World Football Summit

Last days to apply to the WFS StartCup by GSIC!
Last days to apply to the WFS StartCup by GSIC! 2048 1365 World Football Summit

World Football Summit, in partnership with Global Sport Innovation Center powered by Microsoft (GSIC) and N3XT Sports closes the applications for the WFS StartCup 2018  next Friday, 20th of July.

Madrid, 4th July, 2018 – World Football Summit (WFS), in partnership with Global Sports Innovation Center powered by Microsoft (GSIC) and N3XT Sports, are going to celebrate the third edition of the WFS StartCup by GSIC during the next 24th and 25th of September at Teatro Goya (Madrid, Spain). This competition aims to identify and promote any sportech project and/or startup across the globe transforming the football and sports industry. The application process will be opened until the next Friday 20th july at 23:59 UTC +2.

The WFS StartCup by GSIC is the ideal environment for entrepreneurs, investors, clients and media thriving business and predicting the future trends of the industry. The technological areas of interest that will be evaluated are distributed in 7 tracks: Quantified-self, Sport digital platforms, Smart & immersive facilities, Fan engagement & experience, Media & rights, N3XT generation of sponsorship, eSports (emerging sports, virtual currencies & betting).

This is a joint call for projects and/or startups that offer solutions that impact the football and/or sports industry. A good example is represented by the winner of the last edition, Thermohuman, a worldwide pioneer company in the application of infrared thermography aimed at helping decision making via thermal metrics in injury prevention and monitoring in sports and health sectors.

The call target is to showcase, support, nurture them and train entrepreneurs to transform their projects into successful companies, while improving their projection, growth and scalability. Moreover, The WFS Startcup will allow the winners to connect with the two worldwide points of reference within innovation and entrepreneurship, Silicon Valley and Microsoft Corporation. They will also have the chance to participate in the Silicon Valley SportsTech Experience, a programme worth 30,000 dollars, where they will be networking with the industry leaders.

The finalist selected startups, up to a maximum of seven (1 per track), will have the opportunity to pitch their project/startup at World Football Summit in Madrid, Spain during the 24th & 25th of September 2018. The application process has been extended one week and will close the next 20th July.

More information here: WFS StartCup by GSIC

Apply HERE


World Football Summit is the international event of the football industry, gathering the most influential professionals in order to discuss the most relevant topics and generate business opportunities.

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Global Sports Innovation Center powered by Microsoft (GSIC) is a business cluster created by Microsoft Sports Team that gathers all kind of sports entities (clubs, federation, associations), institutions, tech-companies from start-ups to enterprises, research organizations, investors and key figures of sport industry to improve its value chain. To do so, they focus their activities and services on 4 main points: entrepreneurship, networking, applied research and showcase. With headquarters based in Madrid, GSIC now has more than 200 partners in 26 countries around the world.

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N3XT Sport is a global organization that identifies, educates and develops the world’s most promising sports technology talent by connecting startups, sports teams, athletes, technology corporations, and investors. Based in the world’s epicenter of innovation in the Silicon Valley, and with offices in Europe and the Middle East, N3XT SPORTS counts on tens of years of experience in the sports technology and business market

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London Football Exchange (LFE) announced as New Global Partner of World Football Summit
London Football Exchange (LFE) announced as New Global Partner of World Football Summit 2339 1654 World Football Summit

The LFE – a pioneering technology company that is introducing the blockchain to the football industry – to be exclusive Global Partner along with LaLiga in the third edition of WFS which will be attended by sports professionals and football industry executives from more than 80 countries.

World Football Summit (WFS) is proud to announce London Football Exchange (LFE) as its new Global Partner.

The LFE is the world’s first fan marketplace and football stock exchange that will harness the power of the blockchain. The LFE was created by pioneering finance experts who plan to revolutionise the football industry creating new value and benefits for fans.

The London Football Exchange will create a tokenised marketplace which will remove friction costs and increase transparency in the delivery of fan services such as ticketing, merchandise, hospitality, broadcast and football retail services.

Their participation at WFS is a milestone for both companies and their alliance will be officially launched during the third edition of WFS, an event which gathers in Madrid some of the most influential decision makers from the global football and sports industry.

Marian Otamendi, Director of World Football Summit declared: “We are delighted to welcome the London Football Exchange as our Global Partner. The LFE represents a new business model that is creating positive change across the economy and I am sure it will be the same in the global football industry. WFS is excited they will be showcasing and explaining this new technology to the international audience who will gather with us in Madrid”.

“During the event, the London Football Exchange will lead a session on the main stage that will introduce blockchain technology to a wider audience. It will be an opportunity for everyone attending to learn more about this exciting new technological sector”.

Ben Leigh Hunt, founder of the LFE said:

“The LFE is delighted to be joining forces with World Football Summit. The global reach of WFS and reputation for excellence makes it the perfect match for us.

The LFE’s innovative new form of financing will support football clubs to raise new capital and give fans the opportunity to own equity in clubs.

It is a tremendous opportunity for all of those in the football sector. We are committed to working closely with the football sector as we build our services and attending WFS allows us to engage with the industry’s leaders. The LFE team look forward to working with WFS in Madrid and meeting the many delegates to the Summit”.

Andres Tortarolo, Madrid based Head of Partnerships for the LFE added: “The LFE is a global project and we are looking to work in both the Spanish market and in Latin America. Partnering with WFS gives great momentum to these plans”.

During the Summit, the LFE will also sponsor the Gala Dinner and the WFS Industry Awards that acknowledge and reward outstanding work performed by people in the football industry. The second edition of the Awards incorporates seven categories: Best Executive, Best Supplier, Best CSR Initiative, Best Venue, Best Club Commercial Initiative, Most Creative Campaign and Best Women’s Football Initiative.

Having signed the agreement, London Football Exchange joins other brands such as LaLiga, Microsoft, WWP, Senn Ferrero, Cruyff Institute or Marca España. WFS will host more than 2.300 professionals on September 24th and 25th at Teatro Goya (Madrid, Spain) to discuss the key topics of the industry and generate new business opportunities.

For more information: World Football Summit

For more information: London Football Exchange

In search of the international football brand
In search of the international football brand 1920 1080 World Football Summit



Walk around the market in central Marrakech and, as well as traditional items such as leatherwear, hand-beaten metal objects and various exotica, you will find stalls devoted to football shirts, with Manchester United, Barcelona, Real Madrid and Bayern Munich, among others, fighting for customer attention. If you venture into the back streets, you will undoubtedly come across a young boy on a scooter, weaving through the dark, scented passages, wearing an AC Milan or Liverpool tracksuit. In cities with a long and deep cultural history, evidence of the power of the global football brand is easily discovered.


The world’s leading clubs, all European, are building global franchises. It began some years ago with overseas tours that were a combination of diplomatic mission, money-making fixtures and, more recently, expansion of the brand name. This has accelerated in the past decade in the post-financial crisis environment. It is no coincidence that football, just like the financial world, has depended upon the enhanced growth of emerging markets like China and India to grow and build a worldwide presence. Equally, Asia, the Middle East and Russia have all been instrumental in changing the dynamic in club ownership. Football brands, especially among the elite bracket of clubs, are most definitely aimed at global reach as well as domestic and international success.

The pursuit of creating an international brand looks to expand beyond traditional markets. Bryn Anderson of Brand Finance explains the importance of a growth strategy of this type: “Growth for football clubs in their domestic market is tough and can be expensive. It involves building larger stadiums, competing for bigger and better sponsorship and partner arrangements and initiating new and innovative commercial opportunities.”

Certainly, the rise of the Premier League, Bundesliga, La Liga and Serie A in terms of global appeal has allowed clubs from these leagues to access greater commercial opportunities and build a more international brand profile. When Manchester United travel to the US and Asia, where their reputation has grown significantly, they are greeted with mild hysteria by enthusiastic fans. Manchester United may be at the forefront of this industry, but the Premier League, generally, is eagerly supported across the globe. “The trajectory of football popularity globally, and particularly the Premier League, is a sharp incline. The US, India and China markets are all at a relatively early stage of their development and here lies an opportunity for the world’s largest clubs to gain new fans and commercial deals in new and exciting markets,” says Anderson.


The so-called “big five” leagues have the upper hand over other domestic competitions in terms of excitement and marketing power. This allows top-tier clubs from these leagues to offer fans high-class entertainment with the world’s leading players on show, something that small domestic clubs in a developing market cannot hope to match.

Supporters from smaller football nations look towards these clubs and leagues because they cannot find the same closer to home. “Many global fans live in countries with small-scale leagues or very little professional football, this means they need to go elsewhere to find football at the highest level. Naturally, they turn to the European giants and how they choose which league or club to follow depends on various factors – performance, players, whom their friends and family support and other considerations,” says Anderson.

So the chance is there for clubs to connect with these audiences. How, then, does a club go about building an international brand presence?

Historically, fans have been won through some sort of geographical link, for example, a club like Burnley in England has a fanbase that, mostly, will comprise people who have previously lived or have some form of connection with the club. By contrast, global fans frequently base their allegiance on an emotional connection with the town or the club and its international brand. Anderson believes there are five main areas that clubs need to consider: engagement, including the right communication channels; sponsorship – the right sponsors with alignment to club values; performance on the field; atmosphere and passion of the fans; and relationships with the media, licensors, regulators, investors and other clubs.

The importance of a club choosing the right partners has increased over the past few years, brand names become connected with each other, so a poor selection can have a negative impact on a club’s reputation. Equally, a corporate can gain significant traction for linking-up with a popular football club or player.

Anderson underlines that developing a strong international brand is an ongoing exercise: “All-year-round activity provides content for fans to engage with, whether it is on the pitch, through social media or online. The successful global football brands invite the audience to take part and make people feel they are part of the bigger picture through their culture and identity.”



At present, power lists such as those produced by professional services companies like KPMG, Deloitte and others, list the same names near the top of the rankings. The places change, but essentially, everyone is aware just who are the wealthiest clubs and the strongest international brands in world football. It is difficult to see how this will change, the hierarchy seems established. Anderson points out, however, that the Premier League’s upper echelons used to be referred to as the “big four” (Chelsea, Arsenal, Manchester United and Liverpool), but four has become six with the addition of Manchester City and Tottenham. Has it become something of a closed shop?

“It would certainly take something special to change this,” he says. “But it is not a closed shop. While many clubs have solidified their positions among the world’s elite, things can change very quickly. Over the past decade, major powerhouses like AC Milan and Inter have faded from the picture and look further back and two-time European Cup winner Nottingham Forest have declined and been absent from the Premier League since 1999.”

Conversely, the emergence of Manchester City, Leicester and Paris Saint-Germain demonstrate that football can still spring surprises, but transitioning to “super club” status takes more than good fortune. “The ability for a club to break into the small group of football giants starts with investment. Both Leicester and Manchester City have enjoyed significant investments, which has helped them achieve their recent success, but sustained success over a long period is required for them to become truly iconic. They are heading in the right direction, but it takes time,” says Anderson.


The Premier League clubs and huge names like PSG are in the upper quartile of the game, but what future is there for smaller clubs? On-pitch performance is a good starting point, but as Anderson says, this is closely correlated to commercial success. It is not quite “chicken and egg”, but the two are undoubtedly indelibly linked. “Performance on the field, coupled with responsible fiscal management will make smaller clubs more attractive to investors, enabling them to invest in facilities and work their way through the leagues. This in turn gives them the chance to attract better players, more fans and to generate higher revenues,” insists Anderson.

Although football is a game driven by emotion, often resulting in knee-jerk decision-making, a football club is a business. It is also a fiercely competitive industry where the international brand dominates – not unlike any other business sector. Fans are often quick to judge decisions made by the people running clubs, for example, a small club selling a key player to balance the books will receive criticism from some of its followers. Yet, these decisions are often made out of necessity.

Anderson does not fear that football will become merely an international brand-led sport rather than what happens on the field of play, although there is little denying that the modern football world has become one of high expectation and high financial stakes. “It is true that the two aspects of football have a symbiotic relationship and are strongly inter-linked. Performance has a commanding influence on a club’s brand, meaning that if the quality of performance diminishes, so too will the brand value of the club.”

Neil Jensen is a freelance business and football writer based in the UK. His clients include major financial institutions, football business consultancies and various newspapers and magazines. He is also the editor of the popular website, Game of the People, rated one of the top 100 football sites in the world.

Three new categories included in the Football Industry’s international awards
Three new categories included in the Football Industry’s international awards 3650 2778 World Football Summit


Madrid, june 27th, 2018.- There will be three new categories in the World Football Summit Industry Awards 2018, the international awards who acknowledge and reward the work done by professionals, companies and institutions in the football industry. To the already existing categories of: Best Executives, Best Supplier, Best CSR Initiative, Best Venue, three new categories come up this year: Most Creative Campaign, Best Club Commercial Campaign and Best Women’s Football Initiative.

The awards ceremony will take place at Club Financiero Génova in Madrid, on the night of the 24th of September. With a distinguished jury, selected for their expertise and wide knowledge, representing institutions such as FIFA, LaLiga, Bundesliga, UNICEF and El Sol Festival, the winners will be acknowledged during the Gala Cocktail of WFS18. You can read the Terms and Conditions to send your candidacy, know the jury members and get more information on this event here.

Last year’s winners were: Gustavo Silikovich, General Manager of River Plate, GolStats, Gol y Paz, San Mamés and Mastercard and the awards were given by Fatma Samoura – FIFA, Javier Tebas – LaLiga, Carlos Espinosa de los Monteros – ACME, Nasser Al Khater – Qatar Supreme Committee, Kim Martínez – Paranoid Fan. Check out the pictures from the WFS Industry Awards 2017.

About World Football Summit.

World Football Summit (WFS) WFS is the international event of the football industry, gathering the most influential professionals in order to discuss the most relevant topics and generate business opportunities. During 2 days, Madrid becomes the capital of this thriving industry. The second edition, celebrated in 2017 hosted more than 2,000 attendees, in which 31% of them came from outside Spain. The third edition will be held on the 24th and 25th of September, 2018 in Madrid, and already counts with the support of LaLiga as Global Partner, WWP, Johan Cruyff Institute or Marca España.

If you want to apply to the WFS Industry Awards, send an email to the following address:

World Football Summit 2016
World Football Summit 2016 2000 1333 World Football Summit

On behalf of World Football Summit team we would like to say thank you for all of your contribution and participation in the very first edition of World Football Summit.

Some days have passed and we are now able to send you pictures of the success event.

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Soon, we will also be announcing WFS 2017… so stay tuned!



T: @wfootballsummit

F: World Football Summit

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In: World Football Summit


Interview with Rick Parry, Ex CEO of Liverpool FC and former head of the FA Premier League
Interview with Rick Parry, Ex CEO of Liverpool FC and former head of the FA Premier League 150 150 World Football Summit

Liverpool FC Chief Executive Rick Parry looks on during the draw of the quarter-finals of the soccer Champions League at the UEFA headquarters in Nyon March 20, 2009. The quarter-finals will be played April 7 and 8 and the return legs on April.14 and 15, the semi-finals will be played April 28 and 29, the second legs to be staged May 5 and 6, the final is to be played May 29, 2009 at the Stadio Olimpico in Rome. REUTERS/Denis Balibouse (SWITZERLAND SPORT SOCCER)

Liverpool FC Chief Executive Rick Parry looks on during the draw of the quarter-finals of the soccer Champions League at the UEFA headquarters in Nyon March 20, 2009. The quarter-finals will be played April 7 and 8 and the return legs on April.14 and 15, the semi-finals will be played April 28 and 29, the second legs to be staged May 5 and 6, the final is to be played May 29, 2009 at the Stadio Olimpico in Rome. REUTERS/Denis Balibouse (SWITZERLAND SPORT SOCCER)

1. How has football changed since you were CEO of the Premier League?

I left in 1997 so we were just starting to see the impact of the Bosman judgment. In England that impact has been enormous with over 70% of the Premier League players coming from overseas. Let’s see what Brexit does! And then around 1998 we had the changes in the format of the UEFA Champions League. This has changed the landscape of European competition and every top club wants to compete regularly in the Champions League.

2. You have also been CEO of Liverpool. What is the most difficult to manage in a football team?

Managing a club is certainly more complex, and I would say more difficult, than managing a league. For a club like Liverpool with such a history of success, the fundamental aim is to win trophies. In the highly competitive environment we have in England, that is not easy.

3. More and more investors, especially from China, are buying football teams in Europe. What do you think about of this trend? Are football teams a profitable investment?
More than half the Premier League clubs are in foreign ownership. We certainly never envisaged this when we first discussed the formation of the new league back in 1990. I think the owners have different motivations. For some it is about glory, for some it is about promoting their country and for others it is a financial investment. I suspect China is a little different as there is clearly a desire right from the top to establish the country as a major football power. With its population – which is very important – and economic strength, who would bet against that happening?

4. Why Premier League is the richest league in Europe?
There are two reasons for the success of the Premier League. We were able to start with a blank piece of paper so we put in place governance structures that are fit for the twenty first century and embrace the principles of transparency, accountability, independence and consistency. Too many in sport see good governance as a hindrance; for the Premier League it was the bedrock of its success. And we were very fortunate that the formation of the league coincided with the birth of Sky TV. Pudng our faith in Pay TV in the early 1990’s took some courage but it was clearly the right decision. The Premier League and Sky have grown in partnership – Sam Chisholm, former CEO of Sky, described it as the “greatest corporate romance of all time”.

5. How can change or improve the league with the new television contract?
Most of the money inevitably finds its way to the players. As it should! The key is to make sure it is not all focused on the short term and that the next generation of players is nurtured. And it is very important to keep the stadiums full. The atmosphere and the noise is part of the spectacle. So the quality of the stadiums, and the price of tickets, are very important factors.

6. Nonetheless, Manchester United has shown that having more money is not synonymous of trophies?

It is not for me to comment on Manchester United but their success of the life of the Premier League has been extraordinary and something we all envy. Nothing is forever and whilst money is essential, it is even more important to use it wisely. Having the right people in the key positons is essential.

7. Are you one of those who defend the national leagues or would you like to see and European Super League in the future?

I am a very strong believer in the national leagues. The pyramid system, the right to dream of future success, is essential and it separates football from some other sports.

8. President Spanish League, Javier Tebas, says that without funds in football, banned by UEFA and FIFA, Premier League will have all the great players. What is your opinion?

The Spanish clubs continue to outperform the English in European competition. Between 2005 and 2009 the English clubs regularly reached the finals and semi-finals of the UEFA Champions League but despite the big increases in recent TV deals, their performance has worsened. Perhaps because the Premier League is so demanding and so competitive. And to date, the Premier League has not attracted the world’s very best players.

9. You have been appointed as a member of the Financial Fair Play Committee of UEFA few days ago. How Fair Play has improved the economy of the clubs?

It is certainly making clubs more responsible and more sustainable.

10. What will be your role in the Committee?

I will have to see! I have only just joined it. But I hope I can bring a perspective from having run a major league and a major club.

11. Technology has made the world smaller. Football leagues not only compete with each other, for example by sponsorships, they also compete with NBA, NFL and other sports. What is the main value and the main poten&al of football over other sports?

Football has a universality that the others don’t have and never will. It is popular on every continent. I’ve already touched on the importance of the pyramid and the growing popularity of the women’s game is very important.

12. What is your opinion about events like World Football Summit?

It is more important than ever to go on leaning and to share knowledge. Events that bring people together, particularly on an international basis, have a great role to play.

13. Are this events a good plalorm to get know how and to do networking? Why?

These events are a great plalorm both to listen and to meet people. Gathering people in one place means you can have conversations in a couple of days that might otherwise take months to organise. And people come willing to share.

Scholarship to study a Postgraduate Diploma in Football Business Administration Online
Scholarship to study a Postgraduate Diploma in Football Business Administration Online 150 150 World Football Summit

JCI_Beca Summit_Redes Sociales-ing

Enter the chance to win a SCHOLARSHIP to study a Postgraduate Diploma in Football Business Administration Online. Thanks to the Johan Cruyff Institute and World Football Summit!

It’s very easy, just follow these steps:
1- Follow World Football Summit and the Johan Cruyff Institute Facebook pages

2- Hit like on the post

3- Share the post

4- Answer the following question in the comment section below: ¿How many Ballon d’Ors did Johan Cruyff win?

Deadline to participate until October 24, 2016!

Can Football Clubs Succeed at Monetizing Their Social Media Following?
Can Football Clubs Succeed at Monetizing Their Social Media Following? 1215 474 World Football Summit

5th  October 2016

When Manchester United last won the Premier League in May 2013, the club’s Twitter page was being followed by just over 1 million people. In September 2016, this number stood at 9.9 million while the club’s pages on Facebook and Instagram were attracting 71m and 13.5m followers respectively at the same time. In recent years the explosion of social media has changed the way many fans engage with sports, extending the fan experience beyond the actual matchday and, significantly, creating new business opportunities for football clubs.

Whilst major leagues’ broadcasting deals are negotiated collectively and matchday revenues are still strongly linked both to a team’s short-term sporting performance and the state of their stadia, nowadays commercial revenues are strongly impacted by a club’s global reach. In this article, KPMG’s Football Benchmark team analyses the correlation between the most popular clubs’ social media followers (Facebook, Instagram and Twitter) and their commercial revenues.

Since September 2014, the combined social media followers of the Top 10 most popular clubs across Facebook, Instagram and Twitter has jumped by 70%, demonstrating the important role of social media platforms connecting sports entities with their global audiences. A key contributor to this growth has been Instagram, where the combined level of attention on these clubs increased from less than 16m in September 2014 to 132m last month. This massive rise has certainly caught the eye of football clubs who are taking ever greater steps to reach fans in all geographies, as demonstrated by the facts that Manchester City operate Twitter accounts in more than ten different languages and Real Madrid’s Arabic Twitter page alone is followed by 5.7m people.

The most followed clubs, Spanish giants Barcelona and Real Madrid, have also registered the highest growth in absolute terms over the last two seasons, with both clubs increasing their total follower base by more than 65m each. Meanwhile, Paris Saint-Germain FC (134%), FC Bayern München (108%) and Juventus FC (108%), bolstered by domestic titles and participation in the latter stages of the UEFA Champions League, have recorded the highest percentage increases. However, social media is clearly a common factor for major interest-generating clubs, all of which have seen a minimum increase of 44% in such followers since 2014.

Importantly, this industry trend has often been accompanied by an increase in commercial revenues. In fact, despite slightly different sporting outcomes, FC Bayern München, Juventus FC and Paris Saint-Germain are the only clubs under review that reported a drop in commercial revenues between the 2013/14 and 2014/15 season. A purely successful example at individual club level is FC Barcelona, which, in the 2014/15 season, replicated its on-pitch success (Champions League title) off the pitch, recording a 34% increase in commercial revenues (EUR 207m to EUR 278m) and 31% growth in social media followers (105m to 138m).

Whilst major clubs undoubtedly profit from gaining global followers by generating higher commercial revenues than domestic rivals with more of a local fan base, the income differences between the most followed teams requires further investigation. An analysis of commercial income per follower demonstrates that, in addition to the follower base of a club in digital space, this revenue source might also be impacted by other factors. In fact, with the exception of FC Barcelona, Liverpool FC and Arsenal FC, and despite the general increase in commercial revenue, the clubs’ per follower value saw a net decrease from 2013/14 to 2014/15, suggesting that higher commercial gains do not automatically follow social media base gains.

Additional factors may include, amongst others, the duration of commercial agreements, the capability to negotiate advantageous sponsorship deals, the location of the club, the demographics of their followers or even follower duplication across different platforms. For example, across the analysed sample, Manchester City’s, Paris Saint-Germain’s and FC Bayern München’s commercial revenues per follower stand out above the rest, as these clubs’ commercial operations are supported either by favourable sponsorship deals (MCFC, PSG) or the commercial strength of their domestic market (FCBM).

Moreover, it is especially interesting to note how clubs lower in the ranking, both in terms of followers and commercial revenues, such as Juventus FC and Liverpool FC, recorded a considerably higher commercial revenue per follower than those at the top, in particular FC Barcelona and Real Madrid. However, rather than stressing differences between the business operations of these clubs, this contrast seems to highlight that the monetization of social media followers by a football club has a long way to develop yet.

Whilst further analysis should consider the clubs’ following in other platforms, such as country-specific social media, this conclusion highlights once again the difference between the economic strength of football clubs and the level of fan engagement that they are able to generate. As clubs focus their efforts on driving fans from social media to their own platforms, those able to harness the potential of their global brand in the digital space are likely to develop a competitive advantage in the coming seasons. However, the question remains – can these football clubs succeed in monetizing this ever expanding social media following and achieving a higher per follower value?

By: KPMG – Football Benchmark

AFE and World Football Summit sign Collaboration Agreement
AFE and World Football Summit sign Collaboration Agreement 150 150 World Football Summit
With this agreement, AFE commits with one of the biggest events in the football industry, aware of the importance the event’s magnitude to be celebrated in Spain.
Thursday, September 15, 2016 – The Asociación de Futbolistas Españoles (AFE) has established a collaboration agreement with World Football Summit, the first international event dedicated to the football industry to be held in Madrid, which will turn into the world’s capital of football on October 27, 28, and 29. The agreement was signed by the President of AFE, Luis Rubiales and Marian Otamendi, the Director of World Football Summit. With this collaboration, Luis Rubiales will lead one of the topics which will be discussed during the table named El papel y dimension de la ética en el fútbol , in addition to Bobby Barnes, Executive Director of PFA (English) and President of European Division of FIFPro, who will also participate in this topic.
World Football Summit was certain from the first moment about the importance of counting with the organization responsible of representing Spanish players’ rights to play an important role in the development of this Event. AFE represents more than 8,000 players and ex-players involved in Spanish Football. World Football Summit is the first large-scale International convention concerning the football industry which will take place in Spain. The meeting point for professionals, companies, and institutions; the movers and shakers shaping the future of this growing sector as an economic force in the world and represent over 1% of Spain’s total GDP.
The History of Spanish Football
The History of Spanish Football 832 455 World Football Summit

World Football Summit is the first large-scale international event in football industry which will take place in Madrid on October 27 – 29 October. Spain is the biggest potential in the world as king of sport.

We have worked with 2Btube to summarize the history of Spanish Football and show how we got until here.

If you like it, give like and share it.