Posts Tagged ‘Sports#8217;


IE Business School  is glad to invite you and the members of your network to join the 10th videoconference in our Sports Management Today series, to be held on Thursday, March 24th at 16:30 (Madrid local time – please click here for your local time). Register at


Earl Patton – Senior Manager for Sony FIFA Partnership Project Office


Coming off his international assignment for Sony FIFA Partnership Project Office in South Africa for the 2010 FIFA World Cup, Earl Patton will join us for this exclusive videoconference on strategies that pertain to global sports activation. Earl will discuss how Sony and other global partners of FIFA and the World Cup manage and integrate various business developments and marketing strategies from digital, television, print, social responsibility, sales and marketing. In addition, Earl will discuss the role of various internal and external groups within a global activation to illustrate how a united front is a key component to the deployment and success to reaching return on investment. Read more…


What Spain’s World Cup victory teaches businesses

Written on November 17, 2010 by Dirk Hopfl in Academics

IE Focus | By John A. Clendenin, Professor at IE Business School

The triumph of Spain in the World Cup can give us some excellent lessons in management, with its focus on talent, team work and a commitment to society.For the first time this year, Spain united its many talented players to win the FIFA World Cup soccer championship. Hundreds of thousands of fans lined Madrid´s streets to celebrate and welcome their heroes home after the team beat the Netherlands 1-0 on a summer Sunday in extra time. Those throngs were cheering after months of political unrest, economic gloom, a debt crisis, 20% unemployment and fighting among nationalist regions for greater autonomy from the central government. 

Spain´s team always had great talent, but bringing it all together had been elusive. What lessons can Spain and the world take away from the World Cup victory? Ultimately, the alignment of institutional, team and individual goals was what brought success. With a mission to play creatively in the World Cup–to pass, to move, to think, to act rather than react–Spain found a winning approach. What can this leadership example of excellence through ultimate teamwork teach us about collaborating for economic gain as the world economy regains momentum?

The heart of the Spanish team lives in a small but famed youth academy in Barcelona called La Masia. There, nine of Spain´s players spent years nurturing individual styles founded on exceptional technique. We should learn from their long-term commitment. The school, started in 1979, has developed athletes who learn supreme artistry that exhausts and demoralizes opponents as they control the ball. Consider, as you ponder leadership and dedication, that Andrés Iniesta, who scored the extra-time winner for Spain in the World Cup final against the Netherlands, joined the academy as a 12-year-old from his Albacete junior club. Do corporations in today´s marketspace devotedly grow their best talent from within? Or is there the false illusion that the grass is greener on the other side of the fence? Do we make a commitment to our people as our best resource?

The best-led institution in sports is Barcelona’s city team, FC Barcelona. The FC Barcelona slogan is “Mes que un club!”–More than a club. The team competes on the field of play, of course, but it also vibrates, every day, to the rhythm of its people´s concerns. It supports their sense of caring and humanitarianism. “Behind our shield, there is a heart beating,” Joan Gamper, FC Barcelona’s founder, has said The club contributes 0.7% of its income to the FC Barcelona Foundation, setting up international cooperation programs for development. It supports the U.N.´s Millennium Development Goals and has made a commitment to Unicef´s humanitarian aid programs with the donation of one and a half million euros. It even pays to wear the Unicef logo on its shirts, where other teams get paid for everything on their uniforms. What a pleasure to know that winning the World Cup, arguably the most prized trophy in sports, can be done with commitment, integrity and a “beating heart.”

In Spain during the dictatorship of Gen. Francisco Franco (1939-1975), Catalans, Basques and others were forbidden to speak or publish books in their non-Spanish languages. The World Cup win has led to the rare sight of people in Barcelona waving the Spanish flag alongside Catalonia´s own red and yellow one. Enthusiasm welled up in unlikely places as Spanish players from Catalonia (Xavi Hernandez, Carles Puyol and Gerard Pique) and the Basque region (Xabi Alonso) all played and won together. How can Spain capitalize on this tenuous patriotism and seize the moment to unite more fully under its single flag? Who will lead a country depressed by nationalist factionalism?

Head coach Vicente Del Bosque led his team to the lowest-scoring World Cup championship in history, with just eight goals. The team was content to defend first and seize infrequent opportunities to score. It structured a seamless relationship between defense and attack, with defenders and strikers equally capable of handling the ball and moving the ball around the field. The low scoring added tension, but Spain was usually in such complete control of the match that that scoring never represented how the team dominated its opponents.


The World Cup in South Africa: Dream or Nightmare?

Written on June 12, 2010 by Dirk Hopfl in Academics

IE Focus | By Gildo Seisdedos, Professor at IE Business School

South Africa’s much-desired World Cup could turn into a nightmare if global coverage exposes the country’s weakest points.This year the World Cup will be held in Africa. For the first time in history, the world’s most coveted sporting event after the Olympics has gone to the African continent. Beyond the strong symbolism of the pictures of Nelson Mandela holding the trophy and the impressive athletic progress made by African soccer, an unanswered question remains: was it a good idea to take soccer so far away from its origins?

Events as drivers for territorial transformation
We live in times when everyone wants a piece of the action where sporting events are concerned. Why? We might have to look for the root of this growing demand in what some have called the “Barcelona effect”. An industrial city in decline, positioned rather poorly within the regional hierarchy, manages to turn itself into a world-class city for tourism and services thanks to the impact on its brand made by an ambitious urban redevelopment project that used the Olympics as a driver and a global showcase. What mechanisms lay behind this magic transformation? Big events are without a doubt an excellent opportunity to tackle a region’s lack of certain facilities or infrastructure, both of which can benefit from the impact of the magic and far-reaching legacy of a major sporting event. Read more…


IE Business School  is glad to invite you and the members of your network to join the third of a series of  videoconferences Sports Management Today, on Tuesday, May 4th at 18:00 (Madrid local time).

Banco Santander and Formula 1 Sponsorship

Pablo de Villota – Santander’s Formula 1 Sponsorship Manager


Santander’s Formula 1 sponsorship manager, Pablo de Villota, will outline how brand recognition has evolved and the role Formula 1 has played. Pablo will explain why Banco Santander decided to become a sponsor in the sports industry, why it became involved in Formula 1 and why it chose Ferrari. He will also discuss what sponsors and partners look for in a profitable relationship and how, in the case of Formula 1, drivers can get the most from their relationship with a sponsor. 


Since 2009, Pablo de Villota has been Santander’s Formula 1 Sponsorship Manager. He holds a degree in law and is an IE Business School graduate of the Executive MBA 2004 class. Not only was Pablo a racing driver himself during his youth, but he also managed his own communication agency company ‘Fórmula América’, specializing in marketing strategies in the automobile and motor sports industry. Furthermore, Pablo has working on strategic projects for companies like Audi, Ferrari, DIAGEO (Johnnie Walker) and Bombardier, and  as a Formula 1 specialist he has collaborated with several mass media – like Digital+, RNE, F1 MobileTV and Car and Driver magazine – as a journalist specialized in Formula 1. 

Please confirm your attendance by sending an e-mail to Upon confirmation we will send you the link to the open videoconference. If you are unable to join this conference but wish to be kept informed of future open conferences, please let us know.

Best regards,

Master in Sports Management Team


Master in Sports Management – from an academic perspective

Written on August 11, 2009 by Dirk Hopfl in Academics

Follow this brief introduction into the IE Master in Sports Management from the Academic Director, Antonio Martin Antolí. This program is aimed at professional from the Sports industry or those who might enter this exciting sector where passion for sport meets business realities.
Blend this 13 month program with your professional career and get engaged through online discussions with your classmates and professors. 3 residential periods of 2 weeks in Madrid complete this intensive Master program where you learn core management techniques and tools to apply them in the sports industry.


Football and the Crisis. To Florentino Perez with love

Written on July 16, 2009 by Dirk Hopfl in Go for IE

1782IE Focus | By Rafael Puyol, President IE University

The summer is here, bringing with it a series of new hires that could send the budgets of several football clubs into meltdown – strange behavior indeed in the current economic climate.Globalisation has reached football, a sport also affected by the brain drain, the exodus of qualified migrants whose brains are in their feet and whose salaries are in the clouds. The leading clubs increase their diversity with players from all over the world who bring colour to the ethnic fabric of their squad. But dream teams have to be paid for, with astronomical budgets that often take teams to unheard-of levels of debt, a practice which, in times of crisis, is at the very least somewhat unseemly.

Nothing can be done to stop the internationalisation of football, but its impact can be modulated. One good example is FC Barcelona´s policy, with its homegrown manager and a base made up of players from its youth system. Not only has it brought value to the collective effort by a feeling of belonging, but it has also brought excellent results.

I would dare to propose that football should follow the rules of other sports, such as the NBA or car racing, namely a limit to what the teams can spend (which is still a lot) on players or on preparing their vehicles.

The commitment to the youth system, good scouting and the intuition of the underlying quality of a young player cannot be replaced by a cheque book for paying tried and tested players who are more interested in advertising than wearing the shirt of a club they serve as mercenaries.

My team, Sporting de Gijón (I know, I know…) is in no danger of overspending. My other team, Real Madrid, bound as it is to the return of King Midas, would do well to ponder on the good practices of its rivals and bear in mind the maxim that it is more important and more responsible to spend well than to spend a lot.

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