A proposed model for diversifying revenue sources in sports clubs: investing in non-traditional resources.

Abstract

This study aims to explore the impact of employing an integrated management methodology based on revenue diversification and investment in non-traditional resources on developing the financial sustainability of sports clubs. The research's significance lies in bridging the gap between traditional reliance on limited revenue sources (such as ticket sales, sponsorships, and memberships) and the demands of a dynamic competitive environment that necessitates financial innovation, smart investment, and strategic resource diversification. The study employed a quasi-experimental design with two groups (experimental and control) and pre- and post-testing on a sample of 12 sports clubs from 6 countries. The results showed a statistically significant improvement in financial sustainability indicators (such as liquidity, revenue diversification, return on investment, and self-financing ratio) among the clubs that implemented the proposed revenue diversification model, compared to those that did not. The analysis also revealed a very strong correlation between investment criteria in non-traditional resources (such as real estate investment, digital marketing, sports academies, tourism events, and smart partnerships) and both financial performance and organizational sustainability. The study concludes that revenue diversification, when implemented according to a participatory investment philosophy, creates a "financial incubator" that transforms the club from a recipient of support to a value-producing system. The researcher recommends adopting the proposed model in sports club planning, designing investment scenarios that simulate real-world operations, and conducting training workshops for managers to equip them with these modern tools.