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SONAR|HES-SO

SONAR|HES-SO regroupe les travaux de bachelor et master diffusables de plusieurs écoles de la HES-SO. Consultez cette page pour le détails.

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KRANZ_Oscar_Bachelor_Project_Final_2024.pdf
Bachelor thesis

A safe way to navigate into multi-club ownership : guidelines for investors to get the best return on investment regarding a multi-club ownership

  • Genève : Haute école de gestion de Genève

54 p.

Bachelor of Science HES-SO in International Business Management: Haute école de gestion de Genève, 2024

English This Bachelor Project aims to establish best practices for investors seeking optimal returns by purchasing football clubs in emerging countries, emphasizing the Multi-Club Ownership (MCO) model. This model allows investors to manage multiple clubs strategically, enhancing performance and profitability. Combining qualitative primary data from interviews with industry professionals and secondary data from reports, articles, podcasts, and videos, the research forms comprehensive guidelines for investors.
The first step involves filtering potential target clubs based on their alignment with the investor's objectives within the MCO framework. This requires understanding internal factors, such as the club’s performance in sporting, business, and community dimensions, and external factors, including socio-political and economic conditions, as well as regulatory environments. The merger and acquisition process is critical, encompassing steps from initial contact to closing and price adjustment. Key stages include non-disclosure agreements, preliminary valuations, indicative offers, due diligence, final negotiations, and signing.
Post-acquisition, investors must address issues across the three dimensions by setting clear priorities based on urgency and impact. Establishing a strong vision and values is essential for guiding the club's future direction. Continuous planning and readiness for potential changes within the organization are also crucial. Once the club is stabilized and well-managed, the MCO model can fully operate. This involves fostering interactions between clubs in the network through staff meetings, player trading based on needs and statuses, and internationalizing the brand to enhance global reach and recognition.
The key recommendations include ensuring strategic alignment between the target club and the existing MCO network, conducting robust due diligence to accurately assess the club's value, defining a clear vision and values for the club, and implementing a continuous improvement strategy across all dimensions. This paper analysis the results from the data, providing a strategic roadmap for investors aiming to leverage the MCO model to its fullest potential.
Language
  • English
Classification
Economics
Notes
  • Haute école de gestion Genève
  • International Business Management
  • hesso:hegge
Persistent URL
https://sonar.ch/hesso/documents/330897
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