ACTIVITY PLAN AND BUDGET 2019-20
INDEX 1. 1. MESSAGE FROM THE PRESIDENT
#004
3. 2019-20 SEASON
#006
2. STRATEGIC POSITIONING 2019-23
#018
5. ACTION PLAN 2019-20
#028
#034
4. OPERATIONAL OBJECTIVES 2019-20
7. PROPOSED OPERATING BUDGET
#100
#104
6. MACRO ACTIVITIES SCHEDULE 2019-20
#128
8. PROPOSED TREASURY BUDGET 2019-20
| 2019-20 SEASON | ACTIVITY PLAN | 3
1. MESSAGE FROM THE PRESIDENT Here we are! Implementing our fifth action plan - the first of a new mandate that is now starting. First of all, I have to give a word of thanks to the Sports Companies, who have bet on myself and my directors to implement the (R)evolution we propose. We present five strategic axes and 90 measurable actions that are embodied in this Plan that we show today. We are at the very beginning of an intense journey. After four years of creating value and ensuring the sustainability of both Liga Portugal and the Sports Companies, we are ready to embrace the new challenges! We are prepared to give continuity to our plan and determine what will be the future of Portuguese Professional Football. One thing is for certain: If I am signing off on this Plan, it is because we cannot stay as we are. It is not a public fight, nor an internal fight. It is a fight for our Professional Football to take a stand and earn the place it deserves internationally, which must start by making us more robust and competitive internally. Estamos juntos! (We’re together!) An expression that already derives from our internationalisation that, albeit shy, will now firmly and consistently kick off with a greater projection, one that is endorsed by all. We will promote a process of industrialisation and modernisation to increase our competitiveness, with a cohesive and highly competent team. With this renewed vote of confidence, we are confident that, more than ever, we are not alone in this “Competition�. We are with the Sports Companies. Together, we will move towards higher levels of efficiency and profitability, leading Portuguese Professional Football to levels of excellence never seen before, thus improving our international standing. Revolution is the path for the evolution that Portuguese Professional Football cries out for, and to which we will give shape to over the next four years of this mandate. The Future begins now!
Revolution is the path for the evolution that Portuguese Professional Football cries out for, and to which we will give shape to over the next four years of this mandate. The Future begins now!
2. STRATEGIC POSITIONING 2019-23
2. STRATEGIC POSITIONING 2019-23 At the end of the first term of the current
se Professional Football, defining tactics
of action for the 2019-23 cycle.
be followed by the institution over the next
Liga Portugal leadership, it was deemed
capable of enhancing and projecting the
The Action Plan is the supporting docu-
four years.
necessary to define the strategy for the
competitions it hosts.
ment for the execution of the activities
This annual document is indispensable for
organisation’s upcoming four years. The
Thus, based on the past, and planning for
for the next season, presenting the posi-
an organisation that strives to stand as a
resulting business plan would have to al-
another four years, a Strategic Plan was
tioning, strategy, and projects that Liga
reference institution in Portuguese football.
low for leveraging of the current phase of
drawn up by EY Portugal for Liga Portugal,
Portugal proposes to implement - aligned
To rise successfully to these challenges,
maturity, as well as to project Liga Portugal
as well as a brand new business model. On
and approved by the Sports Companies.
Liga Portugal has outlined an ambitious
in Portugal and the rest of the world. With
the basis of that document - and unders-
This document aims to achieve, through
strategy for Professional Football as an in-
Liga Portugal in a stable period, the duty
tanding the current state of the sector, as
the definition of concrete actions and
dustry, to strengthen and boost the com-
and obligation of the organisation are to
well as where we should project our foo-
respective budgeting, the objectives and
mercial, economic, and sporting value of
identify the major challenges to Portugue-
tball - we defined five new strategic axes
guidelines that should guide the path to
Portuguese Professional Football.
01
02
03
04
AFFIRMATION OF LIGA PORTUGAL
APPRECIATION OF COMPETITIONS
INDUSTRIALISATION OF PORTUGUESE FOOTBALL
BETTING ON DIGITAL
8 | ACTIVITY PLAN | 2019-20 SEASON |
05 INTERNATIONALISATION OF LIGA PORTUGAL
2.1 MISSION, VISION, AND VALUES The Mission, Vision, and Values articulate the essence of the organisation’s aspirations, establishing its position before the World. They are the way an organisation positions itself before its stakeholders, indicating where it wants to go and how it will get there. Liga Portugal has redefined new values that not only reflect what we believe in but also our aspirations as an organisation to achieve our goals. These values are the principles that guide our actions and activities. They remain aligned with the current standards of Rigour, Talent, Professionalism, and Aggregation, but are adjusted to a new dynamic and ambition. Despite aspiring to the same, these values show a wider range of positioning and a greater concern with the awareness of our Football inside and outside borders.
MISSION
AGGREGATION
To guarantee the excellence of the organisation of professional competitions, in full respect for the economic and financial sustainability of the institution and its members.
Create the conditions to uphold the best interests of football.
CREDIBILITY In all aspects, both in competitions and in business management;
VALUES TALENT
ENTERTAINMENT
Gather the ingredients so competitions are increasingly spectacular, inside and outside the stadiums;
Both in competitions and their participants, as well as in the industry as a whole;
VISION
To establish itself as one of the most important Leagues in Europe, permanently on the path of good international practices, while economically and sportively enhancing Portuguese Professional Football.
VALUE PROPOSITION Football with Talent
| 2019-20 SEASON | ACTIVITY PLAN | 9
2.2 GLOBAL STRATEGY The future strategy of Portuguese Professional Football should be geared towards its (re)positioning
The alignment of national Professional Football with recent technological and digital advances is
in the Top 5 European Leagues, as well as for increasing its economic and sporting value.
also fundamental. At this stage, it is essential to invest in strategic partnerships (e.g. LaLiga).
Capitalising on its strong strategic vision, its professional and qualified management, along with
The commitment to the globalisation of Portuguese football is an equally vital path to follow, capi-
its skills in contract negotiation, Liga Portugal has sought to enhance its professional competitions.
talising on the advantages of existing specific know-how, particularly with regard to scouting and
These have been achieved by involving highly-reputable, quality partners, and by executing rele-
training of players and coaches.
vant projects.
The establishment of partnerships along with the definition of a concerted strategy in international
At the same time, Liga Portugal needs to assert itself more as an agent that promotes change. For
markets - especially in countries that have players and coaches playing in Portugal, as well as in
this, it needs greater visibility and protagonism in a national and international context, as well as a
countries that attract Portuguese players and coaches - are key to the success of this strategy.
model of governance that is more suited to the challenges it faces.
The leadership of Liga Portugal, with the intervention axes and the global strategy in mind, defined
It is equally important to change course according to the valuation of Portuguese Professional
five strategic axes for the 2019-23 cycle.
Football competitions, making them more competitive, more sustainable in financial terms, and
The long-term partnership established between Liga Portugal and EY has been instrumental for the
more transparent.
cycle of growth of Portuguese Professional Football.
The future strategy should also boost the industrialisation of Portuguese football, giving priority to its
Thus, several documents were drawn up with the aim of democratising and increasing transpa-
commercial value. Football is an entertainment show, so needs to be sold as such. Good internatio-
rency in the sector. Among these, are the Portuguese Football Yearbook, and the Liga Portugal
nal practices suggest that Liga Portugal should reinforce all aspects that contribute to increasing its
Strategic Plan 2019-23, which served as the basis for defining the approach to be implemented in
spectacularity, thus making it more marketable. At this level, it is absolutely crucial to adopt a con-
this new cycle.
certed strategy between clubs, that overcomes the constraints of the existing cultural paradigm
The constant and continuous work - within the scope of this partnership - involved an exhaustive
and promotes social dialogue.
gathering of information. This allows us to understand the dimension of the sector and its positioning in the national economy, as well as the paths it will have to follow to achieve the objectives that we set ourselves.
February 2018
March 2019
May 2019
July 2019
Strategic Diagnosis Extensive consultation work with the aim of a more indepth knowledge about Portuguese football, as well as Liga Portugal and its role in European and World football.
Strategy and Action Plan 2019-23 Strategy and action plan to respond to the existing challenges and constraints, aiming to position Portuguese football among the five main European leagues and promoting it as a business.
Business Plan 2019-23 Document of an operational nature and internal jurisdiction of Liga Portugal, with the Financial Plan associated with the implementation of the actions identified and presented in the Strategic Plan for the 2019-23 cycle.
| 2019-20 SEASON | ACTIVITY PLAN | 11
2.3. STRATEGIC OBJECTIVES This action plan is based on the presentation of the concrete actions to be carried out within one year. These are based on the main strategic objectives that have been macro-defined for the 201923 cycle, and which have contextualised the following four action plans. Thus, the strategic objectives for the 2019-23 cycle are:
1
COMPETITIVENESS
2
INTERNATIONALISATION
3
SUSTAINABILITY
4
INNOVATION
Stimulate the competitiveness of competitions, by planning for the best structure for their competitive models and frameworks;
Invest in global expansion, seeking to project Portuguese Professional Football beyond borders, as well as to diversify its sources of revenue;
Ensure the financial sustainability of Sports Companies, through effective implementation of demanding rules for enrolment in competitions;
Promote an active policy for technological innovation as a catalyst towards an honest and healthy sports environment, as well as for emotional and commercial ties with fans;
5
6
7
8
INTEGRITY
Stimulate the adoption of a joint, across-the-board strategy to combat manipulation and corruption by actors in football, to ensure the integrity of the sport;
9
BUSINESS
Counter some of the cultural idiosyncrasies that hinder the implementation of a more advantageous business model;
12 | ACTIVITY PLAN | 2019-20 SEASON |
STRATEGY
Develop commercial strategies that meet the new consumer profile and their needs;
10
GOVERNANCE
Implement a new governance model - simultaneously democratic, agile, and reliable - that promotes a modern management of Liga Portugal.
APPRECIATION
Contribute towards the qualification and increase in value of the show, stimulating the interest of partners and boosting a greater economic return;
11
REFLECTION
Prepare for reflection of new challenges faced by Sports Companies in relation to their audiovisual rights.
DIALOGUE
Contribute to social dialogue, converging the interests among the protagonists of the game;
| 2019-20 SEASON | ACTIVITY PLAN | 13
2.3 STRATEGIC AXES OF INTERVENTION The strategic objectives of Liga Portugal for the 2019-23 timeframe were clearly defined. These objectives of an operational nature are translated into five axes of action and development, resulting in 90 areas of concrete action. For each strategic axis defined, a set of objectives was identified. These will be delivered in 90 specific actions and projects. Despite the development of a 4-year Strategic Plan, it is in the document now presented as the Action Plan where the tasks to be implemented are materially and financially laid out.
1 1. Approve and implement a new model of credible, democratic, and professional governance that facilitates decision-making and ensures greater transparency and accountability of management at all levels. 2. Promote a study to gauge how the organisation is perceived by its primary stakeholders, assessing the positioning of the institution and devising strategies that promote the brands associated with Portuguese Professional Football. 3. Develop a Liga Portugal - Sports Companies Trainee Programme, in order to acquire and retain talent. 4. Strengthen the organic structure of Liga Portugal to keep up with growing needs, allowing for the development and implementation of future strategies and projects. 5. Raise the degree of professionalism of management at the upper and middle levels, as well as increase the degree of academic qualifications and international experience of staff. 6. Adopt a policy of continuous training, allowing for the flow of professionals between Liga Portugal and the various football institutions across the world. 7. Postgraduate in Management: capitalise on the current postgraduate degree to attract international expertise for the purpose of internal training.
AFFIRMATION OF LIGA PORTUGAL
Strategy for greater visibility and protagonism of Liga Portugal. 8. Postgraduate in Marketing: carry out a postgraduate degree in Marketing in Professional Football, in partnership with the Universidade Católica de Braga’s Faculty of Communications. 9. Institutionalise a follow-up session of the strategic plan on a six-month basis. 10. Promote a semi-annual staff meeting. 11. Consolidate the reporting and accountability policies. 12.Expand and optimise funding sources, focusing on commercial activity and thus strengthening the financial position. 13.Promote a support study to evaluate the feasibility of negotiation in the future of television rights. 14. Create a Centre for Studies and Research on Portuguese Professional Football, in close collaboration with the academic world. 15. Think Tank: further the concept of think-tanks, stimulating synergies and complementarities with other entities. 16. Use the Ambassadors’ project to positively promote football, its culture, and the values of Liga Portugal and its competitions. 17. Reformulate and resize Liga Portugal’s marketing strategy, seeking to free the institutional side from the more operational side.
18. Promote a new agenda with the media, political and sports actors, as well as international organisations, thus adopting a more interventive strategy in the various theatres. 19. Present a multimedia mega-campaign that highlights the advantages of aggregation for those involved in professional football. 20. Carry out studies for the implementation of collective actions aimed at the qualification of Sports Companies. 21. Activate the Football Foundation, placing social responsibility at the service of the brand. Launch an emblematic social responsibility initiative per season. 22. Liga Portugal Headquarters: Implement/requalify the best infra-structural conditions to accompany the evolution of needs for the coming years. 23. Create an integrating, dynamic, and modern observatory on the phenomenon of football in Portugal. 24. Brand Equity: develop a strategy to position Liga Portugal alongside major brands, in order to promote institutional growth on par with top European leagues.
2
APPRECIATION OF COMPETITIONS
Strategy for greater transparency and better regulation of Portuguese Professional Football
25. Develop a digital tool to monitor accounts of Sports Companies, e.g. financial ratios vs targets defined by UEFA, supported by an alert system. 26. Consolidate the Licensing Manual for participation in national competitions, based on the standards of European competitions. 27. Renew the conditions for participation in competitions. 28. Create an official Liga Portugal bookmaker, which will be a driver for new revenues. 29. Create a progressive framework for the implementation of Financial Fair Play targets, inspired by the parameters of Financial Fair Play of UEFA 1.0 and Financial Fair Play of UEFA 2.0. 30. Analysis of Foreign Investment: collaborate with government and administrative authorities on key topics in order to capture international investment in Portuguese football. 31. Pact for Football: create a document on values to be promoted and codes of conduct to be adopted by agents of football. 32. Improve Fair Play prizes, adding rewards and increasing media exposure. 33. Promote the Liga Portugal Work Groups that bring together the technicians with influence at a club-management level.
34. Study the possibility of implementing Goal-line Technology (GLT) in Liga NOS. 35. Introduce technology to support game analysis (e.g. tactical feed), as well as automatic analysis (e.g. tracking available to all teams). 36. Further develop existing platforms with the addition of new features. 37. Create the concept of Fan ID for the accreditation of all football fans who go to the stadiums. 38. Institutional Information: create a data link between Liga Portugal and the Portuguese Football Federation. 39. Develop training courses for sports commentators. Provide information to promote the positive element of football.
3
INDUSTRIALISATION OF PORTUGUESE FOOTBALL
Integrated strategy for greater commercial value of the game, managed as a business
40.Lead campaigns to encourage fair play and the promotion of the game together with fans. 41.Increase the creation of educational, festive, positive, and civic content for football as a sports show for families. 42.Promote a study on the current consumer profile, configuring differentiated commercial strategies for the different supporter profiles. 43.Develop training courses and forums for various types of football agents, including players, coaches, match officials, team officials and representatives. 44.Stimulate the presence of families at stadiums with a programme of initiatives aimed for this purpose. 45.Pink Fan: encourage the presence of women, with a range of initiatives aimed at this segment. 46.Audience: develop engagement mechanisms with clubs, which contribute to obtaining higher attendance rates. 47.Violence in the Game: devise a campaign for the eradication of violence in the sport, in conjunction with the Authority for the Prevention and Combat of Violence in Sport. 48.Set up, in partnership with broadcasters, a weekly programme to be held in the vicinity of a stadium.
49.Conduct a study for the optimisation of the competitive model and identification of the best structure among competitions. 50.Television Broadcasts: draw up a proposal for a performance guide that harmonises the recording, production, and broadcasting of games, and that promotes the show. 51.Promote the classification of stadiums and accessibilities with the elaboration of specifications. 52.Fan Zones: develop and promote their proliferation. 53.Implement a campaign to promote a status of tax benefits for footballers. 54.Advocate before the right authorities for the reduction of VAT to 6% on tickets for football matches. 55.Sports accidents insurance: defend a clear objectivity of the law to reduce the insurance premiums paid by Sports Companies. 56.Aim to increase the properties for the naming sponsor. 57.Prepare a feasible and measurable Business Plan.
| 2019-20 SEASON | ACTIVITY PLAN | 15
4
BETTING ON DIGITAL Strategy to accelerate digitalisation at Liga Portugal and in Portuguese football
58.Establish an autonomous Digital Department with an appropriate budget and structure for future challenges. 59. Further the development strategy of channels, with the creation of a study to maximise their return. 60. Implement a new model of communication between advertising and marketing. 61. Improve the Liga Portugal digital platforms for the purposes of branding and buzz, for better generation of traffic and conversions (CRM/FRM development). 62. Develop a study that analyses the tools to be used (e.g. SEO, CRO, etc.), as well as the return on investments in digital marketing. 63. Encourage Sports Companies to define and implement a digital strategy through the creation of specific digital guidelines. 64. Produce digital content that stimulates the increase in fans from different geographies to their idols playing in national competitions. 65. Use international bloggers and YouTubers to promote the spectacularity of competitions and their participants.
16 | ACTIVITY PLAN | 2019-20 SEASON |
66. Partners: seek solutions for the development of projects with major players in the digital world. 67. Develop an integrated e-commerce platform (together with the Sports Companies) for the online sale of merchandise. 68. Define a sponsoring strategy. 69. Reinforce the commitment to eSports and gaming. 70. Qualification and international appreciation of the eLiga. 71. Create, classify, and promote the concept of e-Fan internationally. 72. Improve digital content via the LIGA TV channel (in the form of a video-on-demand and/or webTV platform). 73. Digital Media Operator: implement a digital media operator creative strategy (in the form of a video-on-demand and/or webTV platform)
5
INTERNATIONALISATION OF LIGA PORTUGAL
Strategy to obtain a significant international appeal for Liga Portugal
74. Draw up an internationalisation plan for Liga Portugal, including adequate human, material, and financial resources. 75. Formally create the “Internationalisation Department” within the internal organisation chart of Liga Portugal. 76. Promote a study to support the assessment of the viability of negotiations for international television rights in the future. 77. Prepare a roadshow for international bid placement. 78. Design and implement collective actions and/or joint projects to finance internationalisation (e.g. PT2020). 79. Set up Liga Portugal shops in the main airports in Portugal. 80. Create simultaneous Fan Zones for Portuguese communities outside of Portugal. 81. Foster greater proximity to international agencies. 82. Form partnerships with relevant international players. 83. Develop and implement the internationalisation process for the Taça da Liga. 84. Carry out training sessions and develop consulting and training projects in countries belonging to the PALOP countries.
85. Use the Ambassadors as promoters of Liga Portugal, its competitions, and the Sports Companies in foreign markets. 86. Create a database of players with varied audiovisual content that allows for the development of content to be broadcast in international media, thus facilitating interactions with international partners and enriching the Liga TV channel. 87. Participate in international fairs to promote Liga Portugal and its competitions. 88. Create international competitions (e.g. Torneio Quadrangular, Copa Ibérica). 89. Cooperation: define protocol allowing the joint use of international offices. 90. Adopt LaLiga as a strategic benchmark.
All actions to be implemented must be measured in results and be consistently geared to achieve the five strategic axes. Liga Portugal intends to play an increasingly interventive role with regard to the services it provides to Sports Companies, as well as in the search for a financing model that allows for higher levels of income for Portuguese Professional Football in general, and, more specifically, for Liga Portugal. In addition to developing actions of greater commercial and promotional coordination with Sports Companies, such as developing an internationalisation plan that can be supported by European funds, developing commercial proposals with higher levels of integration, as well as finding new drivers of revenue, such as consultancy, marketing of official products, training, generation of information, among others. This path of diversification for the source of revenues by Liga Portugal is already being followed. However, new projects need time to reach economic maturity. The fact that Liga Portugal is simultaneously implementing all of its investment projects means that everyone is still in a phase of development instead of economic and financial maturity.
| 2019-20 SEASON | ACTIVITY PLAN | 17
3. 2019-20 SEASON Competitiveness and emotion continue to shape Portuguese Professional Football. The three Liga Portugal competitions are characterised by the quality of the show and the game’s intervenients.
SL Benfica kick off the 2019-20 season as hol-
second on this list. The Top Scorer also came
to repeat, or even improve, in 2019-20. Howe-
of some is the downfall for others, especially in
ders of the National Champion title - secured
from SL Benfica: Seferovic wrapped the sea-
ver, their other opponents will certainly have
a Liga NOS that has not lacked competitive-
in Round 34 of last season with an expressive
son up with a total of 23 goals - three more
a say in this. Sporting CP, Liga NOS’ 3rd-pla-
ness. There were plenty of nail-biting emotions
(4-1) victory over Santa Clara. The Luz club
than second-placed Bruno Fernandes.
ced team, as well as SC Braga and Vitória SC,
right down to the last minute of the relega-
entered the final round only needing a draw,
As far as defending is concerned, it was the
complete the league’s Top 5, which means
tion battle to see who would be the last team
which would grant them 1st place and their
blue and whites who stood atop the podium,
that these are the teams that will represent
to head to LigaPro for 2019-20. GD Chaves
37th league title. FC Porto, however, promi-
with only 20 goals conceded, shadowing
Portuguese Professional Football in European
lost to a direct opponent, CD Tondela, and
sed not to give up, ultimately losing out only
Benfica’s number of 31. A statistic worthy of
competitions. It is also a special season for Gil
couldn’t resist the cruelty of numbers. The
due to their main rival’s result.
note: there were 826 goals scored in the Liga
Vicente, which, after 13 years of the “Mateus
team from Trás-os-Montes thus joined CD Na-
The National Champion finished the season
NOS this season - exactly the same number
case”, have been reinstated in Liga NOS. The
cional - relegated on Round 33 - and CD Fei-
with the best attacking record, having scored
as those scored in 2017-18. These are figures
Barcelos team joins the top league for 2019-
rense, which, with only 20 points earned, had
103 goals - 29 more than FC Porto, who were
that both SL Benfica and FC Porto will want
20 and promises for an exciting return. The joy
already consummated their fate long ago.
| 2019-20 SEASON | ACTIVITY PLAN | 21
Competitiveness. This is the word that de-
over their direct opponents, evidenced by
team finished the season with 43 points (the
fines the 2018-19 LigaPro season. Matters
their numbers and the 20-point advantage
same as Ac. Viseu and UD Oliveirense), yet
were successively postponed until the end,
over 3rd-placed Estoril Praia. The final round
were only 3 points (!) clear of 16th-placed
particularly regarding relegation to the
would come to confirm this reality, with FC
FC Arouca, who could not avoid relega-
Campeonato de Portugal. As for promotion
Famalicão - having only a small chance of
tion. SC Braga B and Vitória SC B followed
to the Liga NOS, FC P. Ferreira, led by Vítor
aspiring to 1st place - losing their match at
that same downward path and will no lon-
Oliveira, were the first team to clinch that
Estoril.
ger be part of the professional leagues.
spot - even if the league title was only won
Back to intense battles. Numbers are our
Two more teams will move up from the
on the last round after a win (2-0) over CD
best ally, and all it takes is a look at 10th-pla-
Campeonato de Portugal and join the
Cova da Piedade. The team from the Ca-
ced SC Farense’s point tally to realise that
2019-20 LigaPro season. However, these are
pital of Furniture showed their supremacy
emotions were running high. The Algarve
still to be decided over promotion playoffs.
| 2019-20 SEASON | ACTIVITY PLAN | 23
Four months after having reached Spor-
3-1 advantage to seal the title.
ted aside Pedro Proença, the “Dragons”
ting CP’s presidency, Frederico Varandas
This was, in fact, the team from Alvalade’s
and “Eagles” went head to head in a har-
achieved a much-desired title. This was the
modus operandi to reach the final, after
d-fought “clássico”. Brahimi gave FC Porto
first silverware for the new leadership team
having defeated SC Braga in the cup’s
the lead, but Rafa Silva levelled the score.
and Marcel Keizer, won from the spot-kick
semi-final in a game that also ended in a
Marega would then restore the lead for FC
over a penalty shootout. The Allianz CUP
draw (1-1) after regulation time. Dyego Sou-
Porto, and Fernando Andrade sealed the
final between FC Porto and Sporting CP en-
sa scored early (3’) for the hosts, but, still in
blue and white victory. This result meant Ser-
ded with a draw (1-1) after regulation time,
the first half, Sebastián Coates equalised
gio Conceição’s team were through to the
with the “Lions” ultimately securing the win.
at the 37’ mark. The scoreboard remained
final. All in all, it was a competitive Allianz
Curiously, it was FC Porto who scored first.
unchanged right to the end, where Marcel
CUP with huge success - both inside and
Fernando Andrade waited until the 79th mi-
Keizer’s team would go on to show their su-
outside the stadium.
nute to break the deadlock, but Bas Dost
periority in the penalty shootout, winning by
In the Fan Zone, there was no time for rest,
left it to the dying seconds of the match
4-3.
with daily activities filling Braga’s city centre.
(90+2’) to put one past Vaná Alves and
In the other semi-final, the first one, FC Porto
From the Liga Portugal Ambassadors, to the
bring the score level. The late equaliser
overcame SL Benfica to make it through to
presence of Rádio Comercial and SportTV,
meant the game would be taken to penal-
the final. With the presidents of both clubs,
as well as the Fan Music, there were many
ties, which Sporting came out on top with a
Pinto da Costa and Luís Filipe Vieira, sea-
fun reasons to visit this area of the city.
| 2019-20 SEASON | ACTIVITY PLAN | 25
Teams in the 201
Competitions 9-20
4. OPERATIONAL OBJECTIVES 2019-20 To ensure that, strategically, the defined actions will allow reaching the objectives set for the four-year period, short-term strategic objectives were identified. These allow for maturity to be reached in the short and medium-term.
Operational Objectives 2019-20
Financial Objectives
Commercial Objectives
Total revenue target
€18,183,770
Commercial revenue target
€13,749,980
Target Debt Ratio (P/CP)
Distribution of income to Sports Companies target (services, products, and financial value)
164% Total target operating results
€7,926,240
€1,022,880 Target Solvency Ratio (CP/P)
T61% Average payment deadline to suppliers
New sponsorships target
€750,000 / season
30 days
| 2019-20 SEASON | ACTIVITY PLAN | 31
Advertising and Communication Objectives LIGA PORTUGAL WEBSITE
● Page views - 11,000,000 ● Unique users - 2,000,000 ● Sessions - 4,000,000
FACEBOOK FUNDAÇÃO DO FUTEBOL
VIRTUAL LIGA NOS (APP & DESKTOP)
LIGA PORTUGAL APP ● Screen views - 40,000,000 ● Total users - 160,000 ● Active users - 125,000 ● Sessions - 14,000,000
● Screen views - 65,000,000 ● Unique registered users - 100,000 ● Sessions - 18,000,000
POSTGRADUATION FACEBOOK
LIGA PORTUGAL INSTAGRAM
LIGA PORTUGAL FACEBOOK • ● Number of Followers - 75,000 ● Interactions - 27,000,000 ● Reach - 15,000,000 ● Post Engagement Rate % (Average) - 0.20%
ELIGA PORTUGAL INSTAGRAM
● Number of Followers - 10,000
● Number of Followers - 2,500
● Number of Followers - 450,000
• ● Number of Followers - 5,000
● Interactions - 2,000,000
● Interactions - 50,000
● Interactions - 160,000,000
● Interactions - 60,000
● Reach - 1,400,000
● Reach - 25,000
● Reach - 40,000,000
● Reach - 40,000
● Post Engagement Rate % (Average) - 1.90%
● Post Engagement Rate % (Average) - 0.20%
● Post Engagement Rate % (Average) - 2.50%
● Post Engagement Rate % (Average) - 15.00%
LIGA PORTUGAL YOUTUBE
LIGA PORTUGAL LINKEDIN
LIGA PORTUGAL TWITTER
● Number of Followers - 370,000 ● Interactions - 35,000,000 ● Reach - 16,000,000 ● Post Engagement Rate % (Average) - 0.80%
INCREASE LIGA PORTUGAL AND ITS COMPETITIONS’ AVE
● Expected user base - 60,000 ● Number of Subscribers - 2,000
● Number of Followers - 4,000
● CTR% - 3.50%
● Interactions - 400,000
● Interactions - 100,000
● Open Rate % (Average) - 22%
● Video views - 70,000
● Post Engagement Rate % (Average) -
● Bounce Rate % (Average) - 1%
5.00%
● Unsubscribe Rate % (Average) - 0.35%
INCREASE STADIUM ATTENDANCES
• ● €1,300 million AVE in Liga NOS ● €160 million AVE in LigaPro
● 3.7 million spectators for Liga NOS
● €240 million AVE in Allianz CUP (including
● 550 thousand spectators for LigaPro
Final Four)
● 300 thousand spectators for Allianz CUP
● €97 million AVE in Allianz CUP Final Four
________________________________________
32 | ACTIVITY PLAN | 2019-20 SEASON |
CRM - LIGA PORTUGAL EMAIL MARKETING
5. ACTION PLAN 2019-20
Liga Portugal is structured into a group of departments that guarantee the execution of actions and that allow leveraging the defined strategy, enabling the previously laid out objectives to be met.
The projects and activities to be developed can be classified into two large groups:
ct
je o r l p ities a s r iv ve act s n
d
n sa
Tra
which in many situations are led by one of the departments - require the joint, organised, and unified participation of the various departments, and are therefore transversal to the entire organisation;
36 | ACTIVITY PLAN | 2019-20 SEASON |
Pro
je sp cts a ec n de ific d ac pa to t rtm ea ivitie en ch s despite contributing to the whole, these are t concentrated and developed in a specific way by one department.
The various departments also develop a set of actions that, although not isolated, are specific to each department. These tasks are aligned with the strategic orientation, as well as with the objective of achieving the goals set by the organisation.
5.1 TRANSVERSAL
PROJECTS AND ACTIVITIES
38 | ACTIVITY PLAN | 2019-20 SEASON |
3
2
1
LIGAPRO
LIGA NOS
KICK-OFF
4
5
ALLIANZ CUP AND FINAL FOUR
WORKING GROUPS AND ANNUAL CONFERENCES
6
8
7
COPA IBÉRICA
PRESIDENTS’ SUMMIT
TALENT HUB LIGA PORTUGAL
9
10
11
MATCH CENTER
THINKING FOOTBALL
SOCCEREX
| 2019-20 SEASON | ACTIVITY PLAN | 39
Kick-Off 2019-20
● Continue to award official prizes, boos-
● Monitor home-grown and Under-23
Leading the launch of the season, Kick-Off
ting the competition’s talent and promo-
players, using the LigaPro match reports,
marks the beginning of professional com-
ting the best professionals and the various
ensuring that the Sports Companies inclu-
petitions held by Liga Portugal: Liga NOS,
stakeholders of Liga Portugal;
de the minimum number of these players
LigaPro, and Allianz Cup.
● Define the concept of delivering the tro-
required by regulation, in order to enable
It is intended to be the first significant mo-
phy to the winner, so that, at the beginning
the training of the young Portuguese pla-
ment of the season, both in the Portugue-
of April, it is possible to approach the res-
yer;
se football scene and in society in general.
pective Sports Companies in order to make
● Develop new opportunities and cam-
The event will feature the draw for all three
them cognisant of the planned event;
paigns to promote the competition and its
competitions, with an award ceremony to
● Promote the competition in a 360º logic
young talents, while also emphasising the
be broadcasted on television.
(fans, families, sponsors, partners, commu-
continuity of the LigaPro magazine - un-
////////////////////////////////////////////////
nity, and tourists), to increase the number of
der the care of Liga Portugal, and others;
spectators at Liga NOS stadiums;
● Develop a campaign to attract new
● Restructure the model of commercial ex-
sponsors and/or partners for award cere-
PIn addition to the usual planning of the ga-
ploitation of properties that can be marke-
monies and other initiatives, as well as for
mes and their scheduling - ensured by the
ted in this competition, with the support of
other assets still available in this competi-
Competitions Department - this competi-
the Sports Companies;
tion, with a view to boost its exposure;
tion will require the integration and partici-
● Develop the Competition Manual;
● Encourage broadcasters to improve
pation of the various departments of Liga
● Increase technological integration, na-
the quality of match transmission (cur-
Portugal, always in constant communica-
mely in terms of the competition’s manage-
rently all are broadcast via conventional
tion and coordination.
ment and operational applications.
operation or streaming);
Throughout the season, there will be a set of
////////////////////////////////////////////////
● Define the concept of delivering the
Liga NOS
actions aimed at promoting and projecting
trophy to the winner, so that, at the be-
it, namely:
LigaPro
● Define new brand initiatives for the 2019-
The focus of Liga Portugal for this compe-
the respective Sports Companies in order
20 season, together with sponsors and
tition is to find a new naming sponsor for
to make them cognisant of the planned
partners, as well as in cooperation with the
LigaPro, giving the league greater visibility.
event;
Sports Companies, television operators,
It also envisages the implementation of fac-
● Develop the Competition Manual.
and other sports agents;
tors aimed at the requalification, professio-
////////////////////////////////////////////////
● Implement an opening ceremony to ce-
nalisation, increasing value, and promotion
lebrate the start of the League;
of LigaPro, namely, through higher-quality
● Ensure greater media exposure for this
pitches, infrastructures, and organisation.
competition, with a view to increasing its
In a coordinated manner, a set of actions
advertising value equivalency (AVE);
will be carried out over the 2019-20 sea-
● Create new opportunities with spon-
son:
sors and partners, namely in terms of their
● Implement a Stimulation Plan for Liga
clients’ engagement and experiences with
Pro, already defined during the 2018-19
the game;
season;
ginning of April, it is possible to approach
| 2019-20 SEASON | ACTIVITY PLAN | 41
Allianz CUP and Final Four
more stability to the competition. From an
brand initiatives in the various stages of the
dium activities;
Allianz CUP has stood out for its entertaining
operational point of view, this allows for a
competition;
● Coordinate all players involved: from
show, full of emotion, revealing a very inte-
better streamlining of the event, providing
● Ensure the organisation, support, and
the host city to the security forces, sponsors,
resting return per Euro invested.
for a more efficient and cost-effective im-
coordination of draws & fixtures throughout
clubs, and other entities;
The strong investment in the #semanado-
plementation.
the competition;
● Consolidate creative ways to involve
futebol (#footballweek) concept - with the
For the next edition, we intend to find new
● Organise all the operational mechanics of
sponsors and to attract new partnerships;
creation of a Fan Zone in the centre of Bra-
formulas to attract even more fans and part-
the stadium in order to hold the Final Four in
● Provide all conditions necessary to the
ga, where ancillary activities took place - re-
ners to the #semanadofutebol.
all aspects, including ticketing, game organi-
teams involved;
gistered, yet again, a much higher adhesion
This way, concrete and integrated actions
sation, transport, accommodation, catering,
● Together with television operators and
rate than previously anticipated. More than
are ensured by the various departments to
accreditation, security, signage, promotion,
the media, develop a greater interest in this
200 thousand fans participated in the nu-
achieve common objectives, highlighted for
communication, protocol, marketing opera-
competition. This may entail creating more
merous activities that took place in the Fan
this season:
tions, ceremonies, among others;
interactive content that better appeals to
Zone.
● Consolidate the naming of the cup and
● Develop several marketing, communica-
fans;
In 2020, the Final Four will take place in the
ensure greater media exposure for the com-
tion, public relations, and promotional tools
● Create and implement the integrated
last week of January. Braga will, once again,
petition, as well as the sponsors associated
to create awareness and consolidate acti-
promotion and communication plan for the
host the Final, for the third consecutive time.
with it;
vities already implemented, such as eSports,
competition over the three stages.
From a competitive point of view, this brings
● Develop and implement Allianz CUP
Fan Music, Fan Race, among other non-sta-
////////////////////////////////////////////////
42 | ACTIVITY PLAN | 2019-20 SEASON |
ANNUAL CONFERENCES Working Groups and Annual Conferences
working year of the respective Working
lowing areas:
changes and the creation of tools and me-
Groups with the presentation of their pro-
● Competitions;
chanisms that increase efficiency, value, and
The Working Groups at Liga Portugal are
posals and conclusions, which will then be
● Content and Media;
potential of competitions in general, and of
intended to promote a debate between
incorporated into the various regulations.
● Finance;
Sports Companies in particular.
the staff and the Sports Companies’ ad-
Liga Portugal will hold the fourth edition of
● Legal;
Next season, and as presented at the
ministrators, concerning common issues
the Annual Conference, on 2 April 2020,
● Marketing;
Annual Conference in April 2019, a new the-
related to the competition, marketing,
at an event that will take place at the
● Technology;
me will be introduced: Social Responsibility,
advertising, technology, prevention and
José Alvalade Stadium in Lisbon.
● Prevention and Safety;
given the importance that football has, not
safety, as well as legal and financial as-
Five periodic meetings of each Working
● Social Responsibility.
only in sports but in society in general as well.
pects.
Group are scheduled each season to dis-
These groups aim to align the various collec-
Thus, the themes laid out for the 2019-20 sea-
The Annual Conference concludes the
cuss topics of collective interest in the fol-
tive themes, with a view towards regulation
son are as follows:
COMPETITIONS
Competitive framework model; Infrastructure value;
CONTENT AND MEDIA
FINANCE
LEGAL
MARKETING
TECHNOLOGY
Media accreditation;
Financial conditions;
Regulation of Liga Portugal eSports;
Assets;
Digital stadium;
Promotion of competitions.
New technologies in football; Internationalisation of Liga Portugal; Coaching sports agents.
44 | ACTIVITY PLAN | 2019-20 SEASON |
Totonegócio; Sports betting.
Analysis of changes defined by FIFA; Taxation in professional football.
Ticketing / Stadium;
e-Liga;
Internationalisation.
Digital security; Digital football.
PREVENTION AND SAFETY
SOCIAL RESPONSIBILITY
Monitoring the enforcement of the law;
Values in football;
FAN ID; Violence prevention regulations.
Liga Environment; Social responsibility in football.
Liga Portugal Talent Hub
In light of the signals that the Portuguese
The Liga Portugal Talent Hub emerges fol-
football industry is emitting, it is vital that
lowing the success achieved by the first
Liga Portugal increases the demand for the
three editions of the Postgraduate Degree
skills of its professionals. This is an opportu-
in Organisation and Management in Profes-
nity to, through training, share some of the
sional Football and the launch of the new
experience that characterises us, improving
Postgraduate Degree in Advertising in Pro-
the know-how in specific domains.
fessional Football.
Football is an industry which, given the
Liga Portugal inaugurated this new centre
millions that it involves and the growing in-
with the aim of bolstering the professional-
ternational gulf, needs to be more profes-
ism of all agents in football and attracting
sionalised. This means that all its interpreters
new talent to the sector.
must be better trained. The courses are
Parallel to the well-reputed Postgradua-
scheduled to begin in September and will
tion in Organisation and Management
take place at the Liga Portugal headquar-
and a prestigious partnership with Universi-
ters, in Porto.
dade Catรณlica do Porto - which provides a
////////////////////////////////////////////////
unique standard of education in the most diverse fields regarding professional competitions, such as organisation, marketing and advertising, legal framework, Sports Companies management and accounting - the 1st Edition of the Postgraduation in Communication in Professional Football was launched. This course features a technical and scientific degree on par with the best universities in the country and aims to develop the new themes in the sector. Journalism, new media, and ethics are some of the topics addressed in this course. The most recent Liga Portugal course was in partnership with the Faculty of Philosophy and Social Sciences of the Universidade Catรณlica de Braga. Both training courses have a distinguished teaching body, from both the Porto and Braga Universidade Catรณlica, as well as renowned guests from the world of Professional Football.
Presidents’ Summit Last season, Liga Portugal hosted three Presidents’ Summits, in which the top directors of the 32 Sports Companies of professional football competitions were present. Over this past season, key issues for the development of the Professional Football industry were discussed by the Presidents of Sports Companies. In 2019-20, two Presidents’ Summits are planned to be held, further promoting one of the strongest values of Liga Portugal - Aggregation. ////////////////////////////////////////////////
Copa Ibérica
● Promote
The Copa Ibérica (Iberian Cup) takes
the Liga Portugal brand and Portuguese
participating clubs, among others;
place under the cooperation agreement
teams;
● Devise creative ways to engage spon-
signed in September 2017 between Liga
● Organise all the operational mechan-
sors and form new partnerships;
Portugal and LaLiga, aimed at the devel-
ics of the stadium in order to successfully
● Provide all conditions necessary for all
opment of Portuguese and Spanish foot-
carry out the event in all aspects, including
teams involved;
ball.
ticketing, match organisation, transport,
● Together with television operators and
This was the first step taken by Liga Portugal
accommodation, catering, accreditation,
media, develop a greater interest for this
towards the internationalisation of Portu-
safety, design, signage, promotion and
competition. This may involve creating
guese Professional Football and its teams,
production of content, protocol, market-
more interactive content, that appeals
corresponding to the current demands of
ing operations, ceremonies, among others;
more to fans;
this industry.
● Develop several initiatives for market-
● Stimulate football-centric festive days
Last season, Liga Portugal and LaLiga
ing, advertising, public relations, as well as
with the creation of a Fan Zone in Portimão;
Foundation hosted the first edition of the
promotional tools, to generate awareness
● Hold a charity event in conjunction with
Copa Ibérica - Iberian Encounters. Four
and consolidate the competition;
the competition, for about 100 guests.
teams from Liga NOS and LaLiga Santand-
● Define brand initiatives with LaLiga,
///////////////////////////////////////////////
er (Spain) participated in this competition.
sponsors and partners, as well as in coop-
In 2019-20, the second edition of the Copa
eration with Sports Companies, television
Ibérica will be held between 19-21 July in
operators, and other sports agents;
Portimão. The competition will have four
● Create moments with fans, sponsors,
games and will feature four teams: two
and partners, namely in terms of experi-
Portuguese and two Spanish.
ences and engagement with the compe-
Over the course of this competition, a set
tition;
of actions will be set in place to test its pro-
● Promote the competition in a 360º logic
motion and projection, namely:
(fans, families, sponsors, partners, commu-
● Promote the naming of the competition
nity, and tourists), in order to increase the
and ensure a high media exposure of the
number of spectators at Portimão stadium;
event;
● Articulate among all parties involved,
48 | ACTIVITY PLAN | 2019-20 SEASON |
the
internationalisation
of
from the host city, security forces, sponsors,
For reference, in the 2018 USA edition, 78
fessional Football. This event’s programme
In 2019-20, as in previous seasons, the
countries and 91 companies were repre-
features the interventions of the Director of
Match Centre will remain in operation
sented, featuring services and partnerships.
Global Communications of LaLiga, Joris Evers,
throughout the sports season, with the aim
In total, over 120 speakers took to the stage.
and university professor Gisela Gonçalves
of monitoring all matchdays of professional
////////////////////////////////////////////////
(Beira Interior University), among others;
football competitions.
● 2020 Refereeing Lab, held by the Por-
The consolidation of the Match Centre
Liga Portugal is an institutional partner of Soc-
tuguese Association of Football Referees
corresponds to the formalisation and sys-
cerex, an event of international significance
(APAF);
tematisation of already existing practices.
that will take place on 5 and 6 September
● I Forum of Liga Portugal Captains, organ-
These aim to strengthen the professionali-
2019 in Oeiras. The event will discuss several
ised in conjunction with the Players’ Union.
sation in the operational management of
points related to the business of football and
For this season, the second cycle of Thinking
competitions, as well as to provide greater
is scheduled to take place in our country - in
Football is scheduled to take place from 2 to
efficiency and rigour.
Oeiras - for the coming three years.
3 September, bringing together, for a single
////////////////////////////////////////////////
Over these two days, Portugal will be the
week, all those involved in national and inter-
Soccerex
focal point of global football. It is with great
Thinking Football
pride that Liga Portugal has allied itself to this
Last season, Liga Portugal launched the
By joining forces with Soccerex, Liga Portugal
event, which will propagate Portuguese Pro-
Thinking Football cycle of events, which aim
intends to concentrate a multitude of events
fessional Football as a brand around the world.
to encourage reflection, debate, and the
relevant to the Professional Football industry.
Combining synergies with this major global
presentation of proposals related to the fu-
////////////////////////////////////////////////
event, it was decided that this would be
ture of professional football.
an opportunity to conduct an entire week
The first cycle took place from 21 to 25 Jan-
dedicated to the Promotion of Football with
uary, within the context of the Allianz CUP
the completion of various awareness initi-
Final Four. Over these successive days, Hotel
atives for Liga Portugal - culminating in its
Vila Galé, in Braga, brought together agents
presence at the Soccerex event.
of Professional Football, including managers,
Thus, the following events will take place
players, referees, and team officials.
from 2 to 6 September:
During this week, several forums and discus-
● Allianz CUP 3rd stage draw;
sion groups aimed at the presentation and
● Forums with the main Liga Portugal
discussion of topics shared by all agents of
stakeholders;
the sector were hosted.
● Presidents’ Summit;
● I Forum of Liga Portugal Coaches, in an
Match Center
● Swearing-in of the 2019-20 Ambassadors;
initiative jointly organised with the National
The Match Centre - Monitoring Centre for
● Liga Portugal presence at Soccerex.
Association of Football Coaches;
Professional Football - is intended to moni-
This year, Soccerex returns to China in
● Football Associations Meeting, together
tor the matches of three competitions, thus
May, and to the United States in Novem-
with the Braga Football Association;
providing centralised support to the dif-
ber, so having Portugal on its internation-
● Social Dialogue Meeting;
ferent agents involved in the organisation
al tour is an important milestone for our
● 1st Edition of FuteCOM - National Meeting
of matches, including delegates, Sports
internationalisation.
of Communication and Press Offices of Pro-
Companies, referees, press, and sponsors.
national football.
| 2019-20 SEASON | ACTIVITY PLAN | 51
5.2 PROJECTS AND ACTIVITIES SPECIFIC TO EACH
DEPARTMENT
| 2019-20 SEASON | ACTIVITY PLAN | 53
FINANCIAL DEPARTMENT
This department is responsible for the administrative and financial duties of Liga Portugal and is entrusted with a set of specific and transversal activities for the 2019-20 sports season. It is also in charge of the financial and administrative monitoring of the entire organisation and the Sports Companies. • Action Plan and Budget Control • Administrative and Financial Monitoring • LigaPro Infrastructure Fund • Competition Licensing Manual • Totonegócio • Liga Portugal Infrastructure Management • Central Liga • Training Programme 2019-20
Action Plan and Budget Control
with the current needs of Liga Portugal;
ning to the Competition and Financial and
of a digital platform for the insertion of
The action plan is the predictive structuring
● Carrying out budgetary control, by cost
Legal areas, Liga Portugal has prepared
data by Sports Companies, in order to mo-
document that contains all the objectives
centre and project, with quarterly monito-
the Licensing Manual for Professional Com-
nitor various indicators, ensuring sporting
and strategies of the organisation. The va-
ring of the ROC, whose reports will be sub-
petitions.
loyalty.
rious departments will develop their action
mitted quarterly to the management of
These were months of intense work, focu-
////////////////////////////////////////////////
plan based on the available budget for
Liga Portugal;
sed on a single objective, which culmina-
the season, which, once approved, is sub-
● Preparing the annual financial state-
ted in its approval by the Board of Directors
Totonegócio
ject to a rigorous and transversal review by
ments in accordance with the accounting
and was published in Official Communiqué
This process, which began in 1997, was in-
the Financial Department.
standards in force, reflecting in a true and
no. 216, on March 14, 2019. This manual
cluded as a topic in the Financial Working
Each department’s accountability for its
transparent way the existing financial situa-
encompasses, in a single document, the
Group of the previous season. After the
own budget, under centralised control, will
tion, developing the organisation’s Annual
criteria for sports, legal, infrastructure, and
Sports’ Companies also raised the issue
allow - in an efficient and timely manner - to
Report and Accounts.
financial licensing, as well as the timeline
and various aspects of the theme were
detect budgetary deviations, identify po-
////////////////////////////////////////////////
for their presentations and all respective
analysed, it was understood that Totone-
administrative measures for those wishing
gócio should remain in the Working Group
to apply for professional competitions in
for the 2019-20 season, in order to give
tential corrections, and permanently understand the evolution of the budget approved
LigaPro Infrastructure Fund
by the members under General Assembly.
Together with the Sports Companies, Liga
the 2019-20 season.
continuity to the full clarification of exis-
The planning phase will take place from
Portugal will continue to find solutions to
In this context, the Financial Department
ting doubts.
March to May 2020, with financial control
improve the sports infrastructures, so that
- with the support of the Legal Depart-
////////////////////////////////////////////////
taking place on the 8th of each month.
the game is increasingly appealing and
ment - will analyse all the documentation
This is then sent to each other department,
valued by its agents, namely its fans and
submitted by the Sports Companies at the
alerting them of any deviations or poten-
direct intervenients.
beginning of the sports season, relating to
Liga Portugal Infrastructure Management
tial deviations, so that contingency plans
The training of talent in an increasingly
compliance with the different criteria. The
Today, and facing a new paradigm, there
can be activated immediately.
competitive market requires the conti-
department will also be responsible for mo-
is an urgent need to carry out a renova-
////////////////////////////////////////////////
nuous improvement of infrastructures.
nitoring all the information and preparing
tion and upgrade to the current building,
In this sense, Liga Portugal will continue its
all charts and analyses to be provided to
built in 1999. This is required for us to meet
programme of support for Sports Compa-
the Audit Committee.
the current needs both in terms of human
nies for improved infrastructures, in order to
This will include the receiving and analysis
resources, as well as in terms of functional
Through a wide array of activities all across
boost the value of our industry. This finan-
of the reports and accounts of the Sports
and operational areas.
the board, the Financial Department will
cial support/fund derives from the Statutes
Companies, as well as the monitoring of
Following the renovation of the headquar-
ensure the normal functioning of the admi-
of Liga Portugal and arises from the expec-
the Sports Companies’ economic and fi-
ters building, which began last season,
nistrative and financial areas of Liga Portu-
ted positive results of the commercial ex-
nancial sustainability programme.
the remodelling of the exterior and interior
gal, particularly:
ploitation of the Liga Portugal professional
The aim of this programme is to rationalise
of the building will continue to take place,
● Processing all documents on a daily ba-
competitions.
spending in relation to revenues and to list
thus allowing the increase of its capacity
sis, allowing for the monthly closing of ac-
////////////////////////////////////////////////
objective targets in the respective ratios
and the improvement of its staff’s working
that Sports Companies will have to meet,
conditions. Solving the latent shortage of
Administrative and Financial Monitoring
counts on the 6th day of each month; ● Analysing variations in cash-flow needs
Competition Licensing Manual
to balance the industry in general, as well
space and placing the buildable space
and resources on a monthly basis, keeping
In association with the Sports Companies
as the Sports Companies in particular.
at the disposal of the needs of growth and
the treasury budget updated and aligned
participating in the Working Groups pertai-
Plans are underway for the development
organic development at Liga Portugal is a
| 2019-20 SEASON | ACTIVITY PLAN | 55
priority of the Board of Directors.
tage through the reduction of costs. This
Next season, the concept, cost-benefit
project is clearly an evolving one and will
Performance Management and Evaluation System (SGAD)
analysis, implementation strategy, and
certainly reach its state of maturity in futu-
Liga Portugal intends to give continuity to
project finance for a new building will be
re seasons.
the implementation of this Evaluation Sys-
developed in order to build new facilities
////////////////////////////////////////////////
tem, based on the best international prac-
for Liga Portugal. New facilities will allow for
tices in human resources management.
an increase in capacity, an improvement
Training Programme 2019-20
to the working conditions of the staff, and
The continuity of the internal training pro-
and nurture talent, professionalism, and ag-
will generate revenue.
gramme for Liga Portugal employees is
gregation. The system also aims to assess all
The Financial Department will be responsib-
planned for 2019-20.
Liga Portugal employees and expand their
le for the implementation of this project, as
The development of Training Projects has
skills, thus adding value to the organisation.
well as for the management of the existing
become an integral part of the global
////////////////////////////////////////////////
infrastructures, ensuring the improvement
Liga Portugal strategy, from the perspec-
and maintenance of the main headquar-
tive of growth and expansion that ena-
ters building.
bles the enhancement of individual and
////////////////////////////////////////////////
organisational flexibility and adaptability.
Central Liga
Using Liga Portugal’s internal resources, we intend to continue the internal training
The Shared Services Centre - Purchase
programmes, which foster the sharing of
Centre was implemented during the pre-
knowledge and good-practices with the
vious sports season. This Centre provides
rest of the team. This way, the programme
various goods and services - in an aggre-
aims to create synergies, generate value,
gated manner and with better conditions
and share knowledge and good practic-
- to the Sports Companies. The Shared
es with team members. The Training Pro-
Services Centre model is characterised by
gramme was developed under the follow-
the aggregation of service management
ing assumptions:
into a single organisational unit.
● Compliance with legal training require-
This platform is managed by the Finan-
ments;
cial Department, which is responsible for
● In accordance with the survey of train-
the management of this business area,
ing needs for the 2019-20 season;
as well as for the negotiation of all goods
● Effective assurance of knowledge-shar-
and services. The sharing of value chain
ing and increased skills of Liga Portugal
activities between business units, and in
human resources.
accordance with the first balance of the
During the season, the 2019-20 external
value generated in the previous season,
training programme will be coordinated
the corporate strategy of Liga Portugal
and launched, with a view to addressing
and the Sports Companies allowed to
skills that are not developed internally.
feed, albeit mildly, its competitive advan-
////////////////////////////////////////////////
56 | ACTIVITY PLAN | 2019-20 SEASON |
The objective of this system is to increase
COMPETITIONS DEPARTMENT
The core business of Liga Portugal is to ensure the organisation of professional football competitions in Portugal, and the constant analysis of competitive models so that the competitions are self-sustaining. As such, this department represents the focus of Liga Portugal’s activity. The Competitions Department is also responsible for ensuring that all match organisation mechanics are carried out in a normal manner and in full compliance with the applicable regulatory standards. This department liaises with all those involved in the organisation of matches, including security forces, stadium initiatives, municipalities, television operators, among others. For several specific reasons, this department has a number of responsibilities and, every season, performs a series of very unique actions. • Match Scheduling and Sports Calendar • Preparation for the New Sports Season • Sports Accompaniment 2019-20 • Technical Inspection Commission (CTV) • Bid for better pitch conditions • Stadium Licensing • Workshop with the Campeonato de Portugal Sports Companies • Delegates Project • Refereeing and Video-Referee • Analysis of Competitive Competition Models • Accreditation System • Infrastructures Portal • Clubs Portal • Training Courses
Match Scheduling and Sports Calendar
for each respective team, as well as for
● Encourage a closer relationship with the
tory checks throughout the season.
the distribution of official balls for the com-
Sports Companies, allowing for a targeted
Among some of its responsibilities, its ob-
The sports calendar is a fundamental part
petition.
accompaniment, adjusted to reality;
jectives are the monitoring of infrastruc-
of the planning for the sports season. Be-
All the information that is gathered during
● Ensure the conformity of documents
tures, supporting Sports Companies, and
fore the start of each season, Liga Portu-
the match is compiled and inserted into
required for each matchday and season,
overseeing pitch conditions.
gal prepares the sports calendar with the
the e-Liga, one of the platforms used by
always per regulatory standards, including
support of the Permanent Committee of
Liga Portugal’s Competitions Department.
models O, P, L, I, and F;
Bid for better pitch conditions
Calendars and the Sports Companies. This
Training is one of the most important tools
● Ensure that all concerned operational
Liga Portugal intends to continue to provi-
initiative takes place in full cooperation
for the performance development of all
teams have the correct knowledge of the
de guidelines to reduce the asymmetry of
with the Portuguese Football Federation.
intervenients. As such, together with mat-
real scenarios and situations;
the playing fields between the various sta-
Throughout the season, following the
ch, safety, and press delegates, Liga Por-
● Coordination, operation, and proce-
diums, thus providing the best conditions
applicable regulatory norms, Liga Portu-
tugal has been developing two workshops
dural follow-up in the context of e-Liga,
for the sport.
gal - in conjunction with the Permanent
that will take place before and during the
ensuring constant updating of this techno-
As a result, for the second consecutive
Committee of Calendars, the Sports Com-
season.
logical tool, in collaboration with the Tech-
season, Liga Portugal presented the Gui-
panies, and television operators - coordi-
Given that safety is an area that can ne-
nology Department;
de for Grass Pitches, which aims to contri-
nates the match scheduling sessions.
ver be overlooked, every season, there is
● Disclosure of the action plan laid out by
bute to the framework and development
////////////////////////////////////////////////
also an initiative with the doctors in Profes-
Liga Portugal and the winners of monthly
of Professional Football.
sional Football, in full articulation with the
awards to the Sports Companies;
In this sector, where the competitive and
National Association of Football Doctors.
● Approve actions requested by the Sports
technical requirements are at the highest
Preparation for the New Sports Season
These actions make it possible to conso-
Companies promptly, aligning them, when
level, the good state of conservation of
At the beginning of each season, it is ne-
lidate the active communication with
necessary, with the respective regulations;
the pitches is a fundamental condition to
cessary to create, perfect, and adjust do-
Sports Companies, in order to increase
● Verify and validate, following the Com-
guarantee the quality of the game. Fur-
cuments that allow for a fast, effective,
the quality and entertainment of the com-
petition Regulations, the requests for pro-
thermore, this also affects the evolution
clear, and professional contact between
petitions.
motional actions requested by the Sports
of the industry, which depends, to a large
the Sports Companies and the Competi-
////////////////////////////////////////////////
Companies;
extent, on the aesthetic image showca-
● Training with partners in order to coordi-
sed on television broadcasts.
nate procedures and to provide expertise
The Competitions Department - in part-
tions Department. ensure its smooth start to the season - is it
Sports Accompaniment 2019-20
to all intervenients;
nership with the Technical Inspection
necessary to liaise with the Marketing De-
In a transversal manner, and through a wide
● Articulate procedures between the va-
Commission and an external partner - will
partment on operational matters. These
range of activities, this department ensures
rious entities and agents involved, including
maintain the monitoring of pitch condi-
include aspects such as stadium initiati-
the monitoring and support of the various
Security Forces, Liga delegates, match offi-
tions and alert teams when necessary,
ves, event sponsors, vouchers to be awar-
aspects of match organisation.
cials, among others.
in order to achieve the high-quality stan-
ded, ticket layout, backdrops, sponsor
During the 2019-20 season, the focus of the
////////////////////////////////////////////////
dards of pitch that allow for better perfor-
and partner information, among others.
competitions will be:
It is the Competitions Department, toge-
● Monitor the games on a weekly basis, to
ther with the Sports Companies, that is
manage unexpected situations throughout
Technical Inspection Commission (CTV)
responsible for the management of the
the matchdays, such as, for example, pitch
The Technical Inspection Commission de-
wards better pitch quality, the third edi-
entire operation regarding the official kits
conditions;
velops monitoring initiatives and regula-
tion of the prize for best football pitch will
Additionally, before the season - and to
mance during competitions. As a way of rewarding the evolution and commitment of the Sports Companies to-
| 2019-20 SEASON | ACTIVITY PLAN | 59
be awarded this 2019-20 season.
tion in the Campeonato de Portugal.
these sports agents, increasing the requi-
to obtain indicators regarding future needs
Also within the scope of pitch improve-
This introductory workshop allows Liga
rements in terms of knowledge, skills, and
for change and improvements to compe-
ment, Liga Portugal will hold a second
Portugal to provide the necessary in-
performance;
titions.
workshop focused on sharing information
formation on the process of profes-
● Continuing the development of the
Continuous monitoring and analysis of the
regarding the various areas of interven-
sional
establish
SAND platform - Support System for the
statistical data of the three competitions
tion, with the aim of ensuring the imple-
initial contacts with a view to expedi-
Appointment of Delegates, in collabora-
will be carried out. Furthermore, a diag-
mentation of best practices.
ting the stadium licensing procedure.
tion with the Technology Department. This
nosis will be made of the current state of
This workshop will count on the presence
//////////////////////////////////////////////////
new IT platform, at the service of these
affairs, with an evaluation of the internatio-
sports agents, is reflected in greater pro-
nal benchmarking and the delineation of
fessionalism and rigour. The aim of this sys-
a tactics plan and concrete actions for the
of several specialised companies, so as to
competitions
and
to
provide more knowledge and know-how
Delegates Project
in this area.
Delegates are the sports agents who re-
tem is to provide greater objectivity, crite-
promotion of each of the competitions.
present Liga Portugal at each match.
ria, and a historic record of appointments
These actions aim to obtain information on
Their main objective is to help Sports Com-
made.
competitive formats and improvements
Following the best European practices,
panies to comply with current regulatory
////////////////////////////////////////////////
to be considered for the various compe-
Liga Portugal has been anticipating the li-
standards.
censing of stadiums in order to enable the
Thus, Liga Portugal’s commitment to trai-
Refereeing and Video-Referee
timely implementation of sports infrastruc-
ning and the conditions under which de-
Liga Portugal will continue to coordinate
tures conditions.
legates perform their duties is increasingly
with the Refereeing Council of the Portu-
Accreditation System
This is an area of major importance, sin-
important. Currently, Liga delegates have
guese Football Federation all the informa-
Liga Portugal will continue to work on a
ce the appreciation of the competition
support tools that contribute and enhan-
tion and logistics necessary to ensure the
more efficient and secure accreditation
necessarily relies on improving the con-
ce their roles.
operation of this aspect.
system, in conjunction with the Technolo-
ditions provided to the fans, media, and
In each round, the logistics for their
In each round, Liga Portugal will monitor
gy Department. The intention is to create
sports agents.
appointment is prepared, and all the ne-
- per regulations - the implementation of
an automatic accreditation module that
Throughout the season, the Technical Ins-
cessary support for the games is provided.
VAR and all the logistics inherent to the
will allow for the replacement of all cre-
pection Commission will monitor the in-
Throughout the season, Liga Portugal has
system.
dentials, for all events, with a QR code
frastructure: particularly, the pitches, whi-
the support of an external company, se-
////////////////////////////////////////////////
and scanning applications.
ch are the stage for our competition and
lected through an open tender to carry
the first portrait of each stadium.
out the recruitment, appointment, and
Stadium Licensing
Workshop with the Campeonato de Portugal Sports Companies
titions. ////////////////////////////////////////////////
This platform will define and control the
evaluation of delegates. Always under
Analysis of Competitive Competition Models
the supervision and guidance of Liga Por-
The analysis and monitoring of competitive
process at stadiums and will facilitate
tugal.
frameworks will always be a theme that will
the intervention of ARDs (Sports Complex
access to stadiums for each game. This way, it will streamline the identification
We will continue to focus strongly on:
have to be on the agenda of the Competi-
Assistants), increasing the security of all
In order to anticipate access to Liga-
● Valuing the performance of delegates
tions Department. This is in order to monitor
agents involved in competitions.
Pro and to ensure accurate unders-
through the current format of recruitment
the various models in international terms,
////////////////////////////////////////////////
tanding of the rules and regulations
and access to the cadre. The aim is to
and in full articulation with the format of
for access to competitions organised
enhance the skills and performance of
national competitions.
Infrastructures Portal
by Liga Portugal, an annual workshop
these professionals;
Thus, Liga Portugal will continue the analy-
Liga Portugal will keep working on the
is held for clubs fighting for promo-
● Training and continuous evaluation of
sis of current competitive models, in order
Infrastructures Portal, resulting in the in-
60 | ACTIVITY PLAN | 2019-20 SEASON |
tegration of all the information collected
- provided to match delegates, security,
regarding inspections carried out. The
and press.
portal will aggregate the technical data
Moreover, a training session will be carried
sheets of all stadiums, which will be avai-
out with the AMEF (National Association of
lable on the delegate’s tablet and safety
Football Doctors), as well as another ses-
reports, thus optimising the reporting of ir-
sion aimed at sports agents, all in accor-
regular situations.
dance with the guidelines established at
All information collected in the scope of
the Competitions Working Group.
the Technical Inspection Commission will
Once again, priority will be given to trai-
be duly worked and processed through
ning for pitch conditioning.
this portal.
////////////////////////////////////////////////
////////////////////////////////////////////////
Clubs Portal This portal will continue to be developed so that constant contact can be made with sports agents, referees, and delegates, allowing for the sharing and consultation of match information. It will be a portal of communication between sports agents, the Competitions Department, and e-Liga for verification of reports. This tool will allow Liga Portugal to provide all documentation in a secure way, facilitating its access and verification. In this manner, Liga Portugal will continue the dematerialisation that has been implemented, namely via e-Liga. ////////////////////////////////////////////////
Training Courses Training
in
the
various
organisational
areas is a priority for Liga Portugal. The implementation of training for the various agents with specific functions on matchdays has proven to be an added value. For this reason, we will maintain our commitment to training - which is mandatory
| 2019-20 SEASON | ACTIVITY PLAN | 63
LEGAL
AND REGISTRATION DEPARTMENT
This department is structured into two main sections, which act in an integrated and coordinated way for the objectives that are common to the whole organisation. Given its specificity and areas of activity, the Legal and Registration Department is fundamental as a support to Liga Portugal’s activity, as well as the other departments and the associated Sports Companies.
LEGAL • Monitoring of Protocols, Contracts, and Legal Situations • Regulatory Changes, Statutes, General Regulations, Official Communiqué no. 1 (CO1) • Legal Accompaniment and Participation in Legislative Amendments • Football Integrity Unit • Joint Arbitration Commission
CONTRACT REGISTRATION • Registration of Contracts and Registration of Players and other Sports Agents • Wage Compliance for Players • Competition Licensing Manual • TRANSFER V3
LEGAL
Monitoring of Protocols, Contracts, and Legal Situations
The Legal division concentrates its acti-
the competitions organised by Liga Por-
From a comparative law perspective, mo-
tugal will be drafted in collaboration with
nitoring the regulatory evolution of other
For 2019-20, the main activities in this area
the other departments, the Sports Com-
leagues, namely European leagues. This
vity on the interpretation and applica-
will be as follows:
panies that are part of the Regulations
will ensure that Liga Portugal adapts its re-
tion of regulations, as well as on the pre-
● Negotiation of collective bargaining
Working Group, and other entities invited
gulations and processes to the best practi-
paration of a proposal for their revision;
agreements with entities such as the
to contribute to the process.
ces of its counterparts.
on the accompaniment and endorse-
Union of Professional Football Players
Also in this process, it is important to point
The accompaniment of partner entities of
ment of legal actions; on the drafting
and the National Association of Football
out the work that will be developed in the
Liga Portugal - such as the Union of Profes-
and analysis of employment contracts,
Coaches, among others;
Working Groups created with the purpo-
sional Football Players, the National Asso-
provision of services, sponsorships, and
● Consultation and legal support to statu-
se of reflecting the real needs of the sport
ciation of Football Coaches, the Portugue-
others; on the issuance of reports, rulings,
tory bodies, as well as other departments
and the Sports Companies in the regula-
se Football Federation, and the Secretary
and affiliates throughout the season.
and responses to consultations, whene-
tory changes.
of State for Youth and Sports - with which
● Respond to all types of notifications
This department will be responsible for
Liga Portugal maintains close relations and
This division has the fundamental action
and solicitations from courts, enforce-
coordinating the work and meetings of
shared views, throughout the whole sea-
to ensure that the organisation of com-
ment agents, the Judicial Police, Public
the Legal and the Prevention and Safety
son.
petitions takes place in strict complian-
Security Police, National Republican
Working Groups, in order to ensure that
For this purpose, it devises and sets out the
ce with the attributions of Liga Portugal
Guard, the Tax Authority, Social Security,
useful conclusions for the promotion and
position of Liga Portugal, analysing docu-
and the legal and regulatory norms that
and other public authorities and entities;
growth of Professional Football in Portugal
ments and projects whilst providing propo-
are presented at the Annual Conference
sals and contributions to the work of these
in April 2020.
entities.
In this regard, it should be noted that the
////////////////////////////////////////////////
ver solicited, among other activities.
govern them. All while contributing in an essential way to the management of relationships with, and between, Sports Companies and the numerous entities
● Management
of
legal
proceedings
throughout the sports season; ● Internal backing of court cases to which Liga Portugal is a party;
proposals that the department prepares
● Monitoring and refining of the protocols
with the Regulations Working Group will
Football Integrity Unit
and its agents.
signed by Liga Portugal and the various
be presented to Liga Portugal’s mana-
The Football Integrity Unit will maintain its
In this way, it is a division responsible for
partnering entities;
gement for subsequent submission to the
operation in strict collaboration with the
vote of associated Sports Companies at
Sports Companies, the Secretary of State
and organisations related to football
regulatory integrity, acting preventively
● Management of the partnership for coo-
and in a way that supervises the rules
peration between entities such as the
the General Assembly.
for Youth and Sports, the Portuguese Foo-
that govern the activity, serving, addi-
Foreign Borders Service, the Portuguese
////////////////////////////////////////////////
tball Federation, the Union of Professional
tionally, as a driving force behind the
Football Federation and the Union of
process of adapting regulations to the
Professional Football Players, Social Se-
requirements of competitive models
curity, and the Tax Authority.
and the promotion of competitions.
////////////////////////////////////////////////
Regulatory Changes, Statutes, General Regulations, Official Communiqué no. 1 (CO1)
Legal Accompaniment and Participation in Legislative Amendments
Football Players, the Portuguese Association of Football Referees, UEFA, FIFA, LaLiga, as well as the Judiciary Police, Public Prosecution Office, the Santa Casa da
Systematic analysis of legislation in force
Misericórdia, bookmakers, Interpol, and
and in the pipeline, on which it issues opi-
world agencies. This unit will be responsib-
nions and proposals for alteration (contri-
le for preventing and supervising possible
butions) or amendments. This is with a view
match-fixing phenomena, monitoring in-
The proposals to amend the Competition,
to ensuring that the legislation is constantly
ternational reports, controlling complian-
Discipline, and Refereeing Regulations of
adapted to professional competitions.
ce with the principles of financial and
| 2019-20 SEASON | ACTIVITY PLAN | 65
sports integrity, and overseeing transfers.
organisations fighting piracy and counter-
To this end - and continuing the project -
feiting. The project also has the direct su-
the refreshing of knowledge, coaching of
pport of the National Institute of Industrial
tutors, and production of teaching mate-
Property.
rials will be encouraged.
////////////////////////////////////////////////
Through the Match Centre, the department will provide support in all professio-
Joint Arbitration Commission
nal matchdays, regarding integrity issues
The Legal Department will be responsible
in competitions held under the aegis of
for the management and administrative
Liga Portugal.
support to the members of the Joint Arbi-
Commission for the Protection of Intellec-
tration Commission (CAP), particularly the
tual Property
treatment of the files received and dispat-
Given the importance attributed by the
ched, the instruction of proceedings, and
Sports Companies to the fight against the
notifications of dispatch and decisions. This
violation of intellectual property rights, a
department will also be in charge of orga-
team responsible for the implementation,
nising the entire CAP archives.
execution, and maintenance of this pro-
////////////////////////////////////////////////
ject will be created. The aim is to focus on four main areas: ● Product counterfeiting; ● Misuse of trademarks and other distinctive commercial features; ● Television broadcasts; ● Protection of Liga Portugal and Sports Companies’ merchandising. For this purpose, this department will carry out the development of procedures and a platform for the aggregation of complaints from Sports Companies and individuals. Legal support may be pre-judicial or judicial, namely by creating drafts of extra-judicial interpellation, of denunciation to the Public Prosecution Office, private accusation, and other documents necessary to combat piracy. This project includes Liga Portugal, the Sports Companies, ASAE, the Judiciary Police, as well as national and international
66 | ACTIVITY PLAN | 2019-20 SEASON |
each squad, under the regulatory terms.
From the 2017-18 season, registration of
The registration of players and other sports
players became mandatory through this
This division is responsible for all the proces-
agents is made through the TRANSFER di-
platform.
ses associated with the registration of con-
gital platform.
Since July 1, 2018, registration processes
tracts of the various sports agents of the
////////////////////////////////////////////////
of all sports agents, technical teams, doc-
Contract Registration
Professional Football sector in Portugal.
Wage Compliance for Players
tors, and other agents, are also required to be conducted through this platform,
This consists of wage compliance by the
thus dematerialising the entire area of
Sports Companies to players and coa-
transfers and registrations in professional
ches, in the periods defined by the regu-
football.
lations within each sports season.
If requested by the Sports Companies,
To allow the assessment of whether the
training sessions may be carried out to
Sports Companies are complying with the
clarify doubts, receive inputs, and en-
Its primary function is to receive, analy-
aforementioned assumption under the
gage the various people responsible for
se, and register employment contracts
terms of the Liga Portugal Competition
using this tool.
of players and coaches, any changes to
Regulations and Disciplinary Regulations,
////////////////////////////////////////////////
their clauses - and their termination - tem-
at the risk of being penalised/sanctioned
porary concessions and revocations of
otherwise.
these, as well as the registration and licen-
////////////////////////////////////////////////
Registration of Contracts and Registration of Players and other Sports Agents
sing of these players, coaches, and other sports agents in professional competitions.
Competition Licensing Manual
The main stages concerning the act of re-
The Registration Department will collabo-
gistration of contracts and players, which
rate with the Financial Department on the
are closely monitored by this Department,
analysis of the documentation delivered at
will be as follows:
the beginning of the season by the Sports
● Registration periods - July and August
Companies - regarding compliance with
2019; and January 2020;
the mandatory Financial Prerequisites - in-
● Regulatory
(unemployed
cluding all documentation related to salary
player) - September 2019 to February 29,
exception
compliance to players and coaches. Failu-
2020;
re to comply with these prerequisites will re-
● Regulatory exception (injured goalkee-
sult in a penalty/sanction.
per, youth player, among others) - Sep-
////////////////////////////////////////////////
tember to December 2019; and February to June 2020.
TRANSFER V3
As such, validations will depend on the
TRANSFER - a platform for the registration
submission of documents within the es-
of sports agents - is the result of a joint and
tablished deadlines and will control the
constant work between the Legal Depart-
maximum number of players registered in
ment and the Technology Department.
| 2019-20 SEASON | ACTIVITY PLAN | 69
CREATIVITY BOX DEPARTMENT Liga Portugal has been asserting itself as a key player in the promotion and appreciation of the professional competitions it organises. Keeping its core business as the running of competitions, a wide range of new tasks and functionalities have been developed in order for it to comply with the goals set out in its statutes. These include the general guidelines for the promotion, increase in value, and profitability of professional competitions. Thus, several new functional areas were developed, resulting in a large area of operation, designated Liga Portugal Creativity Box. This division is split into two large subdivisions, which naturally contribute towards the same objectives, but that are concerned with the performance of tasks of a different nature, such as:
Marketing, Commercial & Business Development tasks of a more operational nature, ensuring the execution of operational marketing actions, events, among others; actions focused on the financing of Liga Portugal; and where tasks related to the development of new areas of business, research and information are performed.
Content & Media with the responsibility of managing the communication and positioning of Liga Portugal and its competitions, strategically defining its tones of communication, as well as target audiences; the development of the entire digital strategy, both in terms of platform and communications, is this division’s responsibility.
Technological advances have led to pro-
tion between teams. There is clearly a posi-
Liga Portugal brand - and its competitions -
Liga Portugal among its stakeholders, particu-
found global changes, especially regar-
tive relationship between internal commu-
and in finding new sources of revenue.
larly with the Sports Companies and the fans.
ding communications with fans, marketing
nication and corporate effectiveness. Thus,
The Creativity Box Department is hence one
This operational segment is therefore di-
and organisations. The aim of this organisa-
Liga Portugal has defined a functional and
of the vital support teams of Liga Portugal.
vided into two major strategic branches,
tional innovation is to increase the fluidity of
organisational area that is considered fun-
The department aims to develop actions to
each of which aggregates four major areas
communication and the sharing of informa-
damental to increase the awareness of the
increase the penetration and promotion of
of action and operational focus.
MARKETING, COMMERCIAL & BUSINESS DEVELOPMENT
MARKETING
COMMERCIAL AND SPONSORS
CONTENTS & MEDIA
OFFICIAL PRODUCTS
BUSINESS DEVELOPMENT
Official Products
Business Development
STRATEGIC COMMUNICATION
DIGITAL 360ยบ
Strategic Planning of Communication
Digital Strategy
Business Intelligence
Public Relations
Digital Ecosystem Development
Operational Promotion
Consultancy
Relationship with Stakeholders
Digital Applications Management
Internal Marketing
Internationalisation
Crisis Management
Digital Content Management
Events & Marketing Operations Brand Management
Commercial Area Sponsorship Management
Production of Content
MEDIA
Media Management Production of Press Content
AMBASSADORS
Establishing Action Plan Project Implementation
Media Monitoring Events
| 2019-20 SEASON | ACTIVITY PLAN | 71
PROMOTION & COMMUNICATION CAMPAIGNS 2019-20 SEASON In the last four years, Liga Portugal has guided its performance, both in the area of
1. Liga Portugal
operational marketing and in the way it
Liga Portugal Global Positioning
communicates and positions itself, using specific and strategically defined campaigns as its basis.
Football with Talent
As a result, the development of Liga Portugal aims to increase visibility, promote its competitions and products, and create engagement with fans, partners, and Sports Companies. The promotion made through campaigns strengthens the Liga Portugal brand, strengthens its positioning and competitions in an integrated manner and consistent with the
2. Institutional Strengthen Positioning
Events and Activities
Matchdays
guidelines defined for the organisation. Thus, four areas of promotion were identified, which will be the target of campaigns during the 2019-20 season.
3. Competitions
Promotion and Appreciation of Competitions
Events and Matchdays
4. Special Days
Engagement with specific target audiences
Events
72 | ACTIVITY PLAN | 2019-20 SEASON |
Kick-Off
Monthly Awards Final Four Season Ending
MARKETING, COMMERCIAL & BUSINESS DEVELOPMENTOPMENT DEPARTMENT
MARKETING TEAM
LIGA PORTUGAL OFFICIAL PRODUCTS
• Liga Portugal Ball Launch Campaign
• Development and Licensing of Liga Portugal
• Marketing and Promotional Materials
Official Products
• Monthly and Annual Awards
• Development of Points of Sale
• Charm Initiatives
• Management and Operationalisation of
• eSports Competitions • Internal Marketing • Team Building • Liga-nos Sorrisos
Official Products Sales • Development of Liga Portugal Merchandising and Gifts
• Commemorative Dates
BUSINESS DEVELOPMENT
• Christmas Parties
• Development of Studies
• Liga Environment
• Internationalisation of Liga Portugal
COMMERCIAL AND SPONSORS • Management of Sponsorship and Current Partners • Commercial Activity • Creation of Network of Contacts • Monitoring the Return on Investment of Sponsors and Partners
• Development of Cooperation Platforms with International Leagues and Organisations
Liga Portugal Ball Launch Campaign
oped in a digital environment, according
eSports Competitions
to the targets defined. Thus, for the 2019-
In collaboration with Electronic Arts (EA),
This team is responsible for marketing
20 season, the following publications are
last season, Liga Portugal held the first edi-
operations, events, and brand initiatives,
already defined:
tion of the eLiga Portugal tournament - a
among others. It is responsible for en-
● Annual Conferences;
competition included in the FIFA 19 Glo-
suring the delivery of Liga Portugal’s own
● Football Finance Yearbook 2018-19;
bal Series, which counted with the partici-
marketing actions, as well as those defi-
● Action Report 2019-20;
pation of 15 Liga NOS Sports Companies.
ned with partners and sponsors.
● Action Plan 2020-21;
The tournament was played in the FIFA
This team also carries out, in an integra-
● International Women’s Day brochure.
Ultimate Team mode, in a 1v1 format, on
ted manner, the management of the
////////////////////////////////////////////////
the PlayStation 4 platform.
MARKETING TEAM
brand, marketing materials, operational
The first edition of this competition deter-
promotion, signage, and Liga Portugal’s
The professional competitions of Liga Por-
Monthly and Annual Awards
outdoor media, supporting the other
tugal will have a new ball, which will be
The concept of monthly and annual
Portugal.
teams in related operational issues.
presented in June 2019.
awards has been a successful bet by Liga
For 2019-20, the goal will be to consolida-
Many of the activities managed and or-
The new ball will be provided by SELECT; a
Portugal to nurture talent, promoting the
te and promote the new Liga Portugal eS-
ganised by this team will be in across-the-
brand already present in a large number
best among the best, and bringing toge-
ports competition and boost the contest
-board projects, as it ends up acting as a
of European leagues - the most important
ther the various Liga Portugal stakehol-
played in the Allianz CUP Final Four, in Ja-
support or coordinating department for
one being the Bundesliga.
ders.
nuary 2020.
the other crucial areas for the implemen-
The launch campaign aims to boost the
This asset has generated value through its
After the success of its first two editions, it is
tation of Liga Portugal actions.
image of the ball, through influencers
marketing to sponsors and/or by boosting
urgent to start monitoring the commercial
As clubs in Liga Portugal steadily grow
such as Ambassadors, who will promote
the communication and positioning of
and promotional impact of these events.
in popularity, there is an increase in the
the new SELECT ball alongside various
Liga Portugal.
////////////////////////////////////////////////
number of projects and tasks performed
sports agents, stakeholders, and fans.
This concept will be repeated next season
by each collaborator. This team will also
////////////////////////////////////////////////
under the same mechanics.
provide support in the area of internal
////////////////////////////////////////////////
communication and maintaining high le-
Marketing and Promotional Materials
vels of team morale.
The Marketing team is responsible for the
This activity consists of the development of
development of all marketing and pro-
an active policy of networking and proxi-
motional materials supporting the various
mity with the various stakeholders. It pro-
actions and departments of Liga Portugal.
vides premium and exclusive experiences
These include presentations, rulebooks,
for our partners and the governing bodies.
brand architecture, stationery, templates,
These actions should encourage moments
brochures,
signs,
of aggregation, create strong and lasting
outdoor media and decoration, gifts, and
relationships between Liga Portugal and its
souvenirs.
partners so that they feel identified with the
Liga Portugal is preparing an annual pub-
values of the organisation.
lishing plan, which will be printed or devel-
///////////////////////////////////////////////
marketing, in all things related to internal
promotion
materials,
mined the first national champion of eLiga
Charm Initiatives
| 2019-20 SEASON | ACTIVITY PLAN | 75
Internal Marketing
Team Building
● European Week of Sport;
the dynamics of Secret Santa, fostering a
This team is responsible for the set of mar-
Team building offers several advantages.
● St. Martin’s Day;
moment of interaction and exchange of
keting actions focused on the staff of Liga
It is an activity we consider to be funda-
● International Men’s Day;
gifts within this Liga Portugal family.
Portugal, aiming to promote the organisa-
mental in providing new dynamics and
● Liga Portugal Christmas Party;
////////////////////////////////////////////////
tion’s values among all collaborators. Inter-
improving the performance of working
● International Women’s Day;
nal Marketing has assumed a leading role
groups, including:
● Earth Hour;
Liga Environment
at Liga Portugal. The focus is on the com-
● Increase productivity;
● International Day of Sport for Develop-
Continuing this project launched last sea-
mitment of staff to the organisation and its
● Improve communication;
ment and Peace;
son, the aim is to raise the awareness of
associates.
● Maintain morale;
● Easter;
Liga Portugal staff on the importance of re-
● Develop the ability to solve problems;
● Children’s Day;
cycling and to implement practical mea-
● Strengthen the values of Liga Portugal.
● World Blood Donor Day;
sures in the daily life of the organisation,
After the success of the first team-building
● Season closing party;
taking these into account:
initiative, in 2019-20 another event will be
● Staff birthdays, Staff work anniversaries
● Energy-saving;
promoted for the Liga Portugal emplo-
or departures from the organisation.
● Reduction in the amount of waste;
yees. The event will be outdoors, informal,
Encouraging team spirit has a very posi-
● Reuse of materials;
and sports-related, always fostering the
tive impact on people’s performance,
● Recycling - separation of what can be
value of aggregation.
contributing to the union between staff
given a new life.
////////////////////////////////////////////////
and to internal communication, being an
Liga Portugal aims to lead the way regar-
efficient way to promote integration bet-
ding responsible behaviour practices and
ween employees and managers.
in promoting sorting. Internal awareness
////////////////////////////////////////////////
actions will be organised to stimulate the
Liga-nos Sorrisos In 2019-20, the Liga-nos Sorrisos (Smiles Connect Us) campaign will be launched,
Christmas Parties
a positive working environment among all
Replicating two landmark events from last
resources.
Liga Portugal employees. This campaign
season, Liga Portugal Christmas Parties
From an economic point of view, recycling
will not remain behind closed doors, so will
will be organised once again. The Official
leads to a more rational use of natural re-
also aim to bring smiles to young people
Liga Portugal Christmas Dinner is intended
sources. From a social point of view, it in-
and children. Each department will be in-
for the organisation’s human resources,
creases the quality of life and preservation
vited to sponsor a young person or child
while the Kids Christmas Party is destined
of nature.
from an institution to be defined, offering
for the children of the staff and governing
////////////////////////////////////////////////
them friendship, care, smiles and a gift
bodies of Liga Portugal.
that they need.
In 2019-20, Liga Portugal will once again
///////////////////////////////////////////////
open its doors and hopes to outdo the first
Commemorative Dates
76 | ACTIVITY PLAN | 2019-20 SEASON |
change of attitudes and the creation of
with the aim of promoting happiness and
two editions of the Kids Christmas Party, promoting a remarkable moment of unity
Several moments were identified to conduct
and bonding at a time when the values of
staff group activities to promote team spirit
family and union are celebrated.
and transmit the values of Liga Portugal.
This festive season will also be marked by
new habits concerning the use of natural
Commercial Activity
as possible through various marketing stra-
The increase in the revenues of Liga Portu-
tegies such as charm initiatives at the Final
This area is responsible for the ongoing
gal is only possible if, together with stakehol-
Four and award ceremony games, behin-
management of sponsors and partners,
ders, we are able to develop and find new
d-the-scenes stadium tours, free tickets,
including among its activities operatio-
models for the exploitation of existing and
hospitality, and invitations to Liga Portugal
nal and strategic planning, monitoring of
potential assets, for the promotion of com-
events, including the Annual Conference,
sponsors, analysis of returns and added
petitions in an integrated manner, including
Kick-Off, Copa Ibérica, and many other en-
value of sponsorships, as well as ensuring
the creation of memorable experiences
gagement activities.
the fulfilment of contracts.
and fan engagement initiatives.
One of the major focuses of commercial
It also carries out all conceptual and ope-
The renewal of partnerships that generate
activity will be the active networking policy,
rational activities with a view to develo-
greater returns for Professional Football and
taking full advantage of relational marke-
ping new sponsorships and partnerships.
increased visibility for Sports Companies, as
ting, following the identification of poten-
well as the negotiation of new business that
tial sponsors with consequent commercial
will reinvigorate the passion of fans for this
approaches.
competition - thus boosting visibility, initia-
////////////////////////////////////////////////
Commercial and Sponsors
Management of Sponsorship and Current Partners
tives, and engagement - are essential for
The management of sponsors and partners is
the football industry.
fundamental for the strengthening of existing
It is urgent for the industry to look for new
ties and for the ongoing sharing of the orga-
sources of revenue and new business dri-
Monitoring the Return on Investment of Sponsors and Partners
nisation’s values with the various stakeholders.
vers. The main commercial actions for 2019-
The monitoring of the impacts of the
It is crucial that the relationship with sponsors,
20 are therefore defined:
commercial and promotional activity of
which extends over long periods of time, is pro-
● Renegotiate active contracts that are
competitions and their partners is one of the
ductive, building a win-win relationship.
about to expire and/or find new sponsors
concerns of Liga Portugal.
One of the essential points is to keep sponsors
and/or partners;
The control of this monitoring will be carried
up-to-date and informed, through newsletters,
● Submit proposals, negotiate, and find in-
out throughout the sports season, by the
meetings, or reports of all Liga Portugal activities.
novative business solutions for the list of po-
following means:
The presentation of each partner’s investment
tential sponsors and partners identified for
● Return
results and the demonstration of the value it
the three competitions.
competitions and assets in the Media
has added to the brand. Furthermore, the sha-
////////////////////////////////////////////////
and Digital Channels, for all competitions,
and
performance
analysis
of
ments made were met, including key figures,
Creation of Network of Contacts
monitoring, photos, interviews, etc., is essential
The whole dynamic of commercial activity
● Measurement of the main return impacts
for efficient partner managing.
depends on the number of contacts that
of the Liga Portugal events.
During the season, regular meetings will be
the commercial department maintains. The
This tracking allows partners to be provided
scheduled in order to share all this information.
size and volume of sponsorships depend
with all the information regarding their
The goal is to always get feedback from the
on the number of contacts Liga Portugal
investment, as well as to measure the value
sponsors for future actions.
can reach. In this way, this team will be res-
of the competitions held by Liga Portugal.
////////////////////////////////////////////////
ponsible for generating as many contacts
////////////////////////////////////////////////
ring of detailed reports on how the commit-
including the Copa Ibérica and eSports Competitions;
| 2019-20 SEASON | ACTIVITY PLAN | 79
Development and Licensing of Liga Portugal Official Products
of revenue and in control of production
Establish a commercial and operational
agement and development of a control
This area will be responsible for the de-
plan for Liga Portugal Official Products in an
model for sales, as well as the billings of
velopment, creation, and operationa-
integrated manner. Study licensing and oth-
points of sale, are crucial to the success of
lisation of the Official Products of Liga
er opportunities for the development of this
this activity. In the 2018-19 season, a mod-
Portugal. The strategy of positioning is
type of business.
el for stock management and control was
one of the main business tools. In a time
● Implement operational and commercial
developed, and now it must be improved
of excessive competition in the global
strategy;
with the growth in business.
economy, in which the concept of bu-
● Define the Official Products to be market-
Sales will be regularly tracked, with re-
siness success is to differentiate and dis-
ed;
al-time analysis of the main KPIs associated
tinguish, it makes sense for us to launch
● Develop concrete actions for the produc-
with the business of selling Liga Portugal Of-
a line of official products, so that fans
tion and quality control of products;
ficial Products.
feel closer and closer to our brand.
● Define an active Licensing policy, estab-
////////////////////////////////////////////////
LIGA PORTUGAL OFFICIAL PRODUCTS
lishing contacts and exploring potential op● Define a marketing, promotion, and active
Development of Liga Portugal Merchandising and Gifts
communication plan for the whole season.
Define, produce, and implement a policy
////////////////////////////////////////////////
for Liga Portugal Merchandising and Gifts,
tions;
Development of Points of Sale
including all stakeholders involved. These should be segmented into several cate-
Liga Portugal will continue to manage and
gories and defined levels.
develop the current points of sale, such as
////////////////////////////////////////////////
the online store and the Official Store at the Allianz CUP Final Four. Next season, a market analysis will be carried out, with the development of a business model and strategy for the opening of new points of sale. One that is already set for launch in 2019-20 is at the Liga Portugal headquarters. ////////////////////////////////////////////////
Management and Operationalisation of Official Products Sales A management and control model for the marketing of Liga Portugal Official Products will be developed, both in terms
80 | ACTIVITY PLAN | 2019-20 SEASON |
costs and stock management. The man-
BUSINESS DEVELOPMENT The development, creation, and negotiation of new assets, products, and services - to try to increase the Liga Portugal supply available for the generation of income - will be under the scope of the Business Development team. This branch will also lead a strategy of adding value to football, producing knowledge, and contributing to the growth of the Liga Portugal brand.
Development of Studies Liga Portugal has been organising and systematising the sector’s information, with a view to generating wealth and creating jobs. The organisation also provides this information so that all players can use it and incorporate it into the definition of their strategies, all towards greater professionalism. Liga Portugal intends to continue to spark measures that highlight the importance and economic value of football, through the study and spread of knowledge concerning the economic activity surrounding football, thus showing how the latter should be viewed by the management of Sports Companies and the consumer himself - in a similar way to other productive industries. In the context of the development of the Business Development area, which acts as a promoter of highly-relevant information on the Professional Football industry, Liga Portugal and EY Portugal established a strategic partnership.
This partnership provides for the develop-
The scope of football goes far beyond the
plementation of various actions with Inter-
Angolan Federation
ment of the annual report with the prepa-
90 minutes of the game, as it is also both an
nacional Leagues and Organisations.
Liga Portugal is collaborating with the An-
ration of the 3rd Edition of the Portuguese
entertainment show and a business. Liga
Last season, protocols were signed within
golan Football Federation (FAF), with the
Professional Football Yearbook 2018-19.
Portugal aims to position itself at the level of
the context of the internationalisation of
purpose of implementing the Liga Angola,
Another study that is in its planning stage is
the Premier League, LaLiga, and Bundesliga
Liga Portugal, which allowed for a close
under a Memorandum of Understanding sig-
the Study of the Portuguese Football Consu-
with its ability to see football outside of the
collaboration with organisations.
ned between the two institutions, in Luanda.
mer Profile. Getting better acquainted with
four lines and across borders.
For 2019-20, planned measures include ac-
The commitment defined between the two
the consumer of football as a product is es-
In 2019-20, the foundations for the interna-
tions such as the exchange of experiences,
parties is to launch professional competitions
sential for the development of more effec-
tionalisation of Liga Portugal will be created
creation of synergies, sharing of good prac-
by 2020, already under the aegis of Liga
tive and surgical marketing campaigns. This
in a professional and realistic process of stra-
tices, as well as the development of joint
Angola. This corresponds to a challenge
allows the economic value of the sources
tegic definition and planning. This plan will
initiatives and consultancy.
embraced in conjunction with FAF, which
of revenue to be boosted and the spon-
include several areas, from marketing and
sor portfolio to be optimised by targeting
communication to the provision of consul-
LaLiga
actions that are more in line with the fans’
tancy services to counterparts in other cou-
In 2019-20, the second edition of the Copa
FAF also announced the creation of a Tech-
profile.
ntries in areas where Liga Portugal personnel
Ibérica will take place as a result of an al-
nical Commission to work directly with Liga
The drafting of these documents represents
has accumulated significant know-how.
liance between Liga Portugal and its Spa-
Portugal on administrative issues and strate-
a vital tool for the growth and development
Priority target markets defined in the Interna-
nish counterpart. This collaboration agree-
gic development, so as to understand how
of our industry.
tionalisation Plan:
ment will allow the appropriation of cost
the organisation of Portuguese Professional
////////////////////////////////////////////////
● Countries that are consumers of Portu-
synergies and capitalise on LaLiga’s expe-
Football works in its various areas of operation.
guese football;
rience in joint promotion actions, making
////////////////////////////////////////////////
● Countries with a strong incidence of Por-
the most of the strong image and presence
Internationalisation of Liga Portugal
entails the exchange of experiences and know-how.
tuguese emigrants;
LaLiga has in its various international mar-
For 2019-20, the development of an active
● Community of Portuguese Language
kets. The objective is to join forces between
Liga Portugal internationalisation policy is ex-
Speaking Countries;
the two entities to share knowledge and
pected and is aimed at the worldwide pe-
● Countries with players in Portugal;
increase the Iberian power of placement.
netration of the brand.
● Countries with Portuguese players/mana-
stood out for the performance of its national
● Countries where the football industry is
teams, most notably winning the European
developing;
Championship in the Main and Under-19
● Countries considered as new economic
Business Confederation of the Community of Portuguese Language Speaking Countries (CE-CPLP)
categories. These titles result from the main
powers (e.g. China, India).
This protocol aims to make official the for-
competitive advantage of Portuguese foo-
////////////////////////////////////////////////
mal and regular relations between the CE-
Internationally,
Portuguese
football
has
tball: the scouting and coaching of talent
gers;
-CPLP and Liga Portugal, with the sharing
emergence of strong and internationally-
Development of Cooperation Platforms with International Leagues and Organisations
-projected brands that attract millions of
Liga Portugal expects to continue to deve-
(Community
people and fans from all around the world.
lop an active policy of promotion and im-
Speaking Countries).
when it comes to both players and coaches. The industrialisation of football has led to the
of technical knowledge that will lead to a more competitive and professional football in the countries that form the CPLP of
Portuguese
Language
| 2019-20 SEASON | ACTIVITY PLAN | 83
CONTENTS & MEDIA DEPARTMENT
STRATEGIC COMMUNICATION • Content Creation • Public Relations
DIGITAL 360º • Desenvolvimento do Ecossistema Digital • Gestão das Aplicações e do Conteúdo Digital • Desenvolvimento de Conteúdo Digital
MEDIA • Media Management • Press Content Creation
AMBASSADORS • Ambassadors Induction • Ambassadors Training Plan • Charity Games and Events • One Value, One Ambassador • Visits to Schools, Universities, and Institutions • New Concept and Category of International Ambassadors
Content Creation
Liga-te magazine (Connect yourself)
at the end of the season. Eventually, to be
Content creation will have to follow the
Strategic communication is designed to
global
such
Bi-monthly publication dedicated to the
credibility in the media sector;
rethink the way in which Liga Portugal
as macro messages, prioritisation of key
activities of the Professional Football Indus-
communicates internally and externally -
themes according to the strategic and
try, promotion of the Liga NOS, LigaPro,
in the actions included in the marketing
political placement of each instance, de-
and Allianz CUP competitions, as well as to
Informative report on the professional competitions
and communication strategy - in order
dicated guidelines for each channel of
actions of Social Responsibility and of sta-
With a bi-monthly periodicity, it aims to
to ensure greater integration and cohe-
communication, as well as identification
keholders;
provide relevant analysis data on each
rence in the initiatives developed in the-
of the most relevant target audiences
se two areas. This branch is responsible
and an approach strategy for each one
Season Review
for the strategic communication plan for
of them.
Annual publication with the previous sea-
indicators capable of defining the lines
Liga Portugal and its competitions and
It is important to guarantee and monitor
son’s summary, performances, ratings, and
of action for improvement to professional
includes an active public relations policy
the integrity and global coherence of the
statistics. The season is reviewed in detail,
competitions;
as well as content management.
Liga Portugal communication at all levels,
across the various aspects of Professional
The overall Communication Plan for the
with all audiences and in all platforms and
Football;
2019-20 season envisages reformulating
channels.
and resizing the Liga Portugal commu-
The Liga Portugal global communication
Liga TV
nication strategy, seeking to make the
strategy for the 2019-20 season predicts
Systematised video coverage of the Liga
Instagrammers, Bloggers), with the purpose
institutional side more autonomous from
the creation of the following contents:
Portugal activities, namely those related to
of producing promotional content for Liga
professional competitions, their protago-
Portugal and its competitions. This content
nists, institutional initiatives, Social Responsi-
is aimed at new audiences and intends to
bility actions, and actions with stakeholders;
reach specific targets, thus fostering a clo-
Strategic Communication
the operation side (related to the orga-
communication
strategy,
co-organised with an external entity with
of the competitions for the Sports Companies and Media. It also plans to develop
Influencers Define the strategy of collaboration with reference digital influencers (YouTubers,
nisation of competitions). Thus, creating
Institutional and Informative
actions aimed at bringing together the
Communicate in a consistent form the
different Liga Portugal audiences, huma-
institutional activity of Liga Portugal with
nising it (e.g. launching the Ambassadors,
the Sports Companies and the Gover-
Milestones and e-Liga STATS
personified by former football stars), and
ning Bodies, emphasising the values of
The collection of this information allows to
further popularising and disseminating
Credibility,
and
mark the performance milestones of pla-
the image of Liga Portugal in local and
Entertainment. Informative accompa-
yers, coaches, referees, and delegates in
regional economies, assuming itself as a
niment of the Liga Portugal activity, as
professional competitions and subsequently
meeting point for economic agents as
well as of all stakeholders, giving spe-
create positive content for social networks
well as for the population itself.
cial relevance to information related to
and the awarding of mementoes that ce-
Creation of institutional content and operational support for all channels, events, President and Executive Board
Part of this plan includes the mapping of
Sports Companies;
lebrate a personal event. It also allows the
Comunicados, discursos, editoriais e ar-
availability of official competition statistics,
tigos Announcements, Speeches, Edito-
namely for Sports Companies and in a mo-
rials, and Opinion Articles.
del that can be distributed by the Media;
////////////////////////////////////////////////
potential themes and sensitive areas that
Aggregation,
Talent,
and the respective action plan for these
Communication and promotional content
scenarios, at a strategic, functional, and
Specific communication content asso-
operational level.
ciated with our competitions brands allo-
could cause a crisis (internal or external)
ws us to generate engagement with fans
“Football with Talent� Photography Award
and the general public;
Promoted by Liga Portugal and exhibited
ser relationship with the younger public, which has more specific content requirements;
| 2019-20 SEASON | ACTIVITY PLAN | 85
Public Relations
for improvements, which will contribute to a
This area is responsible for defining and
better clarification of the issues associated
DIGITAL 360ยบ
operating the charm and networking
with our competitions;
Digital has increasingly become a strategy, or set of communication strategies, that promotes
action plan, together with the group of
constant contact with fans, Sports Companies, and other agents.
This set of actions is defined for the 2019-
Cooperation with influencers with a recognised reach and impact on the key target audiences identified
20 season:
These actions aim to increase the visibility
regarding this area.
of Liga Portugal with various targets - al-
The core business of Liga Portugal allows us to produce a large volume of content with a high level
ways focusing on positive football and
of attraction for millions of users around the world. The objective of Liga Portugal is to consolidate
Annual strategic meeting promoted by
the dissemination of messages that allow
the digital ecosystem developed last season, allowing us to increase engagement with the public
Liga Portugal, which will target the staff
for greater and more effective social dia-
thanks to the ease and speed with which the information reaches the fans.
and management who work daily in the
logue around Professional Football as a
departments of Communication, Marke-
show, as a business, and as a cultural pro-
ting, and Press at Sports Companies;
duct consumed en masse by the Portu-
opinion makers identified in the strategic communication plan and the various stakeholders.
FuteCom
Meetings with Media and Opinion Makers
There is a need to give the digital domain the importance it will have in the future in football management operations, as well as in fan consumption and their relationship with other intervenients in the Professional Football sector. For this purpose, a new functional department was created in the organisation of Liga Portugal, equipped with the necessary means to pursue the strategy it defines
guese population. ////////////////////////////////////////////////
Social Media
Regular and focused meetings with members of the media and opinion-makers, whose objective is to debate the current themes of Liga Portugal and its competitions, in order to improve the awareness of public opinion;
Official representations at events, award ceremonies, galas, and games
Websites
CRM
(Single Sign On)
Actions that allow for greater contact with Sports Companies and with entities in general, creating moments of dialogue and stronger ties to the various players in football;
Sports Companies Roadshow Promote an active policy of proximity with all Sports Companies, in order to boost their use of positive messages and receive feedback
86 | ACTIVITY PLAN | 2019-20 SEASON |
Newsletters
APPs
Digital Ecosystem Development The digital age has led to a shift in the consumption of information and in the profile of the football consumer. It has become necessary to focus the communication
ERP SYSTEM
strategy, branding, and buzz on the generation of traffic and conversations through digital media. This is achieved with actions consistent with and designed for the various segments of Professional Football consumer profiles, using the most appropriate available tools for this purpose. The increased segmentation of the target au-
CRM SYSTEM Liga Portugal Website
e-Liga TRANSFER SAND
Business Management
Clubs Portal
dience will tend to increase the interest of
eSports Website
Liga Portugal Application Platform
various stakeholders. development of digital tools to use in its operations and in its relationship with the
of know-how accumulated across borders. During the 2019-20 season, Liga Portugal will pursue the implementation of the cur-
PHC IntraLiga Internal Tickets Management
Central Liga e-Fan
tion development plan is ambitious, as can be seen by the multidisciplinary nature of
This project aims to organise the various existing platforms of Liga Portugal, as well as the integration of new ones, both at the level of business management and audience management. Therefore, making it possible to define the project of integrating the Liga Portugal databases, in accordance with the objectives for the season.
88 | ACTIVITY PLAN | 2019-20 SEASON |
Sponsor Tickets
Single Sign On
of interaction with audiences. The applica-
under construction.
Final Four App
Newsletter
Resource Management
rent application structure, namely in terms
the applications already built and those
Liga Portugal App
Audience Management
Sports Companies, as a way of making of competitions, thus increasing the level
Fan Race Website
Audience Management
Liga Portugal will continue to invest in the
football credible and adding to the value
Foundation Website
DATABASE MANAGEMENT DOCUMENT MANAGEMENT
BUSINESS INTELLIGENCE
The strategy should be based on harnes-
● Supervision of the strategic integrity
sing the power of digital communication
defined for the entire Liga Portugal digital
tools to bring together fans, players, clubs,
ecosystem.
and sponsors, to make stadium attendan-
////////////////////////////////////////////////
ce more appealing and rewarding, as petition outside the stadium more exciting
Digital Content and Application Management
and viral.
Knowing the consumer of football better, as
Development of new digital platforms:
a starting point, is fundamental for the de-
● Integration of global Liga Portugal da-
velopment of assertive and more effective
tabases;
communication campaigns. In 2019-20, it
● e-Fan Platform;
is intended that the contents of each plat-
● Audience Management Platform;
form be segmented, thus promoting an in-
● Collection and analysis of DATA;
crease in value that is more adjusted to its
● Liga Portugal Podcast;
respective profile of fans.
● Football Foundation Website.
Media and other campaigns of a more
Maintenance and Upgrades in terms of
restricted nature will be developed that
Features and Design:
will make evident the advantages of the
● Website;
aggregation of the various actors in Pro-
● Liga Portugal App
fessional Football. In parallel, these will also
● Virtual Liga NOS;
allow a greater and more effective social
● Social Networks:
dialogue around Professional Football. In-
well as to make the following of the com-
● Liga Portugal Facebook;
creasing the educational, festive, positive,
● Football Foundation Facebook;
and civic content of football as a sports
● Postgraduation Facebook;
show with a family nature is essential for the
● Liga Portugal Instagram;
promotion of the sector and for attracting
● eSports Instagram;
new targets.
● Twitter;
The management of digital applications will
● Youtube;
focus on:
● LinkedIn.
● Conceptual
development
of
digital
● CRM - Liga Portugal Email Marketing.
operational campaigns resulting from the
The monitoring of the strategy will be
defined operation and strategy;
carried out throughout the sports season
● Multi-channel publishing plan aligned
using tools such as:
with the defined campaigns;
● Dashboard
and
other
monitoring/
evaluation metrics for all digital activity; ● Operational alignment with other Liga Portugal functional areas;
● Strategic content creation for all platforms. ////////////////////////////////////////////////
Digital Content Development
● Press releases aligned with the global
The creation of objective, precise, and ori-
MEDIA
ginal content is essential to promote the
Liga Portugal should assert itself as an
Liga Portugal brand, its competitions, and
increasingly relevant and indispensable
Sports Companies.
player in the national media, made pos-
● Informative content for channels;
In its general concept, this branch aims to
sible by the growing credibility and qua-
● Media support content, such as media
produce content that is highly relevant to
lification of the sector.
fans and largely consists of producing content that is significant or has an extremely
Media Management
positive impact on users - be it institutional, in-
This branch will keep close and constant
formational, or simply entertainment content.
contact with the Media, in order to advise
The production of content is fundamental
them on the issues/themes associated with
not only for the organic traffic it genera-
Liga Portugal and its competitions. The ob-
tes but mainly for the perception it creates
jective is to maintain the relationship and
among fans.
operational coordination with these profes-
This
organisational
branding
strategy,
It will be responsible for the day-to-day ma-
exponentially increases brand awareness.
nagement with the Media and will ensure
The creation of this content generates en-
all its operational activities, such as accre-
gagement among fans, increasing aware-
ditations and vests. Furthermore, it will also
ness of Liga Portugal competitions, both in
perform the daily monitoring of the press re-
the national and international markets. The
view, as well as the ongoing tracking of the
sharing of content throughout the season
media’s digital activity and the monitoring
can lead to lasting organic traffic over time,
of relevant content in alternative channels,
which translates into attracting potential
such as blogs and social channels.
partners and sponsors to the industry.
Media Management also plays an impor-
There are several types of content that we
tant role in all events, being its responsibi-
will focus on next season, and that includes
lity the convening the Media and their re-
global management of the Liga Portugal
ception and accompaniment throughout
social channels, such as:
the event, as well as the management of
● Copywriting;
moments of communication, the definition
● Photography and video;
and development of content, and the pre-
● Multilingual content;
sentation of the event.
● Internal multimedia content;
////////////////////////////////////////////////
////////////////////////////////////////////////
campaigns/actions developed by Liga Portugal at each moment;
kits; ● Collection of information for media.
sionals.
through the generation of relevant content,
● Coordination of all multichannel content.
communication strategy, as well as the
Press Content Creation All contents for the press are under the remit of this department, including:
| 2019-20 SEASON | ACTIVITY PLAN | 91
Ambassadors Induction
ch even more people in need, who can
In 2019-20, there will be a reformulation of
benefit from football’s mediatic impact
This project was devised and implemented last season, with the presentation of Ambassadors
the group of the Liga Portugal Ambassa-
to satisfy some of their needs. The Ambas-
during the Allianz CUP Final Four week, in Braga.
dors. An Induction ceremony will be held
sadors, as football icons, have the ability
Historic names from our championships were invited to this programme, aimed at the pro-
for the new season, on the 4th September
to carry the message further and, in this
motion and appreciation of Professional Football. Some of the stars present were: Vítor Baía,
in Oeiras, during Soccerex week.
way, Liga Portugal will be able to make an
Nuno Gomes, Ricardo, Quim, Helton, Neno, João Pinto, Luisão, Jorge Andrade, Ricardo Ro-
At this event, the new Ambassadors for
even more significant difference.
cha, Sandro, Chaínho, Alan, Hélder Postiga, Manuel Fernandes, Paulo Futre, Beto, Deco, and
the 2019-20 season will be announced,
The causes to be supported next season will
André Villas-Boas.
and the programme - and its objectives
be related to the fight against cancer and
Vítor Baía, Nuno Gomes, and Paulo Futre were also appointed as coordinators of the Ambas-
- will be presented to the national and
the eradication of hunger, which are inclu-
sadors’ programme. These personalities will represent Liga Portugal in actions of social respon-
international public, reinforcing the Liga
ded in the UN Sustainable Development
sibility, solidarity, or even activities abroad. Alan, SC Braga’s director of institutional relations, is
Portugal message on such a global stage.
Goals. These will be made operational in
also an ambassador for the Allianz CUP Final Four and the Fan Race.
The presence of the Ambassadors at Soc-
the action plan of the Football Foundation.
The Liga Portugal Ambassador is a communication strategy that uses the credibility and trust
cerex will increase the visibility of Liga Por-
////////////////////////////////////////////////
of professionals to promote and give greater visibility to the Professional Football sector. The
tugal as a brand and institution of referen-
aim of this programme is to strengthen the position of the Ambassadors as vehicles of commu-
ce in world football.
One Value, One Ambassador
nication for Liga Portugal, partnering former players of professional competitions as promoters
////////////////////////////////////////////////
Plans are underway to create the “Citizen
AMBASSADORS
of the football industry. These will take part in various Liga Portugal events and in social res-
Ambassador” programme, which aims to
ponsibility initiatives for the Football Foundation, thus providing greater media exposure and
Ambassadors Training Plan
visibility to actions of a solidarity nature.
This plan, which is part of the Working
in the “Social Values in Football” Football
The presence of Ambassadors at events allows them to share the messages, and make them
Groups, aims to add the Ambassadors
Foundation’s Action Plan - in each Am-
more positive and consistent with football fans, creating engagement and proximity with all
to our project on a permanent basis, thus
bassador, and promote them to the fans.
fans. The aim is for them to be the image of Liga Portugal and to develop professional pride, a
empowering the sense of belonging of the
This programme, with a social, ecological,
sense of belonging, shared responsibility - in short: the values of the organisation.
Ambassadors. The main objective of the
and educational aspect, aims to empha-
In addition to participation in Liga Portugal events, specific projects were outlined for the
training plan is to align the external mes-
sise the importance of good examples in
Ambassadors programme, described below.
sage of the Ambassadors, as a means of
society, because the passing on of impor-
communication for Liga Portugal.
tant human values is the basis for a more
////////////////////////////////////////////////
peaceful and sustainable future.
Charity Games and Events
////////////////////////////////////////////////
there will be one or two annual Ambassa-
Visits to Schools, Universities, and Institutions
dor games, whose ticket sales will revert
Next season, monthly visits by Ambas-
to an Association or Entity of social cha-
sadors to schools, universities, and ins-
racter.
titutions will be scheduled. These visits
Nowadays, Liga Portugal has an active
- which are intended to be vehicles for
participation in social, national, and in-
communication
ternational responsibility, but aims to rea-
tion in the most diverse themes - will be
From a perspective of social responsibility,
92 | ACTIVITY PLAN | 2019-20 SEASON |
personify the values - to be implemented
and
social
contribu-
made during initiatives and lectures at schools, with the presence of renowned speakers from the football industry. The programme endeavours to create synergies with Sports Companies, in order to expand the impact of these actions, and will be carried out in constant coordination with the Football Foundation. ////////////////////////////////////////////////
New Concept and Category of International Ambassadors An additional concept to the Ambassadors Programme will be implemented through the creation of a new name category, maintaining the current concept as an anchor project. The new concept, under the name Ambassadors / League Legends or Stars (TBD), will be based on adding players and managers currently active outside Portugal. It aims to strengthen the current project through complementary activities, as well as to boost the internationalisation of the Liga Portugal brand, in their respective areas of national influence, and, particularly, internationally. Every season, the elements of the Ambassadors programme will be defined, allowing for a rotation according to the professional path of the players, thus increasing the international visibility of Liga Portugal. ////////////////////////////////////////////////
TECHNOLOGY DEPARTMENT
This department is responsible for the integrated management of the Liga Portugal technological infrastructure and for supporting the organisation of its competitions. As such, it is responsible for the programming and development of CRM, ERP and business/competition management applications, managing the Liga Portugal physical IT assets, help desk/technical support, ensuring the security of systems, support in the collection and management of databases, support for the management of mobile applications, and device management, among others. • Technological Evolution of IntraLiga • Consolidation and Maintenance of the e-Liga Platform • SAND V3 • TRANSFER V3 • SMJJ - Statistics and Control • Data Bridge Liga Portugal-FPF • Clubs Portal •Accreditation System• Relógio e-Liga • e-Liga Watch • Notification System • Tournament Mode • Miscellaneous Department Support Activities • Quality and Development Environment • Digital Security • Document Management Platform
Technological Evolution of IntraLiga As a central management tool for all Liga Portugal information, IntraLiga has modules that allow for integration between the various Liga platforms. In 2019-20, it will be necessary to consolidate, update, and optimise the platform in order to streamline the data and critical developments to the operation. In this sense, the evolution of some modules that make up the platform is to be expected, such as Registration, Match Organisation, and Accreditation. These modules will allow for the control and verification of all platforms that Liga Portugal has.
E-LIGA WATCH
CLUBS PORTAL
The development of a smartwatch application is planned in order to allow Liga delegates to report any anomalous situations in the pre-match so that the Match Centre can intervene immediately, if necessary. Project in cooperation with the Competitions Department;
Portal of communication between sports agents and e-Liga, for the management of information models (presented in Official Communiqué no. 1). Project in cooperation with the Competitions Department;
////////////////////////////////////////////////
Consolidation and Maintenance of the e-Liga Platform Positioned at the forefront of sports technology, e-Liga’s main objective was to facilitate the processing of information and eliminate, as much as possible, the
The notification mechanism, which currently communicates with the various sports agents via email, is expected to evolve to sending SMS. Thus making the process more agile and efficient for all stakeholders involved;
possibility of error, dematerialising the documentation of professional football matches. Simultaneously, it groups, by touch,
TOURNAMENT MODE
the various “pieces”, thus combining in an
The development of a way to use e-Liga in competitions such as the Allianz CUP Final Four and the Copa Ibérica is currently expected.
ecosystem fed by several platforms, with direct and harmonious connection to the central system of Liga Portugal: IntraLiga. In 2019-20, however, it will be necessary to consolidate, update, and optimise the platform in order to streamline the data
ACCREDITATION SYSTEM
and critical developments to the opera-
Continue the process of analysis and development of the accreditation platform, started in the previous season. This will make it possible to access critical areas of stadiums, such as technical areas, on a computerised basis;
tion. Accordingly, plans are underway to create modules for monitoring and verifying the platform and match operation, namely:
SAND V3
NOTIFICATION SYSTEM
The development and implementation of complementary options for this platform are expected, namely the integration of the appointment of assessors and trainees, as well as the inclusion of the financial system for them. Project in coordination with the Competitions Department;
LIGA PORTUGAL - FPF DATA BRIDGE This project aims to implement the mechanisms of the data bridge between Liga Portugal and the Portuguese Football Federation, which were developed last season. These ensure total security in the communication and information transfer services between the two organisations, particularly in terms of registrations, match reports, and discipline. It also develops and implements the evolutions that are relevant and critical to the established objectives;
TRANSFER V3 The Technology Department, in partnership with the Legal Department, aims to extend the scope of TRANSFER in order to improve the currently existing financial module, which links TRANSFER data with the financial ERP used by Liga Portugal;
SMJJ - STATISTICS AND CONTROL Further development of the control and monitoring platform for the scheduling of games and fixtures, which will allow consistency in scheduling them. Project in cooperation with the Competitions Department;
| 2019-20 SEASON | ACTIVITY PLAN | 95
Miscellaneous Department Support Activities
● Development of a platform for reporting
Data Protection Regulation (GDPR).
infringements of intellectual property, in
The challenge is significant, but Liga Portugal
There are a number of projects in which this
coordination with the Legal Department.
is committed to working on the construction
department will intervene extensively, whi-
////////////////////////////////////////////////
of information platforms that raise the awa-
ch, although already presented, are impor-
reness of all employees and stakeholders
● In all web-based Liga Portugal platfor-
Quality and Development Environment
ms, install institutional and/or promotional
For next season, Liga Portugal will launch
To protect Liga Portugal from possible se-
advertising spaces, with the capacity to
a Quality and Development Environment,
curity threats, the Technology Department
define quotas and measure impressions
which consists of a pipeline for the develo-
will develop the following actions:
and clicks. This project will ensure that Liga
pment of new platforms. This environment
● Security mechanisms in all Liga Portugal
Portugal has the tools to actively promote
will allow tests to be carried out, right from
platforms;
its campaigns and/or negotiate digital ex-
the moment their need is reported to the
● Physical and logical barriers on Liga Por-
changes with sponsors and partners;
Technology Department - from the deve-
tugal premises;
● Maintenance and continuous updating
lopment of the platform to its placement
● Technological support in the implemen-
of the Liga Portugal and the Virtual Liga
in production.
tation of ISO 27001;
NOS websites;
////////////////////////////////////////////////
● Technological support in the implemen-
tant to mention:
● Maintenance and continuous updating
regarding the importance of following good practices of digital security.
tation of GDPR.
of the Milestones platform;
Digital Security
● Maintenance of the Liga Portugal App
Currently, digital security is at the centre of
and the platforms that support it;
Liga Portugal’s attention. Information se-
● Further implementation of a CRM plat-
curity - notably in terms of data protection
Document Management Platform
form, as well as the management of con-
and classified information - is vital in the re-
The development of a document manage-
tact, target, and audience databases in
lationship between Liga Portugal, the Sports
ment platform is expected, allowing for the
the Liga Portugal ecosystem;
Companies, and all other parties involved.
archiving and searching of Liga Portugal
● Further implementation tests of the In-
Security in digital environments is a complex
documents.
frastructures Portal, which will group toge-
challenge. We can think of different types
////////////////////////////////////////////////
ther the technical data sheets of all the
and levels of security. In the age of informa-
stadiums, so that they are available on the
tion, protecting and caring for this data is a
delegate’s tablet and safety reports. Thus,
task set for everyone.
optimising the reporting or irregular situa-
The digital revolution has exponentially in-
tions. Project in collaboration with the Com-
creased exposure to cyber-risks. Not only
petitions Department;
can cyberattacks block access to confiden-
● Development of the Monitoring Platform
tial information, but they also cause harm to
for the Competition Licensing Manual;
organisations and their staff. This could inclu-
● Creation of an online platform to centralise
de, for example, copyright infringements,
and dematerialise the media accreditation
disclosure of sensitive data and company
process in professional competition matches;
assets, or even the requirements of General
96 | ACTIVITY PLAN | 2019-20 SEASON |
////////////////////////////////////////////////
DADE
EXECUTIVE MANAGEMENT SUPPORT DEPARTMENT
This department provides direct support to the President, the Executive Board, and the governing bodies of Liga Portugal. DADE is responsible for organising, coordinating, and executing all the actions inherent to the advisory, secretarial services, and protocol of the Executive Board, as well as advising on the connection between the various Liga Portugal stakeholders, and public and private entities. The department manages the logistics related to meetings, acts of representation, visits, invitations, and others. It also ensures the correct implementation of protocol norms at events hosted by Liga Portugal and supports various organisational processes. • Secretarial Accompaniment and Document Management • General Assemblies Support • Event Management Support and Protocol Monitoring • Database Updates • Quality Certification - NP EN ISO 9001:2015 • Information Security Certification - ISO/IEC 27001:2013
Secretarial Accompaniment and Document Management
protocol rules, and reception of guests at
During the 2019-20 season, DADE will con-
keholders that risks are suitably addressed.
the following events: 1) Kick-Off; 2) Copa
tinue to manage and ensure the mainte-
Liga Portugal is thus in the implementation
This department will manage and control
Ibérica; 3) Soccerex; 4) Allianz CUP and Fi-
nance and improvement of the quality
phase of the ISO/IEC 27001:2013 standard.
the agenda and the commitments of the
nal Four; 5) Annual Conference - opening
management system, certified by the NP
The Information Security Policy is disclosed
President, the Executive Board, Manage-
session and meetings; 6) Presidents’ Sum-
EN ISO 9001:2015 standard. It will also be
for all interested parties and the general
ment, and Governing Bodies, as well as
mit; 7) Postgraduation; and 8) Liga-te.
responsible for driving and monitoring the
public on Liga Portugal’s official website.
provide support to the General Assem-
It is also responsible for the implementa-
implementation of actions drawn out in
////////////////////////////////////////////////
blies, Jurisdictional Council, among others.
tion of festive events of an internal nature,
the Quality Plan to address the risks and
During the 2019-20 season, it will prepare,
as part of the internal marketing policies.
maximise the opportunities, as well as to
record, and promote the dissemination
////////////////////////////////////////////////
achieve the objectives set.
of dispatches, circular letters, communi-
Furthermore, this will monitor the treat-
qués, internal communications, and other
Database Updates
decisions of the President and Executive
An event and guest management plat-
vement of the annual audit programme.
Board.
form has been introduced, which will be
////////////////////////////////////////////////
It will maintain support in practical wor-
constantly updated throughout the 2019-
kday issues in the preparation of docu-
20 season in line with the changes made
ments, such as presentation, letters, inter-
to our databases. To improve DADE’s area
nal and external communications, and
of operation, an integrated database ma-
Information Security Certification - ISO/IEC 27001:2013
others. A strategy will be developed to
nagement platform will be implemented.
The reality we live in today is based on a
improve document management: organi-
////////////////////////////////////////////////
society that increasingly values the levels
sation of the physical and digital archives of information. ////////////////////////////////////////////////
Quality Certification - NP EN ISO 9001:2015
ment of corrective actions and the impro-
of security and management that are given to information. Therefore, as an institution whose objec-
Liga Portugal has invested in the imple-
tives are to receive, store, and transmit
mentation of a Quality Management
information - especially from its member
DADE will be supporting the manage-
System that documents processes, proce-
Sports Companies - Liga Portugal is re-
ment and organisation of the General
dures, and responsibilities involved in the
quired to define, as a key element for its
Assemblies, collaborating with the Board
fulfilment of quality and objective policies.
organisation, the implementation of an
of the General Assembly, with three to
The system has improved internal lines of
information security management system.
five major meetings planned for the
communication, the standardisation of
Hence, the Liga Portugal leadership has
2019-20 season.
documents, and the monitoring of pro-
approved the implementation of the stan-
////////////////////////////////////////////////
cesses and objectives. This system is ba-
dard that aims to establish, implement,
sed on the increase in operational quality,
maintain, and continuously improve an
which is reflected in more efficient mana-
information security management system.
gement. Besides the processes, this system
This system preserves the confidentiality,
This department manages the protocol for
has an analysis dashboard that constantly
integrity, and availability of information
various events, direct or transversal to Liga
monitors the achievement ratios of the
through the application of a risk-manage-
Portugal: invitations, implementation of
defined goals and objectives.
ment process, inspiring confidence to sta-
General Assemblies Support
Event Management Support and Protocol Monitoring
| 2019-20 SEASON | ACTIVITY PLAN | 99
6. MACRO ACTIVITIES SCHEDULE 2019-20
Activity Transversal Projects and Activities Kick Off 2019-20 LIGA NOS LigaPro Allianz CUP and Final Four Work Groups and Annual Conferences Liga Portugal Training Presidents’ Summit Copa Ibérica Soccerex Thinking Football Match Centre Projects and Activities Specific to Each Department Financial Department Action Plan and Budget Control Administrative and Financial Monitoring LigaPro Infrastructure Fund Competition Licensing Manual Totonegócio Liga Portugal Infrastructure Management Training Programme 2019-20 Performance Management and Evaluation System (SGAD) Central Liga Competitions Department Match Scheduling and Sports Calendar Preparation for the New Sports Season Sports Accompaniment 2019-20 Technical Inspection Commission (CTV) Delegates Project Refereeing and Video-Referee Analysis of Competitive Competition Models Accreditation System Infrastructures Portal Clubs Portal Training Courses Legal and Registration Department Monitoring of Protocols, Contracts, and Legal Situations Regulatory Changes, Statutes, General Regulations, CO1 Legal Accompaniment and Participation in Legislative Amendments Football Integrity Unit Commission for the Protection of Intellectual Property Joint Arbitration Commission Registration of Contracts and Registration of Players and other Sports Agents Wage Compliance for Players Competition Licensing Manual TRANSFER V3 Executive Management Support Department (DADE) Secretarial Accompaniment and Document Management General Assemblies Support Event Management Support and Protocol Monitoring Database Updates Quality Certification - NP EN ISO 9001:2015 Information Security Certification - ISO/IEC 27001:2013
102 | ACTIVITY PLAN | 2019-20 SEASON |
July
August
September
October
November December
January
February
March
April
May
June
Activity
July
August
September
October
November December
January
February
March
April
May
June
Projects and Activities Specific to Each Department Marketing, Commercial & Business Development Department Liga Portugal Ball Launch Campaign Marketing and Promotional Materials Monthly and Annual Awards Charm Initiatives eSports Competitions Internal Marketing Activities Team Building Liga-nos Sorrisos Management of Sponsorships and Current Partners Commercial Activity Creation of Network of Contacts Monitoring the Return on Investment of Sponsors and Partners
Liga Portugal Official Products Development of Studies Internationalisation of Liga Portugal Development of Cooperation Platforms with International Leagues and Organisations Content & Media Department Strategic Communication Institutional, Informative, Communication and Promotional Content Creation Liga-te magazine Season Review Liga TV Public Relations FuteCOM Digital Ecosystem Development Digital Content and Application Management Digital Content Development Media Management Press Content Creation Ambassadors Induction Ambassadors Training Plan Charity Games and Events One Value, One Ambassador Visits to Schools, Universities, and Institutions New Concept and Category of International Ambassadors Technology Department Technological Evolution of IntraLiga Consolidation and Maintenance of the e-Liga Platform SAND v3 TRANSFER v3 SMJJ - Statistics and Control Liga Portugal - FPF Data Bridge Clubs Portal Accreditation System e-Liga Watch Notification System Tournament Mode Miscellaneous Department Support Activities Quality and Development Environment Digital Security Document Management Platform
| 2019-20 SEASON | ACTIVITY PLAN | 103
7. PROPOSED OPERATING BUDGET
7.1 INTRODUCTION | EXECUTIVE SUMMARY Having always as its starting point July
20), and using the management tool we
million, resulting in a positive operating
mindful of new challenges and specific
30, 2015, when the - now re-elected for
present as the budget, we believe that it
outcome of €1 million. As can be seen
targets. Portuguese Professional Football
the 2019-23 four-year term - Board of
highlights the principles of maturity and
from the chart below, results show the
should be at the forefront in terms of
Directors first took over, the Board was
stability of the best international practi-
evolution of income, expenses and res-
growth opportunities while maintaining
faced with an extremely worrying and
ces, based on objectives and planned
pective operating results in recent years.
sustainability. This is a mandatory requi-
serious situation, with economic and fi-
activities focussed on various pillars/
In a simple way, we estimate an evo-
rement for the current Board!
nancial insolvency looming.
goals and positions of Liga Portugal.
lution towards constant positive results
Facing this scenario, the focus of activi-
This will be a year in which the budget
and, for 2019-20, the largest budget on
ties was the financial restructuring and
proposal is very conscious and balan-
record for Liga Portugal.
mapping of concerns. This was done
ced in order to allow Liga Portugal to
The current Board of Directors has con-
based on rigour and hard work, always
continue with the necessary barrage of
tinued the rigorous management and
highlighting, as its primary objective, the
positive results. Given the expected im-
operation of previous years, while also
securing of sponsors, which led to an in-
plementations for this season, this action
investing and implementing new pro-
crease in Liga Portugal revenues.
plan also intends to continue to increase
jects. These provide a new and profes-
Since that turning point, work has been
its contribution to the Sports Companies,
sional structure to Liga Portugal and its
constant and arduous, with clearly de-
thus establishing a greater distribution of
competitions, developing relevant stra-
fined, projected, and efficiently execu-
funds to the Liga associate members.
tegic activities in a sustainable manner
ted objectives and targets. These are al-
We will continue to meticulously and ri-
that always understands the meaning of
ways in line with the continuous search
gorously control all Liga Portugal expen-
“long term”.
for the sustained stability of Liga Portu-
ses, not only through the various internal
The goal of Liga Portugal continues to
gal at all levels, but, fundamentally, fi-
control mechanisms introduced but also
be to invest and create new tools for su-
nancially - a recognised cornerstone for
by investing more and more in the struc-
pport and organisation, maintaining its
stability in all structures.
ture.
positive results - continuously and con-
The first four years of this Board of Di-
This investment will translate into an or-
sistently.
rectors were of rehabilitation, and with
ganisation that is even more robust, ef-
As such, from this perspective, the gro-
the collaboration of all, it was possible
ficient, competent, and adjusted to the
wth in budget expenditure is largely due
to recover Liga Portugal. The coverage
reality and objectives that are intended
to the increase in the funds distributed to
of all the negative retained earnings -
to be achieved, thus embracing new
Sports Companies, both via goods and
accumulated in the years prior to 2015,
and dynamic projects towards the satis-
services, as well as financially, through
amounting to five million euros - was
faction for our associates and the foo-
participation prizes in the Allianz CUP
achieved.
tball industry.
and previous proposals approved at the
But there is still room for more and for
Carrying on with the recommended
General Assembly.
better; and for us to grow, internally, but
work, and in clear search for comple-
This is a time of challenges and expan-
also abroad, where Liga Portugal can
te financial stability, the budget for the
sion for Professional Football, with other
have a say in.
2019-20 season predicts total revenues
business and financing models. Liga Por-
Ready for another sports season (2019-
of €18.1 million and spending of €17.1
tugal remains particularly interested and
106 | ACTIVITY PLAN | 2019-20 SEASON |
Evolution of the Liga Portugal Income, Expenses and Operating Results (Figures in thousands of Euros; 2013-14 to 2019-20 seasons)
18 233
12 263
11 908 11 182
11 805
16 222
15 554
14 812
14 672
12 342
18 183
17 160
13 384
9 730
2 867
(2 532) Executed 2013-14
2 469
2 170
2 011
1 022
(726) Executed 2014-15
Executed 2015-16 Revenue
Executed 2016-17 Expenditure
Executed 2017-18
Predicted (*) 2018-19
Budget 2019-20
Operational Results
(*) The expected result of the 2018-19 sports season is the actual one up to April 2019 and estimated from June 2019.
| 2019-20 SEASON | ACTIVITY PLAN | 107
The Liga Portugal financing structure is divided into income, expenses, and distri-
INCOME
DISTRIBUTION TO SC
bution of funds to Sports Companies. In a
1. COMMERCIAL INCOME
1. DIRECT DISTRIBUTION
simple and schematic way, Liga Portugal
1) 2) 3) 5) 6) 7)
presents the following Financing Model.
Naming Sponsors Sponsors Official Partners TV Share Ticketing and Hospitality Other Commercial Income
1) Taรงa da Liga Prizes 2) Commercial Rights 3) B-Team Fees 4) Sports Betting 5) UEFA Solidarity Fund 6) Solidarity TV Share
EXPENSES 1. ORGANISATIONS AND ENTITIES 2. COMMERCIAL INCOME
1) 2) 3) 4) 5) 6)
The proposed operating budget is avai-
2. INDIRECT DISTRIBUTION (SUPPORTED COSTS)
2. EVENTS AND TRAINING
Registration and Transfers Fines and Protests Associative Fees B-Team Fees Sports Betting Other Associative Income
1) Stadium Surveillance Service 2) Anti-doping Control 3) Ball Distribution 4) Equipment Distribution 5) Referees 6) Observers 7) Delegates 8) Dec 17 GA Fund
3. STRUCTURE AND SERVICES
Thus, for the 2019-20 season, the following financing structure is expected:
lable at the end of this section in a comExecuted 2013-14
Executed 2014-15
Executed 2015-16
Executed 2016-17
Executed 2017-18
Predicted 2018-19
Budget 2019-20
INCOME
9 730 836
11 182 623
14 672 875
14 812 822
15 554 766
18 233 600
18 183 770
Associative Income
3 438 769
4 016 137
4 604 351
4 796 255
4 889 299
4 740 050
4 433 790
Commercial Income
6 292 067
7 166 486
10 068 524
10 016 567
10 665 467
13 493 550
13 749 980
EXPENSES
5 308 237
5 359 582
5 378 643
5 932 488
7 314 775
9 124 095
9 234 650
Organisations and Entities
1 376 480
1 507 477
1 490 151
859 160
833 782
802 050
844 400
343 940
447 319
547 183
666 802
1 317 018
1 647 415
1 610 290
prehensive and detailed way. On the other hand, the following chapters will provide a brief analysis of the projections for both income and expenses.
Events and Training Structure, Services and Others
3 587 817
3 404 785
3 341 309
4 406 527
5 163 974
6 674 630
6 779 960
DISTRIBUTION
6 954 843
6 549 214
6 427 118
6 410 359
6 069 814
7 098 274
7 926 240
Direct Distribution
1 403 664
413 822
1 279 705
2 028 310
1 981 707
2 637 320
2 405 000
Indirect Distribution
5 551 178
6 135 392
5 147 413
4 382 049
4 088 107
4 460 954
5 521 240
(2 532 244)
(726 173)
2 867 113
2 469 975
2 170 177
2 011 232
1 022 880
RESULT
| 2019-20 SEASON | ACTIVITY PLAN | 109
7.2 INCOME
The Liga Portugal income is subdivided
Evolution of the Liga Portugal Income
into commercial income and associative
(Figures in thousands of Euros; 2013-14 to 2019-20 seasons)
income. Commercial income refers to all income
13 750
13 494
related to the organisation and practice of Professional Football and its compe-
10 069
titions. Associative Income is all income
10 665
10 017
derived from the statutes, the purpose of which is to contribute to the Liga Portugal running costs. Compared to previous seasons, there has been a continuity line in both associati-
7 166
6 292 3 439
4 016
4 604
4 796
4 889
4 740
4 434
ve and commercial income. However, it is important to mention that, for the next sports season, a growth in commercial income is expected, reaching â‚Ź13.7 million. Meanwhile, associative income is expected to remain around the figure of â‚Ź4.4 million.
Executed 2013-14
Executed 2014-15
Executed 2015-16 Associative Income
Executed 2016-17
Executed 2017-18
Predicted (*) 2018-19
Commercial Income
(*) The expected income for the 2018-19 sports season is the actual one up to April 2019 and estimated from June 2019.
110 | ACTIVITY PLAN | 2019-20 SEASON |
Budget 2019-20
7.2.1 ASSOCIATIVE INCOME
7.2.2 Commercial Income
Associative Income accounts for about
re of this income. Taking into account the
Commercial income naturally plays an important role in the structure of the total income
24% of total expected income for the
prevalence of the previously mentioned,
for Liga Portugal, with a significant weight of 76% for the season under review. Thus, a com-
2019-20 season. Thus, the most relevant
for the next season, revenues from sports
mercial income of around â‚Ź13.7 million is expected.
items are registrations and transfers, and
betting are expected to reach about 25%
It is worth mentioning that despite the fact that the negotiation to obtain a new LigaPro
fines and protests, which represent arou-
of the total associative income for Liga
naming sponsor has not yet been concluded - and bearing in mind the current renegotia-
nd 70% of the total associative income for
Portugal.
tion of some of the existing contracts - it was possible to increase the value of the global
Liga Portugal.
As a result, the following distribution of
sponsorships intrinsically linked to professional competitions.
Conversely, the revenue from sports bet-
associative income is predicted for this
Consequently, the following distribution of commercial income is predicted for the sports
ting (Placard and Online Betting) is beco-
sports season:
season:
ming increasingly important in the structu-
Other Income 1%
Fines and Protests 33% Sports Betting 25%
Quotas Equipas B 2% B-Team Fees 2%
Other Commercial Income 6% Ticketing and Hospitality 5% TV Share 13%
Registration and Transfers 35%
Naming Sponsors 47%
Official Partners 6%
Regarding Online Betting, it should be no-
is expected. The reduction is due to the
ted that this revenue is directly derived
decrease in the number of B-Teams in the
from the Special Online Gambling Tax
competitive framework of LigaPro for the
(IEJO). So if in the future discussion and
season under review, as well as the neces-
approval of the State Budget for 2020,
sary prudence in the budgeting of most
there are changes in the calculation of
of these associative revenues, since by
this tax, this will naturally affect our pre-
nature, they tend to be quite inconstant
dictions and thus have an impact on the
and variable.
Sponsors 30%
Liga Portugal budget. Compared to the forecasted figures for the previous season, a slight reduction in associative income
| 2019-20 SEASON | ACTIVITY PLAN | 113
7.3 DISTRIBUTION TO SPORTS COMPANIES The distribution is made by Liga Portugal, either directly, with the distribution of funds to the Sports Companies, or indirectly, supporting the expenses inherent to the organisation of competitions. As can be seen from the analysis on the graph below, this item has had a positive evolution over time and is expected to increase by about 12% in 2019-20, thus reaching the figure of â‚Ź7.9 million.
Evolution of the Liga Portugal Distribution of Funds to Sports Companies (Figures in thousands of Euros; 2013-14 to 2019-20 seasons)
7 926 6 954
Executed 2013-14
6 549
6 427
6 410
Executed 2014-15
Executed 2015-16
Executed 2016-17
114 | ACTIVITY PLAN | 2019-20 SEASON |
7 098 6 069
Executed 2017-18
Predicted 2018-19
Budget 2019-20
7.3.1 DIRECT DISTRIBUTION As far as direct distribution is concer-
each B-Team according to the respecti-
ned, the main amount to be transferred
ve regulations - the decrease of this item
to the Sports Companies corresponds to
is expected for this season, given that the
the Taça da Liga prizes. In this sense, the
outcome of the previous season reduced
values of the prizes annually represent
the number of B-Teams to two for 2019-20.
75% of the value obtained from sponsor-
Meanwhile, as was already the case in
ships within the scope of the commercial
the 2018-19 season, with the change in
activity of the aforementioned competi-
the concept of TV Share approved by the
tion. For 2019-20, it is estimated that the
Sports Companies, a solidarity share of
total figure of prizes for the Taça da Liga
€300,000 was created to directly support
will be €1.9 million, compared to the €1.8
the teams relegated to LigaPro at the
million allocated in 2018-19.
end of the season.
Regarding the values of the B-Team
A value of €550,000 has also been allot-
fees - to be equally distributed among
ted for the constitution of a “fund” to
the teams participating in LigaPro, and
deal with any unforeseen events that
maintaining the numbers to be paid by
may arise.
As such, and regarding direct distribution, in addition to the funds relating to sports betting and the UEFA solidarity fund - where Liga Portugal simply intermediates the transaction - allocation for the 2019-20 season will be as follows:
Solidarity TV Share 13%
Commercial Rights 2% B-Team Fees 4%
Taça da Liga Prizes 81%
7.3.2 INDIRECT DISTRIBUTION Indirect distribution includes all expenses in-
of football. Furthermore, in the case of Sports
As a result, a global analysis of the direct and indirect distribution of funds to Sports Companies,
curred by Liga Portugal that are intrinsic to
Companies taking part in LigaPro, this budget
and estimating an average value per company, results in the following table:
the organisation of professional competi-
also includes the expected expenses for the
tions. Therefore, Liga Portugal predicts the
surveillance of stadiums.
Direct Distribution
continued support to the Sports Companies
The expenses incurred with referees, obser-
in general, regarding expenses inherent to
vers, and delegates also have a considera-
Taรงa da Liga Prizes
1 950 000
57 400
anti-doping control within the context of
ble weight in the budget under review. Thus,
Placard Earnings
3 550 000
104 500
professional competitions and the expenses
for the 2019-20 sports season, the following
Online Betting
2 700 000
79 500
with the acquisition of balls for the practice
distribution is expected:
UEFA Solidarity Fund
4 200 000
155 600
Distribution of Commercial Rights
55 000
5 000
B-Team Fees
100 000
6 300
Solidarity TV Share
300 000
23 100
12 855 000
431 400
Anti-doping Control 2%
Ball Distribution 13%
Dec 17 GA Fund 10%
TOTAL
Official Ticketing Supply 0,6%
Indirect Distribution
Stadium Surveillance Service 2%
Observers 7%
116 | ACTIVITY PLAN | 2019-20 SEASON |
Referees 58%
Average Value per SC
Budget 2019-20
Average Value per SC
Stadium Surveillance Service
110 000
7 400
Anti-doping Control
113 000
3 200
Ball Distribution
696 280
19 400
Equipment Distribution
Delegates 8%
Budget 2019-20
-
-
Referees
3 228 910
89 700
Observers Delegates Dec 17 GA Fund TOTAL
369 350 421 700 550 000 5 489 240
10 300 11 800 15 300 157 100
TOTAL DISTRIBUTION
18 344 240
588 500
7.4 EXPENSES Overall, the spending budget for the 2019-20 sports season has the following distribution:
Organisations and Entities 9%
Events and Training 17%
Depreciation and Amortisation 1%
Other Operating Expenses 6%
Structure and Services 67%
For the season under review, and in comparison with previous seasons, the following evolution of the values of spending for Liga Portugal are expected:
EXPENSES
Executed 2013-14
Executed 2014-15
Executed 2015-16
Executed 2016-17
Executed 2017-18
Predicted 2018-19
Budget 2019-20
5 308 237
5 359 582
5 378 643
5 932 488
7 314 775
9 124 095
9 234 650
The expected increase in spending for next season is only 1.2%. Although this increase is not significant, it is the result of a constant focus on new projects and the desired and ever-pursued improvement of the service provided to the associated Sports Companies.
Š ANDRÉ SANANO/FPF
7.4.1 ORGANISATIONS AND ENTITIES
7.4.2 EVENTS AND TRAINING
All protocols and agreements in force during the current season are to be maintained for the
As a proposal for the season in review, this item is broken down as follows:
2019-20 period. However, we plan to sign a new protocol with the Portuguese Association of
Postgraduation 6%
Football Referees (APAF), with a view to increasing involvement between all the organisations involved in professional football. It is worth noting that the entity with the most relevant values in this item is the Portuguese Football Federation, representing about 62% of the total value. Therefore, the following breakdown in the values to be distributed to various organisations and entities for the next season is expected:
International Entities 9%
Other National Entities 3%
Taça da Liga Final 31% Other Events 44% Copa Ibérica 19%
Players Union 26% Portuguese Football Federation 62%
To the scrutiny of all, the events organised by Liga Portugal acquire more and more prestige and media coverage. So, with the paramount objective of increasing returns for Sports Companies and sponsors, hosting these events requires a greater commitment and investment from Liga Portugal. The Allianz CUP Final Four is the event with the greatest financial impact, representing around 31% of this item. The recently-created Copa Ibérica, born from the cooperation agreement signed between Liga Portugal and LaLiga, is also an important event for the 2019-20 season, accounting for around 19% of the total for this item. With a 6% investment, training is another increasingly ambitious clear bet from Liga Portugal, reiterating the strengthening of the professionalisation of the various football agents. The remaining events include, among others, the Kick-Off of professional competitions, the Annual Conference, award ceremonies for both competitions, as well as the bet on the growing popularity of the eSports competition.
| 2019-20 SEASON | ACTIVITY PLAN | 119
7.4.3 STRUCTURE AND SERVICES Liga Portugal has been implementing an ambitious process of development and modernisation of its services. It should be noted that it is only by increasing competitiveness and the ability to value and project the competitions it organises, as well as by seeking to create and maintain a cohesive and highly competent team, that objects are achieved. Thus, for the next sports season, the Liga Portugal structure, as well as the services provided in accordance with the action plan presented in this document, the following distribution of expenses is to be expected:
Governing Bodies and Support to the Executive Board 10%
Disciplinary, Legal, and Registration Services 16%
Content and Media 16%
Administrative and Financial 9%
Technology 10%
Competitions 12% Marketing and Sponsorship 27%
120 | ACTIVITY PLAN | 2019-20 SEASON |
7.5 OPERATIONAL RESULTS AND FINAL COMMENTS The expected results for the 2019-20 season amount to €1 million, thus reflecting a clear stability
Reflecting on the aforementioned expla-
and constant focus on the services provided by Liga Portugal, seeking thereby to achieve the
nation, it is proposed that this budget be
continued satisfaction of its members.
approved so that the Liga Portugal services
This evolution is detailed in the following table:
can carry it out in its entirety.
Executed 2013-14
Executed 2014-15
Executed 2015-16
Executed 2016-17
Executed 2017-18
Predicted 2018-19
Budget 2019-20
INCOME
9 730 836
11 182 623
14 672 875
14 812 822
15 554 766
18 233 600
18 183 770
EXPENSES
12 263 080
11 908 796
11 805 762
12 342 847
13 384 589
16 222 368
17 160 890
OPERATING PROFIT
(2 532 244)
(726 173)
2 867 113
2 469 975
2 170 177
2 011 232
1 022 880
The presented budget proposal is naturally prudent and balanced on a single objective of maintaining the positive results of Liga Portugal, once again - much in the sense of continuing the path of positive results. The most important factors in this budget proposal are: ● Continued income as planned for the current sports season. The budgeting of the various items should be considered from a conservative perspective. These may suffer positive impacts, depending on the development of some commercial processes that are underway; ● Increase in the distribution of funds to Sports Companies in the order of 12%, due to renegotiation of the Taça da Liga contacts, the contract for official ball distribution of the professional competitions, and the increase in funds to be supported by Liga Portugal relating to referees, observers, and delegates; ● Increase in spending of around 1%, focused on improving the value of our staff and on maintaining the excellence of our product. As can be easily seen, this investment represents a clear growth, but also allows us to continue affirming the strong Liga Portugal brand, the consolidating and growth of our competitions, as well as the increase in the impact of their visibility. As previously mentioned, this is a time of challenges and expansion for Professional Football, with other business and financing models. Liga Portugal remains with “eyes wide open” to new challenges and specific targets. Portuguese Professional Football should be at the forefront in terms of growth opportunities while maintaining sustainability.
| 2019-20 SEASON | ACTIVITY PLAN | 123
7.6 SUMMARY MAP OF THE OPERATING BUDGET OPERATING BUDGET Income
Associative Income Commercial Income TOTAL INCOME
DISTRIBUTION TO SPORTS COMPANIES
DIRECT DISTRIBUTION Taça da Liga Prizes B-Team Fees Commercial Rights Solidarity TV Share Others
INDIRECT DISTRIBUTION Stadium Surveillance Service Official Ticketing Supply Anti-doping Control Ball Distribution Dec 17 GA Fund Referees Observers Delegates Others TOTAL DISTRIBUTION TO SPORTS COMPANIES
EXPENSES
ORGANISATIONS AND ENTITIES Portuguese Football Federation Players Union Other National Entities International Entities EVENTS AND TRAINING Taça da Liga Final Copa Ibérica Other Events Postgraduation STRUCTURE AND SERVICES Governing Bodies and Support to the Executive Board Administrative and Financial Technology Competitions Marketing and Sponsorship Content and Media Disciplinary, Legal, and Registration Services OTHER OPERATING EXPENSES DEPRECIATION AND AMORTISATION FINANCIAL EXPENSES PROVISIONS
TOTAL EXPENSES OPERATING PROFIT
© ANDRÉ SANANO/FPF
Executed 2016-17
Executed 2017-18
Predicted 2018-19
Budget 2019-20
4 796 255 10 016 567 14 812 822
4 889 299 10 665 467 15 554 766
4 740 050 13 493 550 18 233 600
4 433 790 13 749 980 18 183 770
1 522 212 250 000 256 098 2 028 310
1 500 000 250 000 231 707 1 981 707
1 875 000 200 000 262 320 300 000 2 637 320
1 950 000 100 000 55 000 300 000 2 405 000
115 411 39 710 108 175 5 031 3 485 922 377 389 250 411 4 382 049 6 410 359
112 062 32 762 100 026 135 779 3 038 529 338 991 329 958 4 088 107 6 069 814
98 532 31 000 113 000 245 700 550 000 2 749 848 323 670 349 204 4 460 954 7 098 274
110 000 32 000 113 000 696 280 550 000 3 228 910 369 350 421 700 5 521 240 7 926 240
537 354 241 356 14 400 66 050 859 160
522 134 234 199 14 400 63 050 833 782
501 000 212 000 14 400 74 650 802 050
525 000 215 600 28 800 75 000 844 400
488 733 126 785 51 284 666 802
648 229 550 996 117 793 1 317 018
676 000 908 485 62 930 1 647 415
500 000 300 000 704 280 106 010 1 610 290
583 521 303 478 521 570 544 867 592 892 119 155 854 927 3 520 410 793 433 81 894 10 790
575 756 490 703 573 501 560 939 830 005 248 388 1 001 175 4 280 467 788 696 91 500 3 311
594 800 535 750 622 380 738 600 1 662 730 1 001 100 1 015 460 6 170 820 471 140 105 000 33 000
5 932 488 2 469 975
7 314 775 2 170 177
619 936 574 706 774 291 742 782 1 385 334 456 450 857 691 5 411 190 703 439 100 000 25 000 435 000
9 124 095 2 011 232
9 234 650 1 022 880
7.7 OPERATING BUDGET BY COMPETITION ASSOCIATIVE INCOME Fines and Protests Registration and Transfers Associative Fees B-Team Fees Sports Betting Other Income TOTAL ASSOCIATIVE INCOME COMMERCIAL INCOME NAMING SPONSORS Naming Sponsors 1st League Naming Sponsors 2nd League
SPONSORSHIPS Taça da Liga Official Ball and Equipment Banking Institution Technology Partner Other Sponsorships
Official Partners Fleet Insurance Game Licensing Statistics Collection Services Bookmaker
OTHER COMMERCIAL INCOME TV Share Ticketing and Hospitality Postgraduation Postgraduation TV Rights Other Income
TOTAL COMMERCIAL INCOME TOTAL INCOME
Liga NOS
Liga NOS
LigaPro
Taça da Liga
TOTAL
1 195 000 1 200 000 64 650 550 000 20 700 3 030 350
195 000 455 000 28 740 100 000 550 000 14 700 1 343 440
60 000 60 000
1 450 000 1 655 000 93 390 100 000 1 100 000 35 400 4 433 790
5 060 000 5 060 000
500 000 500 000
-
5 060 000 500 000 5 560 000
409 025 317 500 45 000 771 525
409 025 317 500 45 000 771 525
2 600 000 2 600 000
2 600 000 818 050 635 000 90 000 4 143 050
31 350 25 000 80 000 108 500 200 000 444 850
31 350 25 000 108 500 200 000 364 850
-
62 700 50 000 80 000 217 000 400 000 809 700
1 726 990 20 000 23 000 81 270 200 000 200 600 2 251 860
20 000 15 000 81 270 193 600 309 870
632 500 3 000 40 000 675 500
1 726 990 672 500 41 000 162 540 200 000 434 200 3 237 230
8 528 235
1 946 245
3 275 500
13 749 980
11 558 585
3 289 685
3 335 500
18 183 770
DISTRIBUTION TO SPORTS COMPANIES DIRECT DISTRIBUTION Taça da Liga Prizes B-Team Fees Commercial Rights Solidarity TV Share Others
LigaPro
Taça da Liga
TOTAL
55 000 55 000
100 000 300 000 400 000
1 950 000 1 950 000
1 950 000 100 000 55 000 300 000 2 405 000
18 000 75 000 348 140 275 000 1 890 709 192 465 256 106 3 055 419
110 000 12 000 38 000 348 140 275 000 1 100 138 161 515 119 629 2 164 422
2 000 238 064 15 370 45 965 301 399
110 000 32 000 113 000 696 280 550 000 3 228 910 369 350 421 700 5 521 240
3 110 419
2 564 422
2 251 399
7 926 240
408 684 203 600 22 419 58 383 693 087
116 316 10 000 6 381 16 617 149 313
2 000 2 000
525 000 215 600 28 800 75 000 844 400
300 000 511 477 82 523 894 000
129 662 23 487 153 149
500 000 63 141 563 141
500 000 300 000 704 280 106 010 1 610 290
463 020 417 053 471 392 451 135 1 004 804 694 759 790 481 4 292 645
131 780 118 697 145 638 171 939 384 194 262 295 224 979 1 439 522
5 350 115 526 273 732 44 046 438 654
594 800 535 750 622 380 738 600 1 662 730 1 001 100 1 015 460 6 170 820
235 570 52 500 16 500 -
235 570 52 500 16 500 -
-
471 140 105 000 33 000 -
TOTAL EXPENSES
6 184 302
2 046 554
1 003 794
9 234 650
OPERATING PROFIT
2 263 864
(1 321 291)
80 307
1 022 880
INDIRECT DISTRIBUTION Stadium Surveillance Service Official Ticketing Supply Anti-doping Control Ball Distribution Dec 17 GA Fund Referees Observers Delegates Others
TOTAL DISTRIBUTION TO SPORTS COMPANIES
EXPENSES ORGANISATIONS AND ENTITIES Portuguese Football Federation Players Union Other National Entities International Entities
EVENTS AND TRAINING Taça da Liga Final Copa Ibérica Other Events Postgraduation
STRUCTURE AND SERVICES Governing Bodies and Support to the Executive Board Administrative and Financial Technology Competitions Marketing and Sponsorship Content and Media Disciplinary, Legal, and Registration Services
Other Operating Expenses Depreciation and Amortisation Financial Expenses Provisions
| 2019-20 SEASON | ACTIVITY PLAN | 125
LIGA PORTUGAL ANNUAL BUDGET 2019-20 ANNUAL INCOME
LIGA PORTUGAL ANNUAL RESULTS 2019-20
Value €
ANNUAL EXPENDITURE
Value €
ANNUAL INCOME
Value €
ANNUAL EXPENDITURE
Value €
Associative Income
4 433 790
Distribution to Sports Companies
7 926 240
Associative Income
3 030 350
Distribution to Sports Companies
3 110 419
Commercial Income
13 749 980
Expenses
9 234 650
Commercial Income
8 528 235
Expenses
6 184 302
14 000 000
20 000 000 € 18 000 000 €
18 183 770 € 17 160 890 €
12 000 000
11 558 585
16 000 000 € 10 000 000
14 000 000 € 12 000 000 €
9 294 721
8 000 000
10 000 000 €
6 000 000
8 000 000 € 4 000 000
6 000 000 € 4 000 000 €
2 000 000
2 000 000 € 0€
0
Income
Expenditure
PERCENTAGE OF INCOME SPENT
Income
Expenditure
PERCENTAGE OF INCOME SPENT 94%
80%
Value SUMMARY
Value SUMMARY
Total Annual Income
18 183 770
Total Annual Income
11 558 585
Total Annual Expenditure
17 160 890
Total Annual Expenditure
9 294 721
BALANCE
126 | ACTIVITY PLAN | 2019-20 SEASON |
1 022 880
BALANCE
2 263 864
LIGAPRO ANNUAL RESULTS 2019-20 ANNUAL INCOME
TAÇA DA LIGA ANNUAL RESULTS 2019-20
Value €
ANNUAL EXPENDITURE
Value €
ANNUAL INCOME
Associative Income
1 343 440
Distribution to Sports Companies
2 564 422
Associative Income
Commercial Income
1 946 245
Expenses
2 046 554
Commercial Income
5 000 000
60 000 3 275 500
ANNUAL EXPENDITURE
Value €
Distribution to Sports Companies
2 251 399
Expenses
1 003 794
4 000 000
4 610 976
4 500 000
3 500 000
4 000 000 3 500 000
Value €
3 335 500
3 255 193
3 000 000
3 289 685 2 500 000
3 000 000
2 000 000
2 500 000 2 000 000
1 500 000
1 500 000
1 000 000
1 000 000
500 000
500 000 0
0
Income
Expenditure
PERCENTAGE OF INCOME SPENT
Income
Expenditure
PERCENTAGE OF INCOME SPENT 140%
SUMMARY
Value
98%
Value SUMMARY
Total Annual Income
3 289 685
Total Annual Income
3 335 500
Total Annual Expenditure
4 610 976
Total Annual Expenditure
3 255 193
BALANCE
(1 321 291)
BALANCE
80 307
| 2019-20 SEASON | ACTIVITY PLAN | 127
8. PROPOSED TREASURY BUDGET 2019-20
The previous seasons were dedicated to
will be settled at around 95% at the end
result of accumulated surplus, moving the
to resort to the use of treasury financing to
the effective financial restructuring of Liga
of 2019-20.
organisation into a clear path of positive
meet the current needs of Liga Portugal.
Portugal, with a very rigorous and arduous
With this financial restructuring carried
cash-flow results.
Even with this possibility, Liga Portugal is
work renegotiating debts, emphasising
out in recent seasons, and with careful
The flow of the Liga Portugal operational
expected to achieve a positive accumu-
the involvement of all partners without
management, it was possible to meet all
activities resulting from the action plan
lated cash-flow result of around €52,000.
which this recovery would not be feasible.
the commitments and generate liquidity
presented here, as well as the decisions
Consequently, agreements were reached
for the current activity of Liga Portugal.
to distribute to its associates, will have a
that were fundamental to the financial
In 2017-18, Liga Portugal was finally able
negative flow of around €1.5 million for
sustainability of Liga Portugal, such as:
to reverse cash deficit, thus achieving a
2019-20. As a result, it may be necessary
● Portuguese Football Federation - circa €2.6 million; ● Union of Professional Football players with a debt of over €600,000;
Evolution of Cash-flow
● Pledged Current Account, whose ba-
(Figures in thousands of Euros; 2014-15 to 2019-20 seasons)
31 370 € 29 665 €
lance already amounted to €850,000;
31 219 €
27 268 €
It is also important to highlight the adhe-
23 736 €
sion of Liga Portugal to the Special Plan for Reducing Debt to the State (PERES) -
29 492 €
26 050 €
23 254 €
approved by Decree-Law No. 67/2016, on 3rd November - in the form of 36 instal-
15 028 €
ments, including in the plan all the tax fo-
14 555 €
reclosure processes in existence to date. This adhesion provided a significant benefit, with a reduction in default interest, compensatory interest, and procedural costs, totalling the amount of €519,000 - a
€279
In accordance with the payment plans agreed and which have been scrupulou-
(€2 054)
(€1 581)
(€1 452)
Starting Point
2015-16
2016-17
Inflow
sly complied with, these retained charges
Outflow
2017-18 Period Cash-flow
€151
€151
€320
re economic results.
€52
2018-19
2019-20
Accumulated Cash-flow
Items
Starting Point
2015-16
2016-17
2017-18
2018-19
2019-20
Inflow
-
15 028
23 736
27 268
29 665
31 370
Outflow
-
14 555
23 254
26 050
29 492
31 219
Period Cash-flow
-
473
482
1 218
151
151
(2 054)
(1 581)
(1 452)
320
279
52
Accumulated Cash-flow
130 | ACTIVITY PLAN | 2019-20 SEASON |
€1 218
€482
€473
value that will have repercussions on futu-
In detail, the treasury plan that the Liga Portugal management presents as a proposal for this season is as follows:
ITEMS
Starting Point
OPERATIONAL ACTIVITIES INFLOW Sports Companies Naming Sponsors Sponsors Official Partners Other Inflows Sports Betting UEFA Solidarity Fund TOTAL OPERATING INFLOW OUTFLOW Suppliers Distribution to Sports Companies Organisations and Entities Staff State Postgraduation Sports Betting UEFA Solidarity Fund Other Outflows TOTAL OPERATING OUTFLOW OPERATING ACTIVITIES FLOW INVESTMENT ACTIVITIES INFLOW Financial Investments Tangible Fixed Assets OUTFLOW Tangible Fixed Assets Intangible Assets Interest and similar income INVESTMENT ACTIVITIES FLOW FINANCING ACTIVITIES INFLOW Financing Obtained OUTFLOW Financing Obtained Interest and similar expenses FINANCING ACTIVITIES FLOW NET CASH-FLOW FOR THE PERIOD Holdings Opening Balance for the Period Closing Balance for the Period ACCRUED CHARGES Opening Balance for the Period Variations Closing Balance for the Period NET CASH-FLOW FOR THE PERIOD ACCUMULATED CASH-FLOW
(2 053 758) (2 053 758) (2 053 758)
Executed 2015-16
Executed 2016-17
Executed 2017-18
Predicted 2018-19
Budget 2019-20
4 767 037 5 100 000 3 302 550 24 000 164 289 1 670 207 15 028 083
4 863 755 5 800 000 2 728 436 536 515 5 687 153 4 119 950 23 735 808
5 036 992 5 848 150 2 834 874 260 864 1 426 508 7 652 913 4 207 406 27 267 706
6 267 000 4 830 000 4 105 200 509 700 1 568 900 8 129 900 4 254 100 29 664 800
5 930 000 5 060 000 4 835 800 945 500 1 565 000 7 334 000 4 200 000 29 870 300
4 044 325 4 894 107 1 070 873 755 474 1 555 329 1 245 237 869 960 14 435 307 592 776
3 348 710 5 650 981 1 725 339 990 086 2 084 320 47 001 4 879 661 3 991 202 296 955 23 014 254 721 555
4 359 440 5 282 218 1 621 579 1 241 373 2 579 138 6 035 022 4 064 709 626 165 25 809 644 1 458 062
5 045 000 5 981 800 1 610 800 1 406 800 2 597 200 106 800 7 303 600 4 525 600 538 100 29 115 700 549 100
5 850 000 7 897 404 1 739 800 1 710 000 2 920 000 154 900 6 250 000 4 200 000 494 000 31 216 104 (1 345 804)
-
-
-
-
-
-
-
-
142 000 22 200 (164 200)
-
-
-
-
-
1 500 000
120 000 (120 000) 472 776
240 000 (240 000) 481 555
240 000 (240 000) 1 218 062
230 000 4 000 (234 000) 150 900
3 000 1 497 000 151 196
1 112 837 1 585 613
1 585 613 2 067 168
2 067 168 3 285 230
3 285 230 3 436 130
3 436 130 3 587 326
(2 053 758) (2 053 758) 472 776 (1 580 982)
(2 053 758) 120 296 (1 933 462) 481 555 (1 451 907)
(1 933 462) 1 035 796 (897 666) 1 218 062 320 396
(897 666) 1 025 857 128 191 150 900 279 091
128 191 (227 727) (99 536) 151 196 51 660
| 2019-20 SEASON | ACTIVITY PLAN | 131
STATUTES AND REGULATIONS The Statutes of Liga Portugal and its Regu-
CONTACTS
MAIN:
MARKETING, COMMERCIAL, AND BUSINESS
Liga Portugal services are available on
E: geral@ligaportugal.pt
DEVELOPMENT DEPARTMENT:
lations are available for consultation in full
weekdays from 09:00 to 19:00
on the Liga Portugal website:
LIGA PORTUGAL HEADQUARTERS:
FUNDAÇÃO DO FUTEBOL - LIGA PORTUGAL:
www.ligaportugal.pt:
Address: Rua da Constituição,
E: fundacaodofutebol@ligaportugal.pt
E: marketing@ligaportugal.pt CONTENT & MEDIA DEPARTMENT: E: comunicao@ligaportugal.pt
• Statutes of Liga Portugal;
nº 2555 - 4250-173 PORTO
• General Regulations;
Tel.: 22 834 87 40
FINANCIAL DEPARTMENT:
• Competition Regulations;
Fax: 22 834 87 56
E: financeiro@ligaportugal.pt
TECHNOLOGY DEPARTMENT:
• Refereeing Regulations;
GPS: 41° 9’ 53.315” N 8° 37’ 41.219” W
E: recursos.humanos@ligaportugal.pt
E: tecnologia@ligaportugal.pt
• Disciplinary Regulations;
LISBON OFFICE: Address: Rua Castilho,
DEPARTAMENTO COMPETIÇÕES:
DADE AND PROTOCOL:
n.º 13 D, 6º A - 1250-066 LISBOA
E: competicoes@ligaportugal.pt
E: dade@ligaportugal.pt
GPS: 38° 43’ 16.176” N 9° 9’ 0.547”
E: protocolo@ligaportugal.pt LEGAL DEPARTMENT: E: juridico@ligaportugal.pt
134 | ACTIVITY PLAN | 2019-20 SEASON |
Rua da Constituição 2555 4250-173 PORTO
T: +351 228 348 740 www.ligaportugal.pt