Bu anlaşma ile kulüplerin kaybı yaklaşık 550 Milyon TL oldu.
Buradasınız >> Ana Sayfa Haberler & Makaleler Yönetim Diğer Yazarlar What can companies learn from Football Clubs?

What can companies learn from Football Clubs?


Mehmet Sezgin- 27 Mayıs 2014 A lot to improve performance. Yet not much to fill books, as at the end, it boils down the two things:


1. Unite everybody around the same and simple objective,

2. Find the best talent for the required position.

1. Unite everybody around the and simple objective:

What is the objective of each team? Winning and becoming champion of a Cup. So much that the word goalis embedded with football. The ultimate objective is to score more goals than your competition and to win.

Are there any other purposes or objectives of football clubs? Well of course there are. Playing quality football so that the game looks beautiful for the fans and to have a balanced budget so the Club can keep its ability to invest in the best talent.

Yet those always come after winning. In fact if the club wins most of the time that would also means that it plays better than most of the rivals and as the fans and sponsors stay involved to the winning team, it becomes easier to have a surplus budget.


So if the football clubs win, all else falls their way.

Hey, you will say, it is a game. Of course the purpose is to win. Simple and straight forward. Yet for a company the outcome is much more sophisticated. Profit, production quality, innovation, customer service, customer satisfaction, employee satisfaction, regulation compliance, on and on.

You really think football is so simple? What about a fierce competition that lasts for 10 months each year while playing in three Cups most of the time? (National League, National Cup, and European Leagues). Or traveling all the time dealing with millions of fans who believe that they know football better than the players and the coaches while trying to control the press which is around the players 24 hours?

And what about transferring this winning objective to all 11 players in the pitch when you have two or three scorers at most, or to 23 or so players in the line up? If the purpose is winning then how do you motivate the goal keeper? Each time he fails, he endangers the whole game.

We can multiply these difficulties. Yet my purpose is not to convince you to believe that Football as a game has many challenges. On the contrary, I am trying to prove that beyond those challenges, if it comes down to uniting everybody around winning, and scoring more goals than your rivals, we should learn from it as large businesses operating in competitive environments.

Most companies, especially multinationals dont have a clear purpose. Or their purpose and quarterly targets dont match. Most companies try to find a purpose in the form of a mission statement which gets lost after the initial year or at the second or third line in the hierarchy.

Apart from big holding companies with multiple business lines like say GE, it is in fact simpler than you think. After all, most sell a specific product or service to customers. Unfortunately the real goal of any CEO has become maximizing profits. This does not bond well with customers as you can easily imagine. Defining the purpose is easy if you are a founder of a company like HP, Apple, Dell, Sony, or Wells Fargo, Amex, Western Union, and so on. But if you are a CEO in the office many years after the founder is gone, and especially if you are a public company, then as I said before unfortunately you think of maximizing profits and not much. And all the other things you do and say are shaped by the your quarterly profits targets.

Of course on the one hand, there is nothing wrong with that. You need to make a profit to share with all stakeholders and to invest in the future. As I indicated above it is even true of Football Clubs. The trouble with profit maximization is that you can not motivate thousands of employees and public with this goal. Therefore the profit needs to come as a result. of your activities. Building the best computer, car, toaster, light bulb. Getting the most possible number of customers. Exciting them, yourself and employees around your products and customer satisfaction levels.

futbol-kulupleri-para-basiyor-4274845 o

Peter Drucker many years ago indicated that a company should be about creating a customer and then keeping her happy. To create a customer a company needs to build/offer a product or a service that it is proud to build and sell and of use for the consumers.

Therefore the most important goalof any companys top management should be to define and pass that unique objective to everybody in the organization over and over again. And it should me measurable. You cant say that we are going to be best at something without indicating how to measure it.

Were going to be best at customer satisfaction measured by XYZ company in three years.

We are going to be number 1 selling car in these three countries.

We are going to offer a new product every six months which will be number 1 or 2 or 3 in its category.

You need a vision to start with. You can say we are going to the most used music app provider. Then you need to put a time frame. Lets say in 5 years. Then work on it to bring it down to every quarter from today onward. You can try to be the best travel agent. How do you measure it? Every year minimum one third of our customers will be repeat customers and and we employ NPS (Net Promoter Score) which needs to improve every year.

There are many numerical metrics companies actually work on. We need to make them into clear goals.

And then share the results with your employees like you would share with investors. Even with more fun and sincerity of course.


If a company can not excite its employees first, there is no way it can create customers. (Unless it is a monopoly but it is a different discussion)

So a clear goal, related with the product/service you build and sell to your customers, that is trackable every quarter and communicated with the whole company al least every quarter (hopefully every month). Then the profits will follow and hopefully that is shared too:)

Sounds easy, yet many companies fail to do so. Ask an individual working in a large organization and most likely you wont get a response beyond the job definition. Managers and leaders need to turn their colleagues into team players. Players perform, employees maintain. And every team must have a simple measurable goal that excites and motivates them so they can excite customers.

But how do you choose those employees of yours. If turning them into players is so vital, can the standard HR practices are enough?

Here comes the second learning from football clubs:

2. Find the best talent for the required position

In April 2013 when Real Madrid; the most Spaniard team, started playing against Galatasaray in Istanbul, there was only one, I repeat 1 Spanish player on the field. Galatasaray had 7 non Turkish players. Even Mourinho, Reals coach is not Spanish. Their best scorer Ronaldo is not Spanish. The most famous player at Galatasaray was Drogba obviously not Turkish.

Or take a look at other European Champions League semi finalists and UEFA Cup finalists. Basel the Swiss team is managed by a Turkish coach Mr.Murat Yakin and has 12 non Swiss out of 26 players. Barcelona has 8 non Spaniards of its 23 players. Their best and most famous player Messi is not Spanish. Bayern has 13 non Germans out of 27, Benfica 17 out of 24, Chelsea 19 out of 25, Fenerbahce 8 out of 29 and Borussia Dortmund has 9 non Germans in its 27 players. One of them a Polish player dropped 4 goals into Reals net in one single match in their semi final encounter.

Who would dare to say that these are not Spanish, Swiss, German, Turkish and Portuguese teams.

They have millions of fans even internationally and all are more than 100 years old. They have very clear identities as their roots deeply melded in their cities. And precisely due to these they excel on heritage, culture, colors and flags and anthems, With no threat to their identity, they can set on search mission to seek the best players for a given position in the team and on the field.regardless of color, ethnicity, religion or even language.

If a football club searches for a very good defender, they search globally for that specific position. Most also invest in youth leagues to raise talent from early ages. Yet their search is never limited to either their youth clubs, their own country or language. Getting the best possible player is the goal. And if you want to be the best club ever, you try to attract the best talent and the not the average. Once you have the talent, you work to make them a team around the same goal: Winning.

And winning is a good word. Winning is a good feeling. Achieving a goal is great. As businesses, we need to make our goals measurable and provide the feedback as quickly as possible. (Every game ends and the score is announced)

Most large business organizations have lost this touch. And this is exactly why the best talent is finding its way in start-ups and companies end up staying with the average performers. And it is a pity as those large multinationals share of world GDP is increasing all the time.

It is time that the executive suits spend more time on how to make themselves exciting places to work rather than dealing with business models to maximize profits. Should the public, that is; the customers move away from larger organisations with no exciting products and services, in the medium term there may not be much profit to maximize.{jcomments on}

Bu İçerik  7996  Defa Okunmuştur

Degerli yazarimiz Futbol Ekonomi Site Yetkilisi Perşembe, 22 Eylül 2011.


Neden Futbol Ekonomisi?


www.’un  vizyon ve misyonu temel olarak  Futbol Ekonomisi Stratejik Araştırma Merkezi’nin (FESAM) vizyon ve misyonuna paralel ve aynı düzlemdedir.


Bu bağlamda temel misyonumuz: Futbolun yerel ve küresel makro özelliklerini incelemek ve yeni yapısal modeller önermek; bu kapsamda entelektüel gelişimi hızlandırmak ve buna ilişkin referans olabilecek bir database oluşturmak ve bunu tüm futbol araştırmacılarının emrine sunmak... Bu amaçla yapılan çalışmaları yayımlamak; gerekli her türlü bilimsel futbol araştırma ve geliştirme projelerine entelektüel anlamda destek vermek.


Temel Vizyonumuz: Önerilen yeni modellerin gerçekleştiğini görmektir.

 devamı >>>



Tuğrul Akşar Güngör Urasın sorularını yanıtlıyor

  Yazar Tuğrul Akşar,
Milliyet Gazetesi Yazarı Güngör Uras'ın
sorularını yanıtlıyor.
detay için tıklayınız..


Spor Endexi


Kapanış Günlük
Değişim %
  IMKB 100



 bjk BJKAS









 trabzon TSPOR







Tuğrul, Tuğrul Akşar, Pusula, Ekonomi, Futbol, Futbol Ekonomi, Mali,VİDEONUN DEVAMI VE DİĞER VİDEOLAR İÇİN TIKLAYIN.


İçerik Tıklama Görünümü : 27402063




 27 19 3  5 59


32  60
2 Galatasaray  28  18  4  6 55 23  32   58
3 Fenerbahçe


 18  4  6 52 28 24  58


 28  15  6  7 35


6  51
5 Alanyaspor  28  13  7  8 44  28  16 






7  8 48  35






10  7 40  32 8  43


 28 11 8  9 43


 6  41


 28  10


 9 40  33   7  39


 28  7 15  6 26  31   -5  36
11 Sivasspor  27


13  7  31  32   -1  34
12 Konyaspor  27  8 8  11  33  34    -1


13 Malatyaspor  28  7 10  11  35  39    -4  31
14 Kayserispor  27  8 7  12  22  32    -10  31
15 Kasımpaşa


8 6  14  31  44





 7 8  13  30  45    -15  29
17 Rizespor  27  6 10  11  31  44  -13  28
18 Ankaragücü  27  7 5  15  31  45 -14  26
19 Erzurumspor  28  6 8  14  27  46 -19  26
20 Denizlispor  27  6 6  15  26  48 -22  24
21 Gençlerbirliği  27  5 6  16  22  49 -27  21




Okur Yazar

Futbolun ekonomisi, mali, hukuksal ve yönetsel kısmına ilişkin varsa makalelerinizi bize gönderin, sizin imzanızla yayınlayalım.

Yazılarınızı adresine gönderebilirsiniz. 



2021 Deluitte Raporu





Cocid-19 sürecinde 2021'e girerken Avrupa'da ve Türkiye'de Futbol Ekonomisi'nde yaşanılan değişim ve olumsuz gelişmeleri okumak için tıklayınız.







Yirmidördüncü Deloitte Money League raporuna göre Barcelona'nın 715.1 Milyon Euro'luk geliriyle ilk sırada yer aldığı, tamamı merkez lig kulüplerinden oluşan ve bir önceki yıla göre gelirleri %12 azalan Para Ligi raporunu okumak için tıklayınız


191112 Aktifbank Ekolig


Türk futbolunun gelirlerinin ve ekonomik görünümünün mercek altına alındığı Futbol Ekonomi Raporu – EkoLig'in dördüncü sayısı yayınlandı. Süper Lig’in 2017-2018 sezonu sonunda 3,2 milyar TL olan geliri, 2018-19 sezonunda 4,2 milyar TL’na ulaştı. Bkz.



Süper lig Marka değeri araştırma

''Taraftar Algısına Göre Türkiye Süper Ligi Marka Değerini Etkileyen Faktörlerin ve Marka Değeri Boyutlarının Değerlendirilmesi'' Prof. Dr. Musa PINAR öncülüğünde yapılan bu araştırmayı okumak için tıklayınız.




KPMG Avrupa’nın 32 Elit Kulübünün değerlemesini yaptı. Süper Lig’den Galatasaray ve Beşiktaş’ın da bulunduğu bu raporda en değerli kulüp 3.2 Milyar Euroluk değeriyle Real Madrid oldu. Raporu okumak için tıklayınız.



Futbolda Endüstriyel Denge ve Başarı Üzerine

Futbolun Endüstriyel gelişimi, kulüplerin sportif ve iktisadi/mali yapılanışını derinden etkiliyor. Dorukhan Acar’ın Kurumsal Yönetim temelli yaklaşımı ile "Futbolda Endüstriyel Denge ve Başarı"yı okumak için tıklayınız



Türkiye'de Kadın Futbolunun Gelişimi ve Günümüzdeki Durumu




Dr. Lale ORTA’nın Kadın Futboluna Entelektüel Bir Yaklaşım Sergilediği makalesi için tıklayınız.” 



İngiliz Futbolunda Kurumsal Yönetişim Üzerine




Tüm kulüplerimize ve Türk Futbol yapılanmasına farklı bir bakış açısı kazandırabileceğini düşündüğümüz, İngiliz Parlementosu’nun Kültür, medya ve spor Komitesi’nin hazırladığı raporu okumak için tıklayınız. 



“Money scorring goals”, Gerçekten de “Para Gol Kaydedebiliyor mu? “

Euro 2012’nin olası ekonomik etkilerini
okumak için tıklayınız. 


Futbolda Finansal Sürdürülebilirlik Kapsamında ''Finansal Fair Play Başa Baş Kuralı ve Beşiktaş Futbol Kulübü Üzerinde Bir Uygulama 
Hüseyin AKTAŞ/Salih MUTLU,

okumak için tıklayınız.