[Agnelli] 給Juventus股東的一封信

看板Juventus作者dimhdp10 (at the beginning)時間10年前 (2015/10/02 19:41)推噓6(6推 0噓 42→)

留言48則, 3人參與討論串1/1

官網: http://www.juventus.com/en/news/news/2015/ andrea-agnelli-letter-to-shareholders-.php 縮址: http://tinyurl.com/oq73oxl Andrea Agnelli letter to shareholders 01.10.2015 18:00 - in: Official statements Dear Italian champions, 致親愛的義大利冠軍們： After a process which began in the summer of 2010, with a complete overhaul of the managerial staff, a financial injection to support the turnaround and correct management, your club has returned to success on the pitch and ensured economic sustainability. Four league titles, three Italian Super Cups, and steady improvement in the Champions League, from the quarter-finals in 2012/13 to the final in Berlin, with a Europa League semi-final in between. All this against a backdrop of increased revenue, which saw the club first halve its losses year on year, before recording an operating profit in 2013/14 and a net profit in the season just gone. 從2010年夏天開始管理階層整個改頭換面、為了扭轉局勢與改正管理而財務援助的這段期間之後，您的球隊已經在競技方面回到正軌，並且確保了經濟面的存續性。四座聯賽冠軍、三座義大利超級盃，歐洲賽場的進步從2012/13賽季歐冠八強、隔年歐聯四強、到決戰柏林，而在幕後，收入的增加使球隊在2012/13賽季先消弭了一半的虧損，然後2013/14賽季營運操作盈餘，終於在甫結束的上個賽季實現淨利。 The management and shareholders are now faced with a new, potentially more arduous task. We have to face up to the real dilemma of every top-level football club. Only great results on the pitch – success at national and international level – bring significant revenue, be it from television, commercial deals or sporting achievement. Yet only with a balanced, diversified structure to revenue can we compete at the highest level. 如今管理階層與股東們面對一個全新的、恐怕是更艱難的任務。我們必須正視每支頂級球隊都有的兩難困境，無論是國內還是國際賽事唯有優秀賽果，才能經由電視傳播、商業交易與競技獎金帶來顯著的收入。唯有具備平衡健全的營收結構，我們才能擁有最高水準的競爭力。 The significant overhaul of the squad for the 2015/16 season, which ensures the Bianconeri remain highly competitive, along with the strategies to expand revenue by seeking global partners (such as the agreement recently started with adidas, which will put Juventus in the same international bracket – both in terms of revenue and visibility – as top clubs like Real Madrid and Bayern Munich) will allow your club to continue to develop. 為了確保斑馬軍團的競爭力，以及藉由尋求全球合作夥伴拓展收入，像是最近開始與adidas的協議，使Juventus在收入與能見度達到與Real Madrid與Bayern Munich 相同的國際水準，2015/16賽季球隊陣容的大換血將能讓您的球隊繼續成長。 The commercial strategy we have developed over the last few years will continue to contribute to maximising revenue from sponsorships and Juventus Stadium. Direct management of licensing and retail represents a great challenge, an area previously precluded by other commercial deals. A further challenge is to increase our reach to the almost 300 million Juventus supporters around the world, by expanding in digital media and e-commerce. 這幾年來我們所發展的商業策略將繼續最大化來自贊助商與Juventus Stadium的收入。商業授權與銷售的直營這個龐大難題是之前被其他商業交易所排除的部分，而更深入的挑戰則是藉由數位傳媒與電子商務的拓展，為已經在全世界擁有接近三億支持者的Juventus更添影響力。 Juventus’ clear progress in running the club has not, however, sufficed to prompt profound, definitive reflection on the national level as to the future of Italian football. On several sides, important figures in the world of football are calling for the game in this country to be considered a fully-fledged industry which contributes to the country both via its tax revenue and its 'supply chain'. Yet sadly, Italian football has not found the human resources able to put it back at the centre of political debate. In our game, individuals who are neither important figures nor financers enjoy excessive power. It is an environment which has deceitfully 'generated' the consensus of a self-referential system. In the meantime, for the fifth time in six years, Italian teams that qualified for the preliminary rounds of the Champions League failed to reach the competition proper, and Italian clubs, despite finding themselves in a fairly healthy market position, have not been able to grow at the same pace as their European competitors. In the five-year period 2009-2014, revenue in English football grew by 61%, 46% in Germany, 32% in Spain, 42% in France, 86% in Russia and 62% in Turkey. Revenue in Italy for the same period grew by just 14%. 然而，Juventus的明顯進步並不足以促使在國家層級、乃至於義大利足球的未來有深刻的、明確的影響。在不同場合，有許多足球界重量級人士正呼籲，為這個國家貢獻稅收以及產業供應鏈的義大利的足球產業應該要更加成熟，然而可悲的是，義大利足球並未找到能使其重新回到施政核心的人力資源。在我們的足球界，既非重要人士也不是資助者的一些人物享有過大的權力，而這個環境則詭譎地營造出一個故步自封之體系的共業。與此同時，這六年間取得歐洲冠軍聯賽附加淘汰賽資格的義大利球隊第五度未能成功晉級，而義大利足球隊們雖然還算位於相對來說健康的市場，但是仍跟不上歐洲的競爭對手。在2009到2014的這五年間，英格蘭足球的收入增加了61%，德國增加46%，西班牙增加32%，法國增加42%，俄羅斯增加86%，土耳其增加62%，可是同期在義大利，只增加了14%。 The hope is that the next Olympic Games, at the end of 2016, can accelerate reforms to the structure of Italian football and foster the natural change in personnel, competencies and the way the game is run. This is a process the league bodies, footballers and coaches have to grasp in order to avoid spending a further five years, between now and 2020, listing what should be done but that no one does. 人們希望在2016賽季末的下一屆奧林匹克運動會可以加速義大利足球有結構上的改革、培育人員素質、競爭力以及經營的方式。這是聯賽本身、足球員以及教練必須抓緊時間進行的，避免從今至2020再虛度五年，畫了大餅卻一事無成。 Football has to go back to the heart of this world and, in the short term, in order to improve the product we offer supporters, it would be wise to tackle the following issues: 足球必須回歸這個世界的核心舞台，並且在現階段短期間，為了改善我們給支持者所端出的菜色，解決以下議題將會是明智的。 1. For too long the idea of creating B teams has been rejected, while other countries have guaranteed their young players steady development. Serie A needs to have the strength to bridge the generational gap between the Primavera championship (Under-19) and potentially joining the first team, which typically occurs between 22 and 23 years old. 一、長久以來建置二軍的概念都遭到否決，而其他國家則已經能確保年輕球員的持續成長。義甲聯賽必須要有能力銜接19歲以下的Primavera青年隊聯賽，到能夠躋身一軍之間，通常是22至23歲的世代交替間斷。(註一) 2. Reforming the league system is imperative and must be accompanied by significant reflection on the issue of mutuality. Relegated teams must be protected so as to avoid jeopardising, as is currently the case, the business’s continuity. It is patently clear that cases such as Parma, who went bankrupt during the league season, or the continued problems many clubs are encountering in obtaining UEFA licences, undermine the credibility of the system as a whole, making it less attractive for potential new investors, who we need, provided they present clear, long-term development plans. 二、改造聯賽體系勢在必行，並且不能是單方面思考。降級的球隊必須受到保護以避免惡性退場，即商業的持續性，正如遭遇破產的Parma，以及一直有球隊未能取得歐洲足球總會聯盟(UEFA)認證，都敗壞了整個體系的信譽，使義大利足球對投資者的吸引力減損，而我們必須為這些投資者提供及時明確的長期發展計畫。(註二) 3. The situation regarding stadia, save rare and noteworthy exceptions, is unchanged. Not only has the planning of new infrastructure stalled, existing facilities have even been granted waivers from current legislation. The introduction of Goal Line Technology – a positive move – entailed costs that all the clubs could bear without any problems. Sadly, the same cannot be said of investment in safety and the latest technology in video surveillance which, with much lower costs, would greatly assist the work of the authorities in identifying the individuals behind the offences and would clearly reduce so-called ‘objective responsibility’, which after the recent events of April’s derby at the Stadio Olimpico in Turin, I would jokingly dub ‘inherent responsibility’ . Individual responsibility has now become of secondary importance and Italian football appears to have succumbed to this aberration. 三、場館、照顧弱勢族群、針對特例的概念沒能改革。不只是新的基礎建設停擺，舊有的設施甚至從現行的得到豁免。門線科技(Goal Line Technology)這個正向進展的費用應該是每支球隊都能順利負擔的；難過的是，安全方面的投資也是這樣，即便現今監視科技費用既低廉也能給有關當局辨識做出攻擊行為的人士帶來極大幫助，也能減輕所謂的舉證責任，就像在今年四月在都靈Olimpico球場的同城大戰，所戲稱的固有責任。個人行為究責的重要性已經變得只是次要的，而義大利足球則似乎已屈服於此謬誤。(註三) In conclusion, I believe it is only right we point out that the ability to engage in dialogue and enact reform in governance does not result from the impromptu wishes of a single club. This is a consolidated trend at the European level, thanks to the institutions’ ability to plan, particularly the European Club Association (ECA), but also UEFA. The clubs joining UEFA’s Executive Committee was a historically significant event, and also proves that well-structured institutions can evolve, considering those who invest human and financial resources in football and quite legitimately want to have their voice heard. It is an honour for me to represent the 220 clubs from 53 different football associations in this dialogue, along with president Rummenigge. Over the last 12 months, the ECA has reached common ground with European football’s governing body which led to the early signing of a new Memorandum of Understanding, valid until 2022. This agreement includes greater benefits for clubs, beginning with Euro 2020, and new mutuality between the Champions and Europa League. 總結來說，我相信我們所指出的，參與會談並制定改革並非只是單單一支球隊一時興起的願望，由因於組織機構的規劃能力，尤其是歐洲足球會協會(European Club Association, ECA)，還有UEFA，這是歐洲的趨勢。足球隊加入UEFA的執行委員會是個歷史性的重大時刻，以投注人力與資金在足球並理所當然地希望其意見能被聽見的群體來說，證明了組織良好的機構能進化。與身為ECA主席的Rummenigge一同代表這個來自53個不同足協的220支球隊的組織，對我來說是個榮幸。這12個月以來ECA 已經與歐洲足球當局達成簽署2022年之前有效之諒解備忘錄的共識。此協議包含自 2020歐洲盃開始球隊利益的增加，以及歐洲冠軍聯賽與歐足總歐洲聯賽之間的互動關係。(註四) Similar positive dialogue has begun with FIFA, but events which have recently come to light in the global media have slowed the process for the time being. 與FIFA也有開始類似的正向會談，但目前全球媒體矚目的焦點暫緩了會談過程。 A further demonstration of the fact that no institution can continue for too long to ignore calls for greater transparency and reform without the real risk of being overwhelmed. 這(上一段提到的FIFA)就是沒有組織機構能一直無視提高透明度訴求的例證，大破才能大立。(註五) Fino Alla Fine... Andrea Agnelli --- 註一：義大利球隊在U19的Primavera青年隊之上就是一軍了，沒配置二軍。其他國家地區的作法是設置預備隊(reserve team)並且有專屬的預備隊聯賽，例如英格蘭，或是像西班牙，B隊踢比一軍較低層級的賽事，例如西甲球隊的B隊踢西乙。註二：參加歐洲賽事(歐冠與歐聯)的球隊必須要達到UEFA所認可的條件，包括財務健康、球場設施等等，例如上賽季第六名的Genoa就因為沒通過而由第七名的同城死敵 Sampdoria遞補參加歐聯附加淘汰賽。註三：因為上賽季都靈德比作客Torino主場Stadio Olimpico時發生暴力事件，當局認定有 Juventus支持者鬧事，印象中是施放爆竹，而處罰了Juventus包含暫時關閉南看台與罰款。Juventus雖然認為這應該是個人行為，且球場安檢也有責任，但是該球場的設施卻又不足以揪出真正的肇事者，最後就只能受罰，而滋事暴徒則逍遙法外。註四： ECA的前身是2000年由14支歐洲球隊組成的G-14。Juventus主席Andrea Agnelli目前是ECA執行委員會的成員，執行委員會的會長也就是ECA的會長是代表Bayern Munich 的Karl-Heinz Rummenigge。註五：顯然是指FIFA最近爆發的索賄與收賄弊案以及同時進行的改選，傳聞FIFA高層涉入其中，包括長年擔任FIFA主席的Sepp Blatter。 -- 有些地方其實語意怪怪的，所以不一定能完全照字面，甚至少數幾處是去看義文版查義文單字勉強揣摩拼湊的，只能希望沒有偏離太多... -- ※ 發信站: 批踢踢實業坊(ptt.cc), 來自: 114.40.34.92 ※ 文章網址: https://www.ptt.cc/bbs/Juventus/M.1443786095.A.26B.html

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