The key financial indicators from the 2023-24 season show German professional football to be in an extremely healthy position. Never before have total revenues, spectator numbers, employment rates, and taxes and duties paid been as high as in the past season. Nevertheless, challenges remain to ensure the long-term profitability of clubs.
German professional football remains a magnet for fans and spectators, with clubs and limited companies that operate efficiently remaining an area of great economic and social importance. This is underlined by the figures in the DFL Economic Report 2025, which is based on the financial statements of the 36 Bundesliga and Bundesliga 2 clubs and limited companies from the 2023-24 season.
The most important trends in detail:
Professional football is growing
With €5.87 billion, the 36 clubs achieved the highest collective revenue in their history. This was 12 per cent higher than the previous season’s record of around €5.24 billion, which broke the €5 billion barrier for the first time.
Bundesliga 2 reaches record levels
For the first time, Bundesliga 2 contributed more than €1 billion to the total revenue of German licensed football. The noticeable growth of Bundesliga 2 can be seen in numerous other economic figures. This effect is primarily due to the changed composition of the league – specifically the relegation of economically significant clubs such as FC Schalke 04 and Hertha Berlin from the Bundesliga.
Professional football creates growth and jobs
Bundesliga and Bundesliga 2 create jobs and, fortunately, the number of people in paid employment directly and indirectly related to the game has risen again. At just under 62,000 people, there are more people working in German professional football than ever before. The previous high of 56,000 from the "pre-coronavirus season" 2018-19 was exceeded by more than 10 per cent. The total amount of taxes and duties also rose again, to a record figure of €1.66 billion. Combined with the total added value of €14.2 billion (McKinsey study on the economic and socio-political relevance of the Bundesliga), the bottom line is that German licensed football has a clearly positive effect on the public purse at federal, state and local authority level.
Revenue mix
(€ million)
Match revenue
Contribution to total revenue 10.91%
Advertising
Contribution to total revenue 21.20%
Media revenue
(all competitions)
Contribution to total revenue 31.95%
Transfers
Contribution to total revenue 20.93%
Merchandising
Contribution to total revenue 5.65%
Other
Contribution to total revenue 9.37%
Total
4,801.9
MATCH REVENUE Primarily income from ticket sales for matches in national and international competitions
ADVERTISING Primarily income from contracts with main sponsors and shirt sponsors as well as stadium and club rights
MEDIA REVENUE Primarily revenue from the marketing of media rights to matches in national (including the DFB Cup) and international competitions, as well as revenue from other joint marketing such as commercial partnerships
TRANSFERS Revenue from all transfer and training compensation fees
MERCHANDISING Income from merchandising
OTHER TAKINGS Revenue from the transfer of utilisation rights, public catering, letting and leasing, membership fees and other items
The clubs have largely overcome the impact of coronavirus
For the first time since the outbreak of the coronavirus pandemic and the resulting government restrictions on stadium utilisation, all 18 Bundesliga clubs have positive equity again. Fourteen of the 18 Bundesliga 2 clubs also posted positive after-tax results. In addition, the share of media revenues, i.e. the income from media rights generated and distributed by the DFL’s central marketing, has returned to a healthy level of around 31 per cent. This means that media revenue is still the most important source of income for the 36 clubs, but it is being supplemented by other income to a greater extent than was the case in times of empty stadiums.
German professional football operates responsibly
The proportion of the clubs’ total expenditure accounted for payroll costs for match operations, i.e. ultimately the payroll costs for players and coaches, fell once again. Looking at the Bundesliga and Bundesliga 2 together, this figure is 34 per cent, the lowest it has ever been. This is particularly remarkable by international standards. In the other four top European leagues (England, Spain, Italy, France), club payroll costs for players and coaches account for 50 to 70 per cent of total expenditure.
Overall, the Bundesliga made the highest profit in its history: around €115 million. This was helped by a significant increase in transfer revenue from Bundesliga and Bundesliga 2 clubs to more than 18 per cent of total revenue. This proves that the clubs are successful in generating income as a result of transfers at a high level. At the same time, however, it also shows that many clubs are dependent on such income and therefore on good team and transfer management. In other top European leagues, operating losses can be offset by other means, such as through external capital injections from owners. With the 50+1 rule, German professional football is deliberately taking a different approach here, which requires even more rational management.
Revenue mix
(€ million)
Match revenue
Contribution to total revenue 24.45%
Advertising
Contribution to total revenue 15.59%
Media revenue
(all competitions)
Contribution to total revenue 26.25%
Transfers
Contribution to total revenue 9.22%
Merchandising
Contribution to total revenue 8.24%
Other
Contribution to total revenue 16.24%
Total
1,068.1
MATCH REVENUE Primarily income from ticket sales for matches in national and international competitions
ADVERTISING Primarily income from contracts with main sponsors and shirt sponsors as well as stadium and club rights
MEDIA REVENUE Primarily revenue from the marketing of media rights to matches in national (including the DFB Cup) and international competitions, as well as revenue from other joint marketing such as commercial partnerships
TRANSFERS Revenue from all transfer and training compensation fees
MERCHANDISING Income from merchandising
OTHER TAKINGS Revenue from the transfer of utilisation rights, public catering, letting and leasing, membership fees and other items
Profitable professional football is a constant challenge
It is also true that making a profit remains a challenge for most clubs and limited companies – even though, for example, the increase in expenditure in the Bundesliga of six per cent compared to the previous year is significantly lower than the increase in revenue. 17 of the 36 clubs were in the black (nine in the Bundesliga, eight in Bundesliga 2). The liabilities of the 36 clubs increased from €2.20 billion to €2.66 billion.
The Bundesliga 2 recorded a net loss of €33.1 million, in contrast to an almost even balance sheet in the previous season (-€2 million). Such shifts also depend on the composition of the league and are disproportionately influenced by the development of a few clubs. However, in the context of the debate on policing costs, for example, it is important to note that most clubs cannot easily absorb additional costs, but are operating within tight financial constraints. This is also due to the fact that, in contrast to developments in other countries, clubs continue to charge comparatively moderate ticket prices.
Full stadiums remain a special feature of German football
The 36 professional clubs sold a total of 20,737,276 tickets in the 2023-24 season, the highest number ever. This beat the previous season’s record (19,755,465) by almost five per cent. With an average of 33,885 tickets sold per match, German licensed football also set a new record for average attendance. In Bundesliga 2 in particular, this popularity is also an enormous economic factor, with match revenues accounting for almost 25 per cent of its total revenue.
To summarise, the balance sheet is strong after the 2023-24 season. German professional football remains on a stable growth path and is making a significant positive contribution to life in Germany, not only emotionally but also economically.
