Brøndby IF | Erhvervscase | 10 i karakter

Indholdsfortegnelse
Table of content 1
Synopsis 2
- Company profile: 2
- Critical success factors: 2
- Factor 1: Discovering and developing players
- Continue to discover and further develop players in their brøndby masterclass program in order to later use them in the club or sell them to other football clubs. 2
- Factor 2: Fan loyalty 2
- Challenges for Brøndby IF: 3
- Challenge 1: Economic dependency on players performance 3
- Challenge 2: Not penetrating the B2B market fully 4
- Solution 2: Fundraising events 4
- Solution 3: Tournaments 4
- Consequence: 4
- Challenge 3: Reduced economic activity during Covid-19 5
- Solution 1: Pre-sale of tickets 5
- Consequence 1: 5
- Consequence 2: Economic and marketing consequences 6
- Mission & Vision 6
- Sources: 7
Appendixes: 8
- Appendix 1 (Business Model Canvas): 8
- Appendix 2 (SWOT): 11
- Appendix 3: Financial analysis 11
- Appendix 4: Value chain 13
- Appendix 5: Porter's 5 forces 14

Uddrag
Brøndby IF is a football association founded in 1964 due to a merger between two clubs, Brøndbyøster and Brøndbyvester.

The club is located in Brøndbyvester and has been ever since the merger took place. The company is an IPO company which means that they are solely owned by their investors.

The football club has a so called “club motto” stating “No one above the club or the community” which has stood the test of time and is still the main element of the club.

Ole Palmå is the CEO of Brøndby IF who primarily handles the financial affairs within the company. In 1985 Brøndby IF won the first Danish championship and have won many more since then.

The company is scattered all over the country with a 53% fanbase on Sealand and a 47% fanbase on Funen and Jutland.

Brøndby IF is mainly operating in the B2C market but is also operating in B2B, but many people aren’t very aware of it.

Their CSR is focused on people, climate and economy which are all factors that identify Brøndby IF as a company, but they have an obvious main focus on people as they are the primary representation of their company.

Brøndby IF are Denmark's most exposed company, due to their large fanbase and meations in the media.

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Consequence 2: Economic and marketing consequences
Their costs will increase from start, because first of all, Brøndby has to produce.

THey also have to use more money for staff cost, because the fans also participated in designing the shirt and the staff will spend more time communicating.

The jersey is also limited for a limited amount of time so they wouldn't have to expand their inventory unless the demand is too big for them to handle.

If the demand for the jersey will be really high it will expand their segments in relation to their online shop.

The shop might be discovered by fans who didn't buy anything before. It can also create a market for “collectors items” because it's so limited.

Mission & Vision
A big part of Brøndbys mission is to improve their environmental impact. From 2016-2019 their goal was to create environmental development and in 2020-2023 it was to strengthen their environmental foundation.

Besides improving environmentally, they want to improve their football presentation along with the clubs credibility, strengthening the clubs community and improving their financial situation and lowering their loans.

Brøndby’s vision is to bring people together and create a great community so they can enjoy a game of football and bring people together.

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