With the number of clubs which have participated in the UEFA competition over the past 12 years, a sample size of 6 teams will be selected for this dissertation. These clubs who must abide by Financial Fair Play regulations to participate in their competitions are Arsenal, Manchester United, Chelsea, Manchester City, Liverpool and Tottenham. It is also important to note that all clubs selected in this analysis has expense greater than €45 million, as UEFA’s break-even rule is subject to an exception of an acceptable deviation up to €45 million if the shortfall is covered by equity investment. As the Financial Fair Play has been in existence since 2010, financial statements and balance sheets for the selected clubs and the league have been
The UEFA Financial Fair Play (FFP) Regulations have come to terms in 2009 and it has been widely discussed due to the nature of the rules that was imposed on the clubs. The aim of this short essay would be to discuss the impacts of FFP Regulations on the competitive balance in European Football. The first section of this essay is an introduction to the UEFA FFP Regulations. Second, we briefly introduce the Fort and Quirk Model that will be used to analyse the effects on competitive balance. Thirdly, we look at findings from sports economists on the FFP Regulations. The final section will be a conclusion and summary on the effects of UEFA FFP Regulations on the competitive balance of the leagues.
Financial – money coming into the Club, via player sales, sales of match tickets and programmes, club merchandise, subscriptions to SAFC TV (the club’s own on-line TV) and from use of the Stadium as a Conference Venue and for staging Rock Concerts.
In this paper we will examine the history of the salary cap structures in sports focusing mainly on the version that the NFL uses. We will also take a in-depth look at the four different areas that makes up the salary cap (Salary Cap, Active Spending, Dead Money and Cap Space) and impact the cap has had on the players themselves. As well as how it has reshaped the teams and leagues itself to help the NFL to grow into the Multi Billion Dollar sports empire that it was become today. Who would have thought that making the decision to place a limit upon spending and giving everyone the same opportunity for success would have such a profound effect on the growth and popularity of the sport?
After adding an additional 32 teams to the tournament schedule, the relevant revenues including t-shirts, concessions, and soccer clinics doubled while the corporate contribution revenue remained the same. This brought anticipated revenue for the field of 64 teams to $85,680. The relevant expenses that don’t change include the tournament registration with the YSL, recruiters’ hotels, the face books, marketing and advertising costs, as well as the salary of Renee Jantsen; these costs are either fixed (salary, tournament registration fee, no additional marketing required) or unaffected by the introduction of the 32 new middle school teams (no additional recruiters because they’re uninterested in the middle school players, face books aren’t made for the middle school players). The relevant expenses that do change include the cost of the t-shirts, concession, the soccer clinic, the player insurance, referees, and trophies; all of these are variable costs, and thus double when the amount of competing teams doubles. There is also a new cost for the rental of the 6 additional fields from the local school necessary to host 64 teams (($150/field + $60 goalposts/field) * 6 fields * 2 days= $2,520). All of those costs add up to $69,046 for our total expenses category. Using
I declare that this assignment is my own work and has not been submitted in any form for another unit, degree or diploma at any university or other institute of tertiary education. Information derived from the published or unpublished work of others has been
Due to the high costs the goal of breaking even is a large task. At current product prices a profit of $53,676 can be expected. This is total by 21,582 who will at least attend one game. Next we can assume that amongst that population of 21582 54% would be interested in going to one game, 28% interested in at least 5, 13% would be interested in half season and 5% in full. Of the 54% who will attend one game 80% would pay $10.
I certify that this literature review is my own work and contains no material which has been accepted for the award of any degree or diploma in any institute, college or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due reference is made in the text of the dissertation.
Additionally, because of the tax rules, 50% of the purchased price, which is $12 million, was designed as the value of the player roster then. This value was capitalized and depreciated over six years.
In this assignment I will be exploring the ways in which Internal and external factors have an impact on the core revenues of Clubs and how clubs themselves can potentially help put the factors in their favour. Topics such as Fans and their behaviour and Player conduct on and off the pitch will be explored. Things that can occur which clubs have little or no power over – such as a major political shift – which can affect a clubs income will also be covered.
Time and again, we are reminded just how important the professional sports industry is to worldwide cultural. While the players, coaches and owners own most of the celebrity, there's a whole other facet to professional sports that the average person never really hears about. Remembering that sports teams are major business enterprises, there is a large administrative function standing behind each organization. Aside from the agents and business managers who always seem to gain a bit of notice, the forgotten souls are the sports accounts.
This Accounting Procedures Manual has been prepared by Christopher Mdolo-ACCA(CPAM) for Football Association of Malawi. The manual provides comprehensive accounting policies, systems and procedures to ensure that FAM’s activities are implemented in a transparent and accountable manner using appropriate financial pathways. The Manual will ensure that there is consistency, transparency and accountability on the part of those involved in undertaking the Associations transactions.