Multi-club ownership [MCO] is a concept within the football industry which entails that an owner holds significant stakes in multiple teams. This ownership strategy is not new, however, what are the driving forces of this type of ownership structure and what are the outcomes? The purpose of this study was to explore potential drivers of MCO, to irradiate the concept and determine whether traditional business administration theories can be applied to explain its existence. The main theoretical framework is based upon the shareholder theory and resource-based view of the firm with supplementary reasoning collected from other relevant theories. The study encompasses five seasons and consisted of the teams competing in the top two divisions in the English Football League system. The quantitative study covered six hypotheses and deployed both Two sample t-tests and regression models which sought to measure international player trading activity, sporting performance and financial performance. The results of the study show that multi-club portfolio members [MCPMs] tend to trade a larger share of players internationally compared to Non-MCPMs. However, the other models yielded no significant results in regard to MCPMs, although, value creation through the strategy cannot be disregarded as it may be present through other channels. The wider footballing industry has been studied extensively in previous literature. However, this study is focused on MCO, a topic that lacks a previous body of research. By filling this research gap the authors hope to illuminate the concept and increase transparency for both decision makers (owners of clubs) and supporters of clubs. In addition, a survey which is not empirically tested was conducted in order to help guide the proceedings of the research.

Introduction: In recent years, social media communication has significantly affected the way organizations are sharing information. Social media platforms are shown to be one of the most important forms of communication also for the intent of Corporate Social Responsibility. The purpose of this study was to find out how often CSR is shared across Facebook, Twitter, Instagram, and TikTok and if differences exist between those platforms in frequency, choice of topic, and engagement of fans. Furthermore, the influence of being a winning, midfield, and losing team, and high and low revenue was investigated. Methods: A quantitative content analysis study was chosen as the study design. On the four mentioned social media platforms data was manually collected for Premier League clubs and coded into topics of CSR. The engagement of fans was collected with likes, comments, and shares on the relevant platforms. Results: 6879 total posts were investigated including 272 posts related to CSR content. The highest ratio for CSR posts showed Facebook (5,0%), followed by Twitter (3,7%), then Instagram (3,4%), and at last TikTok (0,8%). However, the highest number of posts was shared by Twitter, followed by Facebook, Instagram, and TikTok. The topics shared the most on Twitter and Facebook are Public Policy, Safety, and Diversity. On Instagram as well Public Policy, Diversity but also Religion posts were shared the most. TikTok showed only one post related to the topic of Religion. The engagement of fans showed that Twitter has the highest engagement compared to a non-CSR-related post, closely followed by Instagram. An ANOVA analysis showed that winning teams and losing teams share significantly more CSR content than midfield teams. It was also discovered that teams with high revenue post more CSR than teams with low revenue. Discussion/Conclusion: New and major findings of this study suggest that teams in the European market have different factors that can influence the teams sharing behavior than teams from the North American market. The most interesting findings of this study show that revenue and winning may positively influence CSR sharing behavior. These insights should help understand CSR communication in sports organizations and displays the potential new platforms like TikTok and Instagram have.

The purpose of this study is to create a competitive system for modeling and predicting the results of football matches of the Russian Premier League, taking into account the specifics of the market. To select a project idea, brainstorming and nominal group techniques were applied. Further analysis of the sales market of products. For the project, the most suitable flexible Agile project management methodology was chosen. The innovative method of Agile involves all participants in the work, while maintaining their usual responsibilities. The approach aims at each of the results in the form of the final product. Thanks to the discussion meeting, the project team selected the Subscription business model. This is a model that provides access to the site materials for a certain period of time. To draw up a schedule created a Gantt chart. Gantt chart - a type of bar charts (histograms), which is used to illustrate the plan, schedule of work on the project. It is one of the project planning methods. Conducted risk management. Risk management is the process of making and implementing management decisions aimed at reducing the likelihood of an adverse outcome occurring and minimizing potential project losses caused by its implementation. The main task in risk management is the timely identification of factors that adversely affect the profitability of the project, as well as the optimal planning of actions to minimize these factors. The development of all elements of the RPL Bet service is done in Microsoft Visual Studio. The program for calculating the probabilities of the outcome of the upcoming match is created using the object-oriented programming language C #. To create a site is supposed to use a standardized markup language HTML. A unique method for calculating the results of matches, based on the results of the pre-match analysis, was created. The created system will allow users to buy forecasts for various periods calculated by the program, which will allow them to use them for betting in bookmakers in the first place. / Цель данного исследования – создать конкурентоспособную систему моделирования и предсказания результатов футбольных матчей Российской Премьер-лиги с учётом специфики рынка. Для выбора идеи проекта были применены методы мозгового штурма и номинальной групповой техники. Далее применяется анализ рынка сбыта продукции. Для проекта выбрана наиболее подходящая гибкая методология управления проектами Agile. Инновационная методика Agile вовлекает всех участников в работу, сохраняя при этом их привычные обязанности. Подход нацеливает каждого на достижение результата в виде конечного продукта. Благодаря дискуссионному совещанию, командой проекта была выбрана бизнес-модель «Подписка». Это модель, которая обеспечивает доступ к материалам сайта за оплату определённого периода. Для составления календарного плана создана диаграмма Ганта. Диаграмма Ганта – это тип столбчатых диаграмм (гистограмм), который используется для иллюстрации плана, графика работ по проекту. Является одним из методов планирования проектов. Проведено управление рисками. Управление рисками – это процесс принятия и выполнения управленческих решений, направленных на снижение вероятности возникновения неблагоприятного результата и минимизацию возможных потерь проекта, вызванных его реализацией. Основной задачей при управлении рисками является своевременное определение факторов, негативно влияющих на доходность проекта, а также оптимальное планирование действий по минимизации этих факторов. Разработка всех элементов сервиса «RPL Bet» производится в Microsoft Visual Studio. Программа для расчёта вероятностей исхода предстоящего матча создаётся при помощи объектно-ориентированного языка программирования C#. Для создания сайта предполагается использование стандартизированного языка разметки HTML. Создан уникальный метод расчёта результатов матчей, берущий за основу результаты предматчевого анализа. Созданная система позволит пользователям покупать рассчитанные программой прогнозы на различные периоды, что позволит им в первую очередь использовать их для ставок в букмекерских конторах.

Le football professionnel est devenu une industrie du spectacle audiovisuel dont il tire une partie importante de ses revenus. Cependant, les recettes dites Matchday et les revenus annexes de la billetterie constituent un gisement de croissance important pour les clubs français. Ceux ci devraient pouvoir maitriser les capacités offertes au public du spectacle vivant dans les stades et devenir propriétaires de leurs enceintes en utilisant la technique des baux emphytéotiques. Les politiques de prix variables ou de prix dynamiques conduites dans d’autres secteurs comme les transports, l’hôtellerie ou les centres de loisir sont applicables dans la gestion de la billetterie. La digitalisation de l’offre ouvre de nouvelles perspectives de relation client. Elle améliore la traçabilité des consommateurs et permet de déterminer leur propension optimale à payer. Les solutions de CRM, Customer Relationship Management améliorent la connaissance client et permettent de mieux segmenter l’offre pour mieux adresser les différents publics du stade. Dans une activité fondée sur l’incertitude du résultat mais sur la certitude des coûts de production, les ressources digitales permettent de fidéliser les différentes catégories de fans et d’augmenter le panier moyen. Les clubs français très engagés dans la gestion à court terme ont négligé les outils du pricing et tardent à adopter les solutions digitales qui ont donné des résultats satisfaisants dans des secteurs comparables. Nous formulons des propositions adossées à des expérimentations concrètes pour augmenter les performances de la billetterie dans le secteur de l’industrie du football en France. / Football has become a major industry of entertainment for TV networks and also for companies running football squads. TV rights represent at least 50% of the French clubs incomes. Meanwhile, most of them have disregarded Matchday revenues. For a large majority of them, they don’t own their arenas. Moreover, they play in (too) large stadiums with overcapacities according to average attendances. This is why average prices are below the European average price when we compare French League One with the other major’s championships in Europe. In this field, we suggest long-term leases between public owners and football firms in order to transfer both property and ability to refit arenas and stadiums. In addition, French firms running football clubs have not yet fully used technics of variable prices and dynamic prices. They should also display CRM resources in order to address each segment of costumers, including fans, year ticket holders, walk in customer or families. The target is to hit as close as possible the willingness to pay of each category of customers. We have experienced such policies for Year ticket holders in French third division. Digital resources increase customer insights and sustain cross selling policies increasing revenues as it is done in other comparable sectors such as air transportation, leisure parks, hotels and resorts. We make some suggestions and recommendations to strengthen home revenues in the French professional football League.