Football club ownership is risky, but the Glazer family have played by their own rules.
It seems that another item can now be added to the long list of things that are getting more expensive: football clubs. The bids coming in to buy Manchester United, reportedly in the (the owners are said to want 拢6bn) would make it the largest amount ever paid for a club.
Given that the current US owners, the Glazer family, bought Manchester United in 2005 for , the current valuation makes it unsurprising that a sale may be .
But can a football club, even one as famous as Manchester United, really be worth 拢6bn?
For comparison, in 2021 one of its rivals, Newcastle United, sold for a fraction of that sum, at around . Yet given that Newcastle had been (about 拢200 million in today鈥檚 money), that was still seen as providing a decent return.
But it was Chelsea, sold in May 2022, which started the sale bonanza among the biggest British clubs. Manchester United, and have all been linked to potential sales since then.
Chelsea had been bought for by Roman Abramovich in 2003, when it was struggling financially. Two decades later, its price was achieved despite the club being what is known as a 鈥渄istressed asset鈥 (something that needed to be sold because Abramovich had been ), meaning that bids were probably lower than if the sale had been on the open market.
Crucially though, Chelsea had also become a more impressive club, winning a number of trophies (two Champions League, two Europa League, five Premier League titles and five FA Cups). (The profit from the Chelsea sale is now .)
Another important element behind a club鈥檚 value is, of course, how much any potential owner is willing to pay. Research suggests that owning a football club is generally something that , so owners normally fit one of three categories.
First, there are those who view clubs as a trophy asset; second, fans or local benefactors who want to support their side; and third, those that think they can make money from the club by making changes.
The Glazers fall squarely into the last category, and took the opportunity to buy a club through a 鈥 in essence, using comparatively little of their own money 鈥 and taking money out annually through dividends.
Financial goals
That leveraged buyout meant that some of the money used to buy the club was secured against the club itself, like a mortgage, so the debt was borne by the club rather than the owners.
And that debt was considerable. Over the ownership of the Glazers, has been spent on interest payments alone.
Another reason for the increase in value of clubs has been the increase in revenue they can generate. The Premier League, for example, has been significantly increasing its income from (the latest US deal is more than ), and this leads to more money for the clubs. in the Premier League has also added value to the which feature in it.
Other things that affect the value of clubs have nothing to do with football. For example, the pandemic led to the very rich getting richer and so there is more disposable income at the billionaire potential owner level.
But ownership comes with plenty of risk too and, like winning matches, financial success is never guaranteed. Around 40% of football clubs in the top four leagues of English football have since the Premier League began, including eight of the original 22 Premier League members.
The culture of in English football may, in the long term, be tempered by the proposed . In the meantime football club ownership remains, for most, a loss-making business.
For the Glazers though, selling their club for around 拢5 billion would surely be seen as a big win. They put in relatively little of their own money to buy it, have taken money out in dividends, and are now expected to make a massive profit on the sale price. they may have been, but very lucrative too.
is the Director of Postgraduate Courses in the Accounting and Financial Management subject group at 1024核工厂 Business School in the Faculty of Business and Law.
This article is republished from The Conversation under a Creative Commons Licence. .
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