Co-opetition models for governing professional football

In recent years, models for co-creating value in a business-to-business context have often been examined with the aim of studying the strategies implemented by and among organisations for competitive and co-operative purposes. The traditional concepts of competition and co-operation between businesses have now evolved, both in terms of the sector in which the businesses operate and in terms of the type of goods they produce. Many researchers have, in recent times, investigated the determinants that can influence the way in which the model of co-opetition can be applied to the football world. Research interest lies in the particular features of what makes a good football. In this paper, the aim is to conduct an analysis of the rules governing the “football system”, while also looking at the determinants of the demand function within football entertainment. This entails applying to football match management the co-opetition model, a recognised model that combines competition and co-operation with the view of creating and distributing value. It can, therefore, be said that, for a spectator, watching sport is an experience of high suspense, and this suspense, in turn, depends upon the degree of uncertainty in the outcome. It follows that the rules ensuring that both these elements can be satisfied are a fertile ground for co-operation between clubs, as it is in the interest of all stakeholders to offer increasingly more attractive football, in comparison with other competing products. Our end purpose is to understand how co-opetition can be achieved within professional football

MEASURING THE SUCCESS OF COUNTRY FOOTBALL CLUBS

Until the last quarter of the twentieth century, non-metropolitan Australian Rules football clubs prospered as volunteer organisations, operating in regions that were protected by distance from clubs in larger, competing leagues. They acted as places that people valued and were important components of social capital in their communities, and in turn, received subsidies from other community groups that reduced operating costs. Clubs appear to have measured success in terms of their ability to attract the talent needed to build a winning team that would boost the prestige of both the club and its local community. The Victorian Football League’s regulations about player payment and mobility gave country football clubs the opportunity to offer attractive terms to League players, and this prevented the game’s most powerful league, from crowding out its rivals. The circumstances that were favourable to country football clubs have changed with the formation of a major league, the Australian Football League. The televising of matches nationwide allowed people in even remote regions to watch AFL games. Economic and demographic decline in country areas, greater mobility and the lure of metropolitan jobs has made it difficult for clubs to retain players. In this challenging economic environment, many country football clubs have been unable to survive in their own right. This paper reports on a survey of administrators of Victorian country football clubs as to their perceptions of what constitutes ‘success’ in this new environment. It provides information about how individual clubs are responding to broad changes that are beyond their control, and offers evidence about the ability of local football clubs to continue to play their traditional role as places of importance and generators of social capital in regional communities.