Milan Radaković, Miroslav Smajić, Ivana Parčina, Miloš Petrović

DOI Number
First page
Last page


The aim of this paper is to present guidelines and perspective on observing objective circumstances and subjective factors which explain why European and Serbian two football clubs which have won most trophies, are where they are today. The sample of the analysis consists of six top European clubs and two of the most successful football clubs from Serbia. Football club ownership structures primarily depend on the government arrangement, i.e. the legislative norms of the state in which they exist. Football clubs in Serbia function as civic organizations. A comparative analysis of European and Serbian clubs has been conducted, by using the generally accepted Polonsky model of sports organizations.  It is easily applicable to football as well, and it is about 12 factors that influence one sports, in this case, football organization. As in many spheres, Serbian best clubs are far behind European standards. Sports success in qualifications for the European competitions and sporadic participation are more the result of sports performances and team strength than their organization and structure. While European football is becoming one of the most important elements of the economy and the society, contributing to improvement and changing cities, regions or countries, Serbian football is primarily a burden and an expense for the economy and the society.


Model of Football Clubs, Top European Football Clubs, Top Serbian Football Clubs

Full Text:



Andreff, W., & Staudohar, P.D. (2000). The evolving european model of professional sports finance. Journal of Sports Economics, 1 (3), 257-276.

Espitia-Escuer, M., & García-Cebrián, L.I. Measurement of the efficiency of football teams in the Champions League. Managerial and Decision Economics, 2010. 31, 373-386.

Keаrney, A.T. (2003). Playing for profits, Winning strategies for football in Europe and around the globe. European leagues and cup competitions. Retrieved January 15, 2015 from the World Wide Web:

Osterwalder, A. (2004). The business model ontology: a proprosition in a design science approach. Doctoral Dissertation; Universite de Lausanne: Ecole des Hautes Etudes Commercialies.

Polonsky, M.J. (1995). A stakeholder theory approach to designing environmental marketing strategy. Journal of Business & Industrial Marketing, 10 (3), 29-46.

Porter, M.E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: The Free Press.

Porter, M.E. (1985). Competitive advantage. New York: The Free Press.

Radaković, М. (2015). Benchmark analysis of professional football clubs. Facta Universitatis Series Physical Education and Sport, 13 (2), 241-252.

Rohde, М., & Breuer, C. (2016). The financial impact of (foreign) private investors on team investments and profits in professional football: Empirical evidence from the premier league. Applied Economics and Finance, 3 (2), 243-255.

Relvas, H., Littlewood, M., Nesti, M., Gilbourne, D., & Richardson, D. (2010). Organisational structures and working practices in elite European professional football clubs: Understanding the relationship between youth and professional domains. European Sport Management Quarterly, 10(2), 165-187.

Soares, J.M. (2014). The business of football, global thematic, espirito santo investment bank transfermarket. Retrieved February 2, 2015 from the World Wide Web:

Šurbatović, J. (2014). Menadžment u sportu (Management in sport). Belgrade: Zavod za udžbenike. In Serbian

UEFA. (2016). The European football landscape 2016 (Chapter VI, Club revenues). Nyon: UEFA.



  • There are currently no refbacks.

ISSN   1451-740X (Print)

ISSN   2406-0496 (Online)