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Florian Hohmann
Title
Dr.
Last Name
Hohmann
First name
Florian
Email
florian.hohmann@unisg.ch
Phone
+41 71 224 7417
Now showing
1 - 9 of 9
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PublicationType: journal articleJournal: Controller MagazinVolume: 2021Issue: 3
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PublicationType: journal articleJournal: Expert FocusVolume: 94Issue: 4
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PublicationType: journal articleJournal: IRZ Zeitschrift für Internationale RechnungslegungVolume: 15Issue: 10
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PublicationThe Financial Motivation Behind the Super League Attempt( 2021-05)The attempt of twelve top European football clubs from England, Italy and Spain to found their own, closed Super League has shocked many football fans. Florentino Pérez, President of Real Madrid C.F. and one of the driving forces behind the Super League claimed: "We are doing this to save football. Without the Super League, we will all be dead in 2024." But is this statement actually true? I briefly analyzed the current financials of all twelve founding members, also including FC Bayern München and Borussia Dortmund as a benchmark. The analysis reveals that Florentino Pérez' claim is only valid for some clubs. Unlike publicly perceived, Real Madrid (just like the six Premier League teams) does not need the Super League to survive. The club will only have to adapt its cost structure in the future. Yet, the remaining clubs FC Barcelona, Club Atlético de Madrid, Juventus Football Club, AC Milan and FC Internazionale Milano already faced severe financial problems before the Covid-19 pandemic due to unsustainable financial management. For them, the Super League would have been the urgently needed lifeline to financial recovery.Type: conference paper
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PublicationStrategies for Football Clubs: Financial SustainabilityManaging the finances of a football club is complex. The revenues a club can generate are very much dependent on its sporting success. In return, however, sporting success is also highly dependent on how much revenue a club can generate and therefore invest in the squad. Financial executives always need to find the right balance between investing enough money in the team to maximise sporting success, without taking excessive risks and harming the financial stability. This balance act is even more complicated by the fact that the football business is under great public scrutiny and very much driven by emotion. In recent years, the football industry has been publicly criticised and accused of being unsustainable and disconnected from reality. Now, since the whole industry is struggling due to the COVID-19 pandemic, public interest in the financial situation of professional football has risen. Club managers have to plug the holes left by the COVID-19 crisis while simultaneously being successful on the pitch. League associations and federations are discussing new regulations that could positively change football in the future. Hence, now it is the perfect time to critically reflect on the financial sustainability of the football industry and to set the course for a successful future. Analysing financial ratios of European football clubs shows that it is wrong to say that the football industry as a whole has a fundamental financial problem and is bound to fail. However, many clubs, especially in smaller leagues, were already in financial difficulties before the current COVID-19 pandemic. Therefore, it seems worthwhile to come up with ideas for how such clubs can be set up in a more stable way – especially now, when the business is more receptive to change than ever. There are various approaches and ideas of how to make financial management in football more sustainable, some of them already being discussed in league associations or committees of UEFA and FIFA. Within this report, several approaches for improvement are introduced and a timeline with possible short-, mid- and long-term measures is set up.
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PublicationType: digital resource
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Publication
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PublicationType: newspaper articleJournal: The Reporting TimesIssue: 17