FINAL REPORT DUBAI 3rd INTERNATIONAL SPORTS

FINAL REPORT
DUBAI 3rd INTERNATIONAL SPORTS CONFERENCE
PROFESSIONALISM AND THE
SPORTS INDUSTRY
31st - 1st June 2008
ISBN978-9948-15-200-2
Publications series of Dubai Sports Council 2008
His highness
Shaikh Khalifa Bin Zayed Al Nahyan
The President of United Arab Emirates
His highness
Shaikh Mohammad Bin Rashid Al Maktoum
Vice President and Prime Minister of UAE
and Ruler of Dubai
His highness
Shaikh Hamdan Bin Mohammad
Bin Rashid Al Maktoum
Crown Prince of Dubai, President of Executive Council of Dubai
Chairman of Dubai Sports Council
Dubai Sports Council’s members
OUR VISION
Creating a Unique Sports
Community
CONTENTS
12
Dubai Sports Council’s Members
9
His Highness Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum
14
Introduction
15
Conference Program
17
The Press Conference
21
The Opening Ceremony
22
Honouring Sponsors And Participants
25
Sports Legislation Sheikh Mohammad Bin Saqer Al-Qasemi 27
Comprehensive Professional Sheikh Ahmad Bin Hasher
29
Olympic Movement Future Professor Dr. Mamser
30
Commercial Concept For Clubs Management Mr. Jean Michael Aulas
32
Turning Supporters Into Commercial Agents Peter Draper
36
Making Young Dreams Come True NoriyukI Yamashita
39
Investment In Sports Facilities Malcolm Thorpe
41
The Premier League Sir David Richards
43
Asian Vision Of Professionalism Tokuaki Suzuki
45
Challenges Facing The Sport Professionalization In Uae Ahmed Essa
47
Supporting The Sport Sector Etisalat Naser Bin Abboud
50
Nour Islamic Bank Jalal Kleib
52
Italian Achievement Carlo Tevecchio
55
The Administrative And Technical Excellence Of The Italian Side Ceasar Maldini
58
Analysis And Preparations For The Tournaments Steve Mclaren
59
Future Of Tv Telecasting Rights Adnan HamAd
62
Football And Television In Italy Massimo De Luca
65
The Court Of Arbitration For Sport (Cas) David Casserly
68
Establishing A Sports Arbitration Center In Uae Ibrahim Abdulmalik
71
Setting A Law Relevant To Sports Procedures Dr. Adnan Al Azawee
74
Criminal And Disciplinary Liability Of Crimes Dr. Latifa Hameed
77
Outstanding Experience Of Al-Ahli Club Hasan Hamdi
79
Investment Transition Of Al-Ahli Club Ahmad Al-Khamees
80
Development Of Basketball In Middle East Peter Farnsworth
82
Swimming And It’s Future In The Region AhmaD Al-Falasi
85
Sports Media And Professionalism Industry Dhiauddin Ali
87
Sports Media Challenges In The Light Of Professionalism Dr. Mohammad Awadah
91
An Integrated Information Media Strategy Izzeddin Al-Kellawi
94
L’equipe France Antoine Vernholes
96
Technology In Sports Adrian Faccioni
99
The Gulf Player Is Unaware Of Professionalism Value Sami Al-Jaber
100
Supporter Community Management Steven Powell
101
Challenges Facing Sports Professionalism Dr. Mousa Abbas
103
Challenges Facing Sports Professionalism In Uae Saud Al-Juanaibi
106
The Cultural Dimension Of Professionalism Dr. Ahmed Al-Sharif
109
Sports Professionalim Ethics Dr. Abdul Razzak Al-Mudreb
111
Basic Principles For Applying Professionalism Jihad Salama
115
National Amateur League Carlo Tavecchio
119
Transfer Of Players Fifa Regulations Mario Gallavotti
122
German Goalkeeping Excellence Sven Ehricht
124
Competitive Strategies For Stadia & Events Jeremy Evans
126
Final Statement And Recommendations
129
13
His Highness Sheikh Hamdan Bin
Mohammed Bin Rashid Al Maktoum
Crown Prince of Dubai & Chairman of Dubai Sports Council
Ladies and Gentlemen:
Under the patronage of H.H. Sheikh Mohammed Bin Rashid Al
Maktoum, Vice President, Prime Minister of UAE and Ruler of Dubai,
we gather here once again and look forward to meet the sports
professionals from UAE and around the globe.
The speakers today will share their experiences and thoughts during
the “3rd Dubai International Sports Conference – Professionalism &
the Sports Industry”. The Conference aims to develop the sporting
industry in the UAE and strive towards professionalism keeping in
mind the social and economic factors that will ensure attainment of
objectives and sustain success.
The Dubai Sports Council is undertaking every possible measure to
achieve these objectives and to improve the level of sportsmen and
sporting activities in the UAE. The 3rd Dubai International Conference
is one of the most significant events through which the Dubai
Sports Council plans to accomplish its vision since the conference
addresses the decision makers and members of organizations and
clubs from the UAE and abroad to share their experiences.
We extend a warm welcome to all the participants and eagerly
await their feedback and recommendations to partner and promote
sports activities in the UAE and the region.
14
DUBAI 3rd INTERNATIONAL SPORTS CONFERENCE
PROFESSIONALISM AND THE
SPORTS INDUSTRY
Introduction
The world is currently witnessing changes and transformations in all political, economic, scientific
and sport fields. These changes and transformations are like peculiar transitions that make the
present time we are living in different from the past, where sport was converted into a major
industry with the appearance of capitalism systems. This industry affects and maybe affected by
economy positively and negatively. Moreover, sport became one of the highest careers aspired by
every person working in and affiliated to sport sector.
In this context, Dubai Sports Council will hold its 3rd International Conference under the logo
(Sports Professionalism Industry), which constitutes one of the most important major initiatives in
Dubai Sports Council’s plan, and a scientific translation toward spreading professionalism culture,
not only at the level of the state of the United Arab Emirates but on the international level as well.
Objectives
1. To show the gap between Sports Professionalism on the local and international levels.
2. To identify successful international standards and model and shifting hobbies to Professional
Sports.
3. To enhance the culture of the sports industry (Concept, objectives and means)
4. To continue the communication with local and international bodies and organizations.
5. To discuss and develop opinions and concepts, challenges, initiatives and projects for sports
professionalism.
6. To encourage submitting the most recent studies and researches in the field of professionalism.
Elements
1.The administrative and technical gap for applying sports professionalism.
2. The successful international experiments in the field of sports professionalism.
3. Sports industry and its mutual relation with the sports professionalism.
4. International standard and models for professional leagues.
5. Challenges which face the actual sports professionalism.
6. Modern technology in developing the athletes (professionalism).
7. To develop the sports sector from a professionalism prospective.
15
TARGET AUDIENCE AT THE CONFERENCE:
1. Players
2. Trainers
3. Administrators
4. Referees
5. Mass media
6. Clubs board of directors’ members
7. Football federations in Arab countries
8. People interested in football both internally and externally
9. Private and official sport bodies and organizations
16
3rd Dubai International Sports Conference Program
Saturday May 31st 2008
No.
Timing
Sub. of Session
Lectures
8:30-9:15
Chairman of Session
Hall
Registrations
Inauguration
Professionalism System
1
2
3
9:30-11:00
New Federal Sports
Draft Law
H.E. Mohammed Bin Saqr Al-Qasimi.
H.E. Faisal Bin Khalid Al-Qasimi
Champion
Experience
Olympic Champion/ Sheikh Ahmed
Bin Hasher Al-Maktoum.
Educational System
is the light of
Professionalism.
H.E. Prof. Mohammed Khair Mamser Previous Jordanian Minister of Youth.
Commercial
concept for Clubs
Management
Mr. Jean Michel Aulas - Chairman of
Olympic Liyon Club – France
Turning supporters
into Commercial
Agents
Peter Draper – Former Marketing
Director of Manchester United
Investment in the
Youth Sector.
Noriyuki Yamashita - Chairman
of Technical Committee Japan
Professional Football League
Investment in the
Sports Facilities.
Mr. Malcolm Thorpe Commercial
Director, Dubai Sports City
11:00-12:30
12:30-13:30
13:30-14:30
Dr. Ahmed Al-Sharif
Secretary General of DSC
H.E. Mater Mohammed
Al-Tayer
Deputy Chairman of Dubai
Sports Council
Dr. Khalifa Sulaiman/
Coach & Sports Analyst in
Abu Dhabi Sports Channel
Al Ras
Hall 1
Rest
Professional League
4
14:30-15:30
Professionals
League (Tasks &
Responsibilities)
Sir. Dave Richards - Chairman of
English Primer League
Dr. Abdul Salam Al-Zaabi
Member of Board of
General Authority for
Youth & Sport
Sports Professionalism (Chances & Challenges)
Asian Vision on
Professionalism.
5
15:30-16:30
Challenges of
Professionalism
in UAE
H.E. Tokuaki Suzuki
Deputy Chairman - AFC Professional
League Ad-Hoc Committee, Asian
Football Confederation
H.E. Khalid Essa Bu Humaid
Director of General
Relations & International
Affairs Dubal Alminium
H.E. Ahmed Essa
Former Deputy Chairman
Al-Ahli Club
Sponsorship & Professionalism
6
16:30-17:30
Investment &
Revenue
H.E Nasir Bin Obood Emirates
Communication Est.
Galal Al-Kulib Representative of
National Bills of Sale Representative of
Nour Islamic Bank
H.E. Dr. Mohammed AlAsoumi
17
3rd Dubai International Sports Conference Program
Workshops / Studies
Sports Professionalism
Saturday May 31st 2008
No.
Timing
Sub. of Session
8:30-9:30
1
2
18
Chairman of Session
Hall
Abdul Latif Al-Sayigh
Executive Chairman of
Arab Media Group
Hall 3
11:30-12:30
12:30-13:30
Hall 3
Mechanism of Media
in Dealing with
Professional Players
Antoine Vernholes
International Director
L’EQUIPE
How Do We Use
Technology in Sport
Adrian Faccioni
Director General of GPSports
Mr. Abdul Rahman
Mohammed
Hall 3
Open Meeting with
Gulf Football Stars
Sami Al-Jaber
International Star
Captain Abdul Rahman
Mohammed
Hall 3
H.E Haitham Bel Hasa
Board Member at
Al-Shabab Club
Hall 3
13:30-14:30
3
Lectures
Registration Procedures
14:30-15:30
4
16:30-17:30
5
17:30-18:30
Rest
Fahad Masoud
International Star
Supporters
Community
Management
Steven Powell - Chairman of
Regulations & Activities in the
Supporters Union – English League
3rd Dubai International Sport Conference Program
Sunday June 1st 2008
No.
Timing
Sub. of Session
Lectures
Chairman of Session
H.E. Carlo Tavecchio
Deputy Chairman of Italian Federation
Cesare Maldini
International Coach
Mr. Adnan Hamad Regional
Director of ART Sport
Channel
Hall
The way to attain championships
Italian achievement
1
9:00-10:00
2
10:00-11:00
Modern System for Sports Management
Analysis & Matches
Preparations
Mr. Steve McClaren
Former Coach of England National
Team
Sami Al-Emam
Head of Media, Dubai Sports
Council
Investment in the Field of Telecasting Rights
3
11:00-12:30
Challenges of Free
Channels.
Future rights of
telecasting in the
Region
Commercial Vision for
Channel Investment.
Italian development
regarding telecasting
rights.
Mr. Rashid Amiri
Director General - Dubai Sports Channel.
Mr. Adnan Hamad
Regional Director - ART Sport.
Mr. Yaqoub Al Saadi
Deputy Director of Dubai
Sports Channel
Massimo De Luca
Chairman of RAI Sport
Sports Legislation / Professionalism System
4
12:30-13:30
Powers of the Court /
Relation of the Court
with the International
& Local Sports System
David Casserly - Advisor of Sport Court –,
Lausanne, Switzerland Court.
H.E. Ibrahim Abdul Malik Secretary
General for General Authority of Youth
& Sport.
H.E. Dr. Ahmed Bin Hazim
Chairman of Al-Shabab
Sports Club.
Al Ras
Hall 1
Establishment of
Sports Court in UAE
13:30-14:30
Rest
Sports Legislation / Professionalism System
5
14:30-15:30
Having Special Law
for Sports Deals
H.E. Dr. Adnan Al Azawee Faculty of Law
at Ajman University.
H.E Dr. Latifa Hamed
H.E. Dr. Khalifa Al-Shaali
Dean of the Faculty of Law at
Ajman University
Millions & Arab Sports Investments
6
15:30-16:30
Marketing at Al-Ahli
Club – Egypt
H.E. Hassan Hamdi Chairman of Al-Ahli
Egyptian Club
Investment Changes
at Al-Hilal Club
H.E. Ahmed Al-Khamis Secretary General
at Al-Hilal Saudi Club.
Dr. Ahmed Khamis AlMansoori
International Practices Toward Sports Professionalism
Sponsorship & Professionalism:
16:30-17:30
Development of
Basketball in the
Middle East.
H.E. Peter Farnsworth Executive Chairman
in Europe NBA
H.E. Ahmed Al-Falasi Chairman of
Emirates Swimming Federation.
H.E Salah Tahlak
DSC
Future of Swimming
in the Middle East.
7
Role of media in supporting Professionalism Systems
17:30-19:00
Toward Informational
Strategy for
Professionalism
Mr. Dea Al Din Ali – Khaleej Newspaper.
Mr. Awadha – Doha Stadium Newspaper.
Mr. Ezza Din Al-Kalawi – Super Magazine
Mr. Mohammed Al-Jokar
Deputy Chairman Editor of
Al-Bayan Newspaper
19
3rd Dubai International Sports Conference Program
Workshops / Studies
Sports Professionalism
Sunday 1st June 2008
No.
1
Timing
Sub. of Session
Lectures
Professionalism &
Challenges
Dr. Musa Abbas
Director of UAE National Olympic
Committee
Chairman of Session
Hall
Hall 3
10:30-11:30
Dr. Soud Al-Junaibi Professionalism
Committee Member of Al-Wahda Club
Abu Dhabi
2
12:30-13:30
Educational
Dimension of
Professionalism
H.E. Dr. Ahmed Al-Sharif
Secretary General of DSC
H.E. Jafar Al-Fardan
Previous International
Player
Hall 3
Academic Base for
Italian Football
H.E. Carlo Tavecchio - Deputy
Chairman of Italian Federation
Prof. Abu Ela Ahmed
Teacher of Sports
Physiology
Hall 3
Executive Director &
Commercial Rights
in the Professional
League.
Advocate Mario Gallavotti Advisor of
Italian Football Federation
H.E. Munzir Juma Member
of Investment & Marketing
Committee
Hall 3
German Goalkeeper
Excellence –
Benchmarks for
Clubs and FAs in
Middle East
Sven Ehricht
Goalkeeper/ Abdul
Management of Andy Köpke (German
Qader Hassan Previous
Goalkeeper Coach)
Goalkeeper of the National
Team
Hall 3
Competitive
Strategies For Stadia
and Events
Jeremy Evans – Business Development
Manager Soccer Investor Ltd.
13:30-14:30
3
4
20
14:30-15:30
15:30-16:30
5
16:30-17:30
6
17:30-18:30
Rest
Rashid Al Kamali
Commercial Director
Dubai Sports Council
Hall 3
THE PRESS CONFERENCE
uring the press conference held at the Dubai Sports Council, Dr. Ahmed Al-Sharif, the Secretary
D
General of DSC announced that the conference will be held under the Patronage of H.H Sheikh
Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown Prince of Dubai, President of The Executive
Board, Chairman of the Dubai Sports Council.
Mohammed Al Joker, Deputy Chief Editor of Al Bayan Newspaper & Member of the Higher Organizing
Committee of the Conference, and Hamad Bin Mejren, Executive Director of Business Tourism at the
Department of Tourism and Commerce marketing in Dubai & Member of the Higher Organizing
Committee of the Conference, also attended the Conference.
The Conference will continue for two days, held under the slogan “Professionalism in the Sports
Industry,” and includes 14 scientific sessions and 13 workshops dealing with the elements of
professionalism and how to manage the professional league, as well as, care and professionalism
industry, accompanied with legislation in the matter of legal transactions in sports within the
application of professionalism locally.
The conference hosted 37 lecturers and researchers from inside and outside the UAE as it is of a
particular importance in the third version of this year after the maturity of experience through the
previous two conferences.
Dr. Al Sharif expressed his pleasure of the Dubai Sports Council to be the first sports organization
to find the first local initiative for professionalism, and spoke about the new developments of the
3rd Conference, which will focus on the specialized aspects of a domestic point of view about
professionalism, which has witnessed the formation of an association of professional clubs, followed
by the establishment of links to other referees, coaches and others.
Dr. Al-Sharif declared about a surprise, prepared by the Dubai Sports Council for the conference at its
third version. it is the agreement with the Italian Football Federation to bring the World Cup trophy
to be presented in the special exhibition in the conference, adding that the cup will be under heavy
guard in accordance with the requirements of the Italian federation, in order to secure it , particularly
it was made of pure gold, the trophy will be accompanied by Tafiko, The Vice President of the Italian
federation , who will take part in the conference.
The secretary general of the Dubai Sports Council referred that, the aim of bringing the World Cup
trophy, is to promote the value of winning and success for the athletes from the State.
21
The speech of His Excellency Mattar Al Tayer, Deputy
Chairman of Dubai Sports Council at the opening ceremony
Distinguished Guests, Ladies and Gentlemen
First of all, I have the honor to extend my congratulations to His
Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice-President
of the UAE, Prime Minister and Ruler of Dubai – for his winning of
Syria’s international horse race endurance. And the winning of H.H
Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown Prince
of Dubai & Chairman of the Dubai Sports Council, who won second
place.
I have the honor to convey to you the greetings of His Highness Sheikh
Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown Prince of
Dubai, President of Dubai Sports Council, and wishes you a convenient
accommodation in Dubai, which always opens her arms to all and welcomes the innovators in the
home of creativity.
Since its inception, the Dubai Sports Council has worked to improve sports through a studied, planned
way to enter the world of professional sports industry considering sports as an industry in a need for
the efforts of the specialists in all fields.
22
Dear Brothers and Sisters..... The Conference was organized for the first time in 2006 marking a serious
step towards the achievement of these goals and now we are meeting today in the third session of
the Conference, which will be held under an important heading which is the “Professionalism in the
Sports Industry”.
We all co-operate to provide experiences and learn from each other, especially from those who
preceded us into the world of professionalism and large sports organizations industry.
We look forward to identifying their experiences in dealing with all the areas of the sports industry in
a professional manner.
For this aim, we have invited all the local sports figures and prominent Arab and International experts
to introduce dialogue and exchange ideas and therefore allow access to important recommendations
& contributions to upgrading sports not only in the UAE but also around the Middle East.
I take this opportunity to direct my appreciation and thanks for H.H. Sheikh Mohammed Bin Rashid
Al Maktoum, Vice President of the UAE, Prime Minister and Ruler of Dubai - the supporter of sports
and the first sportsman, and to H.H. Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum, Crown
Prince of Dubai, Chairman of the Dubai Sports Council for his patronage of this Conference and sports
as a whole in addition to raising the sector to a higher rank.
23
I also thank our Strategic Partners and Sponsors who believe in the important role played by the
Dubai Sports Council, as they put their trust in us, and supported its plans for the organization of
competitions, conferences and sports events to achieve its large charted goals.
I couldn’t forget in this regard to register my highest sense of pride and appreciation of the distinguished
professors and lecturers who have joined us in this distinguished scientific forum. And the influence
of their ideas which enlightened the conference sessions and workshops. Last but certainly not least,
the Dubai Sports channel, which contributes to the benefit of the conference through the transfer of
activities to millions of viewers across its monitors.
Best wishes
24
HONOURING SPONSORS AND PARTICIPANTS
H.H. Sheikh Ahmed Bin Mohammad Bin Rashid Al Maktoum, the president of Mohammed Bin Rashid
Al Maktoum Creative Sports award and the president of the National Olympic Committee, honored the
Sports and Participants in the inauguration of the conference.
Ibrahim Bin Disman
Emirates Airlines
Khalid Al Zaraoni
Buti Al Jumeri
Al Naboodah Group
Dubai Sports City
National Bonds
Shanu Nag
Rivoli Group
25
Galal Al-Kulib
Rashid Ameri
Noor Islamic Bank
Dubai Sports Channel
Carlo Tavecchio
Vice President of the Italian Football Federation
Ceasar Maldini
The National Italian Team Coach
26
Sir David Richards
Chairman of the English Premier League
SPORTS LEGISLATION
Sheikh Mohammad Bin Saqer Al-Qasemi
Sheikh Mohammad Bin Saqer Al-Qasemi has touched on the
importance of legislation in professionalism, indicating the beginning
stage locally before one year and a half that was a surprise to clubs,
which capabilities ranging from excellent, intermediate to weak. He
said: I wished to grant clubs three years to rehabilitate themselves
toward professionalism changes prior to enforcing these changes.
But, the boat has already sailed and we have to catch it. I would like
to indicate too, that most people look at professionalism through the
material point of view only. It is worthwhile to understand that the
application of professionalism does not mean that we have reached
the global level in sport. For, Britain was the first country to apply
professionalism and won the world cup only once. To the contrary, we find that Latin America, which
applied professionalism after Britain, has exceeded the latter in winning the Mondial championships.
This confirms that professionalism is primarily connected to proper thought and planning, as well
as to deliberate study. Regarding that we have started too late, which in turn has had its influence
over the awareness and culture level since these two elements are of paramount importance while
dealing with professionalism as a system.
Sheikh Mohammad Bin Saqer added: What I have mentioned calls for examples that confirm
the presence of malfunction in applying professionalism on the Arab countries level. Yet, there are
Arab countries that applied professionalism, but realized no progress at all, because they focused
their attention on formalities only. In this connection, I would like to give an example that shook the
Arabic sport arena conscience, concerned with the professionalism of Isam Al-Hadari, goalkeeper
of the Egyptian team and the National Club of the Swiss Sion Club, which created clamor and
controversy of opinions about the possibility of being converted into external professionalism in
this way. Until the court issued its decision in favor of Sion Club Al-Hadari is playing for currently
with an interim card until the issue has been decided finally. There is another problem relevant to
the Egyptian team and Ismaili Club player, Hosni Abed Rabbo. These issues confirm to us that we are
still lacking awareness of the laws and regulations relevant to professionalism.
Sheikh Mohammad Bin Saqer Al-Qasemi also added: we in the Emirates need to revise much of
the current laws since the are not supportive to responsible officers of sport federations and clubs for
directing them toward the track of progress. At the same time, I think that the problem in our sports
is not concerned mainly on reenacting the laws as this considered quite possible, but the problem
concerns the personalities in charge of managing and enforcing the laws. In Ras Al-Khaimah Club,
there was a problem arose with the football federation when the club recruited three players for the
different age groups from Ismaili Club according to the law authorizing such action provided that
the player must have Iqama (Residence) permit in the country. When we assumed the procedures,
we were surprised of the Football Federation’s condition stipulating that players’ Iqama must be on
27
their parents in order to be registered. He added, they said that any player whose age is below 18
years, the same procedures applied to the national citizen players shall be applicable to expatriate
players in registration. Therefore, we complied with them in their interpretation of the law, which I
believe is wrong. We suffered a lot in this matter, as the problem was not concerned with the law as
much as in applying it. Thus, I think we need to introduce a lot of changes to our laws standing as an
obstacle in the way of development. This in turn calls for applying the professionalism culture in its
real sense.
28
COMPREHENSIVE PROFESSIONAL
Sheikh Ahmad Bin Hasher
T he Olympic Champion, Sheikh Ahmad Bin Hasher Al-Maktoum,
winner of the Emirates historical achievement “Athens Olympic Gold
Medal 2004 in Double Trap Shooting” began its presentation of its
experience as a player by extending thanks to H.H. Sheikh Hamdan
Bin Mohammad Bin Rashid Al-Maktoum; Engineer/Matar Al-Tayer;
Dr. Ahmad Saad Al-Shareef and the Council’s members for the efforts
exerted in organizing the conference. He touched on his actual starting
point in 1998 reiterating that man is born with its talent, then parents
must take care of developing this talent.
e indicated that professionalism starts at home and not from club,
H
and that the Arabic community differs from the foreign community as
the Arabic community is lacking certain components, most important
of which is order. He said: if we look to the succession of our generations, we find out that compliance
with commitments is reducing steadily from one generation over the precedent generation. Since 12
years, I tried to encourage and adopt juveniles, but my endeavor failed due to their non-commitment,
which is relied to the family role that must have encouraged their children to practice sport in addition
to the academic studies.
He added: in the past, there was more than one class for sport per week where student used to be
punished if failed in this major and failed to put on sport clothes. But now, the number of classes has
been reduced, and attention is no more given to sport as before. Also, any student not attending the
sport class is not punished.
He went on to say that: Sportsmen vision toward professionalism must be changed. Besides, this
concept must not be confined to local action and attending training as well as participating in local
events only, but there must be a future, panoramic and international vision toward professionalism.
Furthermore, he indicated that there is a widespread false when we say about a certain player that
he won the first or the second place, whereas we must have said that the player got and not won the
second place, since any position after the first one is not considered a winning, which confirms what
H.H. Sheikh Mohammad Bin Rashid Al-Maktoum said that:”I and my people we like the first position”.
He added that the professional player with whom a contract has been signed must be held
accountable at the end of the season if he failed, and that there must be a substitute for him. Should
there be no substitute, it is better to remain unprofessional than the presence of an unproductive
professional.
Sheikh Ahmad Bin Hasher Al-Maktoum has disclosed that he was considered as a comprehensive
professional due to the experience he passed through, which he prefers not to touch on, where he
used to be the coach, administrator, player and everything among the professionals group.
Due to the many mistakes committed, he believes that if he had written a book about himself,
the greatest number of the book pages would have spoken about his mistakes, and little number of
pages would have spoken about his successes and achievements.
He added that any professional player must have a long-term goal, and whoever says 4 years he
shall be mistaken. Yet, the goal period must range for a period from 8 to 12 years.
29
OLYMPIC MOVEMENT FUTURE
Professor Dr. Mamser
The organization of Olympic games began since ancient ages.
There were 93 successive (Non-stop) Olympic tournaments. Such
tournament no more existed after professionalism was introduced to
the old Olympic tournaments by the ruler (Theodore) in 393 A.D.
By that time, the Olympic champion used to be considered half
God and different kinds of humanitarian corruptions spread during
this era, and games halls and plazas were as a theater for wrestling and
fighting. Hence, we find out that the professionalism sport involved
bloodshed, in addition to bribery, which spread among referees
panel.
Professional sport appeared in England when the British Federation
adopted the professionalism concept in 1888.
Professionalism appeared in France when the Olympic International Committee was established
in Paris in 1994.
In 1896, the first Olympic tournament was held where professionals were not allowed to
participate in these games.
The moral principles and Olympic ideals began spreading simultaneously while Olympic
tournaments were being held. Therefore, high morals and human superiority were among the most
important principles.
After that, work began in the sport and commercial marketing, along with directing the attention
toward supporters and financiers. Then, sport thought was converted toward professionalism.
Dr. Mamser has made a tracking study of negativities took place during the last 10 years out of
his experience manifested in the following:
Appearance of certain inaccurate results through briberies extended to the arbitration
committees’ members.
Appearance of white slaves trading in the field of professionalism.
Kidnapping of children appeared in Africa, who were transported to European countries to
be training in clubs.
Sport clubs depended on training children from 6 or 4 years, who were entered into sport
academies until they reach the professionalism age. Regarding that 10% out of them
reached the professionalism stage, and 90% could not reach the professionalism age after
10-15 years of training.
30
The increasing nationalization phenomenon has weakened the policy of dependence on
juveniles in the country, which let sport fans abstain from attending sport games.
H.H. concluded this dialog by saying that: professionalism might have succeeded in western
countries, so long as there is a thought of professionalism in the west. Therefore, every society lives
professionalism as a lifestyle, which is not attributed to the availability of a big budget, as is the case
in Arab countries, which are currently working on professionalism industry.
On the other hand, H.H. considered industries as part of civilization, and that sport is considered
one of the civilized progress phenomenon, that why we see the youth in society looking forward
toward professionalism.
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COMMERCIAL CONCEPT FOR CLUB MANAGEMENT
Mr Jean Michael Aulas - Chairman of
OLYMPIQUE LYONNAIS Rhone Alps Region - Lyon
Deep-rooted in Rhone Alps- RHONE ALPS REGION
45 000 km2 (size of Switzerland)
5,8 million residents (2005)
2nd tourist and business region in France
LYON CAPITAL OF RHONE ALPS REGION
1,7 million residents (2005)
€ 52 billion GDP
1 international airport & 3 train stations
à 1H30 drive from the Alps mountains
à 3H drive from the Mediterranean sea
à Capital of French gastronomy, silk industry, Museums
à UNESCO World Heritage Architecture
HISTORICAL MARKERS: WRITING HISTORY
7 French Champion in a row from 2002 to 2008
RELEVANT FIGURES( a European Top 10 club )
An European Top 10 club Ranking 8th in UEFA CLASSIFICATION (since 30 June 2008) 19 internationals
players at INTERNATIONAL SQUAD
GROWING MEDIA COVERAGE: Most famous clubs throughout European countries
BUSINESS MARKERS:
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1) FOOTBALL NETWORKING - Jean Michel AULAS
Entrepreneur, President of the club since 1987
OLYMPIQUE LYONNAIS is very active into international organisations through its President’s
commitment
Vice President of the French League LFP
Member of UEFA Clubs Forum
Member of ECA (European Club Association)
Jean-Michel AULAS was president of former G14
2) BUSINESS MODEL
OUTSTANDING INCREASE OF REVENUES TICKETING:
OUTSTANDING INCREASE OF REVENUES (214M€ +28,9%)
RECORD LEVEL OF TICKETING REVENUES ( 1 012 000 SPECTATORS )
Season tickets 70% / Match tickets 30%
HISTORICAL PROFIT RECORD 18,5M€ +16%
SHARP RISE IN NET PROFIT (30/06/05 = 11,6 M€ and in 30/06/06 = 15,9 M€ with Average 13,7
M€ ) increase +34%
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3) INTERNATIONAL Development
Dubai
Memorandum of intent signed by civic leaders from Greater Lyon and the Dubai-based
company Eminvest
Creation of a district in Dubai with a OL Youth Academy of Football
First official tour to Dubai in May 2008, gala game against Al Shabab(Champion of 1st
Division UAE 07/08)
China
Visit of the Chinese team as part of its Olympic Games preparation.
Develop political and sporting relations with China
Develop alliances with Chinese clubs in order to create training academies in Asia
4) OL LAND
Merchandising
2 STORES :
OLSTORE Gerland & OLSTORE City center
Merchandising products, brand licenses
Products, textile
Distribution network
M2A (Outsourcing brand related products)
Creation and production of promotional and advertising goods
Creation of textile and sportswear clothing
Design agency
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OL IMAGES
OL TV
Official TV channel (24H broadcasting)
7000 subscribers
700 000 households
Broadcasting production
OL W
Official website
21 million read pages
Project timetable:
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TURNING SUPPORTERS INTO COMMERCIAL AGENTS
Peter Draper - Former Marketing Director of
Manchester United
TIME & TIDE
Worldly and Wise…
Gordon Lee, Manager of Everton Football Club, when visiting
Morocco with the team:
Q “What are your impressions of Africa?”
A “We’re not in bloody Africa are we?”
TIME & TIDE
Advisory business that invests time and money in making businesses
better
Work with passion brands and organisations with passionate
followings in the UK, USA, South Africa, Asia
a philosophy that’s as easy as….. Assets
Brands
Essentials of Every Business
A Vision and a Direction
Good Management
A Business where Revenue exceeds Costs
Ability to react to market conditions
Knowledge…of Customers and of Competitors
A long term view
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Customers
ALL TRYING TO…Turn CUSTOMERS into FANS
(Of the company, brand, product or service)
And then there’s SPORT….…trying to be a normal business
Team sports searching for a sustainable, successful business model
Athletes salaries have been outstripping Revenue generation
Sustained Profitability is a pipe-dream for most sports teams
Major reliance on TV income
Modern-lifestyle distractions to “going to the game”
Revenue generation from non-core activities is getting more difficult
Small trying to compete with Big
Innovating
Looking outside of their domestic market
Let’s Start with a Question?
What BUSINESS are the following sports teams in????
Manchester United, Boston Celtics, FC Barcelona, New York Yankees,
Juventus, New England Patriots, Boca Juniors, Kashima Antlers Orlando Pirates
???????
The Business of Winning Dreams, The Escapology Business, The Passion Business
The BIG Opportunity…Turning FANS into CUSTOMERS (outside of selling them tickets and
merchandise)
Capitalising on the Passion: The opposite of normal businesses who want to…Turn CUSTOMERS
into FANS (of the company, brand, product or service), The BIG Opportunity…Turning FANS into
CUSTOMERS (outside of selling them tickets and merchandise) But where do you start?
Customer Knowledge: Understanding the Customer-Fan and knowing who they are AND What they
need and want from the relationship they have with the team/sport that they love
Investment: Manchester United can communicate with over 4 million of their fan base; if you can
communicate with them…you can market to them (And you can market the right thing to the right
people!!)
Sponsorship or Partnership
Partnerships an ACCELERATOR to Customer-Fan Understanding
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Strategic Partnerships: Joint Strategic and Marketing Initiatives
Changing the model by Putting the Customer-Fan 1st
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MAKING YOUNG PLAYERS DREAMS COME TRUE /
JAPAN PROFESSIONAL FOOTBALL LEAGUE /
HR DEVELOPMENT GROUP/
Noriyuki Yamashita
AIM FOR ESTABLISHMENT OF J LEAGUE ACADEMY
To develop young players’ growth as well as making them be social,
independent, cooperative through play and sport.
To contribute to a development of Japanese football and produce
professional players, by maintaining the football environment.
FIVE IMPORTANT FACTORS FOR J LEAGUE ACADEMY
1. Research for the development
2. Database all the training information
PHYSICAL CHECK
BODY BALANCE CHECK
NUTRITION SUPPORT
3. Build a network with community
4. Create A Good Environment For Children To Help Them Making Humanity And Social
Start of U-12 Festival
ASE Program
Trout Catching
BBQ, Campfire, etc.
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5. TOTAL(FULL) TRAINING SUPPORT (1)
From the year of 2005 we have had U-13 league all over Japan. This is a good opportunity for young
players to experience football through real game , also a good for coaches.
TOTAL(FULL) TRAINING SUPPORT (2)
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INVESTMENT IN SPORTS FACILITIES
Malcolm Thorpe - Director of Marketing
Sports Business, Dubai Sports City
What, Why and How?
What:
- Sports Stadiums
- Sports Training Facilities
Why?
- Ownership
- Business Plan
How?
Operation:
- In-house
- Out-sourced
Design and Construction
Options:
- New Build
- Refurbishment / renovation
- Temporary structures
Lifespan costs
- Build cost
- Operation and maintenance cost
Revenue generating facilities
- In-stadia
- External
Sports Campus / Sports City
Financing of Investment
Ownership / Equity
Public Funding
- Pros
- Cons
Debt Funding:
- Loans
- Securitised: PSLs / Concessions
Naming Rights and other facility sponsorship
Content
Content creates value for:
- Naming rights
- Supplier rights
- Concessions
- PSLs
- Corporate boxes etc
Owning content: Home Teams
- regular content
- fans as “owners”
Creating content
- Hire
- Owned events
JV promotions
Event Day Revenue
Quality of Experience
- Creates repeat business or kills a venue
Access:
- Travel
- Parking, drop offs, etc
- Seat access: signage etc
Entertainment:
- Not just the event
- importance of audio-visual facilities
- big screens / TVs (concourse, in-seat)
- multi-media future
Hospitality / Catering
Luxury boxes
Party boxes
Club seats and lounges
Public catering:
- QSRs
- Cafés / bars
- at-seat
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Importance of products and pricing
Retail
Retail spaces
- Permanent / Temporary
- Access
- Design
Products
- Regular
- Event specific
- Pricing
Non-Sports Use
Primarily entertainment events
- Facilities
- Access
- Competing facilities
- Cost of hire
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Revenue
- Tickets
- Merchandise
- Hospitality
- Public catering
Other options:
- Museum
- Hall of Fame
- Stadium Tours
- Conferences
- Exhibitions
- Community use
Drive traffic to generate revenue from ancillary
facilities
THE PREMIER LEAGUE
Sir David Richards – Chairman
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44
ASIAN VISION ON PROFESSIONALISM
AFC Professional League Ad-Hoc Committee
Deputy Chairman: Tokuaki Suzuki
A. Introduction
FIFA World Cup – Results of Asian Members Associations
FIFA Ranking 2008 and Asian Members Associations
B. AFC Professional League Ad-Hoc Committee
B1. Background/ History of the Committee
B2. Our Vision, Mission, and Policy
Develop Asian football and produce representative teams which
will win the world’s best competitions: FIFA World Cup and FIFA
Club World Cup”
I. Help facilitate Professional League in Asia
Support establishment and further development of the
Professional League in each MA
II. Renewal of AFC Champions League from 2009
Make the competition more attractive, both technically and commercially, from 2009
Our Policy:
AFC Professional League Project
Ambition: Have Ambition
Aim for world-class football and hold on to Asian dreams
Show respectful attitude and do not mind trivial matters
Carry out challenging and large-scale projects
Passion: Work with Passion
Discuss with passion, plan with strategy and work with care
Fulfill responsibilities with persistence and keen interest
Keep one’s beliefs with confidence and initiatives
Leadership: Take Leadership
Grow as a person by working in a proactive manner
Raise awareness and promote the practice of PDCA
Manage human resources, resources, money, information and time
Performance: Achieve outstanding Performance
Try to produce best output within a limited time frame
Trust colleagues and collaborate to achieve results
B3. Organisation
B4. Project Activities
C. Renewal of AFC Champions League
C1. Basic Concept
C2. Definition, Criteria, Point Ranking System
C3. Final Assessment and Participating MA
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C4. New Competition Format
C5. New Financial Condition
D. New Marketing Model
For the future of AFC and Asian football
Need to secure and expand the AFC’s revenue
Establish a new marketing structure
Consideration:
By 2009, AFC must establish a structure which will secure and enlarge the revenue from ACL.
Importance of New ACL’s TV Broadcasting rights
Gap between UEFA and AFC
Potential in Asia
Potential in Asia
Importance of TV broadcasting rights
E. The Future is Asia
Development of Asian Football
“AFC MAs are United, for the introduction of professionalism and for the development of football
in Asia”
The Future is Asia !!
F. Questions and Answers
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CHALLENGES FACING SPORT
PROFESSIONALIZATION IN UAE
Ahmed Essa - Former Deputy Chairman, Al-Ahli Club
Introduction:
- Challenges in sports are limitless and endless, due to the fact that
sport without challenges shall not be the same and since the roots of
professionalization are lying beneath in the cores of sport. Therefore,
we should not be afraid of expanding and broaden the areas of
discussions toward any aspects of challenge.
Nature of challenges:
- We are encountering many challenges that confronting the fact of
sport professionalism and already there were efforts been made in line
of dealing with such defies. Nevertheless, many of these challenges
calls for the continuation of efforts, which in itself the most significant
challenge facing sport professionalization.
First challenge: nature of professionalization:
professionalization in our present concept of dealing, is depending essentially on investment
and privatization, besides, granting the private sector the chance to enter the sport field or the
sport market.
The same requires at the very beginning to pass and enact a package of laws, encouraging and
allowing the private sector to go into the sport market.
The main challenge we are encountering in this aspect that, up to the moment and despite the
mentioned steps concerning the implementation of sport professionalization, we don’t have
any effective laws nor activated procedures in such field, inciting and attracting the financers
and investors to grasp the opportunity of investing in the sport market.
Second challenge: clubs readiness for professionalization requirements.
Open balances are not compatible with professionalization system.
In the professional process everything shall be unmistakably calculated and clearly defined.
Particularly, the financial aspects such as income and expenses.
The involved challenge here is, the clubs capability (especially, such clubs that are establishing
their income figures upon their expenses figures, which known as the open balance).
And the challenge is when such clubs are capable of conversion to cope with professionalization
requirements, and then the balance shall be determined on the basis of expenses are equivalent
to earnings.
Clubs independence shall not be materialized in the professional process, unless theses clubs
were financially independent.
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Third challenge: loyalty and belongingness
Player is the key and most significant feature in the success of professionalization process.
We are encountering a major defy, summed up with the necessity of correcting the
professionalization image in the player mentalities.
We presented professionalization to the players in fancy manner, when professionalization
marched toward them instead of the other way round.
We are presenting professionalization on the basis that the time of loyalty and belongingness
are over, and new equitation has emerged called professionalization.
Such equitation requires original ethics to be firmly settled, whereas the amateurism principles
are the professionalization obligations.
Fourth challenge: financing resources:
The matches income shall be one of club major financing resource.
Matches income from the audiences gates is significant and considerable for the clubs
management, as much as to the game in its essence.
Crowds attendance is a key indicator to promote and advance the game as well as the players.
The next stage shall bear a major challenge concerning the audience ability to comprehend and
realize their role in supporting professionalization.
However, at the commencement of implementing the professional league, innovative procedures
for attending matches shall be put into practice, due to the nature of professionalization stage,
where entrance doors shall be controlled to ensure the numbers of audience entering are
committed to pay the entrance fees.
This shall stand as a conspicuous challenge, due to the fact that a large sector of audiences was
attaining unlimited attractions and facilities to attend matches from the stadium, but upon
implementing the professional league regulations, we shall be facing another challenge to attract
audiences attending matches in accordance with the new regulations.
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Conclusion:
(the answer is concealed in what you see, not in what you hear and read)
The major challenge encountering the sport professionalization fact in UAE. Is to raise a motto
of: (the answer is concealed in what you see, not in what you hear and read).
We are in need to activate all the professionalization requirements since the same in our opinion,
is the most effective method of achieving sport goals.
It is not important for us to hear or read a lot about professionalization, since it is a practical
process which requires realistic and practical steps to be carried out on the ground.
The momentous impulse that shall drive professionalization forward, is the presence and
existence of effectual, formative and supporting elements to consolidate professionalization,
based on tangible and visible aspects, and not mere readings and hearings.
Anyone may comprehend that changes and procedures requires time. however, it is also
important that everyone shall feel and realize that there are ongoing steps being on progress to
ensure that: “ the answer is concealed in what you see, not in what you hear and read “
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NASER BIN ABBOUD: SUPPORTING THE SPORT
SECTOR ETISALAT (INVESTMENT AND RETURN)
Etisalat and Sport Sector – Investment
Mr. Naser Bin Abboud, from the Emirates Etisalat Establishment, has explained the roles exercised by
Etisalat for Investments in sport sector, and how it supports a great number of sports programs for
several factors that could be summarized as follows:
Providing support and care to sport sector out of its social responsibility toward all community
sectors.
Exercising the national role for supporting sport sector.
Supporting the national sport achievements that contribute in confirming the country’s leading
position.
Etisalat and Sport Sector – Return
The return looked after by Etisalat in its capacity as an establishment is to upgrade the national
sport sector.
Providing the sport sector with the required support for reaching world level.
Supporting sport clubs in order to be able to attract professional players.
Projecting sport events held in the country in the manner appropriate to its developing
position.
Etisalat Establishment and Sport Sector
Etisalat Establishment was the sponsor of “Etisalat Tournament” for years.
Etisalat Establishment took care of football in all the country’s emirates.
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Etisalat Establishment was present in all sport events organized by the state’s different organizations,
which was not confined to clubs only.
•
Etisalat focused on supporting players in a manner that could develop their capabilities.
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JALAL KLEIB: NOUR ISLAMIC BANK
First of all, I would like to thank you for your invitation to me for taking part in this session on
behalf of Nour Islamic Bank.
We, Nour Islamic Bank, have the honor of sponsoring the third tournament of the International
Sport Conference, out of our belief that the exchange of knowledge and experience during such
events plays an important role in the game development and improving its levels.
Today, we are holding our meeting for discussing the issue of companies’ sponsorship of sport
teams. This issue has witnessed an increasing importance as part of the companies’ strategies of
business.
Reasons of Entering Sport Realm
This action contributes in promoting trademarks.
- Boosting and promoting company’s name.
- Using the company’s logo on all sport events sites.
Messages are varied according to the various kinds of sport fans according to every individual
impression over the sport event, consequently, the varied impact over the targeted concerned
people.
Part of the companies’ social responsibility lies in the following:
- Assuming more efficient role in societies in which companies are active.
Intellectual and emotional contact with public.
Sport emotional side, the attachment of fans with sports stars, and concept of championship
and progress when national teams are involved in games.
Investment and Return
Sport events sponsoring might be costly.
It is difficult to measure the return as it differs from one event to another.
The reasons for investing in sport events depend on the company’s targets:
- In the United States, 36% of attendants remember the advertising companies, whereas only
17% remember sponsors’ names.
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Return on investment can be measures through three ways:
Media coverage.
Promoting the company and purchases.
Consumer adherence to trademark.
The successful sponsorship takes three years in order to realize return over their investments.
Successful Experiments (Locally and Internationally)
Emirates Airways:
Activity and efficiency of sponsoring sport events.
- Boat races: New Zealand Team
- Rugby sport/
- Horserace: Dubai World Cup.
- Football: World Cup and Arsenal Team Stadium.
- Golf: Dubai Desert Classic.
Story of Emirates Success
Sponsoring sport events is considered an integral part of the business expansion plans.
- Contributing in sponsoring the local and international teams before planning new tours.
- Spreading awareness in new markets.
- Expanding international presence due to telecasting sport events via TV stations, like World
Football Cup.
- Creating a common language for football fans around the world.
- Selecting difference events that cover wide geographic areas to be followed by different
categories of people.
Coca Cola
An international trademark that has a distinguished charisma.
The correlating logic stating that sport game is suiting the trademark character.
Correlating the trademark with international events resulting in:
- Communicating with global audience.
- Creating relationship with sport VIPs.
Establishing correlations with international events like:
- Olympic games and special Olympic games.
- World Football Cup.
- World Rugby Cup.
Supporting local sport events for the purpose of:
- Communicating with local communities.
- Contributing in developing activities relevant to youth.
- Interaction with sport fans.
International companies support of local and international sport activities involving the youth has
contributed in promoting their presence around the world, along with getting the fans appreciation
and admiration.
Nour Islamic Bank and Sport
We believe that sponsoring sport activities is concerned with:
- Society support.
- Assuming greater role in youth life.
- Contributing in promoting communication among societies.
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Our sponsorship of the 3rd International Sport Conference Tournament aims at:
- Supporting sport development operation.
- Encourage the exchange of information.
Nour Islamic Bank is considered a new player in this field.
We are fully ready to assume our role in society through:
- Supporting sport teams, clubs and youth.
We are currently discovering various domains for participation.
- We are enthusiastic to interact and communicate with our clients through their contribution
and love of sport.
Thank You.
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