“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…
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.
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.