Re: [新聞]The Catalan kings

看板FCBarcelona作者Ivanov (Visca Catalunya)時間14年前 (2011/05/26 18:17)推噓4(4推 0噓 0→)

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我來翻譯一下不過主要是意譯就不逐字了 http://www.economist.com/node/18709691?fsrc=scn%2Ffb%2Fwl%2Far%2Fthecatalankings Schumpeter The Catalan kings The management secrets of Barcelona Football Club May 19th 2011 | from the print edition 第一段再說我們有多好 cliche ~我就不翻了 Barça is also a cash machine. It is number two in Deloitte’s league of the world’s highest-grossing football clubs, behind Real Madrid; with revenues of €398m ($488m) in 2009-10 (Real Madrid earned €439m). It has doubled its revenues over the past four years. Last year Barça signed a five-year sponsorship deal with Qatar Sports Investment for a minimum of €165m, which would involve putting a commercial logo on the team’s shirts for the first time. Barça and Real also have an advantage in that they receive a hugely disproportionate share of the revenues from televising La Liga, the Spanish premier league. That said, no one knows how profitable Barça is, nor how indebted. 過去四年巴薩的獲利翻倍 09-10年賽季的營收僅次於皇馬一部分是來自於賣給Qatar Foundation的收入另一部分是轉播權的收入(他有提到西甲轉播權巴薩皇馬收到不成比率的款項) 然而到底整個團體是賺錢還是負債沒有人說得準 How has a club that is based in one of Europe’s unemployment blackspots turned itself into the ruling power in the world’s most popular sport? An obvious answer is that Barça plays as a team in a sport that has far too many prima donnas. It keeps the ball moving, dominates possession and keeps its opponents under constant pressure. But there is a less obvious answer, too, and one that has implications beyond the football pitch. Barça has provided a distinctive solution to some of the most contentious problems in management theory. What is the right balance between stars and the rest of mankind? Should you buy talent or grow your own? How can you harness the enthusiasm of consumers to promote your brand? And how do you combine the advantages of local roots and global reach? 這家從歐洲就業黑洞(沒錯西班牙這個大黑洞XD) 這家俱樂部到底怎麼取得全世界最受歡迎運動的主宰力顯而易見的是巴薩的足球打法巴薩的足球是團隊作戰而不像是一群女明星爭相閃耀 (譯按: prima donna是義大利歌劇的領銜女高音這裡用女高音來比喻很有意思我想大家都會覺得是"女"明星們無誤XD) 持續的轉移持球具壓倒性的持球比率以及讓對手保持在被壓迫的狀態潛在的原因是巴薩對管理理論中的一個最大的難題提出了具有特色的解決方案而這些難題包括如何在球星跟其他選手中間取得平衡? 要花錢買球員或者是自己培養? 如何維持你的顧客對於品牌形象的忠誠? 以及如何結合地方草根性特色跟伸展國際化觸角? Barça puts more emphasis than any other major team on growing its own players. Other football teams often resemble the United Nations—the Arsenal first eleven, for example, frequently includes just two native-born Britons. 巴薩比任何其他主要的聚樂部都還要在意自己培養球員其他的俱樂部大概都像聯合國一樣像阿森納: 就只有兩名英國出生的球員 (譯按: 可是畢爾包也是一直用自己人啦 XD 我覺得"自己培養"跟"同國籍"這件事情類比很奇怪不能這樣比吧?) Barça, by contrast, is still dominated by local players, and Catalan is often spoken in the dressing room. Eight of the team’s leading players are products of its football school, La Masia. That includes Mr Messi, an Argentine who moved to Barcelona as a boy, and the team’s coach, Josep (“Pep ”) Guardiola. La Masia is unique among football schools. It is a boarding school that puts as much emphasis on character-training as on footballing skills. The students are relentlessly instructed in the importance of team spirit, self-sacrifice and perseverance. They are also taught that Barça is “more than a club”: it is the embodiment of Catalan pride that kept the region’s spirit alive during the years when Spain groaned under the fascist Franco regime. Fans regularly sport banners proclaiming that “Catalonia is not Spain”. 巴薩的主力主要還是本地球員而場上中有八人是從La Masia出身的 La Masia就像寄宿學校一般不僅僅交足球還養成人格像團隊精神自我犧牲和恆心毅力同時他們也告訴球員球隊不僅僅是球隊 "Mes que un Club" 而這是球隊依存根基的精神: 加泰隆尼亞驕傲球迷們最常拿的一個標語就是 "加泰隆尼亞不是西班牙!" Barça has used the idea that it is “more than a club” to cultivate a two-way relationship with its fans. It is owned by its members (socis in Catalan), who now number 150,000, rather than by shareholders or foreign tycoons. The management is answerable to an assembly that consists of 2,500 randomly chosen socis and the 600 most senior members. The club supports many sports other than football and runs a popular museum in Barcelona. After a recent win more than a million people turned out to cheer. 巴薩透過 "Mes que un club"的idea跟球迷們建立雙向的關係他是被聚樂部的會員所擁有，而不是股東或者是外國投資大亨而管理當局必須要能夠對"會員大會"負責會員大會由2500位隨機選出的會員跟600位資深會員所組成同時俱樂部也同時參與其他的活動以及經營巴薩博物館有超過百萬的人同時歡慶最近的一場勝利(哪場呀XD) Barça’s management style chimes in with the thinking of two admired theorists. Boris Groysberg, of Harvard Business School, has warned that companies are too obsessed with hiring stars rather than developing teams. He conducted a fascinating study of successful Wall Street analysts who moved from one firm to another. He discovered that company-switching analysts saw an immediate decline in their performance. For all their swagger, it seems that their success depended as much on their co-workers as their innate talents. Jim Collins, the author of “Good to Great”, argues that the secret of long-term corporate success lies in cultivating a distinctive set of values. For all the talk of diversity and globalisation, this usually means promoting from within and putting down deep local roots. 巴薩的管理風格與兩個學者的研究相呼應 Boris Groysberg(我猜是Havard Business Review 2006 的文章) http://www.gref.org/nuevo/socios/docs2p_priv/hbr_171206_1.pdf The risky business of hiring stars 針對華爾街的分析師的研究發現明星分析師從一家券商跑到另外一家券商後表現往往不如預期他們的成功要素不僅僅是他們本身的天賦才華還有他們同儕的影響而"從A到A+"(台灣是這樣翻吧?)的作者Jim Collins也指出企業長期成功的秘密在於培養他們特別的價值從所有關於多樣性到全球化的論述中這意指著從內部擢升人才以及在地深耕 The beautiful name 美好的名聲(name我傾向翻成名聲還不是名稱因為我們也不僅僅只是一個名稱呀:P) Barça has also blazed a trail in nurturing its brand—a tough job in the internet age, when gossip is plentiful and trust is scarce. The proportion of brands that consumers trust fell from 52% in 1997 to 22% in 2008, according to Y&R, an advertising agency, and traditional forms of advertising are becoming less effective. To combat this problem, some firms try to involve consumers in developing their brands. Lego, a toy brickmaker, invites Lego-heads to its headquarters to work with its designers. Asda, a supermarket, invites regular shoppers to suggest what it should sell. But so far nobody has gone as far as Barça in giving customers a direct say in big decisions. 從廣告商Y&R的研究中指出消費者對於品牌的信任從1997年的52%跌到2008年的22% 在這個網路世代要維護/培養一個品牌並不容易幾個現在的做法是: 公司們邀請他們的忠誠客戶來參與他們的行銷方案像Asda邀請他們的客戶來建議他們該賣什麼然而沒有人向巴薩一樣讓客戶做出重大決定 (這裡要靠北一下重大決定項種大樹就沒有被我們推倒呀!!!:P) (咦? 這裡沒有舉例? 難道是回應上面開會員大會會員可以直接對經營團隊提出質疑那一段嗎?@@) Barça has made its share of mistakes. The team’s attempt to widen its recruitment net by setting up a soccer academy in Argentina has been abandoned. Traditionalists worry that it is selling its Catalan soul in pursuit of slick commercial deals. And soccer is an unpredictable business. The team went through a bad patch in the early 2000s; another slump could see its fickle foreign fans disappear or, worse, switch their allegiance to Chelsea. That might cause Barça’s revenues to plunge. But for the moment the club is on the top of the world: an example not just of sporting prowess but of smart management. 然而巴薩也犯了一些錯誤比如他們想要擴大在阿根廷的足球學院的計畫被暫停了而傳統派也怕巴薩出賣了加太隆尼亞的靈魂只為了一些商業利益並且足球也是項難以預料的事業像巴薩過去在2000年早期也經歷了一段低潮期如果現在在經歷同樣的狀況很可能造成外國球迷的出走潮轉換到其他球會去 (為什麼特別提Chelsea 不懂XD) 不過目前巴薩仍是在足球是界的頂峰不僅僅是在運動項目的主宰也是睿智的管理決策的成果 -- ※ 發信站: 批踢踢實業坊(ptt.cc) ◆ From: 115.82.238.242

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05/26 01:48,

05/26 01:48

-- I am a slow walker .. But I never walk backwards -- Keep Walking , Johnnie Walker-- -- ※ 發信站: 批踢踢實業坊(ptt.cc) ◆ From: 137.56.80.149 ※ 編輯: Ivanov 來自: 137.56.80.149 (05/26 18:20)