Football Incubation In Italy

2021-02-22   |   by CusiGO

“For us, playing Real Madrid in the Champions League is like going to college,” Antonio percasi said on Monday. “We have to face it with humility and remember that we are a team from all provinces and we play with another team that has made football history.”

Antonio is the chairman of Bergamo in Atlanta, and his son Luca is the general manager. They are all players of the club. On Wednesday, the Polo bergamasco family of construction, textile and cosmetics companies will host a new box at the gewiss stadium, which was recently acquired and renovated by the club with an investment of 40 million euros, Since 2015, 370 million people have been accounted for by selling players. “The most important thing is to be observant,” the bishop warned. Its international procurement network makes zingonya sports city one of the main factories of Italian football talents and a huge source of wealth. His participation in the championship for the second year in a row reveals a special phenomenon.

As percassi said, family style and “provincial” management mode has become a competitive advantage, which can withstand the depression of Italian football since the financial crisis in 2007. In places where giants such as Milan, inter, Rome or Napoli did not appear, Atalanta appeared and became the most brilliant representative of sassolo or Udinese.

Giampallo Pozzo of Udinese was a pioneer. “We innovatively created an international headhunting organization without the Internet, and players’ access to information is restricted,” said Magda Pozzo, daughter of Giampaolo, an MBA and director at Udinese. “At first, scouting was the key to our economic growth, because no one had a scouting network like us, which created a trend in small and medium clubs.”

Since the beginning of the great depression in 2007, Udinese has won the championship twice, bought 300 million euro players and sold 554 million euro. With the increase of income, Pozzo people have turned the club into a center of commercial attraction, gathering a huge network of small and medium-sized companies, which are not only part of Friuli’s economic engine, but also part of Italy as a whole.

“We have innovated in recruiting players and continue to innovate in all the activities of the club to overcome the traditional view that the football business depends on performance on the pitch,” the manager warned. “Together with Juve we have the first club to have a stadium. The first person who believed that the stadium should become a social activity center beyond competition. When my father thought that this was a new concept, 15 years later, everyone said that owning a stadium was the future of sustainable development of football economy. ”

Magda Pozzo concluded: “in 2007, we were recognized through scouts and stadiums in 2015; now clubs like Atlanta are more successful than us in replicating our strategy.”. “The epidemic is a tragedy, but we have to see it as an opportunity. We focus on game day billing, and now we find that it can grow in different ways, increasing the audience and sense of belonging through digital channels. It is no accident that we have reached important agreements with big companies such as Renault or Ryanair since last summer. Research shows that we will lose 30% of our turnover; it will take six years to recover. For the big clubs, it could be true. If we act imaginatively, we will be able to maintain revenue before the pandemic. ”

Alessandro minichili is a professor in the Department of administration and technology at the school of economics at Bocconi University in Milan. He is a member of a team that has been studying Italian family businesses for many years. “They tend to shut down foreign capital,” he points out. “Not only control is familiar, but management is also familiar. Two thirds of China’s small and medium-sized enterprises are family enterprises. In a globalized world of complexity, this is an extreme risk, but can also be an advantage in times of crisis. “They are more resilient in difficult times. They are better able to withstand shocks, recapitalize and better protect workers. This provides them with a greater progress than multinational companies. ”

“Our model is also familiar with calcium,” minichili said. “Football clubs are the fable of the Italian business world: they are not very open to foreign capital. They think they can manage small businesses well, like Atlanta. Compared with other people, their financial situation is poor. They make up for it with organization, efficiency and enthusiasm… This is a characteristic of Italian industrial entrepreneurs. That’s why, proportionally, we have very few truly strong multinational companies. The same is true of football: on the one hand, we see clubs with this model perform well; but we don’t have teams like Manchester United or PSG that have transnational marks in capital and management

After the boom of the 1980s and 1990s, the ancient calcium was regenerated from deeper cultural roots than football. Atlanta’s welcome to Madrid is a sign of survival.