Identifying Best Practice in Women's Football - FIFA/CIES ...

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The club has to pay a rental fee on their home ground, 117 although they were able to breakeven with ticket sales. Nonetheless, not having a club-owned or run stadium makes itextremely difficult for the club to develop the additional revenue streams coming from matchday. Currently, there is no income for the club from parking, catering, or sponsorshipbanners. Additionally, there is a considerable difference in attendance for European matches,requiring the team to rent much larger stadium, such as for the 2009 UEFA Cup Final 118 andin 2010, due to UEFA regulations on floodlighting, the Champions League matches wereforced to be played at a completely different stadium. 119 Not having a stable venue causes adisconnect for fans and lacks the atmosphere of a true “home” stadium."The club is currently looking into options for getting their own stadium. Mainly, thereare two options: the first to develop the club’s training ground into a stadium. Whiletechnically feasible, the budget for this development is 7-10 million Euros, which the clubcannot finance. FCR Duisburg believes, their second option is the Sportpark Wedau, a 10 000seat stadium owned by the city. Formerly used by Eintracht Dusburg, it is now used purelyfor athletics training. The club is currently in negotiations with the municipality. Withminimal additional development 120and being a ‘clean’ stadium from a marketingperspective, 121 the stadium would appear to be a great source of income for the club, assponsorship could include items such as stadium signage and catering opportunities. Whilethis appears to be an ideal situation, there are political issues with the municipality, includingits previous agreements concerning hosting athletics training. However if these could beresolved during the current negotiation, the additional income that could be generated for theclub is estimated to be 150,000-200,000 Euros annually. 122While teams with an affiliation to a larger club tend to benefit from the infrastructurein place, other clubs struggle to generate more than a marginal revenue stream from theirfacilities. Highlighting FCR Duisburg’s attempts at creating a home stadium, women’s clubs""""""""""""""""""""""""""""""""""""""""""""""""""""""""117 FCR Duisburg 2001 play their home games at the PCC-stadium of FC Homburg with a capacity of 3,000 .118 The club rented 31,500 Duisburger MSV-Arena, which they almost filled (28,112)119 The Champions League matches were played in Oberhausen Stadion Rheinernergie, 21,000 capacity, whichmet the newly introduced UEFA standards for the Women’s Champions League120 The stadium currently has available parking and VIP boxes, however FCR Duisburg would look intoadditionally seating to be built121 A “clean” stadium meaning it currently has no sponsorship banners or signs.122 Jasinski, Interview, 21, May 2010.$7"
could benefit from a municipality-club agreement to fund their own stadium, and giving theirfans a place to call home. As noted, teams under the ownership of men’s clubs, often play inshared stadiums, so this may be a possibility for these teams as well. The city would have astable and prestigious tenant in the stadium, while the club could benefit from the betterfacilities and improved possibilities for income generation.4.4 Finances and OwnershipIn sporting organizations, there are many different types of organizations, each with itsunique challenges and opportunities. One type of structure, the association, is the mostcommon type for sports clubs, but it does hinder commercial investment into the club. 123However, this structure is beneficial for teams who incorporate a larger community effort andwant to be protected from the decisions of owners who are not compelled to consult themember/fans in any way. Some states give additional tax and rates benefits to associations. Inaddition, some leagues such as the Toppserien in Norway insist on clubs being anassociation. A co-operative has the similar benefits of an association, however its “one man,one vote” could prove to lack the efficiency of decision making that is necessary. The thirdstructure is the corporation, which is a commercial entity based on transferable ownership.This allows for owner investment and sometimes, easier access to finance for capitalintensiveprojects. 124 In an industry that seldom shows a profit, the ownership model does notoffer a serious return on investment except for the potential capital gain in future selling ofthe club, hence owning a football club is more of a status symbol than a shrewd financialinvestment.In the same way there are many structures in other sports, the finances and ownershipvary greatly in European women’s club football, which makes them almost incomparable.One item to note as well is the large discrepancy between the top clubs and those developingaround Europe. Budgets within the clubs analyzed range from Olympique Lyonnais Femininelisting in their financial statement in 2008 a budget of 2.8 million Euros, to the average Dutchbudget, including AZ Alkmaar, at 150,000 Euros. 125 There are two most common structures,""""""""""""""""""""""""""""""""""""""""""""""""""""""""123 In an association, one cannot distribute dividends.124 Kuhn, Francois. New Forms of Organisation, Lecture given to FIFA Master. CIES. March 2010.125 Olympique Lyonnais, Annual Financial Report 2008/2009. Janssens, Interview, 10, May 2010.%8""
Page 3: AcknowledgementsThe FIFA Master has
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