To determine the correlation between the clubs’ economic capabilities and their sporting performance, they were divided into three groups based on their league position. It becomes clear that clubs with the greatest sporting success also performed best economically. Clubs finishing the 2024‑25 season in positions one to six achieved 66 per cent higher revenues and 62 per cent higher costs than the average club. The middle third of the table accounted for 90 and 93 per cent, while clubs in positions 13 to 18 reached 44 and 45 per cent of the values.
2024-2025 |
Match revenue |
Advertising |
Media revenue |
Transfers |
Merchandising |
Other |
Total |
|||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Positions 1-6 |
54,392 |
163% |
104,794 |
165% |
144,894 |
153% |
89,752 |
185% |
32,778 |
207% |
46,034 |
160% |
472,645 |
166% |
Positions 7-12 |
32,361 |
97% |
68,066 |
107% |
85,093 |
90% |
39,371 |
81% |
9,346 |
59% |
21,615 |
75% |
255,852 |
90% |
Positions 13-18 |
13,076 |
39% |
18,157 |
29% |
53,798 |
57% |
16,317 |
34% |
5,449 |
34% |
18,491 |
64% |
125,288 |
44% |
BL average |
33,276 |
100% |
63,672 |
100% |
94,595 |
100% |
48,480 |
100% |
15,858 |
100% |
28,714 |
100% |
284,595 |
100% |
2024-2025 |
Payroll costs |
Administrative staff |
Transfers |
Match operations |
Youth/women |
Other |
Total |
|||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Positions 1-6 |
158,973 |
166% |
35,245 |
158% |
87,623 |
163% |
45,987 |
138% |
19,350 |
138% |
90,933 |
174% |
438,111 |
162% |
Positions 7-12 |
88,281 |
92% |
20,542 |
92% |
52,823 |
98% |
34,939 |
105% |
14,626 |
104% |
41,846 |
80% |
253,057 |
93% |
Positions 13-18 |
39,745 |
42% |
10,944 |
49% |
20,749 |
39% |
18,945 |
57% |
8,059 |
58% |
23,831 |
46% |
122,272 |
45% |
BL average |
95,666 |
100% |
22,244 |
100% |
53,732 |
100% |
33,290 |
100% |
14,012 |
100% |
52,203 |
100% |
271,147 |
100% |
