Structure and analyze the football value chain in Brazil

Abstract

Purpose Football is deployed into various segments and consists of a complex value chain, with interrelationships and circularities. It is relevant in various segments and therefore it is important to understand the structure. Thus, the purpose of this paper is to present a model of a football value chain and the managerial implications inherent to this chain. Design/methodology/approach This research used a field study as its methodology, developing a semi-structured questionnaire containing open-ended questions about the representativeness of the football value chain. In-depth interviews with specialists in football were performed to collect data. Findings The results of the interviews indicated that the theoretical model is representative. Furthermore, through validation, the relevance and representativeness of the football value chain was shown, as well as its interrelationships with the other commodity and service segments. In addition, it was found that this segment is relevant and influential in the national and international market, and can be considered a factor of economic and social development. Research limitations/implications This paper provides a view of the actors who make up the football value chain, and also supplies a complementary view to the models of chains presented in the theoretical review, enabling the provision of evidence on the axis with greater added value as a new step. The limitation of this research involves the context approached, because as identified throughout the investigation, this context is complex and dynamic. In this way, the linear approach used to construct this chain led to a reduced view of reality and of present relationships. Practical implications The model shows the presence of the main actors and the structure for the transformation of raw material into a final product, and is useful to understand the existing relationships and the layers of added value. Social implications The evaluation of the conceptual model of football value chain confirms that this is a professionalized chain, which generates a significant number of direct and indirect jobs. Originality/value The authors propose a model of a football value chain which is complementary to the theoretical review developed, exposing a linkage of the players present in this chain and at what stage they are present, and supplies the managerial implications inherent to this.

Evaluation of leverage points of the Brazilian football value ecosystem using system dynamics

“…However, there are no analyses of football businesses using the perspective of ecosystems. Football is studied as a linear chain in order to identify the actors and commercial activities intrinsic to the business (Ducrey et al, 2003;Ferreira, 2012;Lonsdale, 2004;Ribascik, 2013;Serrano et al, 2019a). However, football is dynamic, and linear approaches may not provide a proper understanding considering the complexity of this sport.…”

“…It involves a set of actors, organizations, and entities that act on this sport, adding economic and social value to the places where they are inserted (Ribascik, 2013). By pointing out the actors and links that exist in the football value chain linearly (Serrano et al, 2019a), one fails to consider the complexity of relations within this sport, its connections, and interdependencies in time and space (Mansilha et al, 2019;Martins et al, 2020;Morecroft, 2007). Thus, it seems clear that football should not be analyzed by linear chains of cause and effect, since direct and indirect relations between variables are difficult to be represented (Senge, 2009).…”

Aplicando a Análise Relacional Grey a Clubes De Futebol Brasileiros: Uma Medição Do Desempenho Financeiro E Esportivo

“…A situação financeira dos clubes de futebol do Brasil tende a ser complexa, o que penaliza toda a cadeia produtiva (Serrano et al, 2019). Os consumidores finais e intermediários da cadeia exigem resultado técnico expressivo (Szymoszowskyj et al, 2016;Santana Filho et al, 2019), porém a baixa capacidade de gestão muitas vezes atrapalha o planejamento e compromete a gestão financeira.…”