Successfully direct the future of your sports club with surveys

Never before has the aspect between tradition and commercialization been in conflict as it is today. Many fans are often against the commercialization of sports. However, you as a sports club know that it is not possible to keep up with the increasing sporting as well as economic competition without commercialization. Therefore, the constant challenge is to act between tradition and commercialization and to build the bridge.

The central success factor of a club is the satisfaction of its fans and members. On the one hand, this is strongly influenced by the club’s sporting success, but also by activities that strengthen the closeness to the sports club. Classic and creative customer loyalty measures control the perception of the club. With an “open ear” in direct dialog, voices and impressions become visible and provide the necessary feedback to adapt to the needs of fans and members.

The goal of most clubs is to generate revenue in order to ensure sporting as well as economic success. This only works if the company, from club management to the team, from recruitment to marketing, operates uniformly and smoothly. As a professional and economically operating sports club, day-to-day business and work processes should be constantly re-evaluated and optimized in order to achieve economic goals.

Changes within the organization, the strategy or the innovation are always part of economically operating companies. These changes in developments, which arise for example through digitalization or globalization, are unavoidable and continuously offer the opportunity to adapt.

Economically operating sports clubs have to undergo the change step by step in order to keep up with the new challenges that the market offers. As an active player in the economy, you should constantly decide which digital strategy to pursue in order to change processes and structures.

Digitalization is also a continuous and important topic for you as a success-oriented sports club. Whether for relieving and optimizing administrative processes, securing stadium operations, attracting and retaining members, or expanding and improving the range of sports on offer.

As in other sectors of the economy, competitive advantage in professional sports can come from innovation. This can be achieved, for example, through new business models that are close to or outside the core business, or through technological innovations that improve the way players are developed and coached.