Tittle: Income structure of Proffesional Football Clubs in Czech Republic and Europe. Objectives: The aim of this work is to create summary of financial sources for selected football clubs operating in the highest European competition including Czech Republic. Another objective is to compare different types of income and refer the main differences and distinctions. Methods: In our thesis we used a method of analysis and a method of comparison. Method of analysis we applied in analysis of each clubs, comparison in part of compare all clubs or individual incomes each other. For description each clubs was necessary to find and analysis many professional articles, annual reports and league reports which are relevant. Results: Incomes of all football clubs are growing every year. Each club is characterized with certain differences in structures of incomes, but the most differs the Czech representative. For Sparta are the most important money from commercial activities, which achieves high values also in Juventus, Borussia Dortmund and Barcelona, Arsenal London receives on the contrary the biggest sum from broadcasting. Matchday participates only with small part on the total sum in Sparta and Juventus. Keywords: Football, Financial Sources, Television Rights, Matchday, Commercial

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.