MINISTRY OF SCIENCE AND HIGHER EDUCATION OF RUSSIAN FEDERATION

NATIONAL RESEARCH TOMSK STATE UNIVERSITY

REPORT

Analytical Internship

The educational program «International Management»

(2023, May, 10th – June, 21th)

Internship advisor from the Institute _______ / Olga P. Nedospasova

Student __________ / Denis A. Shavyrin

Tomsk 2023
 ANALYSIS OF THE DEGREE OF RELEVANCE AND STUDY OF THE TOPIC

For the last several decades, football has transformed from a game that fascinates
people worldwide to a vast economic industry. According to the estimates of the
Deloitte research center in 2022, its market size only in Europe has reached 29.5 billion
euros with rapid growth in the 2000s and 2010s1. Having started from only sporting
results improvement, football clubs became actual business organizations and
sometimes even more concerned about profit. It makes sense that there is a trend of
investors from around the world acquiring football clubs, which has been seen through
high-profile acquisitions2. The largest occurred in 2023 when American businessmen
purchased London Chelsea for £4.25 billion3. These tendencies allow us to consider
professional football clubs and business organizations.
Still, the industry is rapidly developing; it is relatively young. The very model of
business where the main customers are people supporting your team, and the core
product is the football match performance which can’t be realized without at least one
of your competitors, has been new for society4. In addition, football clubs' strategies are
often very different5. For example, some clubs aim to win trophies and attract global
fans, while others focus on developing young talent and selling them for profit6. Given
these factors, there is a severe need to apply and adapt new management practices to the
industry specificity, as UEFA has often stated7. It demands that professional clubs
constantly raise the quality of management, attain organizational standards that will
boost economic and financial prospects, introduce more order and logic to football
finances, and accomplish efficient management and organizational abilities through
revenue produced by football.
In other words, just like any other firm, they need to implement modern
1
Annual Review of Football Finance 2023
2
https://khelnow.com/football/top-10-biggest-expensive-football-club-sales-history
3
https://khelnow.com/football/top-10-biggest-expensive-football-club-sales-history
4
Krisztina András, Zsolt Havran New business strtegies of football clubs
5
Krisztina András, Zsolt Havran New business strtegies of football clubs
6
Krisztina András, Zsolt Havran New business strtegies of football clubs
7
Organization Design in Football Management Process
approaches to management to improve their sporting and financial performance. One of
these concepts is Business Process Management which is a management discipline
focused on using business processes as a significant contributor to achieving an
organization’s objectives through the improvement, ongoing performance management,
and governance of essential business processes8. Simply put, BPM is the method firms
use to examine and enhance their business processes. These processes comprise a
business's tasks or activities to achieve a particular strategic goal. That is why it is
essential to understand whether process management can be applied in football clubs
and, if so, in what form.
There are several groups of scholars considering the topic. The first one provided
and updated the general description of Process Management and how to apply it in
business companies. Weske M. (2007) considered leading technologies in the concept
and provided formal definitions and relations to them. Chang J. F. (2016) focused on the
different types of process management systems and how to apply them in a company.
Jeston, J., & Nelis, J. (2014) suggested extended practical implementation guidelines for
successful process management.
Zairi M. (1997), surveying process approach, identified and justified the
importance of strategy in BPM. Van der Aalst, W. M. (2013) revied BPM's past and
framework, categorized processes and enumerated use cases, examined six BPM issues,
and provided some future perspectives. Van Der Aalst, W. M., Ter Hofstede, A. H., &
Weske, M. (2003) clarified BPM and related acronyms, described the current
technology, and suggested that BPM could use formal methods and languages. Benner,
M. J., & Tushman, M. L. (2003) displayed process management pressures contending
that they impair a firm’s capacity to exploit and develop capabilities in addition. The
scholars specified the need for adaptation and innovation and asserted that exploratory
activities require isolation from process management.
Management in football clubs has also been studied from different perspectives.
Many scholars studied management in the context of various football clubs' strategies.
Notably, Şener, İ., & Karapolatgil, A. A. (2015) identified the main strategic groups of

8
Jeston, John, and Johan Nelis. Business process management. Routledge, 2014.
football clubs and examined the differences in the strategies between these groups.
Samur, S. (2018) reviewed European football clubs' plans and, providing empirical
evidence, made conclusions on how they influence financial and sporting success.
Kartakoullis, N. L., Vrontis, D., Thrassou, A., & Kriemadis, T. (2013) provide a multi-
perspective analysis of strategic resource planning for football clubs. Namely, they have
focused on sponsorship and proved that strategy plays the most significant role when it
comes to any management in football clubs.
The financial side of management in the football industry has been reviewed by
Morrow, S. (2006). He elaborated on the intangible assets as a critical product in
football and how they could be managed on the example of the Italian football industry.
Freitas, M. M. D., Farias, R. A. S., and Flach, L. (2017) created the criteria and
analyzed Brazilian football clubs' sporting and financial efficiency. In their research,
they widely used quantitive methods such as Data Envelopment Analysis and Tobit
regression modeling. Michie, J., and Oughton, C. (2005) researched corporate
governance in football clubs, providing recommendations on improving it. Franck, E.
(2010) investigated different governance structures among football clubs. He divided
them into private firms, public corporations, or member's associations and suggested a
comparative institutional analysis with the conclusion that the governance structure of
the privately owned football firm exhibits superior abilities to tap sources of funding
and channel them into playing talent.
Crust, L., & Lawrence, I. (2006) studied the psychological aspects of football
management. Researching the phenomenon of leadership in sports, they have
considered trait, behavioral, and interactional models and how to implement them in
football management.
Some aspects of process management in football clubs have also been researched.
In particular, Samur, S. (2018) highlighted the main processes in football management
and (2019), based on his contribution to the knowledge, created a set of
recommendations for successfully implementing training programs for young athletes.
 Aim of the research: To identify the possibility of using process management in
football clubs and develop recommendations for its application
Subject: Management in the football industry
Object: Process management in football clubs
Overall, the internship sought to improve accounting abilities while also determining
the future area of scientific and practical activities. I learned fundamental counting
abilities and became acquainted with the elements of assessing and comparing oil firms
by completing the practical in KEPT. Preliminary work on the Master's thesis improved
analytical and information retrieval abilities.
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