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COVID CRISIS 2020 IN FOOTBALL Issue 3 Governance, Decision Making & Football Economy 7 May 2020 Index 1 First Response ............................................... 02 • Introduction • FIFA Covid-19 Timeline • UEFA Covid-19 Timeline 2 Structure of the football industry ................ 07 • Football economy and resilience • Thoughts on potential solutions to the challenges in the football economy • Spotlight on state support • Disrupting the current revenue model: Finding new ways to increase revenues 3 Covid-19 recovery and lessons .................. 10 from the unfolding crisis • Covid-19 Response Phases • Football club quick Covid-19 stability checklist • Challenges with how decisions are made in football currently • Proposed solutions to meet the challenges in governance 4 Scenarios ...................................................... 15 • Covid-19 return scenarios • Three possible strategic pathways for the football industry post-Covid First Response Introduction Football has traditionally been organised as a self-governing and self-regulating system. Everything is based on the acceptance by all participants of a general set of arbitrary rules (e.g. laws of the game), recognition of the sole authority of the vertically-organised governing bodies and a focus on consensus or acceptance- based decisions by all participants in the ecosystem. This development path has meant that football bodies have accumulated in-house activities. Over time, with the industry growing in complexity and increasing its commercial footprint, governing bodies have amassed many different functions beyond the initial regulatory and competition organisation ones. On one hand this means that the football industry generally has been able to attract many passionate professionals driven by authentic interest in the game, while in some parts people with less holistic expertise or narrowed to one specific area have taken control, limiting perspectives for the sector as a whole. Access to ordinary justice mechanisms for resolving internal football issues is very much discouraged within the industry. This is being prevented both by convention and regulatory means, but until recently most conflict resolution and arbitration was done by football associations and leagues for their own members. Some steps have been taken by the emergence of an independent Court of Arbitration for Sport, untied from its links with the International Olympic Committee, and the creation of domestic sport dispute resolution bodies, but this is by no means prevalent across the world. Football governance systems in many cases continue to be arcane and reflect realities of the first half of the 20th century at best. Very often, governance structures of football at national and international level are lagging well behind optimal corporate or even association governance practice. Major football organisations have incorporated such disparate and even conflicting areas of responsibility as competition organisation and administration, regulation, arbitration, membership support, commercial rights management, education or licensing. One can easily imagine someone writing the rules to a competition, organising it, controlling access to it, solving conflicts, judging compliance, selling commercial properties, improving quality of management and organisation within membership, and even carrying out education and certification of compulsory personnel. 2  Self-regulation and self-governance are considered critical pillars of the football industry, enshrined in Articles 14, 15 and especially 19 of the FIFA Statutes, for example, whereas the linear hierarchical organisational structure is explicitly mentioned in Article 11. This has not prevented football in general across the world of benefitting from third- party financial support, including state sponsorship and large-scale investment. Although associations in some countries have been more connected with their respective national governments than others, it has always been done in such a way that on the surface independence has been preserved. Otherwise, international governing bodies have typically been very quick to issue warnings or even suspend national associations deemed in breach of this fundamental principle. External intervention in the football industry has been fairly rare over the years, but when it has happened, it has usually produced momentous shocks to the system. For instance like the Bosman ruling in the 1990s, or the move towards selling media rights in packages rather than as a bloc to a single bidder, which was not a strategic business choice but rather stemmed from an intervention by the European Commission. Overall external intervention from authorities, sometimes without accurate sports expertise and football knowledge, may have led to producing the opposite effect than desired. Nevertheless, the Covid-19 (SARS-CoV-2) crisis in 2020 has seen widespread influence of national governments on the running of their respective football systems, going as far as preventing football from functioning at all due to its non- critical nature as part of the entertainment and leisure industry with a high degree of inter-personal contact. The fall-out from this widespread influence is only now beginning to receive fuller appreciation, whilst the effects of this extraordinary turn of events will most likely not be completely understood until many years have passed. The ideas developed below are also related to women’s football, but the Issue 4 will specifically focus on women’s football in greater detail, concentrating on specific impacts of Covid-19 on the women’s game, and potential development scenarios. 3 Timelines FIFA 30 January 2020 − FIFA contacts stakeholders about the impact of the dislocation of women’s Olympic qualification matches from Wuhan to Nanjing and then to Australia, including 21 February 2020 − China an extension to the international period national team's World Cup 2022 due to the 14-day quarantine of the qualifiers against Maldives and Chinese team Guam moved to Thailand due to Covid-19 outbreak in China 11 March 2020 − FIFA reschedules its Congress from June to 13 March 2020 − Gianni September, and its Council meeting Infantino, FIFA President, visits the from March to June or July 2020 World Health Organisation to discuss with WHO President how football can help the fight against 17 March 2020 − Gianni Infantino issues Covid-19 a statement confirming support to postpone major international football competitions including Euro 2020, Copa 3 April 2020 − FIFA-Confederations America 2020 and Club World Cup 2021, Covid-19 working group proposes to as well as announcing a monetary suspend the June 2020 international contribution to WHO, a potential football match window, organise support fund and the start of a consultations on rescheduling of consultation process concerning player qualifiers for WC2022, postpone status and contract regulations various women's tournaments, create a sub-working group looking at women's international calendar 7 April 2020 − FIFA issues legal guidelines on the consequences of Covid- 19, particularly focusing on player contracts and transfer windows, encouraging players 10 April 2020 − Gianni Infantino and clubs to work together but highlighting issues a video to member that solutions will need to be found associations, identifying three priorities primarily on the national level for FIFA to support football during and after Covid-19: health comes first, FIFA’s help to football and consultation regarding future evolution of the sport 21 April 2020 − FIFA confirms fulfilment of $1bn investment plan in women’s football for 2019-2022 24 April 2020 − FIFA announces it will proceed immediately to issue “operational funding” due for years 2019 and 2020 to its member associations, amounting to around $150m 4 19 February 2020 − three days before UEFA the first lockdown measures were introduced in Northern Italy by the authorities, Atalanta played Valencia in Milan in front of more than 40,000 spectators, which becomes a major 24 February 2020 − Inter source of infection, but nobody is fully announce that their UEFA Europa aware of this at the time, despite news League match against Ludogorets of the infection already circulating in the in Milan on 27 February will be media and society behind closed doors, “in accordance with the requirements 3 March 2020 − UEFA’s 44th of the health authorities in the Ordinary Congress is held in Region of Lombardy and the Amsterdam. UEFA President Municipality of Milan and with the Aleksandar Ceferin asks to be agreement of UEFA” “optimistic and not think of dark scenarios” over the virus threat; UEFA 5 March 2020 − it is announced General Secretary Theodore that the return leg of Valencia vs Theodoridis announces the creation Atalanta in Valencia is to be of a consultation group with European played behind closed doors Leagues but calls for a “case by case” following the demand of Spain’s approach ministry of health 8 March 2020 − UEFA bans 9-10 March 2020 − various handshakes between players and matches in Europa League and officials in all its competitions until Champions League are announced further notice as being played behind closed doors 11 March 2020 • UEFA announces that Sevilla vs AS 12 March 2020 Roma and Inter vs Getafe will not • Second leg of Manchester City vs take place following the imposition of Real Madrid in Champions travel restrictions between Spain and League on 17 March is Italy by the Spanish government postponed, as Real Madrid’s first • The Liverpool vs Atlético de Madrid team squad is quarantined Champions League match goes following the positive test for ahead with spectators at Anfield in Coronavirus of a senior Liverpool basketball player at the club • UEFA announces a meeting of European football stakeholders on 17 March to discuss the developing Coronavirus situation • UEFA announces the postponement of all its elite U17 and U19 tournaments scheduled between March and April 2020 5  12 March 2020 − Istanbul Basaksehir vs FC Copenhagen and Glasgow Rangers v Bayer Leverkusen in the Europa League are played with spectators, all other matches of the day are played behind closed doors 15 March 2020 − UEFA announces that all its club 17 March 2020 − UEFA announces a competition matches scheduled joint resolution on Covid-19 response for the following week are together with ECA, EL and FIFPro, postponed until further notice including provisions to postpone Euro-2020 to 2021, commitment to 23 March 2020 − UEFA complete domestic and European announces the postponement seasons by 30 June 2020 should the of the finals of Champions situation allow it, and the creation of League, Women’s Champions two working groups: one on calendar League and Europa League to dislocation and another on economic, an unspecified date financial and regulatory impacts 2 April 2020 – UEFA issues a 1 April 2020 – UEFA formally announces joint letter to all their national the suspension of matches in all its associations and also signed by competitions, and agrees that the ECA and EL, confirming that it is “current exceptional circumstances working on a plan to resume necessitate some specific interventions competitions by July or August, to facilitate the work of member and saying that abandoning or associations and clubs” finalising domestic competitions as they are would be 16 April 2020 – UEFA calls to an “premature” for the time being “information meeting” with General Secretaries of its National Associations 20 April 2020 – UEFA President on 21 April and a UEFA Executive Aleksandar Ceferin reiterates in an Committee meeting on 23 April, where interview with Corriere della Sera the plans for the remainder of the that it is “too early to say that we season will be discussed cannot finish the [current] season” 23 April 2020 • UEFA announces a new Medical sub group to look at health issues surrounding return to play and link work already done by clubs and leagues; national associations are strongly urged to try and complete their leagues and cup competitions and a Guideline on eligibility principles for 2020/21 UEFA club competitions is issued; it is announced that Euro 2020 will keep its name • UEFA announces early payment of compensation for release of players to national teams during Euro-2020 qualifiers amounting to €70m • UEFA officially announces that the Women’s Euro Championship is moved from summer 2021 to 2022 6 Structure of the football industry Football economy and resilience Modern football economy is based on several income streams, as explained in the diagram. But in the end, it can all be brought back to two key sources: Supporters, bringing direct revenue via tickets and merchandising, but also indirect via subscriptions to broadcasters and via consumption of brands. Player talent, which is at the core of the content, enabling clubs to generate transfer fees. There is also a fairly small but developing B2B service market, which at the moment is rather limited to innovation and technology hubs launched by football clubs and governing bodies. In that way, it is run as a shared service provision amongst club groups with common ownership, and know-how consultancy, particularly in specialist areas such as youth development, but that is practiced by a very limited number of actors with a holistic approach. Provided the match itself can be played, there are no indications that the market will fundamentally alter following the crisis. The main question is going to be around the growth or reduction of importance of different inputs, such as ticketing or broadcasting. 7 Thoughts on potential solutions to challenges of the football economy: 1. Generate crisis planning scenarios and undertake risk assessment and risk management regularly 2. Business models may need to change: widening portfolio of activities to be less dependent on the “football match” could be one option to consider 3. Secure cash-flow for a full season 4. Disrupt more, and more often 5. Be prepared for a new stoppage due to health or another crisis 6. Be more aware of non-football influence on football  get out of your bubble! 7. Strengthen cooperation with clubs and stakeholders outside of the domestic environment, generating horizontal and vertical connectivity within the industry by sharing ideas, building capacities, generating a bigger football economy Spotlight on state support Traditionally football has been happy to take as much as possible from the state (economic breaks, favourable taxation regimes, infrastructure development) but has staunchly protected its independent governance, at least on the surface. In the current health crisis, government involvement has been deeply felt within football globally, to the extent that football activity has been effectively “banned” due to the pandemic, and any restart is conditioned by state-level approval. Individual national associations and leagues may be more welcoming to increased government involvement in the football industry going forward. Nevertheless, it will remain to be seen what the state authorities would want in return, and whether the previous approach with ensuring independence from the sate will be maintained, or full government involvement would become more acceptable. 8 Disrupting the current revenue model: Finding new ways to increase revenues Youth development as a source of revenue and “raison d’être” for many clubs. Paid transfer activity is expected to be reduced with Focus on new sponsor lower fees and more free players industries: IT and online, on the market. But wages will pharmaceuticals, health and most likely be driven down as wellbeing well. Will player-developing clubs be able to find a new Focus on new owners: Middle equilibrium where their costs will East, Asia, Africa? Smaller but balance against the new more stable clubs taking over reduced revenues, thereby larger clubs where owners can’t creating a newly sustainable sustain investment? business model? Will the market need as many players coming into the game if there is going to be professional clubs disappearing or reducing their status? One area of growing significance may be the B2B service market, which most likely will see some New watching and experiencing additional development as clubs habits. People who are no longer seek to diversify their operations. able to go to the stadium may Another area that is currently turn to watch match broadcasts seeing an uplift is the provision instead, and a reduction in of social and community stadium capacity may lead to services. Clubs have quickly higher match day revenues realised that they need to remain through a transition to more relevant during the ongoing hospitality-oriented service rather crisis, and without games or than the basic stand seating. match-related visibility their only real outlet is their local community and media 9 Covid-19 recovery and lessons from the unfolding crisis Covid-19 response phases Clamp down Emerge Catch up End Game 2- 4- 6 months 6 months- 3 years CATCH UP Reality/ size TODAY of catch-up Catch-up timing Pre-Covid-19 Speed of restart Post-crisis Restart “Point of Trough evolution confidence” depth Relapse Depth and length of any extended recession TROUGH Trough timing • Ensure • Increase flexibility • Adjust cost and • Capture pent-up business and business operating models to demand with targeted continuity resilience “new normal” customer • Show • Pivot to online • Plan for potential propositions solidarity • Adapt product aftershocks • Refine business • Preserve value proposition • Pursue large-scale resilience • Review operating organic and inorganic • Identify key drivers of model opportunities for the end game • Explore M&A growth MAJOR UNCERTAINTIES Source: LTT Sports Germany DT 10  Football club quick Covid-19 stability checklist 1) Cash reserves 6) Management quality 2) Ownership status 7) Business model 3) Size and development level of domestic economy 8) Available assets 4) Size and development 9) Access to fresh level of domestic working capital football industry 5) Supporter base 10) Covid-related state support package 11 The crisis has highlighted some major issues with the governance and decision-making systems at international and domestic level • Little leadership was shown by the “top of the pyramid bodies” in the early stages of the crisis – both in terms of acting themselves and in terms of providing suitable guidance to the national bodies for ways to proactively deal with the situation • Inherent conflict between taking on enough authority to impose transnational regulatory regimes (e.g. transfer regulations or FFP) and at the same time not taking on responsibility for a generalised crisis response by leaving football to deal with it at national level as much as possible Will this create a reputational deficit in future? • Some of the decision-makers involved in the process are looking for rather short-term solutions as they might not be in the football industry in the next few years, but still have a huge influence on the football of the future • The main solution seems to be waiting to see how the situation develops, and the main tool is distribution of money to members Larger and more sustainable leagues/individual clubs will have the resources and capacity to increase their dominance through  Quicker recovery period and return to normal function  Better contingency mechanisms  Merger and acquisition mechanisms  Monopolisation of talent development networks Smaller leagues and clubs will carry on, but their weight within the total market may reduce further, together with their level of independence and impact on global decision-making, leading to a general situation of instability and ownership turnover. The same situation may well be mirrored across the different lands. Larger well managed clubs will have a better chance of successful continuity, as long as they engage in rational management processes and operate in a generally sustainable way based on adequate information inputs and planning. However, it does not mean that some larger clubs would not fall victim to the crisis. It all depends on the risk levels contained within their existing business model, quality of their management, and resilience of their structure and organisation. Conversely, larger clubs also take on larger business risks, therefore any fall might be felt more in case it happens. One thing that seems likely is that, except for the very top level, clubs will need to re-focus their attention domestically. Signing foreign players could become more difficult, and even travel abroad for training camps, which has become standard practice at all levels in recent years, may no longer be affordable at the middle and lower level of clubs, leading to a lack of international projection. 12 Challenges with how decisions are made in football currently 1) Normal approach to governance at domestic and international level is universally replicated; boards are typically composed of representatives of the members of those bodies. In case of associations it would be of the different stakeholders within the ecosystem (usually based on outdated power balance pictures), and in the case of leagues it will be representatives of member clubs. Under normal circumstances it is possible to make this process work (of course, there will always be those who are more or less satisfied with the outcome), but in times of existential crisis it becomes clear that such bodies suffer from a legitimacy deficit. Those elected are typically (and naturally, as survival is at stake!) guided by self-interest of the primary organisation or the club they represent and their specific situation at that precise moment, rather than wider interests of the game as a whole. This will either create a conflict of interest in the decision-making process, or a lack of representativeness 2) Any attempt at crisis leadership can be easily compromised by identifying the individual interest in the proposed course of action or solution, because decision-makers in football are typically also practitioners (see above) 3) At the same time, lack of leadership in crisis times is also extremely dangerous, especially for longer-term sustainability and development 4) Small groups have been largely underrepresented 5) Large groups (with all stakeholders present) are unwieldy and difficult to organise in a constructive way, but serve well for PR purposes by demonstrating consensus 6) There is a lack of intelligence gathering and analytical capacity generally within football. At the same time, some parties have developed it more than others, and try to take advantage, whilst nominally being on the same level as others without it 7) Typically, people in decision-making position within the industry have broadly similar backgrounds and outlooks, meaning that there is usually a uniformity of opinions or a “standardised” approach to how situations are viewed 8) Some key stakeholders of the football industry value chain are generally either completely absent from the decision-making process, or have only token presence 9) “Guided” or “railroaded” process and decision making, which is typical for football, relies on a small minority having the authority, capacity and information to make and implement decisions 10) Generally, there is a lack of business continuity planning within the industry, independently of organisational development level 13 Proposed solutions to meet the challenges in governance Strive for a thorough separation of powers to limit inherent conflict of interest. 1 Ensure that competition organisation and administration are completely separate from their commercialisation, and in turn the two are separated from regulatory authorities Have mechanisms ready for outsourcing decision-preparation processes on 2 particularly sensitive issues to competent external groups (i.e. a kind of jury or task force, which will get full information on the problem at hand and will be able to propose positive solutions in an objective and disinterested way, rather than being tangled up in webs of individual self-interest) Develop and accommodate mechanisms within the regulatory framework for 3 fast creation of thematic expert groups or task forces, and establish dynamic pan-European or global lists of competent experts in various fields to be able to join such groups Ensure a greater diversity across all levels of decision-making. This can be done for instance through a more frequent use of independent or non- 4 executive board members, who can provide a competent and objective view of the situation, rather than constantly falling into the trap of confirmation bias. Including individuals of all backgrounds who are not stereotypical of the football industry, will intrinsically increase diversity of opinions. Introduce wide-ranging, universal and accessible dynamic business information collection and analysis mechanisms across associations and 5 leagues domestically and internationally based on mutual interest and collective input, to increase the quality of business intelligence, analysis and planning available to individual actors in the game, as well as a live horizontal industry-wide view 14  Scenarios: 1. Return to “normal” over summer 2020 and thereafter Covid becoming a seasonal reality − Catch up and adapt seasonal fixture list to new reality, bearing in mind likely delay to start of season 2020/21 domestically and internationally, as well as the need to finish the season early to accommodate Euro 2020, Copa America and the Olympic football tournament amongst others + take into account potential close-downs during the course of the new season. Long-term, there will be a need to review number of fixtures in a given season to ensure there is flexibility and scope to postpone or dislocate matches  more focus on domestic and even regional football! − A need for readiness to pause or dislocate activities at short notice for a relatively lengthy period (e.g. in case of quarantine or regional outbreak) − New approaches to stadia: hygiene, social distancing, zoning − Balance between presential and broadcast content delivery − Changes in talent market: transfer prices will go down as clubs are unwilling to commit such large amounts as at the peak of transfer spending in recent years, but salaries will also be reduced to reflect the current economic reality of the market. Therefore, own development of talent will become more of a priority, as it always does in times of economic and structural difficulty for football clubs − “Covid-free” industry: o Testing and screening (technology, quality assurance) o New kinds of infrastructure  “Clean zones” in stadia  Even less contact between players and society  Special infrastructure prepared to host matches for broadcast at short notice (e.g. hotel resorts with football facilities ready to host matches in case of dislocation from “home”) to minimise broadcast disruption o Lifestyle of key performers (e.g. players, referees) − Vaccine development o Full return to “normal” only possible when working vaccine is developed and successfully introduced o Variation will still be possible between different countries in terms of vaccination rates or implementation of different zoning on a worldwide basis, therefore creating additional challenges for cross-border matches 15 2. Return to “normal” over the summer is cut short by a second wave, which prevents completing season 2019/20 and start of season 2020/21 with uncertain outlook − Economic pressure on clubs of all sizes and business structures will become extreme − Fixture pile up will eventually become unmanageable, potentially reaching a stage where it will no longer be viable to accommodate rescheduling once the crisis reaches its conclusion, leading to major choices having to be made (e.g. having to choose between Euro 2020 or World Cup 2022) − Whilst staff contracts will be normally accommodated within state furlough systems (until when!?), player contracts, registrations and status will need to be examined further − Sport broadcasting industry will see some significant long-term negative impact − Need to “mothball” unused infrastructure − Overall impact on the wider economy will be unprecedented and unpredictable − Psychological state of individuals will be generally negative due to unrealised hopes of a relatively quick exit, and this will affect potential recovery 3. Covid-19 disappears completely by summer, never to return again − Dream scenario for football and the world − Economic and social impact of the last few months will still be felt very painfully for years to come and noticeable through: o Economic downturn o Change in spending priorities o Change in working practices o Change in social habits o Post-traumatic stress − Football clubs that had a distressed economic situation will still be likely to collapse in the short term even with the existing level of impact. Although some might disappear completely, most likely new owners will appear to take them over, particularly in countries where there is significant state ownership, as the state has to deal with the aftermath of the Covid-19 crisis on a wider scale and football could lose its priority status − The impact on grassroots football will be unpredictable. From kids no longer playing football because they have lost the habit or the interest, to volunteer coaches or team organisers no longer there or no longer able to provide as much time as before, due to individual challenging circumstances − Club owners and managers will be conditioned by the crisis experience in their planning, but complete risk aversion is a very expensive choice 16  LTT Sports Insight: Three possible strategic pathways for the football industry post-Covid “Circular economy” The internationalisation of football will make it emerge as a more global product based on the closed league model similar to Formula 1. As more events will be concentrated on premium quality, cost and talent inflow rationalisation will become even more crucial, so the large clubs participating in the international circuit will create their own economy chain, based on a pyramid club network. The franchises will play in the most valued leagues and a set of clubs and supply organisations will be directly linked to them in smaller-sized markets to provide locally trained talent, test technologies or tactics, and a supply of fans of the “core” club. “Secured Leagues” Following the example of the league in Mexico that decided to switch from a promotion and relegation model to a closed league for the next five years, the economic insecurity leads the industry to look even more carefully at the US model of sport business. In such a model clubs are “business partners off the field, competitors on the field”, and when you own a team, you own a share of the league. Therefore you care about the whole league. In order to increase the value of the market, you also have to mutualise the risks, give up cannibalisation and limit your market to a certain radius. In Europe, traditionally there is a link between professional and amateur football, and it sounds less feasible. But the Covid-19 crisis could serve to open some eyes of club owners to the benefits of a “secured” league, leading to a reassessment of the benefits of the US sports model, particularly focusing on the business side of the industry, as relegation jeopardises the economic stability of clubs. 17 “eDevelopement and Digitalisation” The lockdown period allows stakeholders to accelerate the digitalisation process, leading to stronger digital presence, sponsorship visibility and introduction of more remote activity in the game (acoustic “supporter” system, referee voice). Infrastructure of stadia will change and be readapted (see Club Affairs “Return To Play” measures or Fenwick Iribarren architectural design studio opinion) allowing a different presence and flow of supporters in the stadium with a disappearance of separate “ordinary seats” and VIP zones, as the whole stadium becomes focused on hospitality and guaranteed Covid-free individualized premium experiences. In-stadium and at-home versions of watching football morph into each other in the middle with the growth of VR and personalization, and immediate on-demand consumption of associated products becomes part of the overall approach. 18 LTT Sports constructs bespoke solutions based on football expertise from the inside and corporate industry standards from the outside at strategy, operational and field levels, as well as a visionary conceptual understanding of the universally shared needs of the football industry in a fast-evolving landscape. Follow us for further insights: linkedin.com/company/lttsports/ twitter.com/LTTsports Konstantin Kornakov Konrad Gozdzior Strategy Council Member Strategy Council Member [email protected] [email protected] Edinburgh, UK Geneva, Switzerland Contributors to this Issue: Siri Wallenius Olivier Jarosz Managing Partner Managing Partner [email protected] [email protected] Geneva, Switzerland Geneva, Switzerland © Copyright throughout this work is vested with LTT Sports and all rights are reserved. Reproduction is authorised provided the source is acknowledged. For any use or reproduction of graphics, permission must be sought directly from the copyright holders. All information is provided in good faith and whilst every effort has been made to ensure the accuracy of the information supplied herein, LTT Sports cannot be held responsible for any errors or omissions. LTT Sports shall not be held liable for any damages or losses arising from the use of any material contained in this work, or from any resulting action or decision.  For any enquiries or additional information please write to us: [email protected] Saatja: LTT Sports Geneva <[email protected]> Saadetud: 08.05.2020 12:34 Teema: Covid Crisis in Football Governance, Decision making & Football Economy Manused: 07052020_Covid for football governance and startegy_final.pdf; ATT00001.htm; Covid-19 Effects on 54 leagues.jpeg; ATT00002.htm Dear representatives of the public auhorities, LTT Sports started to issue reports on the impact of COVID-19 on the football industry by extensive research and analysis to gather a comprehensive overview through its European network. The latest issue on governance, decision making and football economy focuses on thoughts on the current situation in the football industry, Covid-19 recovery and lessons from the unfolding crisis resulting in several scenarios for the future of football. Issue 1 on Mitigation of the financial risks of clubs and Issue 2 on Solutions for the football department remain available as well. Feel free to reach us in case of interest The next issue focuses on the future of women’s football. On top of that, our partners Club Affairs developed a European Map providing figures of the consequences for the leagues based on a coefficient system. This has been developed by calculating loss of income such as match day, commercial & TV revenues. Should you wish to contact us please send an email to [email protected] or on Social Media @lttsports The LTT Sports team is a group of energetic professionals. We support successful change implementation in sports and football clubs. 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