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<blockquote data-quote="40/20" data-source="post: 1174428" data-attributes="member: 81577"><p>Ah yep fair enough. I do agree that sort of self funding model would be ideal. But again, I dunno if it'll ever be achievable in NZ and I do think the economic limitations are real. </p><p></p><p>And I dont think Prem's a good example of a sustainable business model to be honest. After a number of clubs went into administration, there was a government enquiry on the comp's finances and the findings was pretty damning. All clubs that started the '22-'23 season made losses, with 8 of them technically insolvent i.e. being propped up by their private owners. All of this amongst an English economy with a GDP that's 10x ours. </p><p></p><p>I don't know how things are in France and Japan, other than many of those clubs also have the benefit of either private or corporate ownership/support, and operate in economies that are 10-20x the size of our own.</p><p></p><p>Agree, with the challenge being how that value is created without compromising other revenue sources, which is where the AB availability conflicts come back in. More ABs playing domestic footy means less AB games, which means less revenue from that side of the model. And if the increase in domestic revenue is intended to sustain the domestic game, that "top-end" is left short. </p><p></p><p>I agree with the vision; I just cant see a way there without hurting ourselves. But maybe the governance overhaul at NZR will bring in some fresh eyes and new ideas.</p></blockquote><p></p>
[QUOTE="40/20, post: 1174428, member: 81577"] Ah yep fair enough. I do agree that sort of self funding model would be ideal. But again, I dunno if it'll ever be achievable in NZ and I do think the economic limitations are real. And I dont think Prem's a good example of a sustainable business model to be honest. After a number of clubs went into administration, there was a government enquiry on the comp's finances and the findings was pretty damning. All clubs that started the '22-'23 season made losses, with 8 of them technically insolvent i.e. being propped up by their private owners. All of this amongst an English economy with a GDP that's 10x ours. I don't know how things are in France and Japan, other than many of those clubs also have the benefit of either private or corporate ownership/support, and operate in economies that are 10-20x the size of our own. Agree, with the challenge being how that value is created without compromising other revenue sources, which is where the AB availability conflicts come back in. More ABs playing domestic footy means less AB games, which means less revenue from that side of the model. And if the increase in domestic revenue is intended to sustain the domestic game, that "top-end" is left short. I agree with the vision; I just cant see a way there without hurting ourselves. But maybe the governance overhaul at NZR will bring in some fresh eyes and new ideas. [/QUOTE]
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