Kenya is one of the most ethnically diverse countries in Africa, if not the world. Ethnicity has played a central role in almost all spheres of the country’s development landscape. There are 44 officially recognised tribes in the country that boasts a population of about 50 million. Kenyans of…
“As FIFA increases its efforts to grow the women’s game for all, the organisation recognises that more can be done to develop the grassroots, sporting and commercial growth of women’s football – a source of growth for football worldwide.”
That is FIFA 2.0 opening paragraph on building…
China has been at the forefront of the internationalisation of football, as the current number one destination for European football entities in search of new markets. It is rather obvious to see why this is the case – the size and the stability of the Chinese market. With an estimated population of over 1.4 billion people you can imagine the potential China holds for any company that ventures there.
NAIROBI – Strathmore Wazee emerged winners of the 3rd edition of Obama Cup. Fourteen teams took part in the tournament an increase from the ten that took part in last year’s edition. The 7-a-side tournament which draws teams from the corporate sector, academia and local communities was…
That said, key areas that needed attention were hospitality, transport, infrastructure and security. Infrastructure should have been placed at the top of the agenda and construction and or renovation of stadiums and training grounds commenced immediately the country was handed the hosting rights. Hospitality has been a mainstay of Kenya’s economy, while security and transport were areas the government was already tending to, prior to the announcement. So in essence we only needed to work on the stadiums
Like any other organisation, FIFA’s business model faces risks that could be broadly classified into reputational, strategic and business risks. This article looks to expound on these 3 forms of risk and then narrows down to a challenge facing many football organisations in the coming decade – decreased fan involvement.
FIFA’s business model revolves around the quadrennial FIFA World Cup tournament, a product which the international federation sells to commercial partners, media broadcasters and fans obtaining billions of dollars in revenue. The tournament draws billions of viewers from around the world and is considered the second biggest sporting event in the world behind the Olympics.
Participants lauded the initiative that was aimed towards bringing together the different players in society to address a key issue facing many youths today – unemployment. Towards this end, players were encouraged to interact both on and off the field, to exchange ideas and opportunities both within and outside the sports arena, including business ideas, career opportunities advice etc. Players and fans also expressed their satisfaction with the organisation of the tournament, congratulating the project team for a job well-done.
TMS’s strong appropriability is mainly drawn from the legal or institutional framework under which it operates. In October 2010, the International Transfer Matching System (ITMS) developed by FIFA TMS became mandatory for Member Associations and clubs worldwide to use when completing an international professional player transfer. This effectively locked out anyone seeking to create a similar system as it would be of little or no value.
An innovation is the implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organisational method in business practices, workplace organisation or external relations. The TMS perfectly fits this definition from the Oslo Manual: Guidelines for Collecting and Interpreting Innovation Data, 3rd Edition.