Business opportunities in China for European football clubs - Extract - Deloitte Business Advisory & Value Creation Services - Ital-Brand
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Business opportunities in China for European football clubs - Extract Deloitte Business Advisory & Value Creation Services Rome, 25th September 2018
Key takeaways
• Il calcio in Cina non ha una grande tradizione storica, soltanto
nel 2002 viene fondata la CSL (Chinese Super League)
• In Cina il bacino potenziale di persone interessate al calcio
sono circa 480 milioni di individui (circa il 35% dell’intera
popolazione) di cui 160 milioni sono praticanti
• Il tifoso cinese preferisce la Premier League (79% dei Lo sviluppo in Cina
rispondenti), data la presenza massiccia di superstar deve rientrare in un
internazionali e la maggiore copertura mediatica rispetto alla piano di espansione
Serie A dell’area APAC
approcciato con una
• Ad oggi la maggior parte dei top club europei presenta un strategia di medio e
volume d’affari pari a circa 2,0/4,0M€ principalmente B2B
lungo termine basato
(sponsorizzazioni)
sullo sviluppo di
• In Cina ci sono quasi 27 mila imprese con un volume d’affari asset commerciali
superiore a 100 milioni di Euro di cui quasi 8 mila aziende innovativi
presentano un elevato fit con le sponsorizzazioni
• Le scuole calcio rappresentano una importante leva per lo
sviluppo della fan base (le previsioni per il 2025 stimano 50
mila scuole)
• Uno dei fenomeni che sta caratterizzano il mercato calcistico
in Cina è la creazione di “football town” (le previsioni per il
2020 rilevano 150 “football town” 2
Chinese demographics
Chinese family disposable income by income range
(Million families; Percentage)
-6,6%
+3,1%
179
158 +11,7%
136 131
127
CAGR 12-17
2012
75 2017
+15,5%
-12,6% +11,6%
28
20
10 14 12
7
< 1 k€ 1 k€ - 5 k€ 5 k€ - 10 k€ 10 k€ - 25 k€ 25 k€ - 50 k€ > 50 k€
Overall
Abs.
-49,1% -29,0% 16,6% 74,0% 106,0% 73,3% 8,4%
growth (%)
2017
2,2% 27,3% 33,9% 28,1% 6,0% 2,5%
Share (%)
Source: Elaboration on Euromonitor data 3
Chinese Football history
Milestones of Chinese Super League’s history
• Started in 1951 under the name of National Football • Foundation of Chinese Super League (CSL) and
Conference as non-professional league
Chinese Super League Company (CSLC), commercial
branch in charge of league’s management activities
• Run by Chinese Football Association (CFA)
• Contextual creation of three minor division: China
• Renamed National Football League in 1954
Super League 1, China Super League 2 and Chinese
Champions League
• Split in 2 divisions in 1956
1951 1994 2002 2015
• Switch to professional league and renaming of • Release of Reform Plan of Chinese Soccer to promote
divisions into Chinese Jia-A and Chinese Jia-B the game’s development
• High influence of the General Administration of • In 2016, end of affiliation to GAS in order to give
Sport of China (GAS) on management activities, CSLC more latitude in making decisions, with
especially regarding transfers and broadcasting rights particular refer to commercial concerns
Source: elaboration on public data 4
Target population
Chinese target population (Million people)
Only the urban population is
1.372
taken into account, assuming
non-urban is out of the target
for the entertainment market
480 160
376 ~0%
996 12%
33%
Too old & too
34%
young to be 516
considered as part
of the target group
480
67%
54%
Total Out of Age group Non-urban Target Target population Football players
1
Population target age Target population population
Professional players
group population
Amateur players
Break
100,0% 27,4% 72,6% 37,6% 35,0% Casual players (1/2 times a year)
(%)
Occasional players (Monthly)
Notes: (1) From tier 3 cities
Source: Elaboration on Euromonitor, EIU and China consumer survey data – as of May 5
Potential interest of Chinese people in football
Main reason for following a EU club (Frequency on survey respondents)
66%
57%
48%
45%
31%
12%
8%
Long history with Strong brand Fun to watch My favorite Performed well Matches are Presence of
strong win image and values players in recent seasons free to watch Chinese players
records play/played
in the club
Source: Elaboration on Chinese consumer survey 6
League follower base
Leagues followers by follower cluster (Index on average)
Follower cluster Serie A Premier League Other Leagues
Married with kids - Over 50 20 11 9
Married with kids - 30-50 16 7 9
Married with kids - Under 30 13 13 0
Married without kids - Over 50 -9 -32 -13
Married without kids - 30-50 -12 -13 -15
Married without kids - Under 30 -19 10 -8
Single - Over 50 16 1 30
Single - 30-50 -17 -3 -8
Single - Under 30 -27 6 -4
Follower base (%) 57,0% 79,0% 59,2%
Notes: The chart represents the indexed deviation from the average of followers penetration by demographical cluster of followers, where the average is represented
on the last line “Follower base (%)”, that gives the frequency of followership for the league in column
Source: Elaboration on China consumer survey data – as of May 2018 7Chinese Super League sponsorship market
Sponsorship market benchmark (M€, 2015/2016 season)
1,457
773
705
523
325
156
Avg. Sponsorship
72,9 42,9 35,3 26,2 16,3 9,8
revenues per club (M€)
Avg. match attendance
37 42 28 22 21 24
(hundreds of people)
Notes: EU leagues values include revenues from commercial activities, which are excluded from CSL’s values
Source: elaboration on Deloitte Annual Review of Football Finance 8Football schools in China
Number of Chinese schools with a Number of Chinese schools with
focus on football football fields
(Thousands of schools; Percentage) (Thousands of schools; Percentage)
50,0 84,0
CAGR
15-20E
CAGR +47,3%
15-25E
+19,2%
51,1
20,2
13,4
8,7 12,1
2015 2016 2017 2025E 2015 2017 2020E
Source: National Bureau of Statistics; Euromonitor; Deloitte research and analysis 9Consumer survey insights: Football schools
Desired school type Key purchasing criteria for European
(Frequency of respondents) driven football schools
(Index on average)
“In which of the following type of schools would you prefer to have
your children be enrolled for after-school football training?”
A B
A School run by Training will be more clear and
fluent given language and
European football 32% cultural barriers in the case of
clubs or legends Training
having an EU trainers vs a
quality Chinese one
School run by
European football clubs
28%
in partnership Coaches EU Coaches are regarded as of
B with local clubs quality better quality
School run by People do not expect European
Chinese football 24% Overseas schools to send their kids to EU
to study, since the trainers are
clubs or legends travel already in China, while they do
expect that from partnerships
People expect European clubs
schools to have the kit for
Public schools 9% Official granted, while they expect to
team kit have more than one official kit
from partnerships’ schools
Private schools 2% EU club The club experience will be
maximized when dealing with
experience
the EU club directly
Source: Elaboration on China consumer survey data – as of May 2018 10Innovative business partnerships
Consumers’ interest towards innovative business (Frequency on survey respondents)
76%
65%
54%
35%
Football-themed park Branded Club museum E-Sports
cafes/restaurant chains
Source: Elaboration on Chinese consumer survey 11Market potential in top Asian countries
Football penetration in Asian countries (Frequency on survey respondents)
77% 75% 70% 69%
Football global 53% 52%
42%
interest 36% 35% 31%
41%
32%
Football active 25%
22%
participation* 17% 18%
15%
6% 6%
1%
IDN THA MYS KOR HKG SGP JPN TWN CHN IND
Notes: (*) those who participate in sport at least once a week
Source: Elaboration on Repucom data, Deloitte data 12Deloitte contacts
Milan – Italy
Partner | Business Advisory & Value Creation Services
Office: +39 0283325110
Mobile.: +39 3402884762
Email: tnastasi@deloitte.it
Milan – Italy
Manager | Business Advisory & Value Creation Services
Office: +39 0283325470
Mobile.: +39 3442827674
Email: lguerrieri@deloitte.it
13Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms. © 2018 Deloitte Italy SpA
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