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(Vincenzo Bellino) – We saw the Americans fly to the basket, reach the Lunaconquer the world with their jeans, fast food and Hollywood. But, dear America, the football is another story. On the green rectangle, we want to be in charge. Fabio’s words Caressajust before the kick-off of Italy-United States (group stage of the 2006 World Cup, later won by the Azzurri) sound more relevant today than ever.
Yet the number of Italian clubs that have passed into the hands of American investors in recent years is constantly increasing. The oriented mentality business collides with passion, history, the sense of belonging: on Saturday, at the Tardini, it will be staged Parma-Atalantaa challenge between two different visions of corporate managementboth stars and stripes.
The Atalanta model
On the one hand, the Parma of Krause Groupsince last October 99% in the hands of the American entrepreneur Kyle Krause; on the other, theAtalantawhich from 2022 belongs (55%) to Bain Capitalan American investment company represented by Stephen Pagliucaco-owner of Boston Celtics.
In the last 7-8 years Atalanta has become a reference model in Serie A for economic management, quality of purchasing campaigns and sporting results. Thanks to the solid vision of the family Percassi and the leader Gian Piero Gasperini who transformed the “Dea” in a top club both on national soil and beyond the border. THE’Europa League conquered last season is the culmination of a journey that starts from afar.
In 2016 Gasperini he came close to being exonerated; from then on a rapid rise which allowed the former Genoa and Inter coach, among others, to get back on top and win the championship in 2020 Golden Bench. The merits of the original coach of Grugliasco are out of the question, however the basis of success atalantino there is a battery of Italian managers who guarantee the company organization chart a solid, organized and competent structure: Luca Percassi, Brother Of Antonio e CEOil Zamagna-D’Amico duo in their respective roles as head of the technical area (previously occupied by Sartori who after having made the fortunes of Chievotouching Parma – he would also have come, but he was never called, although the road had been paved -, he contributed to bringing back the Bologna in the Champions League after 60 years) and sporting director.
The situation is different Parmareturned to Serie A after three years of purgatory. Krause’s management, as we well know, so far has not been all roses and flowers, not only in terms of results, given the enormous amount of investments (the only joy was the late promotion to Serie A, after the sudden relegation and the long tortuous journey for the ascent), not to mention the change, up to now, of three sport managing director (and a sports director) in 48 months, a position currently vacant with a management structure in the process of continuous adjustment. Semmens’ involvement, grand by design of the patron, as our director Gabriele had predicted May on 1 August 2024, immediately after Roel’s exit during the transfer market Vaeyens and the influence of Greedy powerful leader ofarea performance ed analyticstogether with the rising star Alessandro Comb, Director Football Financea licensed sports director for ten months, will they be enough to guarantee a change of direction? Alessandro flag lowered Lucarellidecentralized to the loan area management, there is a lack of historical figures linked to the team – former players or Italian managers – who could instil that competence and sense of belonging that have always made the difference in Parma: the management of New Beginningfor example, could have been helpful (a bit like Percassi at Atalanta), but the buyer immediately preferred to enter directly into the control room, surrounding himself with people he trusted, without making use of the know-how of those who preceded him.
If Atalanta represents a virtuous exception, many other clubs are in American hands they are struggling . The Rome of the Friedkin despite the initial enthusiasm, has already changed two coaches in the first 12 matchdays. Milan’s Gerry Cardinale after the 2021-22 scudetto, seems to be experiencing ups and downs and is struggling to find stability. Inter, in the hands of the American fund Oaktree holds up above all thanks to the presence of Beppe Marotta one of the best Italian managers. Delicate situation also for Genoa, purchased by 777 Partnersstruggling with economic problems that are limiting the ambitions of the club which now, even technically, have decided to make a change by sending away Gilardino, in the best moment of his management, when the problems on the pitch seemed to be behind him, to entrust it to Patrick Vieira, who, in 2019, regarding Mario Balotelli, recently added to the roster of griffin as a free agent, he stated: “I noticed his difficulties in understanding that football is a team game.”
Football cannot be bought
The message is clear: Americans can invest, but the You can’t buy Italian football like any financial asset. It is a complex world, made of competence, passion and tradition.
While on the one hand models like Atalanta’s demonstrate that prudent and well-coordinated management can work, on the other hand many clubs have yet to understand that money is not enough to be successful.
Dear America, you can bring your business to football, but don’t forget one thing: here the heart rules, and that is all Italian. Vincenzo Bellino
In what ways have Atalanta and Parma leveraged their fan base and community engagement to support their business models?
1. What are the commonalities and differences in the business models of Atalanta and Parma, as both clubs have American owners?
2. How has Atalanta managed to be successful under American management, particularly in terms of their organizational structure and leadership?
3. What challenges has Parma faced in terms of management stability and decision-making since their acquisition by American investors?
4. How do you think culture and tradition play a role in the success or failure of Italian football clubs under American ownership?
5. Do you believe there is a need for a balance between business acumen and passion when it comes to managing Italian football clubs, and if so, what does this balance look like?
6. What can American investors learn from Italian football culture and tradition in order to have a more positive impact on Italian football teams?
7. Is there a risk of Italian clubs losing their identity and tradition when they are bought by foreign investors, and if so, how can this be mitigated?
8. Can Italian football clubs remain competitive in the globalized world of sports while maintaining their unique cultural identity and traditional values?
