Euroleague - NBA

Sport Organization and Governance

ABSTRACT

The aim of this report is to critically analyse the organisations of NBA and Euroleague Basketball, focusing on their respective professionalization and commercialisation over the course of the years. A short description of their history and their creation is also presented. The report concludes with the comparison between the above mentioned organisations which at the moment consist the two most important stakeholders of basketball worldwide.

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TABLE OF CONTENTS

Introduction……………………………………………………………………………..

1. Euroleague Basketball…………………………………………………

1.1 History of European Basketball Club’s Competitions…..

1.2 The creation of Euroleague Basketball……………………

1.3 The evolution of Euroleague Basketball……………………

2. NBA…………………………………………………………………………………

2.1 History of NBA…………………………………………………………….

2.2 Professionalization of NBA…………………………………………..

2.3.1 Commercialisation of NBA……………………………………………..

2.3.2 Sport Spectating trend………………………………………………..

2.3.3 Fast Growing Technologies………………………………………..

3. Comparison Euroleague Basketball – NBA …………………………..

4. Conclusion………………………………………………………………………………..

5. References……………………………………………………………………………………

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Introduction

In the last twenty years, sport has shifted from being a pastime to a business because of the

commercialisation process, which has led sports organisations and managers to become

focused on business principles. This process of commercialisation has also led sports

organisations to be labelled as ‘business-like’ because they become market orientated, pursue

operational strategies that increase the volume of revenue, and become responsive to the

customers’ needs. Two aspects of sport commercialisation have been found. The first one has

been an upsurge in the truly commercial operational activities of sport. Increasingly more

sports organisations across the world have become focused on maximising their revenue and

profit, employing this principle as the fundamental basis for decision making and strategy

development. Consequently, expenditure associated with sponsorship, rights of television,

players’ payments and sports betting have escalated noticeably in the last few decades as

more and more sports organisations have looked for enhancing their opportunities to generate

revenue by implementing a business approach to the sport management (Tsuji, 2015. Another

aspect of commercialisation has occurred within those sports organisations that are not-for-

profit or owned by the state. These organisations have experienced considerable cultural and

operational transformation within the past ten years, because their managements have

adopted a business-oriented approach in the organisations’ management. So, it indicates that

decision making in these organisations reveals that of commercial organisations, and has led

to the constitution of systems including strategic planning, performance management and

quality management.

1. Euroleague

1.1 History of European Basketball Club’s Competitions

The idea of creating a European Basketball competition for clubs was first discussed during a

FIBA’s conference held in Budapest, in 1957 where the organisation of a European Cup of

Champion Clubs was proposed, mainly in a form trying to copy what had already happened

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in football some years before (Velasco n.a.). Indeed the French newspaper L’Equipe had an

important role in its creation (like in football) and donated the trophy for the first FIBA

European Champions Cup, which started in 1958 and ended with ASK Riga as the first

European Champion team (Velasco n.a.). The competition remained under FIBA’s

jurisdiction from 1957-58 until 1999-2000. During these years, there were some changes in

the format (i.e. introduction of the Final Four, formation of groups), entering criteria (not

only domestic champions) and name of the competition (European League since 1991-92,

Euroleague since 1996-97). In essence despite of the increasing popularity of basketball and

the commercialisation of sports in Europe, FIBA was unable to capitalize on this in order to

secure more revenues, attract sponsors or even promote the sport and structure it in a more

professional manner. Thus, the competition itself was far more behind UEFA’s Champions

League as well as NBA in all aspects including marketing, sponsorship, and financial just to

name a few.

Basketball differentiates itself from the majority of other team sports as its governing body

(FIBA) holds a minor role and is less more powerful that the NBA, which despite being a

privately owned organisation and its presence is limited to North America, is dominant and in

many cases sets the rules of the game (Forster 2006).

1.2 The creation of Euroleague Basketball

At some point, the various stakeholders of European Basketball (mainly ULEB; European Basketball

Leagues Union and the top basketball clubs) realised that the administrative-governance model of

FIBA was not sufficient and a radical change towards a commercial-enterprise model for the top-tier

competition should prevail in order to make it more attractive and secure higher revenues.

Consequently during the summer of 2000 Euroleague Basketball (EB), a privately owned company

created its own competition with the participation of some of the best basketball teams who wanted

a more professional management of their stakes. During the 2000-01 season two parallel

competitions were organised, one by FIBA (Suproleague) and the other from Euroleague Basketball

(Euroleague), and subsequently two European Champions were crowned at the end of this season.

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After discussions for a potential merge were abandoned, FIBA stepped back and left Euroleague as

the only top European competition (Velasco n.a.)

From the very beginning Euroleague Basketball was aware of the commercial deepening that the

competition wanted in order to be successful in the long term. According to Gomez et al. (2007)

categorisation of sport organisations Euroleague Basketball is one whose main activity is associated

to the production of sport spectacles; in this case Euroleague. Indeed Euroleague was created as an

event that could present a major source for developing commercial activity and could capitalize the

inherent popularity of basketball in Europe through ticketing, broadcasting rights, merchandising,

sponsorship and so on (Gomez et al. 2007:7). Furthermore Euroleague was based from the start in

the institutional logics of entrepreneurialism and managerialism (Gammelsaeter 2010) as it was

managed by salaried managers and aimed at profit-maximisation. According to Jordi Bertomeu, who

has been the CEO of Euroleague Basketball since 2000 and one of the key factors for the creation of

Euroleague, the main challenge was to persuade clubs from around Europe, with distinct cultures

and mentalities, to work together under the same concept (Uddin 2013). Apparently these clubs had

never worked collectively and their individual interests as well as their local position within their

respective countries were still of high importance for them. Thus the professionalised and

commercialised approach that Euroleague wanted to bring did not eliminate their past interests and

logics rather than supplemented them with a new more pan-European vision towards a common

goal.

Euroleague was formed as a breakaway league sensing the powerless role of FIBA and as a new

organisation had to look at what other successful organisations do and adjust their policies into the

needs of European Basketball. As mentioned above, it is a private league co-owned by the clubs and

the national leagues which is a scheme already practiced successfully before as the case of the

English Premier League has showed. The introduction of entry criteria excluded from the very

beginning teams from smaller media market places and as in the case of UEFA’s Champions League,

being a domestic champion did not always offer qualification for Euroleague. Indeed, 10 clubs were

guaranteed their participation in Euroleague from the first season with a potential expansion after

three years, a movement which can only be compared with the closed league models of North

America. Undeniably, NBA was the role model as the dominant organisation in the world of

basketball and Euroleague throughout its short existence was trying to take the right steps in order

to close the gap with NBA.

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1.3 The evolution of Euroleague Basketball

One of the most critical steps concerning the commercialisation of the organisation was the

decision to recover all its commercial properties from a third company that was in control for

the first five years. After this acquisition Euroleague Properties S.A. (EP) was created which

is the sole responsible for the development of the business from a sporting and commercial

perspective as shown in Figure 1. The structure shown in this figure gives an insight of the

importance that commercialisation has for EB as the Euroleague Commercial Assets S.A.

(ECA) is the top-decision making institution of the company.

Figure 1 (www.sportando.com)

According to Jordi Bertomeu this strategic decision brought a significant increase in TV sales

and sponsorships as it enabled EB to look after its own interests without the interference of a

third party (Uddin 2013). Indeed the income from sponsors increased from 5% to about 30%

in the next 10 years, and consists nowadays one of the biggest proportion of income

alongside ticket sales and third party contributions as shown in Figure 2.

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Figure 2 (www.sportando.com)

Another fact of EB’s success is that the popularity of the competition has steadily grown

since EB took over and this can be seen in the average attendance at matches which more

than doubled from around 3,500 in the first season to almost 8,500 in 2015 (West 2015) and

as Figure 2 states, ticket sales consist 10.5% of the total revenue. This is mainly due the

continuous efforts by EB to increase the quality of both the competition and the participating

teams. By introducing the system of licensing for teams, firstly it managed to set high

standards in those willing to participate and secondly gave them the possibility to plan in the

long-term without the fear of losing an important source of revenue from their participation in

Euroleague. Throughout the years EB has also tried to change the actual format of the

competition in order to make it more appealing for the fans. The current format which exists

from 2012 has been quite successful as it enables the best teams qualifying from the first

stage to play more games between each other, thus increasing competitiveness and quality in

the later stages of the competition (Mantovani 2014). According to Jordi Bertomeu TV

ratings had also increased a lot during these years and the decision to move games on

Fridays, thus avoiding the dominant UEFA’s Champions League on Wednesdays proved

critical (Budraitis 2013).

Recently EB is trying to use high-tech technology in order to create unique content for the

fans and increase their engagement with the game. The testing of Google Glass from players

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in practices and the referees wearing jersey cameras during games are both ways to

commercialise even more the game and attract new audiences (Ryan 2014).

Another element of EB’s commercialisation is its ongoing efforts to expand to other markets

in a worldwide level. This has been proved by staging several Final Fours (the last stage of

the competition where the champion is crowned) to large European cities with no basketball

culture (i.e. London 2012) and by sending teams to exhibition games in China or USA.

Internationalisation as part of commercialisation is key factor for EB’s growth as the market

in Europe is quite small and saturated as well as conquered by football.

The most recent policy that EB has implemented in order to help the clubs and the league

build consistent and sustainable growth in the long-term is the introduction of Financial Fair

Play regulations, in a similar manner with the one that already exists in football (Radnedge

2015).

2. NBA

2.1 History of NBA

Its first game is officially recognised by the NBA as having been played in 1946, ironically,

in Toronto Canada. Such a match was between the New York Knickerbockers and the

Toronto Huskies. The league was called the BAA (Basketball Association of America) at that

time, it amalgamated with some other leagues to establish the NBA which finally merged

with the ABA and constituted the NBA. (Chiba, 2015)

So as to compare the NBA and Euroleague, comprehending the changes that European

basketball have experienced during the last twenty years. With crucial figures of basketball,

such as David Stern, NBA commissioner, discussing the notion of a prospect international

league that will make a bloc of teams from US and Europe, it is essential to compare the play

style and the success of both NBA and Euroleague (Chiba, 2015).

NBA scouts, on the other hand, were developing and taking interest in successful players

belonging to Europe. On annual basis, the NBA draft started to showcase European players

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and the virtual explosion of player traffic was brought by the achievement of some of them in

the NBA between the two continents. (Alvarez et al., 2011) The interest level developed by

the US players and experts of basketball in the Final four and the Euroleague enhanced even

more when national basketball teams of Europe were fully capable of partaking in

international competitions to beat the US team (Alvarez et al., 2011). It was an indication of a

changed time and that the supremacy of US basketball was not inviolable.

in the 19th and 20th century, both the US and the European formations and cultural patterns

associated with sports established along quite diverse paths. At first, there were many sports

that became very popular in America than Europe, like baseball , hochey versus tennis ,

gymnastics with basketball. The second is that all these sports were established, structure and

practiced in many diverse contexts: that of educational institutions in the US.

The sports (specifically NBA) in US commercialised and professionalized earlier and much

more comprehensively than in Europe. Also, US professional sports were planned and

organised in closed leagues of rival franchises.

Closed professional leagues in America remained national in scope and meaning for a long

time, and were formed under profit-oriented administrative control devoid of any regulatory

body working at the international level. This frequently led to the establishment of competing

leagues in the same sport branch. In this regard, the NBA is one of the outstanding

professional basketball league formed in North America. NBA is extensively considered to

be the leading professional basketball league for men across the world.

Lastly, the NBA developed market-driven and independent of the state. Because the

formation and culture of sporting in America appears to be the anomaly in this respect, many

authors have emerged to speak of “America’s sports exceptionalism” (Brown, 2005; Dyreson

and Mangan, 2013).

2.2 Professionalization of NBA

Increasing professionalization of professionals involving in managing sports organisations is

one of the major effects of the commercialisation that has occurred during the past few

decades. In sports organisations all over the world, the presence of comprehensive strategic

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planning, strategies related to human resource and marketing plans have led to enhancements

in professional practice (Ratten, 2011). This professionalization of sport management has

been made possible by two key aspects (Thomas, 2006). The first one is that there has been a

fast growing training and education programme for people who want to be the sport

managers. There are almost 200 higher education institutes only in North America that offer

many degree programmes in the discipline of sports management and it is one of the fastest-

emerging study domains in US high institutes (Thomas, 2006). Among many others, USA

has one of the top leading sports organisation called the NBA. Similarly, UK, Japan,

Australia, New Zealand and others have sport organisations catering for professionals and

academics. All of these organisations have played a vital role to the increasing

professionalism of people involved in sports management.

The second aspect is that the academic study of sports management has started and conducted

research with the aim to analyse and examine the sports organisations and their managements

so as to establish best practice. In this domain, research has taken every single aspect of

management, like organisational design, promotion and marketing, sponsorship, the human

resource management, quality management, ethics and equity. Numerous scholarly and trade

journals have been found that disseminate the research findings to an international audience.

The major effects of these two major aspects have been the development of a management

culture on the basis of the belief that effective management practice is the only best solution

for the survival of an organisation. A belief is inherent in this culture effective management

demonstrates business-like management through which commercialisation of sport

management has been driven, and hence sport, in all industry sectors.

2.3.1 Commercialisation of NBA

Commercialisation has been the leading factor behind the sport development as a business,

leading to an industry that generates revenue for both national and local economies by means

of event revenue, tourism, employment, sponsorship, taxes, etc (Puchan, 2005). This

commercialisation has been caused to happen mostly by the actions and interactions of the

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sport spectating trend; fast changing technologies; and the professionalization of sports

management (Larsen, 2002). Nowadays, commercialisation has fundamentally change all of

the popular and professional sports. NBA and media have a “win-win” situation and they

both depend on each other.

As an instance, the National Basketball Association (NBA) and its related sponsors moved

towards the global economy with the core objective of maintaining the levels of profit

(Weichao, 2010). The ‘NBA International’ as an overseas division was established, deals to

broadcast sports were contracted with national networks in many individual countries, and

deals at the regional levels were struck with satellite channels, like Sky Sports, Star Sports

and ESPN International (Weichao, 2010)

NBA League/Team Sponsorship Revenue

“Sponsorship spending on the National Basketball Association and its 30 teams totaled $739

million in the 2014-2015 season, up 8.9 percent from the previous year, according to IEG

research. Anheuser-Busch is the most active sponsor of the NBA. Eighty-one percent of

properties with a sponsor in the malt beverage category report a partnership with the

company.”(Long M, 2015).

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2.3.2 Sport Spectating trend

A growing trend towards sport spectating has been evidenced. By the start of the 1994-95 in

the USA, the NBA was being transmitted on in either one or two-hour or live game packages

in more than 135 countries to a projected spectators of over 5550 million (Lee and Pedersen,

2009). In 2001, the NBA had extended to over 200 countries across 42 languages (Lee and

Pedersen, 2009). The NBA is the only mega sports event that has set an amazing attendance

record.

Two ways have been found through which this spectator sport trend has commercialised

sport. The first one is that, due to the cash money involved in sponsorship, gate receipts and

television rights, it is necessary to manage sport as a business venture. The second way is that

in return for revenue, there is high level of expectations of audiences and sponsors about the

occasion provided by sport.

Just playing the game is not enough; there needs to be early and half-time entertainment,

extra commentary, match analysis, catering amenities and merchandising. Spectator sport is

indeed an entertainment that needs to be managed accordingly.

2.3.3Fast Growing Technologies

In the past few decades, fast growing changes in the technological world has drastically

changed the face of sport and the television has been the most noteworthy of these

technologies. According to Owen-Pugh (2007), television has changed the lives of all of

those who are involved in playing, organising and promoting sport, because greater income

has been provided by the television for established sports and an opportunity for exposure for

many minority sports. As far as the NBA’s success is concerned, fast growing advancement

of technology, mainly the technologies of radio, television and the World Wide Web have

had immense impact. Besides traditional game broadcasts, a variety of diverse programmes is

produced by the NBA. NBA Action and NBA Jams are two programmes that target children

and teens (Fortunato, 2000). The Internet has greatly opened up new worlds for the NBA. In

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past, people had to wait for tomorrow’s newspaper to read the news of sports. Now, there are

many websites, like NBA.com, make people up-to-date all the time.

In fact, the impact of television on all the sports and their organisations has been substantial

and has coerced the sport commercialisation by requiring sports organisations to establish the

business practices essential to manage and fulfil their spectators’ demands (Dick and Sack,

2003). Nevertheless, it is a reciprocal relationship, even though sport has transformed to suit

the television needs, this has been recognised by the television and it has served the

spectating trend by increasing televised sport (Johnston, 2003). The potential this offers for

more viewing rights, sponsorship and therefore more revenue for sport is vast. The market of

television market is extremely competitive. The beginning of satellite, cable and digital TV;

together with increases in the number of terrestrial channels, has had the effect of more

enhancing the sports’ value, as main organisations of broadcasting compete to broadcast

popular mega events of sport. This is evident in the deal made by NBA.

3. Comparison Euroleague Basketball – NBA

Considering the fact that EB is a relatively new organisation and the NBA is already

established as the most successful basketball league worldwide, it is apparent that in many

cases the former has tried to implement already successful policies by the latter. If we

consider the field of basketball worldwide and the role of NBA as the predominant body it is

quite obvious that EB has adopted similar organisation and management practices due to the

effect of isomorphism (Gammelsaeter 2010).

First and foremost EB is a joint venture owned by its participating clubs and is structured in a

similar manner like the NBA, emphasising on profit-maximisation and extensive

commercialisation. However NBA is an organisation with a long history which grew steadily

over the years and passed all phases of development, from foundation through

professionalization and stands at the moment in the phase of post-commercialisation among

other few sports organisations (Beech and Chadwick 2004). EB on the other hand entered in

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the field of European Basketball, which was already played in a professional level,

committed to commercialise the game and improve its quality.

The creation of Euroleague Properties and the direct ownership of its commercial rights was

something that NBA Entertainment has done years before and resulted in the growth in TV

and broadcasting revenues for the league. Euroleague TV was another step towards

commercialisation as well as NBA TV and programmes like NBA Action were for the NBA.

Furthermore the partnership with lucrative sponsors, such as NIKE was something that EB

strategically aimed. In fact, EB went a step further and even named the league ‘Turkish

Airlines Euroleague’ after an agreement with this company which indicates the importance of

sponsorships. Sponsorships as mentioned above consist the second largest stream of revenue

for EB, which highly depends on them for its viability. On the contrary NBA has a lot more

sources of revenue (TV rights, merchandising, gate receipts, etc.) as it operates in a larger

market and has already expand worldwide. Just to get a glimpse of their respective sizes, the

recently announced deal with IMG will offer about 40 million euros for each Euroleague club

per year for the next 10 years (Long 2015). This partnership will generate a total of 900

million euros in revenues in a 10 year period whereas only for the 2014/2015 season, NBA

made a revenue of 5.18 billion dollars. Moreover Euroleague’s clubs minimum budget of 17

million euros is far behind NBA’s equivalent, which is nearly 100 million dollars per year!

NBA International has successfully managed to promote the game worldwide and generate

fans outside USA. The schedule of games in times that are considered prime time in other

countries (i.e. China) as well as the host of exhibition games abroad has grown interest and

revenues from these countries significantly over the years. Even the increasing amount of

foreign players in the league indicates the intention of NBA to expand its market worldwide.

EB has also tried to promote itself both in a European level as well as internationally but in a

lesser extend as it still lacks behind in terms of popularity and knowledge.

A difference can be entailed on the notion of the game itself in both sides of the Atlantic. For

the NBA the aspect of entertainment is the core of the game and fans require a lot more than

attending/watching the actual game. Half-time entertainment, TV breaks, live commentary

from inside the court just to name a few are part of the game in the NBA. EB on the other

hand is still trying to introduce this aspect in the game as fans in Europe mainly care about

results and the idea of win-maximisation is dominant to many of the participating clubs as

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well. Thus EB has to adapt and supplement this existing logics with this perspective of the

game that wants to promote.

Another significant difference is apparent on the major role that the NBA players have in the

affairs of the league. The National Basketball Players Association (NBPA) is considered one

of the key stakeholders and has the power to affect the decisions made by the league (i.e.

lockout) (Bohlig 2014). Moreover star players are essential for the NBA as the revenues

generated from jersey sales are quite significant. On the contrary, there is no union

representing the athletes playing in Euroleague neither merchandising of kits is the main

focus of Euroleague clubs.

Last but not least, the superiority of NBA in terms of commercialisation is manifested in its

most glamorous event, the All-Star Game which is a three days event where everything is

about entertainment (Moutis 2015). The event takes place in a different city each year with

the participation from the best players in the league voted by the fans and gathers the

attention of local fans as well as worldwide. The last one held in Toronto gathered 7.6 million

viewers on average and generated approximately 195 million dollars (Davidson 2015). EB

has not yet decided to host such an event but it might have to consider it as the potential

revenues could be quite significant.

4. Conclusion

This report has critically analysed both Euroleague Basketball and NBA and how this sports

organisations have transformed over time due to the process of commercialisation and

professionalization. Further, according to Nafziger (2004), trends of commercialisation,

professionalization and globalisation continue on both sides that ultimately accelerate a

convergence of the sports model followed by North America and Europe in more than a few

respects and on all competition levels (Nafziger, 2004). At present NBA remains the

dominant organisation in the field of basketball despite the continuous efforts from EB to

close the gap, both in terms of professionalization and commercialisation. However, EB has

managed to grow substantially in its short history and successfully implement several

strategies already tested by the NBA.

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