Abstract
ABSTRACT Switzerland is a small country of just 8.5 million people. It comprises three distinct language regions and is split into 26 cantons, each of which has a large degree of autonomy. These factors produce a splintered market for sport and clubs are based in areas that vary in terms of their local potential (demographic and economic). Furthermore, soccer clubs face intense competition from another highly popular sport – ice hockey. How clubs exploit a very heterogeneous local potential in a specific context? In this paper, we examine the relationship between a club’s local potential (market environment and stadium) and its expertise in the areas of sporting results, management and marketing. Based on our data, we outline the characteristics of the different economic and sporting models adopted by Switzerland first division soccer clubs and we derive a typology of four types of clubs. Our study’s contribution is both methodological and empirical.
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