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The Theses


Football rules resemble ice hockey and handball rules. Time outs, changes on the fly, and time penalties have been introduced.


The Champions League qualification has been abolished – participants are selected based on economic criteria (e.g. brand popularity).


The Bundesliga remains the most competitively balanced professional football league in Europe.


Driven by new marketing opportunities in the area of digital technologies, the football industry maintained its growth rate after 2013.


Large investors and fan associations hold the majority of shares in the professional football clubs of the German Bundesliga.


International fans are the greatest source of revenue for professional football clubs. They finance player transfers via micro-investments (e.g. €2 per fan).


Fans identify themselves with superstars instead of football clubs - switch clubs.


Football games are the last type of TV event that is watched “live” by spectators.


Stadium spectators view commercials, information, and videos via technological innovations, such as Second screens or Google Glasses.


Fans actively influence football games by voting about team line-ups, substitutions, or sportswear/jersey designs.


Every professional football club has a corporate social responsibility code of conduct, which its sponsors also have to satisfy.


Professional football clubs have resolved the problem of violent stadium spectators by increasing their investments in security.


The leagues have abolished the summer break. The season is matched to the calendar year.


Football TV rights are not auctioned to the media anymore – the leagues sell the rights directly to end consumers though own channels.


Professional football clubs generate higher sponsoring revenues through digital channels than through classical in-stadium advertising.

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Method | Contact & Imprint

    Survey Characteristics

  • What
  • 15 projections about frame conditions, soccer club marketing and the fan behavior in 2025
  • How
  • Online-based real-time Delphi survey
  • Who
  • 62 high level experts from our business triangle:

    Sports  (Clubs / Associations / Federation)

    Economy  (Soccer Sponsors / (Sports) Agencies)

    Society  (Media / Fans / Science)

  • When
  • September/October 2013
  • How
  • In subsequent iterations scaled evaluation for:

    Probability  (in %)

    Impact  (1 = very low, up to 5 = very high)

    Desirability  (1 = very low, up to 5 = very high)

    as well as detailed argumentations and interactive "discussions"
  • By
  • EBS on behalf of SPORTFIVE
  Sport Economy Society

    Contact & Imprint

  • Contact person for questions
    or further insights

    Katrin Schnabel
    Senior Director Marketing Services
  • Responsible for content

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    Managing Director: Philipp Hasenbein, Alain Lemarchand

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