Financial and Business Information of Sport Clubs Determined by Business Model

Abstract

The paper is an attempt of answering the question what should business and financial information contain in case of Polish sports clubs and their activities determined by their business model. In the paper there were employed data from Polish sports clubs that have been chosen as research objects in order to analyse and describe business model. Moreover, the research was based on non-standardized interviews with managers to answer the problem what is understood by the term of success of a sports club and what this success comprises of. A proposition of solution basing on the conducted research is offered, which allows to supplement the classic methods of evaluating company performance with a method of evaluating the profitability of social activities in the field of sport. So that the authors propose to elaborate a method which should include deep economic analysis: SROSI (Social Return on Sport Investment).

Business management in the football industry from a supply chain management perspective

“…Due to the above interviewees, we put clubs' academies, HRM, governing bodies, government, media and communications in the paradigmatic model (Grix and Carmichael, 2012;Perechuda and Pawlak, 2017;Sadi, 2018;Timchenko et al, 2017;Vargo et al, 2008). Sports service management Sports service management Table 3.…”

“…However, concerning its specific attributes, it must be studied further. Also, in each supply chain process, inputs are combined with capital to produce outputs that are sold to customers (Egilsson, 2017;Perechuda and Pawlak, 2017). Sports marketing managers need to understand what their team's image represents and the feelings involved (Marquetto et al, 2017).…”

“…The paradigmatic model is shown the organisational structure, inter-organisational relationships, HRM, internal relations, financial resources and infrastructure process management (Figure 1). In the core category, they have been distributed on sports event management (Timchenko et al, 2017;Zhang et al, 2018a, b), leisure time management, club management (Perechuda and Pawlak, 2017), executive management and sports service management (Timchenko et al, 2017). In this context, some actors are accompanying such as commercial items (Gillett Alex and Tennent Kevin, 2018;Perechuda and Pawlak, 2017), Production management (Parks et al, 2007), cash flow management, information (Madenas et al, 2014), technology management (Rosandich, 2008), governmental support (Aghaei shahri et al, 2018;Sadi, 2018), specialized management, contract management (Gerke et al, 2020;Marjoribanks and Farquharson, 2016), cost management, football talent management (Grix and Carmichael, 2012), facility and equipment management with the core category.…”

“…Timchenko et al (2017) added some more businesses in Russian sport: construction, assurance, IT, tourism, leisure and service. The business model of sports clubs reveals ways of value creation for stakeholders (Perechuda and Pawlak, 2017).…”

“…Toyota corporation could achieve success because it had a dominant power relationship with its suppliers, which allowed it to force through the innovations it desired from supply chain supplicants (Cox, 1999). Research on creating value has indicated that forming relations between a company and its partners is meant to create value (Perechuda and Pawlak, 2017). The managers in this industry must be aware of challenges related to the supply chain, including suppliers, producers, merchandisers and consumers, to maintain profitability.…”