The most mutual and competitive business in the world: that’s sport business, baby!
In our previous content “America’s Team: The Gambler and His Cowboys”, we mentioned Forbes’ “The World’s 50 Most Valuable Sports Teams 2025”.
If you look at the ranking, one thing immediately stands out: 44 teams are US franchises — 30 from the NFL and 12 from the NBA. And then? Only 2 clubs from the Premier League, 2 from LaLiga and 2 from Formula 1: Ferrari and Mercedes.
What thoughts does this trigger?
- The Atlantic Ocean is still very wide when it comes to sports business
- The business success of a franchise/club is closely correlated with the business strength of the league it belongs to
- Players’ rights as an asset: cui prodest?
Let us focus on point 2.
There is no doubt that a well-managed club or franchise is essential to ensure its own financial health. It is what enables sporting success and represents the key factor of differentiation vis-à-vis other clubs or franchises competing within the same league.
That is where management truly makes the difference.
But this difference applies primarily in comparison with peers within the same league.
From an absolute perspective, namely that of the global sports business market, the decisive factor is the league you are part of. The product we are selling—a game, a sporting event—is inherently a collective one. And this is not an opinion; it is a matter of fact. To have a game, you need at least two subjects, two competitors.
Sport business, ontologically, refuses monopoly.
Strong, well-run franchises are essential building blocks of a successful league. But without a league that is well governed, strategically driven, and operationally effective, even the best-run clubs will hit a ceiling.
A league that is capable of making decisions and executing them effectively creates the conditions for the prosperity of all its members.
Easy? Not at all. Building a functional organization never is. And there is more.
First, league members must accept a form of sacrifice. A sacrifice of what?
Part of their ego, autonomy, and individual decision-making power—in order to transfer these prerogatives to the league and its management.
Not easy—but that’s sport business, baby!
Success requires the ability to play effectively a game that is, by its very nature, deeply mutual and fiercely competitive at the same time.
What about points 1) and 3)?
Point 1) needs little additional comment.
Point 3) is more of a financial and accounting topic-exciting mainly for people like me. If you feel like discussing it, let’s continue the conversation privately.
