The Business of Soccer: A Game Transformed
Soccer, often referred to as the beautiful game, has increasingly become synonymous with big business. As club owners and organizers chase profits, the sport has seen a surge in tournaments and games worldwide. While this expansion offers more opportunities for teams to compete, it also places immense pressure on players and fills organizers’ coffers. The essence of soccer seems to be fading, overshadowed by the relentless pursuit of financial gain.
The Game vs. The Business
On social media, the phrase "the game is gone" has become a common lament among fans. While often used humorously to critique officiating or playing styles, there is a kernel of truth when applied to the commercialization of soccer. Organizers are quick to seize opportunities that prioritize profit over the sport’s competitive integrity. This shift raises questions about the future of soccer as a sport and its transformation into a business.
The World Cup Expansion: A Case Study
A prime example of this trend is the upcoming 2026 FIFA World Cup, which will feature 48 teams—a significant increase of 16 teams from previous tournaments. This expansion marks the largest increase in World Cup history, dwarfing the previous increments of eight teams in 1982 and 1998. FIFA President Gianni Infantino argues that this change allows smaller nations to showcase their talent on a global stage. However, the reality is that this expansion dilutes the quality of competition, shifting the focus from the best teams to a larger pool of participants. More teams mean more matches—64 to 104—resulting in increased ticket sales and broadcasting opportunities. Ultimately, the focus is on revenue rather than the sport itself.
The Frequency Debate: World Cup Every Two Years?
FIFA’s proposal to host the World Cup every two years has sparked significant debate among fans and players alike. Infantino and FIFA assert that this change would enhance accessibility for fans, allowing them to enjoy more matches. However, many supporters argue that such frequency would diminish the World Cup’s prestige and historical significance. The allure of the tournament lies in its rarity, and making it more commonplace could erode the very essence that makes it special.
The Club World Cup: A Shift in Focus
FIFA’s rebranding of the Club World Cup further exemplifies the organization’s shift towards a business-first approach. Previously held annually with just seven teams, the tournament has now expanded to include 32 teams, mirroring the format of the World Cup pre-2026. The decision to host the Club World Cup in the United States is a strategic move to capitalize on the excitement surrounding Lionel Messi, whose playing days are numbered. While FIFA aims to attract broadcasters and fans, the reality is that many supporters are disinterested in this new format, preferring the traditional competitions that hold historical weight.
The Profit Motive in CONCACAF
The pursuit of profit is not limited to FIFA; it permeates various confederations, including CONCACAF. The upcoming 2025 Gold Cup will be predominantly hosted in the United States, a decision that maximizes revenue for the confederation. While this arrangement benefits the United States, Mexico, and Canada, it raises concerns about fairness and the development of soccer in other CONCACAF nations. Hosting the tournament in the U.S. allows for better infrastructure and accessibility, but it also reinforces a disparity that could hinder the growth of the sport in less developed regions.
The European Perspective
In contrast, European confederations like UEFA and CONMEBOL face different dynamics. UEFA, for instance, has the flexibility to host competitions across various countries without the same profit-driven constraints seen in CONCACAF. The absence of significant disparities among European nations allows UEFA to pivot and adapt to hosting arrangements based on competitive integrity rather than purely financial considerations.
Finding the Balance
The intersection of business and sport is complex, and while financial considerations are essential for the sustainability of soccer, they should not overshadow the sport’s competitive spirit. The Gold Cup could serve as a valuable opportunity for nations like Costa Rica, Panama, or Jamaica to host tournaments, fostering interest in soccer across North America and the Caribbean. However, the focus on profit often takes precedence, leading to missed opportunities for growth and development in the sport.
As soccer continues to evolve in this business-centric landscape, the challenge remains: how to balance the financial imperatives with the integrity and spirit of the game. The future of soccer hinges on finding that equilibrium, ensuring that while the business thrives, the heart of the sport remains intact.