daniel chigunwe
Timothy Pemba
Zimbabwean football has been a matter of deep reflection for me, even from my university days. My master’s thesis was centred around football relations in Zimbabwe, and since then, the sport has never left my thinking. But now, as we navigate the post-Covid-19 era, my concerns about the state of our football have grown even more pressing.
Football has long been regarded as a microcosm of society, mirroring its complexities and dynamics (Messner 1994; Giulianotti 1999; Dunning 2000).
In the 20th century, football became one of the greatest global passions, and this fervour continues unabated in the 21st century. From grassroots teams to elite clubs, football plays an integral role in the cultural fabric of countries worldwide. Yet, in Zimbabwe, the state of our football system feels neglected, underdeveloped, and, most critically, under-managed.
As Lyton Ncube aptly put it: Zimbabwean Football must be managed as a modern business industry or enterprise, and its success or failure should be assessed against the best business culture, strategies, and management.
Unfortunately, our football has not been managed with this modern business lens, and as we observe football developments around the globe, it becomes clear that if we do not adapt, we risk being left behind.
Take, for instance, the English Premier League (EPL) arguably the most-watched sports league in the world. With over 3 billion people from 188 countries tuning in, the EPL has evolved into more than just a football competition it’s a multi-billion-dollar industry.
Clubs like Manchester United, Manchester City, and Liverpool have mastered the art of combining sports and business. But this success did not come by chance it was driven by forward-thinking business strategies, innovative marketing, and a robust commercial model.
The EPL was able to achieve this astronomical growth after its rebranding in 1992 when First Division clubs resigned from the English Football League to form what we now know as the Premier League.
This change transformed the football landscape, with broadcasting rights becoming a primary revenue stream for the league. EPL clubs are essentially shareholders in this profitable business model.
This strategic focus on broadcasting rights, sponsorship deals, and global marketing has propelled clubs like Manchester United to the top.
Their commercial revenue streams, such as kit deals with Adidas and shirt sponsorships with Chevrolet, bring in millions annually. Ticket sales and matchday revenue also continue to fuel their economic engine, alongside their global merchandising efforts.
In Zimbabwe, however, we are yet to fully commercialize our football ecosystem. Our local clubs struggle to attract investment, and our matchday experiences lack the infrastructure necessary to generate significant revenue.
Broadcasting deals for our domestic league pale in comparison to global standards, and we are missing the opportunity to capitalise on fan engagement.
Another powerful example comes from the Middle East, where countries like Saudi Arabia and Qatar have used football as a tool for both economic and geopolitical influence.
Through their sovereign wealth funds, they have heavily invested in football clubs, acquiring top global talent and transforming their leagues into competitive enterprises.
Cristiano Ronaldo’s historic move to Al Nassr, where he reportedly earns €200 million annually, is just one example of the astronomical investments these nations are making.
Similar deals have brought Karim Benzema, N’Golo Kanté, and Neymar to the Saudi Professional League (SPL), with these clubs aiming not only for sports success but also for long-term financial returns. These transactions are driven by the Public Investment Fund (PIF) as part of Saudi Arabia’s vision to boost the value of these clubs before eventually privatizing them.
This is not just a Saudi phenomenon. In 2011, Qatar’s sovereign wealth fund (QSI) purchased Paris Saint-Germain (PSG), turning it into a global football brand. The lessons from these regions are clear: football, when managed as a business enterprise, can be a catalyst for economic growth, national branding, and international influence.
Zimbabwe needs to start viewing football as an industry, not just a sport. Clubs should be run like businesses, with professional management teams focusing on revenue generation, sponsorships, fan engagement, and global partnerships. We also need to attract private sector investment to the sport.
In Zimbabwe, companies can play a crucial role in the development of football, and there are compelling reasons why they should invest.
By investing in local clubs, sponsoring youth academies, or partnering with leagues, companies can create a direct link between their brand and one of the country’s most popular pastimes. A well-supported football club with modern management can provide a platform for companies to build strong brand recognition, engage with a passionate fan base, and boost corporate social responsibility initiatives.
The visibility and reach that football provides are unparalleled, and companies that align themselves with Zimbabwean football have the potential to tap into a market that spans every corner of the country.
Moreover, these businesses can help modernise the game by contributing to the improvement of infrastructure, stadium upgrades, and developing talent pipelines. By aligning their brands with football, they also foster a sense of community, which, in turn, builds trust and loyalty with their consumers.
Our football infrastructure stadiums, training facilities, and academies require urgent modernization. Without this, our clubs cannot attract major sponsorships, nor can they generate significant matchday revenue.
Teams like Dynamos FC, Highlanders, and CAPS United, with their deep histories and loyal fanbases, have the potential to become strong commercial entities. For these clubs to perform at a level that attracts serious investors, they need to professionalize every aspect of their operations. This includes proper governance, transparent financial management, and strategic planning that includes both short-term goals and long-term vision.
These clubs should also focus on improving their on-field performances. Performance and success bring visibility, and visibility attracts sponsors and investors. A focus on consistent winning, coupled with youth development programs to nurture future stars, would create a sustainable model for growth.
Additionally, these clubs need to embrace digital transformation. Fan engagement in the modern era is largely driven by social media, digital content, and online experiences. By improving their digital presence, engaging with fans online, and building a stronger brand identity, Zimbabwean clubs can increase their global reach and attract international attention.
The ZIFA Premier Soccer League must invest in securing lucrative broadcasting deals, both domestically and internationally.
This requires an enhanced product on the field, but also strong marketing and branding efforts to make Zimbabwean football more attractive to viewers and sponsors.
Global partnerships should also be explored. Zimbabwean clubs and the league as a whole can benefit immensely from partnerships with global clubs and investors. Such partnerships can help improve infrastructure, talent development, and market visibility, while also providing learning opportunities for Zimbabwean football management on global best practices.
Youth academies should be prioritized, with a focus on exporting talent to top European leagues. Zimbabwean players can be our greatest export, contributing not only to our football success but also to the economy through international transfers.
Zimbabwean football is at a critical juncture. The Covid-19 pandemic severely disrupted the industry, but it also offers an opportunity for reflection and reform.
To move forward, we must learn from successful football business models around the world, from the commercial mastery of the English Premier League to the strategic investments of the Arabian leagues. Football, when managed as a modern business industry, has the power to elevate not just the sport, but the nation as a whole.
Timothy Pemba is a student of the Decolonisation of Africa with a deep interest in the continent’s socio-economic transformation and its role in the global landscape. He writes in his capacity; that opinions expressed do not reflect the views of any organizations he may be associated with. He can be contacted via email at [email protected]
Bongani Ndlovu