Version for Website Posting
HP_JCMG_2022.1115_V1

J.LEAGUE CLUB MANAGEMENT GUIDE 2022

JAPAN PROFESSIONAL FOOTBALL LEAGUE
November 15, 2022

The copyright of this material, including the Terminology and Management Checklist in the attachments, belongs to J.LEAGUE. If you wish toreprint, replicate, modify, or extensively quote this material and are not affiliated with a J.Club, please contact us through the Contact Us form
(Japanese only) on the J.LEAGUE official website. Additionally, please ensure you comply with copyright law by clearly stating the source when
quoting from this material.
🄫2022 J.LEAGUE All Rights Reserved

Regarding the Creation of the J.LEAGUE Club Management Guide
Thank you for your great support of the operations of J.LEAGUE.
As society continues to face significant challenges due to the ongoing impact of the COVID-19 pandemic, I would like toonce again express my genuine gratitude to everyone involved in club management, staff members, and our various
stakeholders, including shareholders, local governments, partner companies, and fans & supporters, for their hard workand dedication in bringing the ‘artwork’ of football to the society at large.
In an increasingly uncertain environment, it is imperative that J.LEAGUE and J.Clubs undertake further challenges tocontinue providing captivating content as ‘artwork’. Enhancing the management capabilities of the clubs is essential toachieve both our goals of “elevating our top-level clubs to shine globally” and “endearing all clubs to their hometowns.”
J.LEAGUE will further strengthen support for the J.Clubs, which play the leading role in the league, using this“J.LEAGUE Club Management Guide” as a foundation. I hope each club will reference this guide, which can be deemedas the bible for club management, and utilise it to practice the core principles, comprehensively structured management
areas, and best practices from various clubs. I also earnestly hope and believe that each club will enhance its
foundational management capabilities and achieve unique growth and development in accordance with its regional
characteristics, history, and other factors.
Furthermore, J.LEAGUE aspires to be an open entity for all, including not just club affiliates but also those who endorse
the J.LEAGUE’s philosophy and wish to enrich the regional and national sports culture through the development of theleague and clubs. Although the “J.LEAGUE Club Management Guide” is primarily geared towards club managers, it will
be made publicly available on the J.LEAGUE official website upon the issuance of the 2022 revised edition. I hope thatby giving more people access to it, the guide will be further refined and become even more useful through everyone’s
collective efforts.
By having such clubs active nationwide, I am confident that our polished ‘artwork’ will reach many, invigorating Japan.
Let’s use this guide as a springboard to move forward together, towards a more prosperous nation through sports.
Yoshikazu NONOMURAChairmanJapan Professional Football League
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🄫2022 J.LEAGUE All Rights Reserved

Table of Contents

u Introduction

3

u Fundamental Knowledge of Club Management11

u Core Principles in Club Management39

u Guidelines by Management Area53

u Appendix

145

3

🄫2022 J.LEAGUE All Rights Reserved

Revisions since the First Edition
u The main revisions since the first edition include:––––

Update of core principles and guidelines by management area
Addition of case studies and data
Reflection of the most recent data
Updates to the management checklist and terminology, etc.

直近データ
Fundamental– Knowledgeの反映
ofClub Management

Core Principles in
Club Management

Guidelines byManagement Area

APPENDIX

u Reflection of the latest data on club management information, etc.
u Revisions in line with the latest developments in J.LEAGUE’s
systems and structure, etc.
u Streamlining from nine to five items
u Addition of supplementary materials
u Changes and abolishment of management areas － addition ofpromotion, etc., increase in the number of areas from 30 to 32
u Addition and update of guidelines by management areau Addition and update of supplementary materials － addition ofnumerous club case studies, etc.
u Data set (World and Japan) － addition of comparative data withoverseas clubs and leagues
u Management checklist and terminology － update in accordance withthe updates in the main text
4

🄫2022 J.LEAGUE All Rights ReservedOverview of This Guide

Purposeu To support the enhancement of each club’s management by sharing
principles and critical initiatives in club management, serving as a
guide to strengthen the base of club management.

TargetAudienceu In principle, club managers of all clubs

u Clubs–––

Ways toUtilise

Guide for management, current status assessment, and self-evaluation
Reference material for shareholders, etc., on the occasion of the selection ofclub officers
Material for explanations and presentations to stakeholders by the clubu J.LEAGUE–––

Tool for club management workshops and club support
Material to support the onboarding of new executive officers
Training text for new member clubs and Hundred YEAR VISION clubsu Other–––

Educational material and supplementary reading for Sports Human Capital(SHC), a public interest incorporated foundation
Educational material for educational institutions
Reference material for designing external surveys
5

🄫2022 J.LEAGUE All Rights ReservedStructure of This Guide

Introduction

u Matters that you should know for utilising this guide, including its
purpose, target audience, and key points

Fundamental
Knowledge of ClubManagementu An overview of J.LEAGUE and basic matters regarding clubmanagement that should be deeply understood in club management

Core Principles in
Club Managementu Basic and common principles that club managers should be aware ofwhen managing a J.Club

Guidelines byManagement Areau Guidelines for the 32 individual areas in line with the framework ofmanagement areas in J.LEAGUE’s Mid-Term Plan, as well as therationale, important initiatives, and like behind them

Appendixu A data set and terminology for reference, as well as a management
checklist which is designed to help clubs assess whether they are
implementing the content of this guide and to link this toimprovements
6

🄫2022 J.LEAGUE All Rights ReservedKey Points of This Guideu Focus on Core Principles

Point ①

Point ②––

In club management, where there are no one-size-fits-all answers, core principles
serve as a basis for club managers to think and make decisions.
This is not a detailed operation manual, but a guide to strengthen the base of clubmanagement.

u Comprehensive systematisation of management areas club managers
should be aware of––Content is based not only on ideals but also on the actual conditions of the club.
The guide reflects the latest changes in the environment surrounding
J.LEAGUE as well.

u Can be utilised without perusing the entire guide in sequence

Point ③––

The guide is structured so that it is possible to check the parts that are of particularinterest to you.
By using the management checklist, the guide can be put into practice immediately.

u Continuous update after publication according to the situation

Point ④–––

The guide is updated when there are changes in the large framework, policies, orbasic rules.
The guide is basically issued once a year, aiming for November.
We will consider improvements to enable continuous use of the guide and checklist.

7

🄫2022 J.LEAGUE All Rights Reserved

Positioning of This Guide
u The positioning of this guide in relation to the rules, expertise, guides, and information formulated
by J.LEAGUE is as follows:

Content
Rules

J.LEAGUE CLUBMANAGEMENT GUIDE
Material to support the
onboarding of new executive
officers

Officer training materials

Course materials

Details onnext page

External

Information

Disclosure of club management information

J.LEAGUE Club License Granting Rules andOperational Rules

Clubs

Target Audience

Working level

J.LEAGUE Statutes and Regulations

Management

Expertise & Guides

Note 1: PUB Report is a J.LEAGUE report published for the purpose of information disclosure with the aim of creating an open league in which “everyone
can easily participate, learn, and create together.”
Note 2: J.LEAGUE PROFILE is a booklet (currently in PDF format) intended for external stakeholders, introducing information such as an organisational
8
overview and the history of J.LEAGUE.
🄫2022 J.LEAGUE All Rights ReservedComplementary Relationship with Club License
u The Club License (CL) is a qualification to participate in the league (competition), granted by evaluating management
based on five criteria. Although the J.LEAGUE Club Management Guide and Club License have different roles － theguide being a basic set of guidelines that club managers should understand － they are complementary in terms ofcontent (areas covered and requirements).

Areas Covered
W i d eNarrow[Conceptual Diagram of Relationship]

J.LEAGUE CLUB MANAGEMENT GUIDE
High
Low

Requirements

Club License
Areas outside of CL
criteria(e.g., Hometown activities,
SHAREN!, fan engagement,
paid viewer engagement, etc.)

Areas under Club License (CL)Sporting
Criteria

Infrastructure
Criteria

Personnel and
Administrative
Criteria

Legal
Criteria

Financial
Criteria

Areas outside of CL
criteria(e.g., Sponsor sales,
merchandising, international
strategy, plan-based
management, crisis
management, etc.)

Areas under Club Management Guide

9

🄫2022 J.LEAGUE All Rights Reserved

Utilisation Rules
u The copyright of this material, including the Terminology and Management Checklist in the attachments, belongs to
J.LEAGUE. If you wish to reprint, replicate, modify, or extensively quote this material and are not affiliated with a
J.Club, please contact us through the Contact Us form (Japanese only) on the J.LEAGUE official website. Additionally,please ensure you comply with copyright law by clearly stating the source when quoting from this material.

Rules for utilising the J.LEAGUE Club Management Guide within clubs and the league

u J.LEAGUE CLUB MANAGEMENT GUIDE– Within clubs and the league, the guide can be freely distributed and shared.
– When club or league officials utilise the guide for meetings, training, lectures, orother purposes aimed at external parties, prior consultation and reporting to the
responsible J.LEAGUE department is required.

u Terminology and Management Checklist (attachment)– Everyone is free to utilise these.

10

🄫2022 J.LEAGUE All Rights Reserved

Table of Contents

u Introduction

3

u Fundamental Knowledge of Club Management11

u Core Principles in Club Management39

u Guidelines by Management Area53

u Appendix

145

11

🄫2022 J.LEAGUE All Rights ReservedStructure of Fundamental Knowledge on Club Management
Existence of
J.LEAGUEu Our Mission & J.LEAGUE 100 YEAR VISION
u J.LEAGUE Triple Missions
u Business Model of J.LEAGUE Management (Management Areas)

Development of
J.LEAGUE

u History of J.LEAGUE
u Transition of the Number of J.Clubsu Transition of J.LEAGUE Business Scaleu Transition of J.LEAGUE Attendanceu Growth in CompetitivenessPositioning of
J.LEAGUEu Football Organisations in the World and J.LEAGUE
u Global Football Calendar
u J.LEAGUE and the Local Communities
u Presence of J.Clubs in the Community

Governance Structureof J.LEAGUE

u J.LEAGUE Governance Organisationu Key Statues, Regulations, and Rules
u J.LEAGUE Club Licensing System Overview
u Contract Rules for Players in the Football Community
u Systems and Rules regarding Youth Development

J.Club Activities

u J.Club Annual Activities (Main Schedule)u J.Club Competitive Results & Team Personnel Expenses

J.Club Economic
Structureu J.Club and J.LEAGUE Finance Structure
u J.Club Operating Revenue
u J.Club Operating Revenue Composition
u J.Club Operating Revenue Details
u J.Club Operating Expense
u J.Club Operating Expense Composition
u J.Club Operating Expense Details
12

🄫2022 J.LEAGUE All Rights ReservedOur Mission & J.LEAGUE 100 YEAR VISION

Existence of J.LEAGUE

u These are the most important and fundamental principles for all J.LEAGUE stakeholders,
and they must always be kept in mind in club management.

Our Mission
⼀、 To raise the level of Japanese football and promote the diffusion of the gamethrough the medium of professional football.
⼀、 To foster the development of Japan’s sporting culture, to assist in the healthymental and physical growth of Japanese people.
⼀、 To contribute to international friendship and exchange.
J.LEAGUE 100 YEAR VISION〜To more happiness country with sports.〜● Creating a square covered with green grass and sports facilities in your town.
● Establish a sports club where you can enjoy any sport you want to play.
● “Watch”, “Do” and “Participate”. To expand the circle of communication between
people of all generations through sports.

13

🄫2022 J.LEAGUE All Rights Reserved

J.LEAGUE Triple Missions

Existence of J.LEAGUE

u J.LEAGUE is pursuing triple missions － competitive, business and social － to achieve Our
Mission and J.LEAGUE 100 YEAR VISION.
u In designing our 2030 Football Vision and mid-term plan for 2022, we have restated ouruniversal triple missions to clarify the goals and formulate more effective measures.

Social Cooperation
SocialMissionFootballMission
100 YEARVISION

Competitive
MissionBusiness
Missionto C

Business Enhancement

Facilities

Source: Produced by Club Management Div. based on the J.LEAGUE Medium-Term Plan 2022

Management
Base

14

🄫2022 J.LEAGUE All Rights Reserved

Business Model of J.LEAGUE Management (Management Areas)

Existence of J.LEAGUE

u In J.LEAGUE, five management areas have been established: Football, Social Cooperation, to C, Business
Enhancement, and Management Base. The aim is to maximise the value of each area and to connect them toachieve further growth of J.LEAGUE as a whole.
Formation of a Rich
Local Community
Culture• Local Colour• Identity of the Local Area and Residents

Social Cooperation• Branding• Public Relations• Promotion

Local Community
andStakeholders of
Shared Values

Cooperation among
Society, Industry, andSports; Problem Solving

Making into Public
Good andResource Provision• Brand• Local Players and Coaches• Operational Know-how and Insights• Activity Sites and Opportunities• Stadia• SHAREN! PF• Industry-Academia-Sports
Collaboration (Open Innovation)

Sports Club
Development• Local Colour• Club Philosophy, Individuality, Management Style

Development ofPlayers, Coachs, andthe Environment

FootballFacilities• Stadia• Training
Facilities• Turf• Branding• Public Relations• Promotion

FootballGrassroots• Talent Development• Coach Development• Training Environment,
Education Environment• Football Population• Collaboration with Local FA and School• Playing Spaces and Opportunities• Referees, Coaching Volunteers

Football Community(Domestic &International)

Improvement inCompetitive
Standards• Team Development• League Structure, Rules• National Team &ACL Performance• International Transfers & Influx

FanbaseExpansion• Stories, Narratives, Videos, Images, Audio• Awareness, Interest, Engagement

to C• Branding• Public Relations• Promotion

General Society(Domestic &International)

Expansion of theMarket for
Attendees & Viewers• Ticket Revenue, Merchandise Revenue• DAZN, Broadcasting Viewership• Media Touchpoints

Investment in Organisation,
People, Infrastructure
Business Enhancement
Development

Business Enhancement

Management Base
• Branding• Public Relations• Promotion• Organisation Development• Talent Development• Accumulation of Know-how• Digital Infrastructure

Financial BaseStrengthening• Broadcast Rights(Domestic and International)• Sponsors (to B)• Rights, Games

Industrial Sector
Management
Talent• Accounting, Funds Management• Investment Effectiveness Measurement• Resource Allocation*In addition to the five management areas, “Facilities” is established as a cross-cutting area.
Source: Produced by Club Management Div. based on the J.LEAGUE Medium-Term Plan 2022

15

🄫2022 J.LEAGUE All Rights Reserved

Development of
J.LEAGUE

History of J.LEAGUE

u Since its inauguration in 1993, J.LEAGUE has overcome various challenges and changes inthe environment, achieving steady growth.

Announcement of the J.LEAGUE 100
YEAR VISION

1993
10 clubs
1993年
Ｊリーグ
開幕

1996
16 clubs
Cultivation of a Football Culture
Suited to Japan• Establishment of the League
Management Office• Establishment of League
Management Regulations• Building the League’s Brand

Inauguration of J2

Start of DAZN streaming service

1999

2017

26 clubs
Along with an increase in the numberof clubs, addressing challenges in
the operation of a professional
league and clubs• Establishment of Entry Criteria andClub Licensing System• Development of League Structure(J2 & J3 system, Play-Offs) ）Transition from Corporate Teams to Community-based Teams• Standardisation to Team Names without Corporate Names, adopting“Local Name + Nickname” format• Moving away from dependence on large corporations

Fostering of a New Sports Culture• Promotion of an engagement with sports rooted in daily life,
where everyone plays, watches, talks about, and supports not
only football but various sports

Strengthening Social Cooperation
2022

54 clubs

58 clubs

Response to Globalisation and
Digitalsation

Transition to a Co-creation
Platform• Development of International
Strategy• Promotion of Digitalisation• Establishment of a Common
Marketing Foundation• Strategic Use of Content• Collaboration with Partners;
New Forms of Partnership• Establishment of the Social
Engagement Division“SHAREN!”; Starting of the“Let’s take J.LEAGUE! ” ProjectContribution to Football not only in Japan but also throughout Asia
• Offering J.LEAGUE know-how free of charge for the enhancement of thefootball level and market expansion throughout Asia; building strong
partnerships with various Asian countries

Start of Digital Streaming Service for All Matches• Leading the way in Japanese sports by digitally streaming all J.LEAGUE
matches worldwide

16

🄫2022 J.LEAGUE All Rights Reserved

Development of
J.LEAGUE

Transition of the Number of J.Clubs

u J.LEAGUE, which started with 10 clubs, has expanded its activities throughout Japan.
As of 2022, a total of 58 clubs from J1 to J3, are active, with 40 prefectures as their hometowns.

Hokkaido Consadole Sapporo

1993

2022

10 clubs
・8 prefectures

J1: 18 clubs
J2: 22 clubs
J3: 18 clubs
Total 58 clubs
・ 40 prefectures

Kashima Antlers
Urawa Reds

Vissel Kobe

JEF United Chiba
Verdy Kawasaki
Yokohama Marinos
Nagoya Grampus
Yokohama Flügels
Shimizu S-Pulse

Montedio Yamagata
Albirex Niigata

Vanraure Hachinohe

Ventforet Kofu

Iwate Grulla Morioka

AC Nagano Parceiro
Kyoto Sanga F.C.
Gamba Osaka Matsumoto Yamaga F.C.
Cerezo Osaka Kataller Toyama

Gamba Osaka

Sanfrecce Hiroshima

Blaublitz Akita

Zweigen Kanazawa

Gainare Tottori
Fagiano Okayama
Sanfrecce Hiroshima

Kashiwa Reysol

Renofa Yamaguchi FC

Avispa Fukuoka Giravanz Kitakyushu
V-Varen Nagasaki

Azul Claro Numazu

Shimizu S-Pulse
Sagan Tosu
Oita Trinita
Fujieda MYFC
Roasso Kumamoto
Tokushima Vortis
Júbilo Iwata
Kagoshima United FC Kamatamare Sanuki
FC Imabari
Nagoya Grampus
Ehime FCFC Ryukyu
FC Gifu
Tegevajaro Miyazaki
Source: Produced by Club Management Div.

Vegalta Sendai
Fukushima United FC
IWAKI FC
Thespakusatsu Gunma
Tochigi SC
Mito Hollyhock
Kashima Antlers
Omiya Ardija
Urawa RedsJEF United Chiba
F.C.Tokyo
Tokyo VerdyFC Machida Zelvia
Kawasaki Frontale
Yokohama F･Marinos
Yokohama FC
Y.S.C.C. Yokohama
S.C. Sagamihara
Shonan Bellmare
17

🄫2022 J.LEAGUE All Rights Reserved

Development of
J.LEAGUE

Transition of J.LEAGUE Business Scaleu Despite the impact of the recent COVID-19 pandemic, the league’s revenue, which is also the source ofdistribution, has been growing significantly since 2017 due to an increase in public transmission rights fees.
Club revenue has also been increasing since 2013, backed by growth in sponsor revenue.

Transition of J.LEAGUE Revenue *For 2011, data displayed is for nine months due to a change in the fiscal year end.
(Unit: 100 million yen)

Increase in public
transmission rights
fees due to a contract
with DAZN

Public Transmission Rights Fees
Sponsorship Fees
Admission and Membership Fees
Merchandising Rights Fees
Other

Transition of J.Clubs Revenue (From 2005, when individual financial information of each club started to be disclosed)(Unit: 100 million yen)

Revenue decline
due to the COVID19 pandemic

J1 Average
J2 Average
J3 Average

Source: Produced by Club Management Div. based on the J.LEAGUE Medium-Term Plan 2022 and J.LEAGUE disclosed documents

18

🄫2022 J.LEAGUE All Rights Reserved

Transition of J.LEAGUE AttendanceDevelopment of
J.LEAGUE

u Despite being significantly affected by the COVID-19 pandemic since 2020, total annual attendance has exceeded
10 million since 2015. In 2019, for the first time, the J1 average reached 20,000 and the long-standing the goal of“Eleven Million” was achieved in total of the league.
(1,000 people)

Transition of Total Annual Attendance

12,000
Others (League Cup, etc.)
その他（リーグカップ戦他）
J3 League Matches
Ｊ３リーグ戦
Ｊ２リーグ戦
J2 League Matches
Ｊ１リーグ戦
J1 League Matches

10,000
8,000

6,000
4,000
2,000
0
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
(People)Transition of Average Attendance (League Matches)

コロナ禍の影響Declinedue to the
による減収
COVID-19
pandemic

25,000
Ｊ１リーグ戦
J1
League Matches

Ｊ２リーグ戦
J2
League Matches

Ｊ３リーグ戦
J3
League Matches

20,00015,00010,0005,000

01993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Source: Produced by Club Management Div. based on the J.LEAGUE Medium-Term Plan 2022

19

🄫2022 J.LEAGUE All Rights Reserved

Development of
J.LEAGUE

Growth in Competitivenessu J.LEAGUE has significantly contributed to the improvement of Japanese football. However, in aiming for aneven higher level, initiatives to top team management and youth development at each club is crucial.

FIFA World Cup Results

Six consecutive appearancesin the FIFA World Cup

AFC Champions League(ACL)/ FIFA Club World Cup (FCWC) ResultsYear

2002-03

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

Tournament

1st

2nd

3rd

4th

5th

6th

7th

8th

9th

10th

11th

12th

13th

14th

15th

16th

17th

18th

19th

Maximum No.
of entrants

2

2

2

2

2

2+1

4

4

4

4

4

4

3+1

3+1

3+1

3+1

2+2

2+2

3+1

Urawa

G-Os
aka

Hiroshima

Kashima

Urawa

Kashim
a

3rd

3rd

3rd

Runner-up

5th

4th

Urawa

G-Os
aka

Urawa

Kashima

Did not
Did not
Not held participate participate

FCWC Results Not held

Did not
Did not
participate participate

Kashiwa

Hirosh
ima

4th

5th

Did not
Did not
participate participate

Did not
Did not
Did not
participate participate participate

ACL Results
ChampionsChampions in two
consecutive tournaments

Urawa

Runner-upaKawa
saki FBest 8

KashimaKawasaki F
KashimaBest 16
Group Stage

Kashiw

Nagoy

Best 4

Kashim
a

Yokoh
ama
FM

Shimiz
u

Iwata

Yokoh
ama
FM
Iwata

Tokyo
V
G-Os
aka

G-Os
aka

a

C-Os

Kashiwaka

KashimaNagoyaKashiw Nago
C-Os
ya
aka
a
G-Os
H
aka Sendai iroshima

Hiroshima

Play-off

Source: Produced by Club Management Div. based on J.LEAGUE Medium-term Plan 2022

Kawa
saki FaKawasaki FHiroshima

FC To
Kashim G-Os
kyo
aka
a

G-Os
G-Os
aka
aka
Kawa
saki F

Kobe

Urawa

Yokoh
ama
FM

Kashima

Nagoya

UrawaFC Tokyo Kashim
a

Urawa

G-Osa
ka

Kashima

Hiroshima

FC To
Hirosh
C-Osa
kyo
ima
ka
Yokoh
Kawa
ama
saki FFM
Kawa
G-Os
Kashiw C-Os
G-Os
saki F
aka
aka
aka
a
Kawa
saki F

Kashima

20

🄫2022 J.LEAGUE All Rights Reserved

Football Organisations in the World and J.LEAGUE

Positioning of
J.LEAGUEu The J.LEAGUE and J.Clubs are not only closely integrated with their local communities, but also
have strong ties with global football organisations.

Fédération Internationale de Football Association(FIFA)

Union of European
Football Associations

Confederation of North,Central American and
Caribbean Association
FootballConfédération
Africaine de Football

Asian Football
Confederation

Oceania Football
Confederation

Japan Football
Association(JFA)

East Asian Football
Federation

South American Football
Confederation

9 Regional Football
Associations
47 Prefectural Football
Associations

Japan Professional Football League (J.LEAGUE)

Japan Football League (JFL)Japan Club Youth Football Federation

Japan Women’s Empowerment
Professional Football League (WE League)
Other football associations

Source: Produced by Club Management Div. based on the J.LEAGUE official website (https://aboutj.jleague.jp/corporate/en/).

21

🄫2022 J.LEAGUE All Rights Reserved

Positioning of
J.LEAGUE

Global Football Calendar

u The football calendar up to 2030 is as follows. The AFC Champions League (ACL) has switched to an
autumn-spring schedule starting from the 2023 season, resulting in a mismatch with the spring-autumn
J.LEAGUE season.
2022
FIFA World Cup

FIFA Women’sWorld Cup

2023

2024

2026

2027

2028

2029

Co-hosted byAustralia/New Zealand
Paris

Olympic Games

Qatar

2030
Host country
not yet decided

Co-hosted by
Canada/Mexico/USA

Qatar

AFC Asian Cup

2025(to be determinedin 2024)

Host country not yet decided(to be determined in 2024)

Los Angeles

Host country not yet decided(to be determined in February 2023: India or Saudi Arabia)

EAFF E-1 FootballChampionshipJapan

FIFA Club World Cup

Host country not yet decided

AFC
Champions League(Switch to autumn-spring schedule)

J.LEAGUE
22

🄫2022 J.LEAGUE All Rights Reserved

Positioning of
J.LEAGUE

J.LEAGUE and Local Communities

u The J.LEAGUE is composed of clubs, and forms the Japanese football world together with the JFA and FAs
of various regions. These clubs and FAs are supported by and exist because of local communities andcitizens, including fans & supporters.
Local Community & Citizens
Fans &
Supporters

Sponsors &Partners

J.ClubNPOs,
Volunteers, etc.

Players,
Head Coaches& Coaches

Media

J
1
J
2
J
3

Suppliers

Administration

Others

Associated
Organisations
and Various
Federations

9 Regional
FAs

J.Clubs are like shareholders of JFA(= council members)

FAs are like shareholders of JFA(= council members)

J.LEAGUEJFA• League and tournament management functions (match operations,rules, top team management, youth development, grassroots)• Platform functions (rights aggregation, funds allocation, overall value
improvement, club guidance/support, risk management/governance,
external negotiations/communication, etc.)• Sports culture promotion, social contribution functions• Japan National Team composition function (National Team of each category, etc.)• Organising competitions function (various national and regional tournaments, etc.)• Coaching and grassroots functions (coach development, referee development, top
team management & youth development, grassroots, registration popularisation,etc.)• Sports culture promotion, social contribution & international contribution functions

WLF¹

Other
SportsEmployees

47 FAsJ.Clubs are like shareholders of J.LEAGUE(= members)

Other
Country’s
Leagues

Shareholders

Business Company

FIFA
AFC
Each MA²Central Government Agencies

External revenue
generation functions
Note1: WLF stands for World Leagues Forum, an organisation created with the mission to represent professional football leagues at the global level, and build
cooperative relationships with political and sports entities
Note2: MA stands for Member Association, each country’s football association that is a member of upper organisations (FIFA, AFC, etc.)
23
Source: Produced by Club Management Div. based on the J.LEAGUE Medium-Term Plan 2022
🄫2022 J.LEAGUE All Rights Reserved

Positioning of
J.LEAGUE

Presence of J.Clubs in the Community

u J.Clubs are entities that engage with the community not only on match days but also beyond, contributing
to the vitality of the area.
Business growth throughcreation of various
business opportunities
Significant advertisingand publicity effect
Increased sales contacts
Pilot testing
Companies

Human resource
development
SDGs practice

Feel the contribution
to the city, pride
Local
Governments

Create a vibrant andcomfortable community

Local Organisations ⓫and Shopping Streets

Shared experiences withfamily and friends⓬➊➋⓫ Public ⓭➌ Training
CentreRealise yourdream to becomea football player
respected as aperson andactive in theworld➊➋ Schools

Facilities➎ Families ➏Away Team City ➎Sharing time with family
and friends
Emotional experiences
and relieve stressEngage with footballand embrace dreams
Grow as a person
through football

Go abroad

Main Activities of J.LEAGUE and J.Clubs❶ School business❷ Academy (youth development)
business / school collaboration❺ Attracting customers, promotion, public
relations, marketing, etc.
❻ Video production and distribution❸ Top team operation (management)❼ Events❹ Running matches❽ Merchandise➋➌ Overseas ➓❾ Sponsorship ＆ partner sales
rights / activity management❿ Overseas business⓬ Support organisation
management, volunteer
management⓫ Hometown activities,
SHAREN!

⓭ Facilities management
24

🄫2022 J.LEAGUE All Rights Reserved

Governance Structureof J.LEAGUEJ.LEAGUE Governance Organisation

u The J.LEAGUE governance organisation consists of the general meeting, board of directors andmanagement meeting. Control function is maintained through clubs, external directors and external
auditors.
JFA Appeals
Committee

General Meeting (club)
Election or dismissal

Auditor(Full-time, part-time)

Election or dismissal of directors

Supervise

Answertdi
Au

Linkage,
ReportBoard of Directors

Officer Candidate
Selection Committee

InquireLinkage

Resolution,
Approval

Ethics andMediatory
Committee

Disciplinary
Committee

InquireCompensation
Committee

Submission,
ReportAnswerAppealChairmanAppoint, Dismiss,Supervise

Disciplinary
Decision

Disciplinary
DecisionManagement Meeting
External Audit

Accounting
Audit

Chairman

Executive Committee(club)

Linkage

Internal Audit
Dept.

Corporate Executive Officer

ReportOrder, Relay

Linkage

Au

Linkage

ditConsult

Audit, Request Improvement

Individual Departments

Rule Violator

Club

Consult, Report
Consult

Compliance
Dept.

Linkage

Hotline(External Lawyer)

25

🄫2022 J.LEAGUE All Rights Reserved

Governance Structureof J.LEAGUEKey Statutes, Regulations, and Rules

u J.LEAGUE has key statutes, regulations, and rules that must be adhered to, and clubs need to be
fully aware of these, including matters to be careful of in management.

Key Statutes, Regulations, and Rules

Matters to be Careful of inManagementu Articles of Incorporation– Equivalent to a “constitution” that was required to be prepared at thetime of J.LEAGUE’s establishment– Items included: Name, location, objectives, members, general
meetings, officers and specially appointed directors, board of
directors, executive committee, fiscal year, methods of public notice,etc.

u J.LEAGUE Statutes– Establishes the basic principles regarding the organisation andoperation of J.LEAGUE in accordance with the Articles ofIncorporation– Items included: Organisation, J.Clubs, competitions, players,
registration and transfers, Head Coaches / coaches and academy
directors, referees, ancillary businesses, dispute resolution, penaltiesu Various Regulations, Guidelines, and Rules– Establishes rules related to various matters in accordance the
J.LEAGUE Statutes– Major regulations: Board of Directors Regulations, Executive
Committee Regulations, J.LEAGUE Distribution Regulations, League
Match Stabilisation Financing Regulations, Large-scale Disaster
Compensation Regulations, J1, J2, and J3 League Match Operation
Guidelines, Travel Expenses Regulations, Uniform Guidelines,
J.LEAGUE Stadium Standards, J3 Club License Granting Rules,
Disciplinary Regulations

u J.LEAGUE Club License Granting Rules & Operational
Detailsu Organisational
Mattersu Operational
Matters– Appearance of new
major shareholders– Changes in“affiliated companies,etc.”– Changes in executive
officers– Changes in qualified
personnel– Changes in officers– Match operation
guidelines– Attendance counts– Trademark/namechanges– Hometown changes– Entry restrictions– COVID-19 measuresu Crisesu Financial Matters

–
–
–
–
–

– Insolvency or deficits(financial standards)– Unpaid wages– Financing systems– Information disclosure– Industry taxation

Player incidents
Staff incidents
Labour issues
Compliance incidents
Supporter-related
incidents– Shareholder incidents– Scandals– Disasters/accidents(compensation, foreign
players)

26

🄫2022 J.LEAGUE All Rights Reserved

Governance Structureof J.LEAGUEJ.LEAGUE Club Licensing System Overview

u The licensing system has the goals detailed below. There are three types of club licenses and a third-party
organisation determines eligibility for a J1 Club Licensing. Club license applicants are judged according to five criteria,
and there are three grades for a J1 Club Licensing.
System Goals
u Increase the level of Japan football
u Stabilise club management and enhance the managerial organisationu Strict adherence to JFA and J.LEAGUE regulations and other applicable laws and regulations
u Provide safe, world-class facilities, and well serviced spectator and training environment
u Improve the sustainability of full-season domestic and international competitions
u Monitor competitions from a financial perspective for fair play
Club License Type

Contents

Selection Authority

J1 Club Licensing

Participate in J1 - J3 League

FIB (Club Licensing First Instance Body) and AB (Appeals Body)* Independent third-party organisations to J.LEAGUEJ2 Club Licensing

Participate in J2, J3 League

J3 Club Licensing

Participate in J3 League

Criteria

J.LEAGUE Board of Directors

Rank (J1 Club License)

Sporting Criteria
Infrastructure Criteria
Personnel and
Administrative Criteria
Legal Criteria

Grade A: Achievement compulsory for license
Grade B: Achievement compulsory for license (Sanctions may be imposed if
not achieved.)
Grade C: Achievement recommended (No sanctions if not achieved.)

Financial Criteria
Note: Regarding the AFC license, a review will be conducted separately for clubs that meet the ACL qualifications in terms of competition.

27

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Contract Rules for Players in the Football Community

Governance Structureof J.LEAGUE

u Contract Signing Period（Transfer Window）: Based on FIFA and JFA rules, registration (transfer) of players to J.Clubs ispossible only during the registration period (window), except for certain exceptions, and normally, it occurs twice a year
which are 12 weeks from the first Friday after January 2, and 4 weeks from the third Friday in July.

u Contracts–

Target: Players aged 16 and above–

Duration: One year from February 1 to January 31 of the following year. The maximum is 5 years (3 years for those 18 and younger)–

Types: Category

Player TypePro A players
Pro B players

Professional players
who have met therequirements for a
Pro A contract but
did not sign a Pro A
contract

Pro C players

Unified contract players

Professional

Professional players
who do not meet therequirements for a
Pro A contract

Contract Terms

Up to 25

Either having played in
the stipulated matchesor having completed 3
years of a Pro C
contract

No limit

Ditto

Remuneration

Training Compensation

Basic remuneration
At least ¥4.6 million/year
However, for a first-time A contract,
no more than ¥6.7 million/year

Variable remuneration
No limit
Basic remuneration
Up to ¥4.6 million/year
Variable remuneration
No limit

Upon offer of Pro A contract:
As per calculation standards
Upon offer of Pro B contract or Pro A contract withless than 50% of current compensation:¥300,000 × years of with the clubIf the club does not intend to renew the contract:
None

However, if a match appearance
bonus is set, it should be no morethan ¥47,620/match.

Upon offer of Pro C contract that doesn’t decrease
current basic compensation or upon offer of Pro A
contract:
As per calculation standards

No limit

Foreign players who have
Treated assigned contracts other
Pro A players
than the Unified Contract
Players who have only
signed employment
No limit
contracts with corporations(employee players)
Players who play without
Amateur the purpose of
No limit
playercompensation or profit

OthersAmateur

Players who meetthe contract terms to
the right and sign a
Pro A contract withthe club

Number Limit

None

Basic remuneration
Up to ¥4.6 million/year
Variable remuneration
Upon offer of Pro C contract that decreases current
Only match appearance bonus (upbasic compensation or upon offer of Pro B contract:
to ¥47,620/match) and victory¥300,000 × years with the clubbonus are allowed.
If the club does not intend to renew the contract:
None

None

－

－

－

¥300,000 × years of with the club－－

*Training costs－

Source: “Rules Concerning Registration and Transfer of Football Players”, “Rules Concerning Contract, Registration, and Transfer of Professional Football Players” (JFA)28

🄫2022 J.LEAGUE All Rights Reserved

Systems and Rules regarding Youth Development

Governance Structureof J.LEAGUE

u The compensation system for youth development, as well as rules regarding domestic and internationaltransfers, are as follows:u Purpose–

To return and distribute profits to clubs that have developed exceptional players–

To motivate and encourage clubs to invest in the development of young players

Domestic Transfer (JFA Regulations)
JFA Training Costs: Incurred when an amateur player first signs a professional contract, and is paid to the clubs the player wasaffiliated with between the ages of 12 and 22 (Maximum age at which costs are incurred is 25 years old.)
The amount is relatively low and is graduated depending on the division of the acquiring club
JFA Training Compensation: Incurred when a professional player transfers as a professional, and is paid to the clubs theplayer was affiliated with up to the age of 21 (Maximum age at which costs are incurred is 25
years old.)
The amount is relatively high and is set based on the division of the club to which the player istransferring

International Transfer (FIFA Regulations)
Training Compensation: 1. Upon a player’s first international transfer as a professional, paid to the clubs the player wasaffiliated with between the ages of 12 and 21
2. For international transfers from the second time as a professional (under 23 years old), paid only tothe player’s last club
Solidarity Contribution: Applicable to international transfers, and domestic transfers of players developed by clubs affiliatedwith different associations. A sum equal to 5% of the transfer fee (agreed amount) is deducted anddistributed among the clubs with which the player was affiliated between the ages of 12 and 23,
according to a prescribed proportion. The player’s age at the time of transfer is irrelevant.
Source: “Rules Concerning Registration and Transfer of Football Players,” “Rules Concerning Contract, Registration, and Transfer of Professional Football Players” (JFA),“Regulations on the Status and Transfer of Players” (FIFA)
29

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J.Club Activities

J.Club Annual Activities (Main Schedule)Management
Area
Competitive
Management

Jan.

Feb.

Mar.

Apr.

May

Jun.

Jul.

Football
to C

Attracting
Spectators,
Ticket Sales,
Fan Services★FUJIFILM SUPER CUP★ACL Final (Previous Season)

Training camp

Mid-season formation review

Golden★Fan Appreciation Day
Week

Recruitment for
the next fiscal year
Coach contract renewal
Home game final match

Summer holiday

Season ticket sales
End of year report & gratitude

Business
Enhancement

New sponsor acquisition &existing sponsor relations

MerchandisingSocialManagement Base Cooperation

Year-end
financial activities
Monthly budget control(PDCA)★General shareholders
meeting, financial
statements announcement

Planning & negotiations with suppliers
for next fiscal year
★Inventory check
Budget preparation for next fiscal year
★Club management
information disclosure & departmental hearings★Next fiscal year license application★Inventory
check★Next fiscal year license granting
Recruitment planfor next fiscal year

Mid-season interviews

New Year’s
greetings

Contract renewal& new contracts

Negotiations for next fiscal year

Personnel evaluation& interviews
End of year report & gratitude

Various hometown activities / SHAREN!

Hometown
Activities
SHAREN!

Coach contract renewal

Match-by-match budget control(PDCA)

Season ticket sales (from previous year)★Play-Offs andnational tournaments ineach age group★Club Youth Championship (U-18/U-15)*Informal decision of players forpromotion next season

Home game
opening match

Player and staff
contract renewal

Preparation for next season’s formation

Recruitment forthe current fiscal year

Annual marketingplan finalised

Transfer window

Transfer window

League matches in each age group

Organisational Goal setting& interviews
Personnel
Affairs

Next
Jan.

Dec.

League Cup or ACL
Emperor’s
Cup

New season uniform orders(Assuming January
closure)Nov.

★New structure press conferenceSponsor Sales Contract renewal

Plan-based
Management
Finance

Oct.

League matches

Youth
Development

Schools

Sep.

★Match scheduleannouncement

Transfer window

Top Team
Management

Aug.

★Staff changes

Goal setting& interviews
New Year’s
greetings

30

🄫2022 J.LEAGUE All Rights Reserved

J.Club Activities

J.Club Competitive Results & Team Personnel Expensesu Viewing data over the past ten years, there is a clear relationship between competitive results andteam personnel expenses. This trend is most clear in the J1 and J2 leagues.
Correlation Analysis of Competitive Results and Team Personnel Expenses(Average annual rank vs Average personnel expense rank1)

J1

J2

J3

(2012-2021)(2012-2021)(2014-2021)

High

High

AverageAnnual Rank

AverageAnnual Rank

AverageAnnual Rank

Low

Low
Low

High

Average Team
Personnel Expense
Rank

Correlation = 0.82

High

Low
Low

Average Team
Personnel Expense
Rank

Correlation = 0.85

High

Low

Average Team
Personnel Expense
Rank

High

Correlation = 0.52

The correlation number represents the strength of the relationship between the two sets of data,
and a number closer to 1 indicates a higher relationship.
Note 1: The average for the analysis period regarding the ranking of team personnel expenses in the same category and the same fiscal year
Source: Produced by Club Management Div. based on internal J.LEAGUE data

31

🄫2022 J.LEAGUE All Rights Reserved

J.Club Economic
Structure

J.Clubs and J.LEAGUE Finance Structure

u J.Clubs obtain revenue from league distribution, sponsor revenue, ticket revenue, retail revenue, and revenues from schools andacademies, etc., and use these funds for match operation, top team management, academy operation, administration, and otheractivities.
u J.LEAGUE collects admission and annual membership fees from each club, and also earns public transmission rights fees andsponsorship fees, among others.
Clubs
Operational costs/investment

RevenueSponsor revenue
Sponsors
Ticket revenue

Retail revenue

Fans &
supporters

Academy-related
revenue
Players
J.LEAGUE
distribution

In charge ofIn charge ofMatch-related
Retail-related
administration
business
In charge of PR,
expenses
expenses
In charge ofPlayers
promotion, events,
tickets
and marketing
Selling, general andHead coach/coaches
Team personnel
administrative
In charge ofexpenses
General Manager/In
expenses
fan clubcharge of top teammanagement
In charge of
Top team operating
Women’s teamTeam doctor
merchandise
expenses
operating expenses
Trainers
In charge of
Equipment manager
facilities
In charge ofAcademy operating
In charge ofacademy/schools
Otheradministration
expenses
In charge of volunteers
In charge ofIn charge ofhometown
support organisation
Community and social partners
Relationship• Public authorities/local governments/schoolsbuilding• Shopping streets• Chambers of commerce and industry• NPOs, etc.

LeagueRevenue
Membership fees

Partners

Sponsorship fees
(League)

Operating Expenses / Investments
Footballarea

Ticket revenue(host matches)
Merchandisingrights fees

Distribution
to clubs

Fan
engagement
area

Match operation
expenses, etc.

Youth development
strategy investments,
etc.

PR expenses, etc.

Digital media
strategy, etc.

Videoproduction
costs

Business area

Public transmission
rights fees

Socialcooperation
area

Management base & other areas

32

🄫2022 J.LEAGUE All Rights Reserved

J.Club Economic
Structure

J.Club Operating Revenueu Business revenue is on a recovery trend in FY2021 thanks to increased ticket revenue,
but revenue is still below pre-COVID-19 levels except J3.
J.Club Operating Revenue(FY2019 – FY2021, Category Averages)(million yen)

5,000

4,950

4,159
3,836

4,000

3,000

2,000

1,655

1,504

1,508

1,000
464

463

506

2019

2020

2021

0
2019

2020

2021

J1
Sponsor Revenue

2019

2020

2021

J2
Ticket Revenue

J.LEAGUE Distribution

J3
Academy Revenue

Source: Produced by Club Management Div. based on club management information disclosure (FY2019, FY2020, FY2021)

Retail Revenue

Other Revenue
33

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J.Club Economic
Structure

J.Club Operating Revenue Compositionu Dependency on Sponsor Revenue is high both before and after COVID-19.
J.Club Revenue Composition(FY2019 – FY2021, Per-category average composition)
100%

80%

60%

40%

20%

45%

51%

47%

2019

2020

2021

56%

58%

56%

2019

2020

2021

54%

61%

60%

2019

2020

2021

0%

J1
Sponsor Revenue

J2
Ticket Revenue

J.LEAGUE Distribution

J3
Academy Revenue

Source: Produced by Club Management Div. based on club management information disclosure (FY2019, FY2020, FY2021)

Retail Revenue

Other Revenue
34

🄫2022 J.LEAGUE All Rights Reserved

J.Club Economic
Structure

J.Club Operating Revenue Details

u In understanding the economic structure of a club, it is necessary to have a good understanding of thecontents of each item.
Major
Item

Content

J1 Average

J2 Average(million yen)

J3 Average

2019

2020

2021

2019

2020

2021

2019

2020

2021

(1) Sponsorship fee foradvertisements on top team uniforms(2) Other sponsorship fees (training
wear, billboards, other promotional
materials, mission statement)

2,213

1,956

1,962

928

879

846

252

281

303

TicketRevenue(1) Season tickets(2) Others (single tickets,complimentary tickets, etc.)

926

305

399

199

119

153

35

21

23

J.LEAGUE
Distribution(1) Club support funds (academy
support, business cooperation, ACL
participation subsidy, relegation relief,etc.)(2) Public transmission rights fees(3) Merchandising rights fees

524

515

489

157

159

160

40

39

29

AcademyRevenue(1) School revenue(2) Other academy-related revenue(one-off clinics, tournament-related,
etc.)

163

123

126

87

66

72

38

21

27

RetailRevenue(1) Revenue from merchandise sales,consignment fees, royalties, etc.

436

368

364

97

95

108

25

24

32

Other
Revenue(1) Prize money(2) Transfer fee revenue(3) Supplier contract revenue(4) Fan club/support organisation
revenue(5) Event appearance fees(6) Other

688

569

819

187

186

169

74

77

92

4,951

3,836

4,159

1,655

1,500

1,509

464

463

528

Sponsor
Revenue

Total revenue

Source: Produced by Club Management Div. based on club management information disclosure (FY2019, FY2020, FY2021)

35

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J.Club Economic
Structure

J.Club Operating Expenseu In FY2021, J1 and J2 reduced annual administrative expenses despite a recovery in revenue, and J3
expenses increased less than the increase in revenue, so it demonstrates financial controls are functioning.

J.Club Operating Expense(FY2019 – FY2021, Per-category averages)(million yen)

5,000

5,000
4,459

4,409

4,000

3,000

2,000

1,701

1,610

1,555

1,000
475

500

526

2019

2020

2021

0
2019

2020

2021

J1
Team Personnel Expenses
Academy Operating Expenses
Selling, General and Administrative Expenses

2019

2020

2021

J2

J3

Ma tch-re lated Expenses
Women’s Team Operating Expenses

Top Team Operating Expenses
Retail-related Expenses

Source: Produced by Club Management Div. based on club management information disclosure (FY2019, FY2020, FY2021)

36

🄫2022 J.LEAGUE All Rights Reserved

J.Club Economic
Structure

J.Club Operating Expense Compositionu While the breakdown varies slightly by category, top team expenses make up the greatest portion of overall
expenses, and COVID-19 has not affected this pattern.

J.Club Expense Composition(FY2019 – FY2021, Per-category average composition)
100%

80%

60%

8%
7%

8%

8%

4%

5%

12%

11%

7%

7%

11%
14%

8%

40%

7%
64%

50%

55%

2020

8%

7%

62%

45%

2019

13%

57%

53%

20%

0%

13%

2021

J1
Team Personnel Expenses
Academy Operating Expenses
Selling, General and Administrative Expenses

2019

45%

2020

43%

2021

36%

37%

37%

2019

2020

2021

J2
Ma tch-re lated Expenses
Women’s Team Operating Expenses

J3
Top Team Operating Expenses
Retail-related Expenses

Source: Produced by Club Management Div. based on club management information disclosure (FY2019, FY2020, FY2021)

37

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J.Club Economic
Structure

J.Club Operating Expense Details

u In understanding the economic structure of a club, it is necessary to have a good understanding of the contentsof each item.
Major Item

Content

Team Personnel
Expenses

J1 Average

J2 Average(million yen)

J3 Average

2019

2020

2021

2019

2020

2021

2019

2020

2021

(1) Player remuneration (basic salary)(2) Player remuneration (performance-basedpay) (3) Remuneration for head coach andstaff (4) Amortisation of transfer fees(5) Preparation money (6) Others

2,500

2,431

2,340

765

728

663

169

186

195

Match-relatedExpenses(1) Stadium usage fees (2) Security andoperation consignment fees for home games(3) Other home game operation costs

353

198

224

127

119

121

33

39

36

Top Team
OperatingExpenses(1) Travel expenses (2) Training camp
expenses (3) Rent and related expenses fortraining centre and clubhouse (4) Other top
team operation expenses

381

370

372

203

180

166

67

66

70

AcademyOperatingExpenses(1) Match-related expenses (2) Rent andrelated expenses for training centre andclubhouse (3) Other expenses

126

90

94

69

50

54

23

13

17

Women’s Team
OperatingExpenses(1) Match-related expenses (2) Rent andrelated expenses for training centre andclubhouse (3) Other expenses

12

10

11

7

7

10

3

2

3

Retail-relatedExpenses(1) Cost of merchandise, sales commissions,and consignment fees

309

263

257

73

74

84

18

20

22

Selling,
General and
Administrative
Expenses(1) Selling expenses (advertising andpromotion expenses, fan club & support
organisation-related expenses, ticket salesrelated expenses, etc.)(2) General and administrative expenses(personnel expenses, office & facility rental
fees, J.LEAGUE annual membership fees,
JFA payment, etc.)(3) Depreciation expenses

1,319

1,096

1,109

457

452

458

163

175

183

5,000

4,459

4,409

1,701

1,610

1,555

475

500

526

Total expenses

Source: Produced by Club Management Div. based on the J.LEAGUE Mid-Term Plan 2022

38

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Table of Contents

u Introduction

3

u Fundamental Knowledge of Club Management11

u Core Principles in Club Management39

u Guidelines by Management Area53

u Appendix

145

39

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Content of Core Principles in Club Managementu Ensure awareness and behaviour as a “public good.”u Be aware of the relationship between competitiveness and financial
scale, and promote football and business in tandem.
u Establish a financial base that guarantees long-term survival.
u Formulate medium-term and short-term plans that are consistent with theclub philosophy and thoroughly implement the PDCA cycle.
u See the organisation as the basis of management and work onorganisational design, strengthening of human resources, andestablishing a system of management supervision.
Core principles and adaptation to change

40

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Core Principles in Club Management 1/2
u Ensure awareness and behaviour as a “public good.”–––

J.Clubs are essentially “public goods” that cannot grow without the broad understanding andcooperation of fans & supporters, and other stakeholders in the local community.
Therefore, community-based activities and contributions to solving social issues are fundamental
to a club’s existence.
Additionally, high integrity and accountability are required, and compliance issues and scandals are
extremely damaging, so the utmost commitment is required from club managers.

u Be aware of the relationship between competitiveness and financial scale, andpromote football and business in tandem.
–––

There is a correlation between competitive performance and team personnel expenses, andexpansion of the financial scale is essential to become stronger.
Competitive strength is an important factor for financial expansion, but an expansion path that
relies on highly uncertain team investment is risky in terms of management.
Therefore, it is essential to work on top team management and youth development with a mediumto long-term perspective, and to focus on business activities such as sponsor sales and fan
development.

u Establish a financial base that guarantees long-term survival.
–

Long-term survival is a fundamental premise for J.Clubs.

–

When funds are not circulating, corporations, not only football clubs, fail. J.Clubs generally have aprofit and loss structure that is vulnerable to risks, and in many cases it is difficult to raise funds
flexibly.
Therefore, establishing a financial base that can withstand a certain level of risk is a necessary
condition for management, and it is also important to enable continuous investment in top teammanagement and to C and avoid being solely bound to the pursuit of profits.

–

41

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Response as a “Public Good” (Stakeholders and J.Clubs)u J.Clubs’ stakeholders have varying expectations, but consistent response policies based on clubphilosophy are required.
Local Community & Citizen

Stakeholders

Fans &
Supporters

Sponsors &Partners

Expectations of
the clubEmotional
excitement
DreamsEmotional
involvement

Advertising
power
Sharedphilosophy

NPOs,
Volunteers, etc.

Players,
Head Coaches &CoachesMedia

Shareholders

Employees

Brand strength
Contracts
Platform forPlace forcontribution
activities
Work fulfilment Self-realisation

News value

Club value
Embodimentof philosophy

Sponsorship
Cooperation

Club support
Social activities
collaboration

Competitions andresults
Transfer payments

Reporting &advertising

Provision entertainment
ServicesfromMerchandise/supp
clubs
orter’s meetings

Results
Sponsor benefits
Activation
Club value appeal

Social contribution
activities
Opportunities forengagement

Philosophy
Organisation
Remuneration

Customeroriented
Ensuring
fairness andequityOffering
marketingvalue

Fostering a
sense ofbelonging

Embodying
the footballphilosophy

on the match
Provision Cheering
Ticket revenue
to clubs Merchandise purchases

Match

Club
response
policyThe expectations of each group and individual are unlimited.
It is important to undertake efforts to nurture long-term
supporters by facilitating a proper understanding of club
operations and services through consistent actions andattitudes with the right sense of distance and timing, without
opposition or pandering. Building relationships with opinion
leaders is also effective.

Suppliers

Administration

OthersEmployment
opportunities
Work fulfilment

Business

Community
revitalisation
Social issue
resolution

Other

CapitalCorporatephilosophy

Professional
contribution
LabourProducts
Services

Administrative
support

Other

Club information

Results
Fame
Brand
Management
information

Business
execution
Salaries
HR policies

OrdersCompensation

Hometown
activities
SHAREN!

Other

Communicatingcorrectly

Ensuring
commitment

Club Philosophy

Management
Functionality
Cooperation
philosophy
Cost-focusedPlan
as a citizenpriority
realisation

Sharedmission &valuesBy becoming an organisation that is loved, needed, and trusted by theadministration, through active cooperation in solving administrative
issues, it is possible to benefit from support that exceeds monetary value
on a priority and continuous basis, to this end, it is necessary to build
close relationships not only with specialised contacts but also withleaders and chairpersons (contacts of ruling and opposition parties),
politicians, etc., on a regular basis. Also, daily collaboration with thepolice and fire departments is important for ensuring the safety of theclub and players and solving issues.

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Core Principles in Club Management 1/2
u Ensure awareness and behaviour as a “public good.”–––

J.Clubs are essentially “public goods” that cannot grow without the broad understanding andcooperation of fans & supporters, and other stakeholders in the local community.
Therefore, community-based activities and contributions to solving social issues are fundamental
to a club’s existence.
Additionally, high integrity and accountability are required, and compliance issues and scandals are
extremely damaging, so the utmost commitment is required from club managers.

u Be aware of the relationship between competitiveness and financial scale, andpromote football and business in tandem.
–––

There is a correlation between competitive performance and team personnel expenses, andexpansion of the financial scale is essential to become stronger.
Competitive strength is an important factor for financial expansion, but an expansion path that
relies on highly uncertain team investment is risky in terms of management.
Therefore, it is essential to work on top team management and youth development with a mediumto long-term perspective, and to focus on business activities such as sponsor sales and fan
development.

u Establish a financial base that guarantees long-term survival.
–

Long-term survival is a fundamental premise for J.Clubs.

–

When funds are not circulating, corporations, not only football clubs, fail. J.Clubs generally have aprofit and loss structure that is vulnerable to risks, and in many cases it is difficult to raise funds
flexibly.
Therefore, establishing a financial base that can withstand a certain level of risk is a necessary
condition for management, and it is also important to enable continuous investment in top teammanagement and to C and avoid being solely bound to the pursuit of profits.

–

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Relationship Between Competitiveness and Financial Scale(J.Club Competitive Results & Team Personnel Expenses)
u Viewing data over the past ten years, there is a clear relationship between competitive results andteam personnel expenses. This trend is most clear in the J1 and J2 leagues.
Correlation Analysis of Competitive Results and Team Personnel Expenses(Average annual rank vs Average personnel expense rank1)

J1

J2

J3

(2012-2021)(2012-2021)(2014-2021)

High

High

AverageAnnual Rank

AverageAnnual Rank

AverageAnnual Rank

Low

Low
Low

High

Average Team
Personnel Expense
Rank

Correlation = 0.82

High

Low
Low

Average Team
Personnel Expense
Rank

Correlation = 0.85

High

Low

Average Team
Personnel Expense
Rank

High

Correlation = 0.52

The correlation number represents the strength of the relationship between the two sets of data,
and a number closer to 1 indicates a higher relationship.
Note 1: The average for the analysis period regarding the ranking of team personnel expenses in the same category and the same fiscal year
Source: Produced by Club Management Div. based on internal J.LEAGUE data

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Core Principles in Club Management 1/2
u Ensure awareness and behaviour as a “public good.”–––

J.Clubs are essentially “public goods” that cannot grow without the broad understanding andcooperation of fans & supporters, and other stakeholders in the local community.
Therefore, community-based activities and contributions to solving social issues are fundamental toa club’s existence.
Additionally, high integrity and accountability are required, and compliance issues and scandals are
extremely damaging, so the utmost commitment is required from club managers.

u Be aware of the relationship between competitiveness and financial scale, andpromote football and business in tandem.
–––

There is a correlation between competitive performance and team personnel expenses, andexpansion of the financial scale is essential to become stronger.
Competitive strength is an important factor for financial expansion, but an expansion path that
relies on highly uncertain team investment is risky in terms of management.
Therefore, it is essential to work on top team management and youth development with a mediumto long-term perspective, and to focus on business activities such as sponsor sales and fan
development.

u Establish a financial base that guarantees long-term survival.
–

Long-term survival is a fundamental premise for J.Clubs.

–

When funds are not circulating, corporations, not only football clubs, fail. J.Clubs generally have aprofit and loss structure that is vulnerable to risks, and in many cases it is difficult to raise funds
flexibly.
Therefore, establishing a financial base that can withstand a certain level of risk is a necessary
condition for management, and it is also important to enable continuous investment in top teammanagement and to C and avoid being solely bound to the pursuit of profits.

–

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J.Club Profit and Loss Composition (Operating Revenue)u Dependency on Sponsor Revenue is high both before and after COVID-19.
J.Club Revenue Composition(FY2019 – FY2021, Per-category average composition)
100%

80%

60%

40%

20%

45%

51%

47%

2019

2020

2021

56%

58%

56%

2019

2020

2021

54%

61%

60%

2019

2020

2021

0%

J1
Sponsor Revenue

J2
Ticket Revenue

J.LEAGUE Distribution

J3
Academy Revenue

Source: Produced by Club Management Div. based on club management information disclosure (FY2019, FY2020, FY2021)

Retail Revenue

Other Revenue
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J.Club Profit and Loss Composition (Operating Expense)u While the breakdown varies slightly by category, top team expenses make up the greatest portion of
overall expenses, and COVID-19 has not affected this pattern.
J.Club Expense Composition(FY2019 – FY2021, Per-category average composition)
100%

80%

60%

8%
7%

8%

8%

4%

5%

12%

11%

7%

7%

11%
14%

8%

40%

7%
64%

50%

55%

2020

8%

7%

62%

45%

2019

13%

57%

53%

20%

0%

13%

2021

J1
Team Personnel Expenses
Academy Operating Expenses
Selling, General and Administrative Expenses

2019

45%

2020

43%

2021

36%

37%

37%

2019

2020

2021

J2
Ma tch-re lated Expenses
Women’s Team Operating Expenses

J3
Top Team Operating Expenses
Retail-related Expenses

Source: Produced by Club Management Div. based on club management information disclosure (FY2019, FY2020, FY2021)

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Core Principles in Club Management 2/2
u Formulate medium-term and short-term plans that are consistent with the clubphilosophy and thoroughly implement the PDCA cycle.
–

It’s essential to clarify a club philosophy, composed of philosophy, mission, values, etc. that as a
general rule are unchanging, as the axis of management to prevent inconsistency inmanagement, and to disseminate it inside and outside the club.

–

To manage the club from a medium- to long-term perspective without getting caught up in theimmediate situation, it is key to formulate medium and annual plans that are consistent with theclub philosophy.
Since it is meaningless to just formulate plans, it is necessary to check the implementation
status thoroughly at all levels of the club and respond accordingly, i.e., rigorously execute the
PDCA cycle.

–u See the organisation as the basis of management and work on organisational
design, strengthening of human resources, and establishing a system ofmanagement supervision.
–––

Organisational design has a significant impact on management; therefore, shareholder
composition, corporate/organisational design, and the placement of the right people in the rightplaces, all consistent with goals and policies, are essential.
In J.Clubs, which are a service industry, human resources are the foundation of management.
Club managers should focus on human resource enhancement as a top priority, especially in
key positions such as general managers and business managers, which are directly linked toresults.
In terms of the organisational scale of J.Clubs, ultimately, the capabilities of club managers are
greatly reflected in the results, so it is important to appoint club managers with the right mindset
and skills, and to be able to autonomously establish a system for appropriate supervision.
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Flow from Club Philosophy to Planning to PDCA
u Club philosophy and vision are the starting points for everything, and they must be applied to goals, strategies, plans,measures, and actions with an understanding of the gap between the current state of the club and the desired state.
It is necessary to continue to work through the PDCA cycle in the medium and short term.

Mainly refers tophilosophy,
mission, values,
etc.

Clarificationof Club
Philosophy

PDCA

VisionFormulationu Clarification or
u Define specificreaffirmation of
long-term (e.g.,
the club’s unique
about 10 years)
philosophy andgoals and thethe guiding
desired state.
principles on
which it bases its
actions andthinking.

Understanding the Gap
with theDesiredState

SettingMediumterm Goalsu Understand the u Based on the
gap between
gap, set specificthe desired
goals for aboutstate (vision)
3-5 years thatand the current
are consistentstate of thewith club
club.
philosophy andvision.

Strategy
Formulation

PDCA

Formulationof Mediumterm andAnnualPlans

u Establish issues u Formulation of
to fill the gap
plans including
and formulate
measures,strategies aspersonnel,
policies to solveorganisation,these issues tofigures, etc.,
achieve goals.
based on thestrategy.

Specific
Measuresand Actions

u Apply to
specificmeasures andactions basedon theformulatedplans.

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Core Principles in Club Management 2/2
u Formulate medium-term and short-term plans that are consistent with the clubphilosophy and thoroughly implement the PDCA cycle.
–

It’s essential to clarify a club philosophy, composed of philosophy, mission, values, etc. that as a
general rule are unchanging, as the axis of management to prevent inconsistency inmanagement, and to disseminate it inside and outside the club.

–

To manage the club from a medium- to long-term perspective without getting caught up in theimmediate situation, it is key to formulate medium and annual plans that are consistent with theclub philosophy.
Since it is meaningless to just formulate plans, it is necessary to check the implementation
status thoroughly at all levels of the club and respond accordingly, i.e., rigorously execute the
PDCA cycle.

–u See the organisation as the basis of management and work on organisational
design, strengthening of human resources, and establishing a system ofmanagement supervision.
–––

Organisational design has a significant impact on management; therefore, shareholder
composition, corporate/organisational design, and the placement of the right people in the rightplaces, all consistent with goals and policies, are essential.
In J.Clubs, which are a service industry, human resources are the foundation of management.
Club managers should focus on human resource enhancement as a top priority, especially in
key positions such as general managers and business managers, which are directly linked toresults.
In terms of the organisational scale of J.Clubs, ultimately, the capabilities of club managers are
greatly reflected in the results, so it is important to appoint club managers with the right mindset
and skills, and to be able to autonomously establish a system for appropriate supervision.
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Organisation Design, Human Resource Development(Example of J.Club Organisation)
Top Team

Head Coach
Staff

Top Team
Management

GM
SD

Football
Department

Players

Youth Development
Schools

Academy Director

Operations Officer

Audit

President

Board ofDirectors

Shareholders' General
Meeting

Corporate
Planning

Operations
Department

Marketing
Department
Marketing Officer

Internal
Audit
Compliance Officer

Business
Department
Business Officer

Competitions

Head of Coaching

Security Officer

Academy Coach for
Each Age Group

Public Relations
Media Officer

U21

U18

U15

Facilities

School Coaches

U12

Attracting
Spectators, Tickets
DigitalEvent / Promotion
Sponsor Sales
Merchandising
Human Resources
HR Officer

Management
Department

Administration
Finance, Accounting
Finance Officer

Social Cooperation
Department
Note: Officers defined in club licensing rules

Hometown Officer

Information
Systems
Legal Affairs

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Core Principles and Adaptation to Changeu These principles are important, but it is also important for club managers to be able to adapt flexibly
to changes in trends and the environment.

(earthquakes, pandemics…)

Relegation

EconomiccrisesRulechanges

TechnologicalchangeScandalsInternal Environment

たExternal Environment

Natural disasters

Adaptation to changeClubmanagerCore principles
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Table of Contents

u Introduction

3

u Fundamental Knowledge of Club Management11

u Core Principles in Club Management39

u Guidelines by Management Area53

u Appendix

145

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Contents of Guidelines by Management AreauStructure of Guidelines by Management AreauGuidelines by Management Area

54

🄫2022 J.LEAGUE All Rights ReservedOverview of Management Areas
SocialCooperation◆Area related to collaboration
with the local community
through hometown activities,
SHAREN! initiatives, etc.

Football◆Area related to football,including top teammanagement and youth
development

to C◆Area related to attracting
spectators, ticket sales,
expansion of fans andsupporters through paid
viewer acquisition, andstakeholder
management

Business
Enhancement◆Area related tomonetisation of the
club’s assets throughsponsor sales,
merchandising, etc.

Management
Base◆Area related to the
management systems
that form the foundationof club management,such as governance,
finance, and humanresources

Facilities◆Area related to the development and operation of stadia and training facilities
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Details of Management Areas
Hometown Activities

Social Cooperation

Sponsor Sales

SHAREN!
Top Team Management

Football

Merchandising
New Businesses

Youth Development

International Strategy

Schools

Executive Supervision(Governance)

Competition Management

Decision Making(Governance)

Fan Engagement

Internal Controls(Governance)

Attracting Spectators,
Ticket Sales

Capital Policy

Event Management

Plan-based Management

Digital Platform Development

to C

Business
Enhancement

Management
Base

Organisational Design

Paid Viewer Acquisition

Human Resources

Promotion

FinancePublic Relations

Legal Affairs

Stakeholder Management

Compliance

Brand Management

Crisis Management

Facilities
StadiaTraining Facilities
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Management Area Composition
Hometown Activities
SocialCooperation

SHAREN!

Schools

Fan Engagement

to C
Digital Platform
Development

Attracting Spectators,
Ticket Sales

Compliance

Human Resources

Plan-based Management

Internal Controls(Governance)

Organisational Design

Legal Affairs

Sponsor Sales

Executive Supervision(Governance)

Capital Policy

Merchandising

Management Base
Decision Making(Governance)

Crisis Management

Finance

Paid Viewer
Acquisition

Brand Management

Event Management

Promotion

Public Relations

StadiaFacilities

Training Facilities

Top Team Management

Competition Management

Stakeholder Management

Youth Development

FootballInternational Strategy

Business
Enhancement

New Businesses
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🄫2022 J.LEAGUE All Rights ReservedStructure of Guidelines by Management Area

Guidelines

Guidelines (guiding principles) that club managers should be awareof for this management area

Target State

The state to be achieved through the implementation of the guidelines in thismanagement area

Rationale

The basis for the guidelines and the target state

Key Initiatives

Specific initiatives that are important from the perspective of clubmanagers in implementing the guidelines

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Contents of Guidelines by Management AreauStructure of Guidelines by Management AreauGuidelines by Management Area

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SocialCooperation

Details of Management Areas

Footballto C

Business
Enhancement

Hometown Activities

Social Cooperation

Top Team Management

Business
Enhancement

Merchandising
New Businesses

Youth Development

International Strategy

Schools

Executive Supervision(Governance)
Decision Making(Governance)
Internal Controls(Governance)

Competition Management
Fan Engagement
Attracting Spectators,
Ticket Sales

Capital Policy

Event Management

Plan-based Management

Digital Platform Development

to C

Facilities

Sponsor Sales

SHAREN!

FootballM anagem ent
BaseManagement
Base

Organisational Design

Paid Viewer Acquisition

Human Resources

Promotion

FinancePublic Relations

Legal Affairs

Stakeholder Management

Compliance

Brand Management

Crisis Management

Facilities
StadiaTraining Facilities
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🄫2022 J.LEAGUE All Rights ReservedHometown Activities

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Commit continually to hometown activities by the club as awhole, including the team, according to the scale, environment,
and stage of the club, given the function and role that the clubshould play in its hometown in line with J.LEAGUE’s philosophy.

Target Stateu Through commitment to hometown activities that align with the ideals and goals outlined in the
100 YEAR VISION, the club is recognised as a “public good” in the community, loved by the
local society, and has been able to build relationships with key stakeholders.
u Hometown activities must be carried out locally in line with J.LEAGUE’s philosophy, and should beundertaken by the club as a whole, including the team, as they are important activities for building
relationships with stakeholders and connecting with citizens.

Rationaleu On the other hand, as they do not produce immediate results and profitable effects, it is essential
to continue working on them in line with the club’s philosophy, policies, and resource situation.
u They can be linked with basic activities to build a fan base and with revenue-generating
businesses by improving the club’s social value.
u Understanding the features and characteristics of the 100 YEAR VISION and hometown activitiesu Formulating an annual activity plan

Key Initiatives

u Establishing policies and rules for all the club members to participate smoothly in the activities(standards for acceptance, rules for team involvement, etc.)u Development of activity management tools to visualise cost-effectiveness and activity resultsu Realising the balance between public interest (free of charge) and business in hometown activities

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🄫2022 J.LEAGUE All Rights ReservedHometown Activities

Positioning of Hometown Activities and SHAREN!

u The hometown activities carried out by the club are classified into various activities depending on
the issues, themes, and number of collaborators (two parties, three or more parties, etc.), andSHAREN! (social cooperation activities) is positioned as one of the hometown activities.

Hometown Activities*Social contributions, SHAREN! include activities
outside of the hometown, such as disasterrecovery support activities.

Society/Community
IssuesSocial Contributions
Community Contributions

SHAREN!
(Social Cooperation Activities)
Activities creating common values such as
solving issues in society and the local community
with three or more collaborators

Activities conducted by the club forsociety and the local community

Three ormore parties

Two parties

Community Events
Football Clinics, etc.

Sponsor Activation
Administrative Events

Activities carried out by the club to promote football, acquirefans ＆ supporters and attract spectators

Activities carried out by the club to enhance engagementwith administration and sponsor companies

Club-specific themes(Attracting spectators, acquiring fans, grassroots and promotion of football, etc.)
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Club Initiatives: Hometown Activities
u J.Clubs are engaged in many hometown activities each year.

Aggregate of 57 Clubs’ Hometown Activities in 2021
Structure of Activity Objectives

Annual Activity
Count:

times
SHAREN! Activity
Count among Them:

Number of Top
Team Players Involved:*The number of hometown activities carried out by each club is aggregated based onreports from the clubs.
*As “activity objectives” can be selected multiple times for a single activity, the total
number of activities is displayed.
Earthquake disaster recovery
and disaster prevention

Otherstimes
Environmental
conservation

Participants

Education

Grassroots
footballCollaborators

Club officials and ambassadors

Head coaches and coaching staff

Top team players

Administration

Educational institutions

Total Number ofActivity Objectives

Companies

Representatives(chairmen, presidents, etc.)

Non-profit organisations like NPOs

Academy players

Supporters/volunteers

Female players

Community organisations likeneighbourhood associations andshopping streets

OthersPreventive healthcare and healthpromotion

OthersPromotion ofcommunity sports

Community
development

Cooperation
with theadministration

Diversity andmulticultural understanding

Fan building andfostering engagement*As “participants” and “collaborators” can be selected multiple times for a single activity, the total number of activities is displayed.

Source: J.LEAGUE Hometown Activities Survey Report, 2021 Edition

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SHAREN!

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelinesu Understand social issues in the community, taking into account theperspectives of SDGs, ESG investment, and the like, and engage insocial cooperation activities (= SHAREN!) with stakeholders to solvethese issues with a medium- to long-term perspective.

Target Stateu As a member of the local community (hometown), the club become an indispensable
presence for stakeholders such as local government, companies, and residents in solvingsocial issues in the community.

Rationaleu SHAREN! is an important initiative among hometown activities, and to grow, J.Clubs must strengthen
relationships with local stakeholders more than ever before.
u Traditional hometown activities alone are limited in their effectiveness due to various reasons including
resource constraints, so it is essential to actively engage in SHAREN!, which emphasises resolving
community issues through collaboration involving three or more parties, including the club.
u Since these activities are extremely important but their effects are not immediately visible, it is crucial todevelop and implement appropriate plans that include SDGs initiatives, centred on collaboration withcompanies and local governments from a medium- to long-term perspective.

Key Initiativesu Understanding the importance of resolving local issues through collaboration among three or morepartiesu Application to medium- to long-term (sustainable) policies and plans (understanding the SDGs and
ESG and grasping of local issues)u Ensuring alignment between the club’s philosophy and goals, and SHAREN!
u Development of activity management tools to visualise cost-effectiveness and activity resultsu Realising a balance between public interest (free of charge) and business in SHAREN!
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SHAREN!

SDGs Collaboration Initiatives

u In an environment where local stakeholders such as local governments and companies are increasingly
being required to address the SDGs, clubs can improve the sustainability of the community by collaboratingwith stakeholders to solve social issues through SHAREN!, creating common values and empathy.
u

–
–
–

Benefits for Local Government

Multiple social themes, making it possible to realise an inclusive society
Increase involved parties for mutual assistance
Limited financial and human resources at clubs, but good at communitybuilding, dissemination of information, and creating excitement
Increased ability for reach and dissemination of information compared to
local governments acting alone
Enhance pride and brand value of the city

–
–

⾃治体

u

–
–

Benefits for Companies–––

Improve brand and reputation
Expand touchpoints and engagement with customers (or potential
customers)
Discover and disseminate the company strengths
Enhance the growth, well-being, and loyalty of employees involved
Build and enhance relationships with local governments and collaboratingcompanies/organisationsu Company initiative as a reference: Meiji Yasuda Life Insurance
13 Priority Issues
We organised social issues highly relevant to the 17 goals and 169 targets under the United Nations
Sustainable Development Goals (SDGs) and specified 13 priority issues by considering the impact on
stakeholders and relevance to business activities.

Prolong healthy life expectancy

Focus Areas
Among the 13 “priority issues,” we are promoting initiatives in two major projects as priority
issues, with regards to “prolong healthy life expectancy” and “vitalize regional communities,”
which are highly aligned with our “vision for 10 years later.” We have also positioned “protect
the environment and combat climate change” as a “priority issue that requires further efforts”
and will strengthen our efforts in this area.

Vision toward 2030

“Wellness for People, Vitality for Communities”
The most accessible, industry-leading life insurer

Vitalize regional communities
Protect the environment and combat climate change

Issues where we placeutmost priority

An issue requiring further initiative

Help raise the general public’s health and financial literacy

Provide a variety of insurance products and services
Pursue innovation through surveys, research and developm ent

Create employment opportunities
Promote diversity

Prolong healthy
life expectancy
Assist customers in their health maintenance andimprovement efforts via the combination of speciallydesigned products and services as well as face-to-faceafter-sales services offered by advisors, etc.
Wellness for All Project

Advocate for human rights

Vitalise regional
communities

Strengthen governance and secure m anagem ent transparency

Contributing to the enrichment of community life andsolving local issues by providing “social connections” tolocal residents through employees’ closeness tocommunity members

Develop crime and disaster countermeasures

Contributing to the creation of a sustainable society byensuring that every aspect of our business operations
harmonizes with the global environment and that eachand every employee actively participates inenvironmental conservation
Click here for more details

Advance work style reforms

Maintain strict complianceProtect the environmentand combat climate change

Undertake ESG investment and offer financial
assistance as an institutional investor to help develop
technologies and products aimed at supporting businessdecarbonisation and a carbon-free society
Click here for more details

Community Vitalization Project

Source: Meiji Yasuda Life Insurance Company https://www.meijiyasuda.co.jp/english/sustainability/

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🄫2022 J.LEAGUE All Rights ReservedClub Case Studies: Various SHAREN! Initiatives

SHAREN!

u The SHAREN! activities listed here are cases of clubs that won awards at the 2022 J.LEAGUE SHAREN! Awards.
Social Challenger Award

Public Award

Iwate Grulla Morioka

Vissel Kobe

Pass to the Future Connected by Garbage: Grulla
Zero Waste Project

Operational Cooperation of Kobe City’s COVID19 Vaccination Site

The project started with the desire to reduce garbage from thestadium as much as possible. They turned garbage into compost,
which is then used as fertilizer in the Grulla Rice Project. The riceproduced is used in children’s cafeterias. This is a cyclical projectaiming to solve waste issues and foster social cooperation,
triggered by cheering local sports.

Social Challenger Award

Vissel Kobe offered Noevir Stadium Kobe as a vaccination site, and throughcollaboration among industry-academia-government involving 19 entities, theysuccessfully managed a safe and secure venue for about 7 months. A total of
367,135 vaccinations were given, with approximately 180,000 citizens visiting
Noevir Stadium. They made the most out of the stadium in times of need, andapplied the know-how cultivated in match operations to the vaccination site.

Media AwardFC Ryukyu

Kataller Toyama

FC Ryukyu Local Products & Children Support
Project

Be Supporters!

This was a project in which players and staff of FC Ryukyu
promoted the distribution of local products (agricultural and fisheryproducts) affected by the COVID-19 pandemic and supported foodsupply and self-reliance for children in Okinawa Prefecture who
were also affected by the pandemic.

Public Award

This is a project where people, such as the elderly and those withdementia, who usually receive support become supporters.
Through cheering and supporting others, excitement and joy fill thefacilities, many unexpected connections and heart-warming stories
emerge, and the changes observed in the elderly attract theattention of medical experts.

Media Award

Matsumoto Yamaga F.C.

Gainare Tottori

Equipping Stadium Toilets with Sanitary Products
and Understanding Menstruation

Not Just Football: Co-Creation a Night-time
Stadium in the Community

This initiative focuses on addressing the issues of children’s period
poverty and lack of knowledge about menstruation. It involves
holding Femcare (a term combining “Feminine” and “Care”)
workshops and equipping stadium toilets with sanitary products
regardless of whether there is a match or not.

The idea is that there should be a stadium that can be used by the
local community even on non-match days. This thought gave birth
to a new way to utilise the stadium: the “Night-time Stadium”,
which is a new usage enabled by collaboration between theadministration and vibrant local businesses.

For more details on each club’s initiatives, visit: https://www.jleague.jp/sharen/awards2022/

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SocialCooperation

Details of Management Areas

Footballto C

Business
Enhancement

Hometown Activities

Social Cooperation

Top Team Management

Business
Enhancement

Merchandising
New Businesses

Youth Development

International Strategy

Schools

Executive Supervision(Governance)
Decision Making(Governance)
Internal Controls(Governance)

Competition Management
Fan Engagement
Attracting Spectators,
Ticket Sales

Capital Policy

Event Management

Plan-based Management

Digital Platform Development

to C

Facilities

Sponsor Sales

SHAREN!

FootballM anagem ent
BaseManagement
Base

Organisational Design

Paid Viewer Acquisition

Human Resources

Promotion

FinancePublic Relations

Legal Affairs

Stakeholder Management

Compliance

Brand Management

Crisis Management

Facilities
StadiaTraining Facilities
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Top Team Management

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Clarify the club’s football philosophy, apply it to a medium-term
top team management plan and various standards, and build theteam around these, with the aim of ensuring top teammanagement over the medium to long term.

Target Stateu Football that aligns with the club’s football philosophy has been realised, and there is sharing
and understanding of activity policies in management and top team management, and the top
team’s competitiveness and performance are in line with (or better than) the budget level.
－Depending on the club’s policy, players from the academy might be registered and playing in
the top team, or generating revenue through transfer fees.
u Top team management requires medium- to long-term efforts, and ad-hoc team management driven onlyby short-term results should be avoided.

Rationaleu For this, it is important that the top team’s philosophy be clear, and align with the club’s football philosophy
which acts as a “basis.”u Activities such as team composition tend to rely on intuition and experience, but it is important to clarify the
top team management plans and criteria for player recruitment and evaluation in order to ensure
consistency with the club’s football philosophy and top team management policies.

Key Initiatives

u Establishment of the “Golden Consistency” = Sharing and understanding of the activity policy among all
those involved in the club (especially management, top team management, and youth development)u Establishing an optimal top team management department (especially SD/GM) and setting up a technicalcommittee (where management, top team management, and youth development personnel regularly
discuss)u Clarification of the club’s football philosophy and the top team’s philosophy, as well as the formulation,
progress management, and review of medium- to long-term top team management plans based thereonu Concretisation of evaluation and recruitment criteria for players and staff based on medium- to long-term
top team management plans and phases of team growth, as well as nurturing and recruitment of personnel
who can do sou Elimination of reliance on intuition, experience, and randomness in team composition, setting of guidelines
for dealing with intermediaries, transparency of processes, and sharing of risks with club managers

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Top Team Management

Golden Consistency

u The key is to build “Golden Consistency”, i.e., a shared understanding of the activity policy among everyone involvedin a J.Club (especially management, top team management, and youth development). It is important that the club’s
football philosophy, priorities, and objectives are established and shared among leaders, which in turn unites the club’s
players and staff and allows for aligning the direction of activities.
Club
Executives

01 Leaders in the football community
President
Head of Top Team Management /Sporting Director
General Manager

03 Leaders in youth
development age groups

Club’s footballphilosophy

02 Leaders of the top teamAcademy Director
Head of Operations
Head of Coaching

Integration ofleadershipwithin the
club

Head Coach
Coach
Staff

Academyphilosophy

Top teamphilosophy

Club
Executives[Each person’s mission]
Club Manager (President)

Sporting Director (SD)u Establishment of the club’s raison d’êtreu Giving back to stakeholders
u Management stability and growthu Review of football philosophyu Setting goals for the Sporting Director
and appointment/dismissal

u Growth in overall club competitivenessu Improvement of ROI (Return on Investment)u Creation, upholding, and permeation of thefootball philosophy
u Recruitment and development of top teammanagement staff

Source: Produced by Club Management Div. based on Project DNA – to the FUTURE

Top Team Head Coachu Team performanceu Demonstration ofcompetitivenessu Embodiment of thefootball philosophy

Academy Directoru Discovery, growth, andproductionu Education in footballphilosophy

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Top Team Management

Football Philosophyu Under the J.LEAGUE’s philosophy, in Japan, a club’s raison d’être, principles, philosophy, etc., encompass not justfootball but also the overall scope of activities and interactions with the community. It is important to formulate a Club
Football Philosophy (CFP), which is based on particular ideas, and define the direction of the club, centred on footballas the club’s main focus.
Club

Top
team

AcademyFootball philosophy becomes the ‘manual’ on how to operate and manage the club.
Club Identity DNA

Club’s Playing/Coaching Philosophy

This is composed of the unique values andactivity culture that have embedded
themselves alongside the club’s history.

This indicates what playing style the clubstrongly desires for its teams, e.g.:aggressive, technical, exciting, possessionbased, high-intensity, pressing, countercentric.

The CFP is determined by the club’s seniorleaders and embraced by the fans.
The CFP articulates the club’s football vision,
sets common goals that all stakeholders work
towards, and provides all members of the clubwith a clear and meaningful purpose.

It presents a strong image, both on and off
the pitch, of how the team is expected toplay and represent the club.

Youth Development/Recruitment
Policy for the Club’s Players and Staff
In order to be able to assign the right staff in theright positions, the characteristics required ofthem must be clear. Recruitment based on
clearly defined characteristics will enable theclub to sign staff and players that fit the club’s
DNA and promote the CFP. The CFP makesthese elements clear.
The CFP emphasises the importance of
homegrown players and influences the club’s
recruitment and squad management1 strategies.

The extent to which the CFP is established and fixed varies greatly from club to club.
Some clubs have a clear vision regarding the team’s way of being, player acquisition strategies, player development, and promotion ofacademy players, while others leave a lot to the manager and staff they have hired to establish and lead these aspects.
The situations in which a club finds itself—such as facing relegation, having a new owner, finances, and the club’s progress － cansometimes be factors for a change in direction.

Note 1: Managing the composition of contracted players
Source: Produced by Club Management Div. based on Project DNA – to the FUTURE

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🄫2022 J.LEAGUE All Rights ReservedClub Case Studies: Football Philosophy in Imabari and Yamaguchi

Top Team Managementu In Japan, each club has established philosophy, missions, visions, values, etc., but these often address the entire
scope of club management. Some clubs have established a football-specific philosophy focused on playing styles
and coaching methods, but few clubs disclose details as it may reveal tactics for the matches.

FC Imabari
The club has formulated what they aim to achieve in 2025 in the areas of the company, football, and business1(https://www.fcimabari.com/club/view_of_2025.html)[Football]u The highest quality pyramid in Japan (Imabari Model) has been built through long-term consistent coaching throughout Imabari using
the OKADA METHOD.
u The top team is regularly in the J1 championship race and aims to win the AFC Champions League title.
u The club is beloved by the local community and is constantly supported by a full crowd of supporters.
u Top team players are produced from the Imabari Model every year.

Renofa Yamaguchi FC
Categorised as “Renofa’s Way” into (1) Football, (2) Coaching, and (3) Club Management(https://www.renofa.com/renofa_club/)[Renofa’s Way]
Based on the common guidelines created by the club, the RENOFA PLAY MODEL, the club places importance on unifying theintentions of coaches in all categories and carries out top team management in its own way to develop players from the academy, andto compose and manage the top team. This is Renofa’s Way.
u Use players who are even one year younger if they have the same ability, are at the same level, and are in the same condition, toencourage growth and increase their value through experience.
u Veteran players who work for the team and have a positive influence on other players are encouraged to develop so that they can
prolong their playing careers even by one year.
u Staff always consider and take actions to facilitate the growth of all players.
[Overseas Examples: Reference Book Football Club Philosophy Encyclopaedia (written by Kenji Nishibe, published by Kanzen Corporation)]
Like Japanese clubs, club examples overseas tend to be non-disclosed. However, this book introduces examples of 20 prominent clubs with long
histories, refined inherited DNAs, and a generally recognised culture built by the club and fans, summarised through the eyes of a journalist. (Examples:
Bayern “The goal is in the centre,” Juventus “1-0 principle,” Athletic Bilbao “Basque pureblood principle,” Celtic “Symbol of Celtic culture,” etc.).
Note 1: The club formulated its vision for 2025 from 2018 to 2019 and is planning to formulate its vision for 2030 from the end of 2022 to the beginning of 2023

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🄫2022 J.LEAGUE All Rights ReservedYouth Development

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Position youth development as one of the club’s primaryactivities, and develop players with not only technical skills but
also good character, based on a development policy (academy
philosophy) that is consistent with the top team.

Target Stateu While sharing Project DNA and other frameworks of strategies promoted by the league, theclub has its own consistent policy and continuously produce a certain number of professional
players from the academy, contributing to a certain extent to the club’s financial base as aprofit centre.

Rationaleu Youth development is a core activity of the J.LEAGUE and, from the perspective of embracing thehomegrown player system, building teams loved by the community, and acquisition of transfer fee income,it is an activity that all clubs should prioritise.
u As with top team management, medium- to long-term efforts, including environment preparation, areessential. It is therefore necessary to clarify the philosophy and strategies/plans of the academy, a place tocome back to in the long-term, and to work on them while going through the PDCA (Plan, Do, Check, Act)
cycle.
u Players belonging to the academy need to grow into people who can fulfil their social responsibilities,
equipped with life skills as well as football skills, and contribute to society in the future.

Key Initiatives

u Establishment of the “Golden Consistency” = Sharing and understanding of the activity policy among all
those involved in the club (especially management, top team management and youth development)u Establishing an optimal youth development department (especially academy organisation) and setting up atechnical committee (where management, top team management, and youth development personnel
regularly discuss)u Clarifying the academy’s philosophy, creating job descriptions and competency frameworks for academy
management personnel, and securing and educating coaching staff who can promote not only competitive
aspects but also human character developmentu Theoretical decision-making in scouting for youth developmentu Promotion of safeguarding (ensuring the safety of all those involved in the activity)

72

🄫2022 J.LEAGUE All Rights ReservedYouth Development

Project DNA

u J.LEAGUE has launched and promoted a youth development-focused initiative, Project DNA, with the ultimate goalof discovering and developing the talents of players and coaches to produce world-class players for the future. It isessential to execute the vision and strategies of Project DNA while sharing the strategic framework with the clubs.

Vision and Strategies of Project DNA
J.LEAGUE

Project DNA – to the FUTURE

Lead by ALT1

Vision & Strategy
Workforce
Development

Project DNA
Vision &Strategy
Strategies throughsix main projects

Understanding the environment
Gap analysis between thecurrent and ideal situation
specific to J.LEAGUE

SupportEvaluation

Mechanism of
Performance
Plan
Monitoringand evaluationof progress
towards KPIs

Game
Education

Project development

Share the strategic framework with clubs

Create & Communicate
Vision, Mission(Statement)
Support from clubs

Clubs
This document is an essential element of the Academy Strategic
Plan and has the power to permeate the plan throughout the club.
It also makes clear areas for improvement and responsibilities.

Lead player
development withthe skills needed
to build a culture
where “Better
Coaches Develop
Better Players.”

Provide opportunities
for elite players in the
youth development age
group in Japan tostretch themselves,
strengthening thepathway from theacademy toprofessional.

Academy Performance Plan
(APP)
AcademyManagement
Personnel and
HoC Training
Programme

Game
Programmes
to Develop
Elite Players

Development of
Elite Players
Support for
Performance
Plan
Implementation
by Clubs

J.LEAGUE’s
UniqueEvaluation
System
SelfImprovement
andCurriculum

Performance Plan-based plan propulsion,
Individual Development Plans (IDP), Club’s
Football Philosophy, Coaching Curriculum,
Organisational Structure, TechnicalCommittee establishment, etc.

Ensure the quality ofactivities linked to
the PerformancePlan, identify
effective academy
support areas, andestablish a systemfor distributing
funds

Learning life skills
specialised inyouth development
Develop coaches
and support
players

Implement Each Club’s Vision and Strategy
Strategy
Development

Implementation

Evaluation

Strategy
Development

Implementation

Evaluation

Note 1: ALT stands for Academy Leadership Team, the body that indicates the direction for the most critical strategies in Project DNA and facilitates decision-making
and promotion of main initiatives

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🄫2022 J.LEAGUE All Rights ReservedYouth Development

Project DNA
Workforce Development Project:

Continuous development of Japanese football as a whole － Learning, Consistency, and Support
Aiming to contribute to the development of players, J.Clubs, and the Japanese football community

J.LEAGUE Leaders in Football Events (JLiF)“Learning for Senior Leaders (Executive Officers, those
responsible for top team management, etc.)”

Development of J.LEAGUE Heads of Coaching Courses(JHoC)Development of J.LEAGUE Academy Management
Courses (JAM) Personnel
Development of J.LEAGUE Heads of Education Courses(JHoE)“Learning for the Academy Management Team”

Development of J.LEAGUE Academy Coach Courses (JAC)“Learning to Become Better Coaches Developing Better Players”

School/Grassroots Activities
2022 - 2024

Grassroots Football“Contribution to the Football
Community”

Region/Community“Contribution to Society”“Aligned Vision within the Club” and “Providing
Opportunities to Update Knowledge”
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🄫2022 J.LEAGUE All Rights ReservedYouth Development

Project DNA

u At the higher layers of the Workforce Development Project, learning programmes are designed with key areas forpromoting the Golden Consistency, providing learning opportunities for senior leaders (Executive Officers, those
responsible for top team management, etc.) who are expected to play practical roles.

J.LEAGUE Leaders in Football
Contents of the Full Course

LeadershipClub Football Philosophy- Golden Consistency- Vision (Club, Academy, TopTeam)- Club’s activity culture- Club playing philosophy-

What is leadership?
Leadership style
Job discriptions
Competency framework
Relationship map
Building an activity culture
Implementing new initiatives

Performance Plans

Talent Identification andAcquisition- Performance plan approach- Setting goals and strategicplanning- Establishing and managing a
multi-disciplinary team1- About the second curve ーStrategies for the future- Finding talented players- Analysis for finding talented
players- Football predictions for the
next ten years

Creating Player Pathways

Personal and Others’ Growth—
Continuous Professional
Development (CPD)- Technical Committee- Ideal game programme- ROI (Return on investment)
and the role of the academy- Individual Development Plan
(IDP)
- Staff CPD ー Workforce
development within the club
- Staff competencies- Staff mentoring and review

Elite Players

Football Business- Squad management- Position-specific depth charts- Development of elite players- Finding and retaining talented
players- Requirements for players- IDPs for players andcomprehensive player development- Transition to the top team-Types of contracts
Contract negotiations
Dealing with intermediaries
Club financial structure andbudgets

Note 1: A team composed of experts from various fields to holistically develop and facilitate the functioning of players and teams
75

🄫2022 J.LEAGUE All Rights ReservedSchools

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Clarify the position of the school and provide
programmes based on the academy’s philosophy whilebuilding strong connections with the local community,
town clubs, and schools.

Target Stateu The schools realised high retention rates and continuous acquisition and development ofpromising players in line with the positioning of the school, as well as establishment ofconnections with the local community.
u Schools can take on various roles, so it is necessary to first clarify their positioning in management(balancing grassroots and profitability), corporate scheme, form, size, etc.

Rationaleu It is also important to build good relationships with local registered teams, which can becomecompetitors or partners depending on the situation, and to engage in activities as grassroots
projects that lead to an increase in the football population and the number of spectators.
u It is essential to provide programmes based on the academy’s philosophy with a view to promoting
the popularisation of football and producing homegrown players.
u Clarification of positioning in management and business, and thoughts, such as corporate scheme,
form, and size

Key Initiatives

u Improvement of the quality of coaching (creation of a manual of coaching practices, elimination of
person-dependent coaching, etc.) and promotion of safeguarding (ensuring the safety of all those
involved in the activity)
u Building relationships with local town clubs and schools (teams registered in Class 2, 3, and 4)
u Establishment of operational systems, including administrative staff
u Appropriate business evaluations according to positioning and management of profitability bylocation
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🄫2022 J.LEAGUE All Rights ReservedSchool Operation Types

Schoolsu There are 30 clubs that have established an NPO and the like, separate from the J.Club operating company to
run their school and sports instruction businesses. NPOs have the advantage of making it easier to rent public
facilities but have the disadvantage of incurring management and operational costs for the separate entity.

List of Companies (Corporations) affiliated with J.Clubs

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🄫2022 J.LEAGUE All Rights ReservedCompetition Management

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Deliver competition, which is the most important element in the
artwork of football, to spectators and viewers by creating a match
together with respect for the opposing team and referees, and by
conducting fair, safe, and secure games.

Target Stateu With the “J.LEAGUE Safety Philosophy during Match Implementation” in mind, provide thebest possible stage for players and the best possible experience for spectators and viewers.
u Competition management is the source of value in the football business and is indispensable forrealising the J.LEAGUE’s philosophy.

Rationaleu Matches in stadia are a unique stage for teams and players.
u For spectators and viewers, the match is the most important content, and to enhance loyalty to theclub, it is essential to prioritise safety and provide the best possible experience through smoothcompetition management.
u Understanding of critical issues related to match management (prevention of match-fixing,
securing stadia, schedule & kick-off time decisions, measuring the number of spectators,
procedures in the event of game cancellation or interruption, entry qualifications, etc.)

Key Initiativesu Understanding of security issues (anticipated number of spectators, supporter’s movements andmisconduct, supporter control including cooperation with opposing teams, defamation on social
media, weather, etc.) and the establishment of security arrangements based on these risksu Creation of operation manuals, thorough preparation through information sharing and cooperation
with stakeholders
u Establishment of processes for reflection and improvement after each match
u Representing the club in dealings with fans, supporters, government officials, VIPs, sponsors, etc.
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SocialCooperation

Details of Management Areas

Footballto C

Business
Enhancement

Hometown Activities

Social Cooperation

Top Team Management

Business
Enhancement

Merchandising
New Businesses

Youth Development

International Strategy

Schools

Executive Supervision(Governance)
Decision Making(Governance)
Internal Controls(Governance)

Competition Management
Fan Engagement
Attracting Spectators,
Ticket Sales

Capital Policy

Event Management

Plan-based Management

Digital Platform Development

to C

Facilities

Sponsor Sales

SHAREN!

FootballM anagem ent
BaseManagement
Base

Organisational Design

Paid Viewer Acquisition

Human Resources

Promotion

FinancePublic Relations

Legal Affairs

Stakeholder Management

Compliance

Brand Management

Crisis Management

Facilities
StadiaTraining Facilities
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Fan Engagement

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Emphasising a customer-centric ethos, enhance customer
satisfaction through service provision and inducement measuresappropriate to economic value and distinct features, aiming to
expand the fanbase and guide them to the higher spending
segments.

Target Stateu The characteristics of each category within the fanbase and the customer purchasing process
are correctly understood, the fanbase is expanded in line with market size the proportion of
the higher spending segments within it is maximised.

Rationaleu As ticket revenue and value for sponsors are significantly influenced by the fanbase, it is crucial to aim for
an increase in both the overall fanbase and the higher spending segments which bring greater economic
impact.
u A customer-centric ethos should be thoroughly embraced within the club, firstly by raising awareness thatthe club is supported by the expansion of the fanbase, and secondly that it is important to lead customers to
the final form of “promoter.”u As the fanbase can be categorised based on various factors such as expenditure on the club andexpectations, it is key to enhance customer satisfaction by paying attention to the characteristics of eachcategory and the (economic) fairness between them.

Key Initiatives

u Utilising customer data, market research, and the like, to visualise the market and customers
u Organising and categorising the fanbase based on factors such as revenue potential and expectations forthe clubu Developing club-wide action guidelines that take into consideration the characteristics of customers andeconomic fairness
u Application of these to specific operations including the club’s medium-term plans, annual plans, planningof merchandise and services to attract spectators, and inducement measuresu Setting KPIs (including J.LEAGUE fan indicators) for fanbase expansion and inducement to higher
spending segments, and managing them through the PDCA cycle
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Fan Engagement

Fan Relations Management Strategy

u Develop a cross-cutting fan strategy, broadly considering various fan categories including fans & supporters,
school players and sponsors, even though the economic positioning of each category may vary from club to club.

Large

Club Revenue (per unit of consumption)
Small
Social media
followers

Supportorganisation

Category

Potential fans

School players

Season ticket
customers

Sponsors

Characteristics

Single-ticket
Attend matches,
Not consuming
PaidInterested,
Choose thespectators,
sympathise withmembership,
as fans yet, but
active,club as apotential for the spending time customers who participating but the club, provide school, future
buy merchandise,
economic
limited match
futurebut not season
supportcore fansattendance

Customers
committed toattendingmatchesthroughout theseasonSupporters
classified into
groups (tiers)
based on theamount offinancial support

Single ticket/item
customers

Fan clubpassesInterest
Expectations

Attention,awareness,
sympathetic,
goodwill,interest

Share

Value

Love

Parents

FamilyPassionReturnSharing of timeand space withtheclub/community

Competition,
players, goods,
events,benefits

Contact withplayers,
closeness

Club/player
development,
affinity withhometown,school, etc.

Skill acquisition,
sporting
opportunities,
success of the
top teamMatchattendance,
results,
cheering,
togetherness

Exposure/promotio
nal material, affinity
with company
philosophy,
economic principles

Stimulating

Attractive
matches, ID
management,
merchandising
plan

Playerinteraction
events, related
merchandise(original items)

Club
Top and youth
Results,
development,
team results, attractive pricing,honour/contributi family discountpreferential
on, memorabilia
tickets,
plans(not for sale)
invitation tickets

Continuation Providing new
topicality,
touchpoints expanding contents,
andanddiversifying
expansioncommunication
discoveries
measureschannels

Exposure
beyond plan,
providing new
business
opportunities* The above are examples of fanbase categories and within each category, there may be subcategories, and there may also beoverlapping forms between categories.
These are supporters who sympathise with the club’s activities and messages, get involved in various ways, and satisfy their senseof belonging and fraternity as part of their lives, so they can be considered fans in a broader sense.
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Fan Engagement

Fan Development Strategy

u The marketing operations and customers’ purchasing process identified by J.LEAGUE are as follows.
J.LEAGUE has defined its customers’ purchasing process, which incorporates J.LEAGUE’s unique match-watching process into
customer purchasing processes like AIDMA1 and other processes, as the “PC-FSP Model2.” Noteworthy behaviours are as follows:
Invitations & Being Invited: Many first-time stadium-goers are “invited by family or friends” or “attend via an invitation,” Supporting: Not
only watching matches but also coming to almost every match as a supporter of a favoured club and cheering for the club;
Recommendations & Encouragements: Bringing new customers to watch matches in the stadium. From a marketing perspective, thecustomer’s final form is considered to be a “promoter.” We also arranged the “states of the customer” aligned with the process in themodel. Based on this model, the diagramme below shows an example of how J.LEAGUE’s identified marketing operations can bearranged.

Prospect
Awareness

CustomerInterestAttention

Invitation
Being invited

Fan

Purchase
Attendance

Public relations, social media

Supporter

PromoterSupporting

Recommending
Encouraging

Social media
In charge of hometown
Web (advertisements)
In charge of tickets
In charge of fan club
Web, events (operations), merchandising, e-commerce

Note 1: AIDMA is one of the representative models explaining the consumer purchasing behaviour process (Attention at the awareness stage, Interest, Desire,and Memory at the emotional stage, and Action at the behavioural stage).
Note 2: PC-FSP Model is an acronym made from the initial letters of Prospect, Customer, Fan, Supporter, and Promoter.
Source: J.LEAGUE Marketing Officer Training Materials

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Fan Engagement

Club’s Situation: Fan Datau In the J.LEAGUE ID results for fiscal 2021, the male-to-female ratio of spectators was approximately 7:3,
with both men and women mostly in their 40s.
Attributes of Spectators (2021)

J.LEAGUE Annual Total Attendance (2021)*League matches only

Over

4.74

Gender [%]million people

Over 11 million in 2019

Female31.4%

Meiji Yasuda J.LEAGUE 2021 J1 average attendance

6,661

peopleMale
68.6%

Over 20,000 people in 2019

Meiji Yasuda J.LEAGUE 2021 J1 full-capacity matches1

214

Age Distribution

matches

Male [%]

Female [%]4.9%

J.LEAGUE ID registrations (as of August 2022)

2.72

9.3%

6.9%

11.1%
9.1%

million people

6.0%
10.9%

18.3%

11.2%

19.9%

Number of countries broadcasting (2022)

Over

60

19.5%
18.1%

countries and regions
27.1%

0-15
years
0-15才

27.7%

16-22
years
16-22才

23-29
years
23-29才Note 1: The number of full-capacity matches during the period of attendance restrictions due to the COVID-19 pandemic

30-39
years
30-39才40-49
years
40-49才50-59
years
50-59才60 years old
60才以上
and over83

🄫2022 J.LEAGUE All Rights ReservedClub Case Studies:

Nagoya’s Fan Development Strategy

Fan Engagementu The introduction of digital marketing has enabled a steady increase in attendance since 2016 and positive year-onyear growth even after relegation to J2. The success of the club’s fan development strategy is the product of carefulplanning, a strengthened system, and a company-wide efforts.
Issues (2010-2014)u Despite winning the championship in 2010, attendance growth was sluggish. With the stands not full, there was no winning atmosphere.
u The purpose of ticket sales strategies were unclear, and inefficiencies existed between departments due to compartmentalised operations.
u The club was ranked last in attachment rate (2014 J.LEAGUE survey).
u Customer information (attributes, type, viewing style, number of matches attended, etc.) was insufficient (“We don’t know who are customers
are.”) to initiate countermeasures.

Focus on the light user
segment

Key Policies of Fan Development

Strengthen digitalmarketing

Provide customer-focusedservices based on a “real”
image of the customer

Measures (2015-2017)
u
u
u
u
u

Professionalisation of ticketing (utilising digital marketing experts, strategic planning professionals, creators, operation and collaboration,
actively using external expertise)Start building a customer database (strategic information collection and detailed analysis for visualising and defining customer attributes andbehaviours)
Establish optimal pricing (including invitations), and plan and implement promotion and communication strategies for each customer segment(“1-to-1 marketing”)
Customer data collection by designing inducement to J.LEAGUE Ticket website (ticket purchase rate via J.LEAGUE Ticket from 11% in 2015 to 80% in 2019)
Continuously capture fanbase in detail through the PDCA cycle based on post-match surveys and sending out thank-you messages as seeding
efforts

Completion of a mechanism that allows proactive initiatives on “what kind of customers, at what timing,and in which seats we want them to attend”

Results

Transition in the number of J.LEAGUE Ticket members(J.LEAGUE ID)
193422171422(10 thousand people)

60

First league
title

50
1169702015(1) “If you want to attract spectators,
you must fascinate – It doesn’t happen
by chance”

First relegation
to J2

https://www.footballista.jp/feature/79295

40

69490
10308

[Reference]
Interviews with club officials

Yearly attendance

2nd in theleague31241

30(2) “The answers are in the voices andactions of the fans we have gathered”

20

https://www.synergymarketing.co.jp/showcase/nagoyagrampus/

10
2016

2017

2018

2019

2020

0

20 07 08

09

10

11

12

13

14

15

16

17

18

19

84

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Attracting Spectators, Ticket Sales

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelinesu After designing tickets based on the 4Ps of marketing, focus on
acquiring new layers of customers through “invitation” and“inviting others,” while also efficiently approaching existinglayers of customers through the use of digital technology.

Target Stateu The stadium capacity rate is maintained at a high level without being greatly affected byresults, and the ticket revenue contributes to the financial stabilisation of the club as one of thesources of income.

Rationaleu Stable ticket revenue leads to the financial stabilisation of the club, and attendance is also importantfrom the point of view of value appeal to sponsors and paid viewers.
u First of all, it is fundamental to design the ticket types and pricing rationally based on a marketing
perspective, and strategic design of various selling methods, including dynamic pricing, is important.
u A key point in marketing is to take appropriate approaches according to attendance frequency, forexample by using invitation tickets and encouraging people to invite others for new customers, and byusing digital technology to communicate according to the attributes of customers for existing layers ofcustomer.

Key Initiativesu Understanding of fundamentals (such as the attendance and ticket situation of the club, hometown, etc.)
u Strategic ticket design combining price balance between ticket types such as season tickets and highpriced seats, and various selling methods
u Development of marketing plans for each home game, considering match-ups, weather, and other factors,
and working through the PDCA cycleu Capturing new customers through proper use of invitation tickets and encouragement of “inviting others”
u Efficient communication with existing layers of customers based on customer data accumulated through theuse of J.LEAGUE ID and other means
85

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Ticket Sales (Diverse Sales Methods with DX [Digital Transformation])
Reserved Seating

One-Touch Pass

Selling seats with predetermined seat numbers allows
for dispersed attendance and ensuring space
between seats on the day of the match. Moreover, if
customers can choose seat numbers, it’s excellent,so this is essential for the introduction of dynamic
pricing.

This covers the entry authentication of season tickets
that have been converted into IC cards andattendance records of fan club membership cards.
*Reader installation is required, but produces
significant effects when introduced in combination
with QR tickets.

Seat interval control

Web-based
With sales after user registration, data on whopurchased which seats can be collected automatically.
This is essential for visualising customers andpromoting CRM activities.
The league average for ticket purchase ratio via J.LEAGUE
Ticket increased from 23% in 2019 to 64% in 2020.

Understanding attendee information in advance

QR Ticketing
Ticket issuance at stores is not needed, as purchaseto entry can be completed with a smartphone.
Ticket use (attendance) data can be obtained throughnon-contact means.
*Reader installation is required, but significant effects
when introduced in combination with one-touch pass.
The league average percent of QR tickets out of J.LEAGUE
Ticket sales increased from 61% in 2019 to 83% in 2020.

Contactless

Visitor identification

Contactless

Member Priority/
Discount Sales
Membership privileges ahead of general sales
Typical benefits of fan clubs, etc.
Member services

Visitor identification

Dynamic Pricing
Fluctuating price sales where AI determines theappropriate price based on data such as past
performance, sales status, and inventory. Naturally,tickets for popular match-ups tend to become more
expensive, which also has the effect of increasing thevalue and advantage of holding season tickets.
Authenticated admission and ticket use (attendance)data can be acquired (limited to issuance from Ticket
Pia Network).
*Reader installation is required, but significant effects
when introduced in combination with one-touch passand QR tickets.
Clubs that have introduced dynamic pricing
Sapporo, Sendai, Urawa, Kawasaki, Shonan, Shimizu,
Nagoya, C-Osaka, G-Osaka, Fukuoka, etc.

Maximising box
office revenue

Attracting Spectators,
Ticket Sales

Offering appropriate
prices

Official Resale

Seat ChangeThis is the official secondary distribution wherepurchase and sale are possible in response to casessuch as “after purchasing, my circumstanceschanged” or “I accidentally got too many seats within
the same group.” It helps in curbing unauthorised
reselling.
User convenience

Functionality that responds to requests such as “after
purchasing, I now want to add another person andpurchase consecutive seats with different numbers
and of a different type,” or “due to the forecast of rain,
I want to move to a seat with a roof”
User convenience

Paper Ticket Barcode
Authentication
Like QR tickets, it allows for authenticated admission
and ticket use (attendance) data (limited to issuancefrom Ticket Pia Network).
* Reader installation is required, but significant
effects when introduced in combination with onetouch pass and QR tickets.
Contactless

Visitor identification

Sale as Specified Show andEvent Tickets
With the enforcement of the Unauthorised Resale
Prohibition Law (June 2019), crackdown on
unauthorised resellers is possible.
To sell as specified show and event tickets, the sales
channel must be restricted to the web and official
resale must be introduced.
Measures against high-value unauthorised resale86

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Attracting Spectators,
Ticket Sales
Dynamic Pricing at Yokohama F･Marinos

Club Case Studies:u Yokohama F･Marinos introduced dynamic pricing, a ticket sales method diversified through DX [Digital Transformation].
The conclusion was that further effects could be expected with design tweaks and improvement.
(1) Analysis of Problem Solution
Issue:
Maximising ticket revenue

Measures to increase sales
volume (attendance)

Revisions to seat types, seat
allocations, and pricing

Increasing unit sales price andreducing free tickets

Introduction of dynamic pricing(2) Structure, Trial Design, and Results Analysis
Opportunity loss

Expanding total revenue by dynamicallychanging prices through AI based on the
supply-demand balance as time passes

People who would
buy even at a higher
price

Ticket unit price

Increase in the number of sales volume (audience)!
Increase in total revenue!
Opportunity loss
People who would buy if tickets
were cheaper

Sales revenue
０

Sales volume

On the other hand, it leads tomaking people aware of paid
attendance even if it is cheap.

– Using AI for timely reflection of supply
and demand to reduce opportunity
losses– Expecting the effect of increased total
revenue[Tweaks at the time of introduction]-

Cover all seats (maximising effects)
Set upper and lower limits for prices (consideration for season ticket holders andFC members)
Abolish intermediate preferential prices (some degree of fluctuation = motivationneeded)[Issues]-

Reversal phenomenon → Reconsidering the concept of seat types, finerclassification of seat types
Price differences due to sales channels → Limiting to channels where it can be
introduced
Announcements not reaching casual fans → Reconsidering methods and timing

Trial Results in 2018 (before the COVID-19 Pandemic)
Ticket unit price(yen)

Ticket unit price(yen)

Weekdays, held at Nissan Stadium*Horizontal axis is a timeline※横軸は時間軸

Saturday, held at Nippatsu Mitsuzawa※横軸は時間軸*Horizontal
axis is a timeline

At Nissan Stadium (72,000 seats), there is a low
possibility of being sold out and a reversal phenomenon
may occur for some seat types.

<Price reversal phenomenon>
The regular price is 4,100 yen for SB seats and3,800 yen for SA seats, but at one point SB seats
were 4,600 yen and SA seats were 4,700 yen.

At Nippatsu Mitsuzawa (15,000 seats), there is a highsense of scarcity (fear that seats will sell out), so highpricing, which is the original aim of dynamic pricing, iseasier to achieve.

87

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Event Management

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u To ensure that home game attendees are satisfied regardless ofthe the match result, provide a high-quality spectator experience
including food, beverages, and events, starting with
communication before and after the match.

Target Stateu By viewing football as an ‘artwork’ that is the culmination of the engagement of all individuals
involved with the club, not only the on-the-pitch performance, but also including the passion offans and supporters and cooperation with stakeholders, events are an important component of
the whole experience, and regardless of the match result, provide a level of satisfaction thatmakes people want to come back again.
u Since the match result is uncertain, providing satisfaction to the spectators regardless of thematch result becomes a key point for increasing fans & supporters and attendees.

Rationaleu To achieve this, it is also necessary to provide a high-quality experience outside of the match itself,from communication regarding ticket purchases before the match to food, beverages, and eventson the day of the match.
u Along with advance planning, it is important to ensure that all club affiliates who interact withattendees are aware of the importance of hospitality.
u Clarification of the value provided to customers at home games (e.g., victory/extraordinary
experience)

Key Initiatives

u Developing event plans for each home game, taking into account match-ups and weather
conditions
u Developing and executing well-prepared preparation plans for each home gameu Review of each match and continuous improvementu Ensuring thorough hospitality awareness among club staff, volunteers, external partners, etc.
88

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EventManagement

Club Case Studies: Events of Shimizu S-Pulse and Nagoya Grampus
Shimizu “Japan National Stadium 60,000 Challenge”

Nagoya “Great Shachi Festival”

The Original 10 National Stadium Showdown

City-wide Flashy Shachi Pride

Dropping the match ballfrom a helicopter

The club held a home game at the Japan National Stadium for the club’s 30th
anniversary match event. A lot of thought was put into pre-game preparations andannouncement methods, and the plan was developed with the cooperation of the
opposing Yokohama FM’s club and supporters. On the day of the match, there were
glamorous performers and a variety of productions/events, and the club distributed
35,000 orange baseball shirts, dyeing the stadium orange. Despite the loss, thescore was a spectacular 3-5, and customer satisfaction was high at 8.2/10.
Club YouTube Video: https://www.youtube.com/watch?v=kl8mBFDyJD0&t=485s

The club planned a city-wide festival to realise the value of Grampus (the happiness of being
united through Grampus). Learning from the Hawk Festival of the Fukuoka SoftBank Hawks
professional baseball team, the club created a sense of unity and connection throughout
Nagoya and Aichi. It dyed the city in team colours by distributing special uniforms in advance,increased exposure in various places throughout the city, and created excitement at press
conferences. Synergies were created through linked events around the city with various local
governments and groups in the hometown and the “Great Nagoya Exhibition” in collaboration
with BEAMS JAPAN. Festival merchandise and even a bon dance were effective in creatingbuzz and increasing attendance and awareness.
Club Official Website: https://nagoyagrampus.jp/campaign/shachi2022/
Station staff in

駅員も特別ユニでspecial uniforms

Supporters hyping it up
with tifo

Press conference at Nagoya
名古屋能楽堂で記者発表
Noh Theatre

コレオで染まるOrange galaxy←Promotion in the city↓←街中の宣伝↓Golden Shachi monument
at the試合会場の⾦鯱
match venue
Great Shachi Festival
merchandise

Bon dance at
Nagoya Castle

Opposing supporters also
prepared tifo

in J1 as of the end of July 2022)

100 00
500 0
0

Fe
b
2. . 1
M 9
3. ar
M .6
a
4 . r. 2
A 0
5 . p r.
Ap 6
6 . r. 1
M 0
7. ay
M 3
8. ay 1M 4
9. ay 2Ju 5
10 n.
. J 26
1 1 u l.
. 1
12 A u 0. A g.
1 3 ug 6.A . 1
1 4 ug 9.S . 2
ep 7
.1
4

31

16
ul .

ul .
12
.J

8

i um

al
St
ad

oi n
2N
at
ul .

11
.J

25

n.
1

ay
M

9.

Ju

7

21
8.

ay
M
7.

.2
9

ay
M

Ap
r

6.

9

.1
0
5.

2

.1
ar

Ap
r

M

4.

.1

19

0

– Spectator attendance ↗
– Ticket price ↗
– Ticket revenue ↗
– Merchandise revenue ↗
– Match venue revenue ↗
– Sponsorship fees ↗
– Event satisfaction & customer loyalty ↗

2022 Spectator Attendance
400 00350 00300 00250 00200 00150 001.

100 0010.J94,000 new J.LEAGUE IDs obtained in 2022 (top

200 003.

selected purchased preferential tickets)–

300 00b.

Combined with J.LEAGUE’s 10,000 invitees
project (130,000 applied and 4,000 of those not

400 00ar–u Results

500 00M(including 57% first-time spectators for the season,
34% from Shizuoka, 17% from Kanagawa, and 43%
from other Tokyo metropolitan areas)

2022 Spectator Attendance
600 00Fe

Record attendance for the club (56,131 people)
and the highest in the league for the season

2.

–

1.

u Results

89

🄫2022 J.LEAGUE All Rights Reserved

Paid Viewer Acquisition

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Pursue the expansion of the fanbase, which forms the base forpaid viewers, and work with teams and players to enhanceviewing methods and content, focusing on the viewing
experience, which is set to become a key element in the future.

Target Stateu The club’s fans in numbers above the set subscription targets continually subscribe to paid
broadcasts, achieving the number of paid viewers that can be expected to produce highbroadcasting value for the league as a whole as well.
u As broadcasting rights fees account for a large proportion of the distribution funds, paid viewer
acquisition is a top priority not only for the league but also for the club.

Rationale

Key Initiativesu Since the key factor for increasing paid viewers ultimately lies in increasing fans, it is imperative topursue fan expansion more than ever, keeping the J.LEAGUE’s fan indicators in mind.
u Enhancing the viewing experience, which is becoming increasingly important for fan expansion in
the era of living with COVID-19, it is crucial to work together with teams and players as the appealof the content has a significant impact alongside the innovation of viewing methods.
u Understanding the significance of paid viewer acquisition in line with the growth perspective of the
J.LEAGUE as a wholeu Setting it as an important KPI in fan indicators
u Collaboration with the top team management department to enhance the viewing experience, reflecting
fans’ perspectives in team composition, etc.
u Exploring measures to improve viewing methods to enhance the viewing experience and strengthening
sales promotion of viewing passes (products linked to season tickets and fan club memberships, EC
promotion campaigns, etc.)
u Implementation of basic cross-club measures to engage paid viewers (DAZN), such as match schedule
adjustments, content development & production, banner placement of the club official website, information
dissemination on social media, and invitation & referral*In addition to the above, local TV broadcasts and radio broadcasts are also important in terms of revenue from the club‘sbroadcasting rights sales business and the expansion from the club’s exposure.

90

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Promotion

Guidelines

Target State

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

u Increase the popularity and value of the club by
understanding the market and working with the team toactively use existing media and digital tools to provide
engaging content.
u The club is able to continuously offer content tailored to the characteristics and objectives of
the target audience, in line with the club’s philosophy and strategy, to increase interest in andloyalty to the club, thereby elevating its popularity and value.
u Exposure is key to elevating the club’s popularity and value and increasing the number ofattendees and sponsor revenue, and promotion is essential for achieving this.

Rationaleu Effective promotion requires first understanding the market thoroughly and then actively using
digital tools that have a wide reach and are less expensive, in addition to existing media liketerrestrial TV.
u Collaboration with the teams and players, who are the biggest content of the football club, is key toeffective promotion.
u Understanding the market and customers by utilising market researchu Targeting and developing promotion strategies and annual plans according to target
characteristics

Key Initiatives

u Utilising local TV broadcasts and radio broadcasts, and the development of digital tools (owned
media like website & official social media accounts, email distribution system, etc.)
u Building consensus within the club and establishing systems towards the active involvement ofplayers and staff in promotions
u Planned execution and continuous verification of effectiveness based on data
91

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Promotion

Local Exposure Initiativeu The local exposure initiative seeks to increase fan engagement with football by drastically increasing
exposure of football and local clubs, increasing the value of J.LEAGUE and clubs as a whole.

<High Level Vision>
Increase Local Exposure

Increase Local Interest in
Football Club

Invest and focus over three years.

Establish local club presence,

Build a foundation for continued growth after three years.

(3) Measures to Support Continued Engagement[Cross-functional Team](1) Club Exposure Options

New football
TV programme

Increase Ticket
and Sponsor Revenue

Long highlight
TV programme

Highlight inexisting
programme

Major increase inlocal broadcasting

News highlight

TV commercial

Web commercial

Digital support(Using J.LEAGUE ID
and app)✖

CustomermarketingCampaign
collaboration(including audit)

Event production
supportRule review
and reform

Data support

etc.

(2) League Staff Provide Direct Club Support [Club Dedicated Team]
Support for strategy development

Communication with television
channel staff

Other club support*Specific menus and measures are subject to change.

Initiative Goals
u Broadcast football TV programs throughout Japan’s regional areas * Attempt major cities as wellu Use football TV as a hook to dramatically increase club TV exposure with broadcast matches and news highlights
u Leverage increased exposure to increase football and club recognition and increase club fans and revenue
92

🄫2022 J.LEAGUE All Rights ReservedPublic Relations

Guidelines

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

u Aim to enhance the club’s visibility and brand by accurately andbroadly conveying to society the club’s philosophy, value,
information, and the teams’ appeal and activities, including
communications from the club managers themselves, fromperspectives such as reporting, publicity, and organisational risk.
uTarget State

Rationale

SocialCooperation

A balance is achieved between mass media communications and owned media (such as social media)
communications, whereby not only wins and losses but also management information and the club’s
activities and team appeal are communicated in the hometown, and this fosters interest, contributing toraising recognition and brand value, as well as risk management.

u The club managers themselves embody the club’s philosophy and serve as a symbolic presence of the clubin the hometown, and it is constantly exposed to the media, fans, and other external communications, withhigh recognition and significant influence.
u There are constraints on internal resources allocated for public relations, and often a small number of staff
must handle cross-functional and concurrent duties across multiple departments (such as attracting
spectators, promotions) with different operational purposes (offensive/defensive, mass media/owned media,etc.).
u Effective communication tends to be restricted by the prioritisation and sanctification of the wishes of the
top team management department.
u

Always responding calmly and sincerely, and communicating the club’s philosophy and value in the words of theclub managers themselves (the club managers are a symbolic representation of the club)u

Recognising that beyond each media, there are many stakeholders, including fans & supporters, partners, andlocal governments
Building a cooperative framework with experts in case of emergencies, maintaining an appropriate distance withthe media (information provision, communication, etc.), maintaining an open communication stance as a club, andpracticing regular risk managementu

Key InitiativesuuEnsuring that external messages from management, top team management, and public relations are always
consistent and without deviation
Maximising exposure through reliable and smooth media operations at matches, which are the biggest content,
and through media communications that maintain a balance between mass and owned media (frequency, content,
and schedule tailored to media characteristics)

93

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Digital Platform Development

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelinesu Based on a policy of using digital platforms, work in cooperation
with the J.LEAGUE to expand the customer database from bothonline and offline approaches and prepare a system for its
effective use.

Target Stateu The database that underlies the platforms is well-maintained, and there is a certain number of
personnel within the club who can use data analysis and its results for marketing measures,etc. This means that digital data is being used as an important management asset.

Rationaleu There are inherent constraints based on the scale of management and environment, and it is difficult todevelop everything in-house, therefore, it is necessary to utilise internal and external resources.
u In terms of attracting spectators and promotion, it is efficient to implement measures according to customer
characteristics based on the database, therefore, each club needs to proceed with digital platform
development focused on expanding the database and engage in customer relationship management(CRM).
u Even if customer data is collected, it will not function without personnel and organisational systems that cananalyse the data and connect it to actions, therefore, it is important to have personnel suitable for theenvironment and stage as an essential element for platform development.

Key Initiatives

u Clarify the positioning and policy of digital platforms as a key management mission
u Clarifying the policy of using appropriate external resources suited to the club’s actual conditions andformulating a platform development planu Establishment of a system for utilising digital data assets and allocation of personnel who will serve as theleaders (including in recruitment and development)u Expanding the database at both online and offline customer touchpoints (including the collection of
J.LEAGUE IDs)u Effectively utilise, coordinate with, cooperate with, and support the J.LEAGUE’s digital platforms promotion
team
94

🄫2022 J.LEAGUE All Rights ReservedStructure of the Platform Utilising J.LEAGUE IDs

Digital Platform
Developmentu Purchase, visit, and match viewing history visible from J.LEAGUE IDs is used for CRM activities such as
attracting spectators and viewing policies.
Customer Data Collection &Service Platforms Development

Centralised Management, Analysis,
and Use Support

Service Provision and Utilisation

Partner customer information

Improved Customer Experience

Various Web log information(League/Club)

Points can be used whenpurchasing
tickets/merchandise.

Purchasehistory
Tickets

Online store

プライベート 1
Private
DMP
DMP¹

Visit
history

Repeated visits lead tovarious benefits.

Browsing
history

Information on the
supported club’s matches.
Access to original videos,
etc.

Capitalization修正Marketing
マーケティング
database
データベース(MKDB)(MKDB)

Check-inhistory
Apps

Stadium
Wi-Fi

BI²

Tickets and merchandiseare discounted for fanclub members.

Campaign
participation

Expansion of Business Opportunities

J.LEAGUE ID(Open ID login)

Promotionof OTT5 use
OTT⁵利⽤促進
Partner event
announcements…etc.

Original data of clubs

MA³

FXM⁴
Customerdata

Support
tools
⽀援ツール

Merchandise sales
Ticket sales

Note 1: DMP: Data Management Platform. A platform for accumulating and managing data on customer purchasing behaviour, departmental and other proprietary data, as well as external data
Note 2: BI: Business Intelligence. Systems or tools used to configure dashboards with features and displays that integrate, analyse, and visualise the vast amounts of data accumulated within acompany according to user needs
Note 3: MA: Marketing Automation. Software (tools) used for automating, streamlining, and making marketing activities more efficient
Note 4: FXM: Fan Experience Marketing. A marketing method aimed at creating fans and turning them into loyal customers by selling experiences and behaviour patterns
Note 5: OTT: Over The Top. Video streaming services through the internet that “jump over” traditional infrastructure (communication, broadcasting service providers, etc.), such as YouTube,DAZN, Netflix, etc.
Source: FY2021 J.LEAGUE Business Officer Training Materials
95

🄫2022 J.LEAGUE All Rights Reserved

Stakeholder Management

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Identify various stakeholders associated with the club,
systematically understand them, and cooperate with club
affiliates with a view to increasing the overall value for all
stakeholders, considering a balanced approach without bias.

Target Stateu The expectations and engagement policies for each stakeholder are organised, and theorganisation can respond systematically and adequately, and the overall value of all
stakeholders is increasing.
u Clubs are able to exist with the support of various stakeholders, including fans & supporters, local
communities, and citizens, and this needs to be systematically understood.

Rationale

Key Initiativesu Since there are a wide range of stakeholders in all tasks, there can be inconsistencies or biases inengagement, and it can easily become too dependent on specific individuals.
u The satisfaction of each stakeholder is an important indicator parallel to various management
goals in club management, therefore, it is essential to work with the view of increasing the overallvalue for all stakeholders.
u Identification of stakeholders for each functional department of the club, and systematic visualisation
for understandingu Visualisation of each stakeholders’ expectations, and formulation of fair engagement policies
u Systematic action plans (setting management goals for each functional department and parallel
stakeholder satisfaction) and PDCA managementu Cross-departmental checks of engagement strategies (such as biases among stakeholders) andrevisionsu Building relationships with key stakeholders and, depending on the situation, engaging appropriately
with the club managers themselves at the forefront
96

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Stakeholder
Management

Stakeholders and J.Clubs

u J.Clubs’ stakeholders have varying expectations, but consistent response policies based on clubphilosophy are required.
Local Community & Citizen

Stakeholders

Fans &
Supporters

Sponsors &Partners

Expectations of
the clubEmotional
excitement
DreamsEmotional
involvement

Advertising
power
Sharedphilosophy

NPOs,
Volunteers, etc.

Players,
Head Coaches &CoachesMedia

Shareholders

Employees

Brand strength
Contracts
Platform forPlace forcontribution
activities
Work fulfilment Self-realisation

News value

Club value
Embodimentof philosophy

Sponsorship
Cooperation

Club support
Social activities
collaboration

Competitions andresults
Transfer payments

Reporting &advertising

Provision entertainment
ServicesfromMerchandise/supp
clubs
orter’s meetings

Results
Sponsor benefits
Activation
Club value appeal

Social contribution
activities
Opportunities forengagement

Philosophy
Organisation
Remuneration

Club information

Customeroriented
Ensuring
fairness andequityOffering
marketingvalue

Fostering a
sense ofbelonging

Management
Embodying
Functionality
Communicat Ensuring
Cooperation
philosophy
the football
Cost-focusedPlaning correctly commitment
as a citizen
philosophy
priorityon the match
Provision Cheering
Ticket revenue
Merchandisepurchases
to clubs

Match

Club
response
policyThe expectations of each group and individual are unlimited.
It is important to undertake efforts to nurture long-term
supporters by facilitating a proper understanding of club
operations and services through consistent actions andattitudes with the right sense of distance and timing, without
opposition or pandering. Building relationships with opinion
leaders is also effective.

Suppliers

Administration

OthersEmployment
opportunities
Work fulfilment

Business

Community
revitalisation
Social issue
resolution

Other

CapitalCorporatephilosophy

Professional
contribution
LabourProducts
Services

Administrative
supportOther

Results
Fame
Brand
Management
information

Business
execution
Salaries
HR policies

OrdersCompensation

Hometown
activities
SHAREN!

Other

realisation

Club Philosophy

Sharedmission &valuesBy becoming an organisation that is loved, needed, and trusted by theadministration, through active cooperation in solving administrative
issues, it is possible to benefit from support that exceeds monetary value
on a priority and continuous basis, to this end, it is necessary to build
close relationships not only with specialised contacts but also withleaders and chairpersons (contacts of ruling and opposition parties),
politicians, etc., on a regular basis. Also, daily collaboration with thepolice and fire departments is important for ensuring the safety of theclub and players and solving issues.

97

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Brand Management

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Foster understanding of and permeate the importance ofbrand value across the club, and build a system toenhance brand recognition and attachment through aconsistent strategy.

Target Stateu The club’s brand is widely recognised in society and has strong attachment from stakeholders,i.e., the brand value is high.

Rationaleu The brand is an essential management resource that influences not only the financial aspects such as
marketing, paid viewers, merchandise sales, etc., but also the relationship with stakeholders, therefore,
it is essential to maintain the brand value, which is the sum of various values, at a high level.
u All activities of the club affect the improvement (or degradation) of brand value, so it is important to firstunderstand and permeate its importance across the club.
u Then, based on a consistent brand strategy, a wide range of management is needed, from organising
the club’s intellectual property to building a system to enhance recognition and attachment, including
development and merchandising.

Key Initiativesu Understanding the importance of brand valueu Internal communication aimed at permeating the importance of the brand within the club (formulation of
behaviour guidelines)
u Definition of the desired brand value based on an evaluation of the current state of the club’s brandthrough regular survey resultsu Formulation of a brand strategy that brings consistency from the brand’s perspective to each activity as
a part of the medium-term planu Building a system related to merchandising and trademark management (team names, designations,emblems, logos, mascots, flags, etc.)
98

🄫2022 J.LEAGUE All Rights ReservedClub Case Studies: Rebranding of Shimizu, Tokyo-V, and G-Osaka

BrandManagement

Shimizu S-Pulse

Tokyo Verdy

Gamba Osakau Shimizu S-Pulse established their brandguideline as “OUR ORANGE, OUR
SYMBOL,” highlighting the club colour, “SPulse Orange,” as a symbol of thecommunity.

u On the occasion of the club’s 50th
anniversary, Tokyo Verdy underwent
rebranding. They adopted the Archaeopteryx,
symbolising being a pioneer, in a simple yetcreative emblem, together with a V-markwith a linked shape. They are promoting theirbrand business and shifting to a general
sports club that also includes multiple sports
teams, such as baseball, basketball, andothers, in addition to football. They appointed
renowned British designer Neville Brody forthe design.
u They received the Good Design Award 2020
for branding efforts as a general sports club.
The award recognised a series of projects
that expand the sports business model,
including the brand business, shift to a
general sports club, refreshing an identitywith expansion possibilities, operating
multiple sports teams to expand sports
participation, and a unified uniform design inbrand colours.

u At the time of their 30th anniversary, Gamba
Osaka conducted interviews with many
stakeholders including staff, players,
partners, and hometown government,
supporters, and established a new brandconcept. The core theme of the brand is “BE
THE HEAT, BE THE HEART.” They createda simple yet powerful visual system with aminimally designed modern G emblem, blueand black team colours, and bold typographyusing an original font. They aim to become arepresentative sports experience brand inJapan.

u In their initiatives, they began withinterviews of over 60 individuals including
fans, supporters, supporters clubmembers, partners, S-Pulse players &staff, former players, and otherstakeholders, and carried out a detailed
study. In October 2018 and January 2019,
they released emblem update proposals
on their official website, receiving a large
number of comments fromfans & supporters, totalling over 2,000.
u They signed a strategic merchandisingpartnership with Fanatics Japan,
deploying a new brand image.

u To embody the new brand concept andenhance the range of items that accompany
fans and supporters in their daily lives, they
have been developing items in collaboration
with Panasonic Corporation, United Arrows
LTD., and other companies.
u For their branding efforts, they received theGerman international design award “iF
Design Award 2022” (Communication
Category, Company Branding).
99

🄫2022 J.LEAGUE All Rights Reserved

SocialCooperation

Details of Management Areas

Footballto C

Business
Enhancement

Hometown Activities

Social Cooperation

Top Team Management

Business
Enhancement

Merchandising
New Businesses

Youth Development

International Strategy

Schools

Executive Supervision(Governance)
Decision Making(Governance)
Internal Controls(Governance)

Competition Management
Fan Engagement
Attracting Spectators,
Ticket Sales

Capital Policy

Event Management

Plan-based Management

Digital Platform Development

to C

Facilities

Sponsor Sales

SHAREN!

FootballM anagem ent
BaseManagement
Base

Organisational Design

Paid Viewer Acquisition

Human Resources

Promotion

FinancePublic Relations

Legal Affairs

Stakeholder Management

Compliance

Brand Management

Crisis Management

Facilities
StadiaTraining Facilities
100

🄫2022 J.LEAGUE All Rights Reserved

Sponsor Sales

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Establish goals and policies for achieving them based on
corporate needs and the market, build strong relationships withsponsors, make proposals for activity value that goes beyond
wins and losses, and ensure the steady fulfilment of contracts.

Target State

u Steadily increasing sponsor revenue while responding to the sponsors’ needs (including theSDGs), and achieving goals for the composition and number of sponsors according to the
club’s situation.

Rationaleu Sponsors revenue is an important source of income, accounting for the highest proportion of club revenue,
therefore, it is necessary to understand the market and clearly define goal achievement policies and targets
while taking into account social trends emphasising SDGs in society and changes in companies.
u With a decline in the number of spectators due to COVID-19, it is essential not only to focus on the team’s
wins and losses or mere exposure but also to appeal to the value of activities 365 days a year, including
non-match days, and make proposals according to the situation and needs of the other party.
u Contract termination or reduction is a possibility in the short term due to economic conditions and otherfactors, therefore it is essential to build relationships as partners that enhance value together, and on thatbasis, to steadily carry out sponsorship activations, providing sponsor benefits, and other efforts.

Key Initiatives

u Clarification of goals achievement policies and targets based on market understanding (including trends
emphasising SDGs and changes in companies)u Establishing a sales structure (personnel) and sales management processes and tools in line with goals
and targets
u Building mutual understanding and relationships with sponsors (and potential sponsors)u Making appeals for the value of activities beyond match days that are not limited to the team’s wins andlosses and exposure, and making proposals tailored to the sponsors’ needsu Setting cost-effective sponsorship activations and other activities, and steadily fulfilling contractual items
101

🄫2022 J.LEAGUE All Rights ReservedKawasaki’s Use of the SDGs to
Attract of Partners (Overview)

Case Studies:

Sponsor Salesu Kawasaki Frontale recognises that there is a limit to increasing sponsor revenue through exposure value and activities
without narrative. It has therefore been working on attracting partners and increasing sponsor revenue based on SDGs,
in which companies have shown strong interest in recent years.

Activity Overviewu

BackgrounduuContents

Responsibilities

Seeking partners to sponsor (specific) community
contribution and SDGs activities implemented by
Frontale
Promoting the value of Frontale as a partner andplatform for companies to practice SDGsu

Established the “Kawasaki Frontale SDGs
Sponsorship Partner” (overview on the right) as
one of the contract options among various
contract forms, and proposing it to prospective
customersu

Product planning: Planning led by the planningdepartment’s SDGs manager
Sales: Sales by the sales team, with theparticipation of the above-mentioned manageruu

FuturePolicyRecognising that it is difficult to create reasonsfor companies to pay sponsorship fees with
exposure value and activities alone, they
focused on the SDGs, in which companies
have shown strong interest in recent years.

uStrengthening the image related to Frontale’sSDGs, which forms the basis of activities(product strength)
Improving accountability for target activities;
making the content of target activities and thevalue created more visible to partners

SDGs Sponsorship Partner Overview

u Product name– Kawasaki Frontale SDGs Sponsorship
Partneru Sponsorship fee– From 3 million yen (excluding tax)
u Benefits① Right to use the Kawasaki Frontale
SDGs logo② Right to use the SDGs Partner
Statement “…is working on the SDGs
through Frontale.”③ Right to use the Kawasaki Frontale
emblem, logo, and mascot character(excluding use on products for sale)④ Display of the company logo on the
club’s official website SDGs page,
partner page, and interview panels⑤ Inclusion in leaflets introducing Kawasaki
Frontale’s SDGs activities⑥ Right to use the players’ group portraits

102

🄫2022 J.LEAGUE All Rights Reserved

Case Studies:

Kawasaki’s Use of the SDGs to Attract of Partners

Sponsor Salesu Frontale wins contracts by making timely proposals that leverage its strengths in social and community
contribution activities, in response to the corporate interest in the SDGs.

Case 1: Partner for Job Experience Project

Case 2: Partner for Rikuzentakata Project

Partner
ProfilePartner
ProfileContract
Details

u Industry: Financeu Long-term partner since 2005

u
u

u

u

Sales
Process

Key Pointsof theAgreement

Addition to the current sponsorship fee
Employees of the partner company
participate in the job experience project
implemented by Frontale
Listed the company as a partner of thisproject in various Frontale materials
During annual contract negotiations, there wasa discussion that the fee could be increased if
linked to SDGs, etc. (though difficult only withadvertising)u

Planning and sales proposed some potential
themes for collaboration, and eventuallyagreed on a job experience projectu

The partner company’s commitment to the
SDGs and concerns about effective
implementation methodsu

The partner company’s trust in Frontale’s ability
to contribute to the community and societyuFrontale’s timely and appropriate proposalu Industry: IT/solution provider
u Also a partner in building andoperating systems for Frontale’s
customersuContract
Details

Sales
Process

Key Pointsof theAgreementuContract as an SDGs sponsorship partner
for the Rikuzentakata Project
Provides various benefits of SDGs
sponsorship partners in addition to listing thecompany name on distributed materials.

uParticipation by partner company employees
also under considerationu

During business interactions, it was mentionedthat the president of the partner company isfrom Iwate and has strong sympathies for thisproject.

u

A proposal was made via the partnercompany’s contact person after an SDGs
sponsorship partner framework had been
fleshed out.

uStrong sympathies for the Rikuzentakata Projectby the top management of the partner company
Track record of Frontale’s long-term support
activities for the reconstruction of RikuzentakatauuFrontale’s enthusiasm for introducing new
products and proposals focusing on social
contribution activities
103

🄫2022 J.LEAGUE All Rights ReservedMerchandisingSocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Clearly define the positioning of merchandising in line withmanagement policies, and systematically implement themerchandising strategy (forms of merchandising) from design toproduct planning and merchandise sales.

Target Stateu Having clarified whether to position merchandising as a profit-seeking business, systematic
business operations are conducted as part of efforts to enhance the club brand, and goals thatalign with the policy are achieved.

Rationaleu Merchandising has two aspects: a revenue-generating business for earning profits throughmerchandise sales, and the provision of tools to enhance supporter satisfaction.
u The approach to business operations depends on which aspect is emphasised, and the form ofmerchandising (in-house development or through licensing), therefore, it is necessary for the club toclearly define the positioning of merchandising, including merchandise sales.
u To steadily achieve goals aligned with this positioning, it is essential to operate the businesssystematically from the same perspective as general merchandising and retail businesses.

Key Initiatives

u Clarification of management policy regarding merchandising strategy (in-house production, outsourcing,
licensing business, etc.)
u Transparency in product planning and merchandise sales processes, and evaluation from a PDCA
perspective
u Appropriate progress and profitability management for set goals (such as sales targets)u In case of in-house development: setting an appropriate gross profit margin ratio, sales prices, sales
channels, etc., and developing an internal system for proper product and inventory management (disposalof defective inventory, thorough inventory checks)
u In case of licensing: setting contract terms (royalties, sales conditions, etc.) according to strategic objectives
104

🄫2022 J.LEAGUE All Rights ReservedMerchandising(Revenue and Expense Considerations by Sales Channel)

Merchandisingu In merchandising, club managers need to clarify its strategy (in-house production, outsourcing, licensing business, etc.)
and policy. The table below is a comparative consideration of revenue and expenses for each sales channel.
Form

Revenue/
Expense

Stadium Sales

Club Shop

EC (E-commerce)

Remarks

Website production &operation costs
Logistics costs (storage fees,
shipping and receiving fees,
freight, etc.)

Gross profit excluding SG&A can be
maximised, but is subject to securing
internal resources. The burden of
product planning, production
management, and inventory
management tasks is not insignificant.

Product sales (retail price)

Revenue

Product cost
In-house

Expenses

Stadium commission
Storage fees (outside the stadium)Part-time staff labour costs

Shop rent
Shop staff labour costs
Employee labour costs (max)Inventory
Risk
Revenue

Have
Product sales (retail price)

Product sales(wholesale price)

Outsourcing

Product cost
Commission on consignment
sales
Expenses
Stadium commission－ーProduct sales (retail price)
Gross profit is less compared to inhouse, but employee labour costs canbe saved. Tasks related to productCommission on consignment planning, production management, andsales
inventory management are stillrequired.
ー*Depends on the type of sales to theshop (purchasing or consignment).

Employee labour costs (mid)Inventory
Risk

Have

Have/None*

Licensing
Business

RevenueRoyalty revenue

Expenses

Employee labour costs (min)Inventory
Risk

None

Have
Revenue is significantly less compared
to in-house and outsourcing, but withminimal internal resources. No tasks
related to product planning, production
management, and inventory
management. Some supervisory tasks
are required.
105

🄫2022 J.LEAGUE All Rights ReservedNew Businesses

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u From the perspective of enhancing the club’s revenue and value,
actively engage in new business ventures with foreseeable
necessity and growth potential, while conducting appropriate
risk management, including the clarification of withdrawal criteria.

Target Stateu Upon verifying the existing revenue structure, the goals for new business ventures (revenue,
and others) are set and achieved, contributing to the accomplishment of the club’s plans.

Rationaleu In a situation where a slowdown is anticipated in existing businesses due to the impact of COVID-19
and where goals cannot be achieved with existing businesses alone, there is a need to evaluate theclub’s revenue structure and plan new business ventures without being constrained by existing
concepts.
u Although business opportunities are expanding due to advancements in digital technology and otherfactors, new business ventures also involve high risks, therefore, from a management perspective,
entry into businesses that do not have foreseeable necessity and growth potential should be avoided.
u If appropriate risk management, such as clarifying withdrawal criteria, is in place, it can facilitate amore proactive allocation of resources and taking on of challenges.

Key Initiatives

u Verification of the existing revenue structure and confirming the necessity and growth potential of thetarget business, taking into account long-term goals and medium-term plansu Making entry (initiation) decisions based on the growth potential of the businessu Recruiting and assigning professional personnel as primary internal staff, and establishing a project
structure that also utilises external resources
u Clarifying withdrawal criteria and predefining decision criteria concerning business development andinvestmentu Careful monitoring centred on profitability checks
106

🄫2022 J.LEAGUE All Rights ReservedClub Case Studies:

New Business Initiatives of Nagoya

SocialCooperation

FootballBusiness
Enhancement

to C

M anagem ent
Base

Facilities

u While engaging in various new business initiatives, each business is evaluated from the perspectives of operation,
cost, and differentiation from other services, and decisions are made to advance or withdraw from these initiatives.

Marketing Know-how Sales

Video Business

Nagoya Grampus provides its marketing expertise to clubs ofother sports and associations. This includes support forcustomer segmentation, ticketing strategies, fan engagement,
and plans for attracting spectators.

A dedicated director and cameraman
capture behind-the-scenes footage of theteam, and short films and documentary
footage are distributed. Revenues are
generated through cinema screenings
and sales of DVDs and Blu-rays, as wellas paid streaming on owned media.

Crowdfunding

In Progress

Carried out with varying objectives(e.g., securing alternative revenue toticket sales, contributing to theadministration, rallying the community
with fans, SDGs activities). Currently
focusing on rallying the community incollaboration with fans

Local Point System
Launched a community revitalisation project “Nagoya
Gohan-Pass” to support local restaurants

Remote Production
Start/Examination
Stage

Future-style broadcasting production that eliminates theneed for broadcasting vans and wiring by using 5G
Considering businesses that utilise these functions

Grampus Official App: Video Content

Grampus Official App:
Lottery / Mobile Ordering, etc.
The app offers features that can be enjoyed at the stadium and thatgenerate revenue, such as attendance stamps, partner productlotteries, mobile ordering, etc.

Auctions

Auctioning off uniforms and balls thatwere previously discarded after use,with autographs from current andformer players

Digital Initiatives: NFT / Metaverse /Web 3.0
While working on NFTs on DAZN, considering the possibilityof business development using digital technologies under the
club’s initiative

Exploring the possibility of monetisation of video content
Currently focusing on increasing accessDiscontinued
Consideration or
Withdrawn from Business

Fan Tokens, Gifting / Tipping, Multi-angle Streaming
107

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International Strategy

Guidelines

Target State

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

u Aim to grow a diverse fanbase both at home and abroad, andpromote businesses with a global perspective, including thosethat provide solutions to issues and demands of local
governments, sponsors, and others.
u Being a club that not only attracts attention at home but also from international fans &supporters. It leverages the value of its presence to help solve local and corporate
international business and social issues, and to earn business revenue through these activities.
u There is room to consider the acquisition of international sponsors and supporters as a growth
opportunity that does not depend on the population or economic growth of the hometown.

Rationaleu By leveraging the global content of football, if proposals can be made that support solutions to theissues faced by local governments and sponsors, it can lead to the establishment andstrengthening of relationships with these stakeholders.
u The success of foreign players not only improves competitiveness but also enables reach to theplayers’ home country markets, and diversification of the fanbase can be expected as a result.

Key Initiatives

u Clarification of business policies based on understanding and analysis of external and internal
environments (especially a common understanding with team composition)u Sufficient understanding of the target country/region’s laws, economic structure, consumer behaviour, andcustoms
u Formulation of appropriate strategies and measures based on the above analysis (e.g., ① increasing
recognition, ② providing club management expertise, ③ acquiring grants through international
contributions and exchanges, ④ contributing to responsible companies/sponsors, and ⑤ partnerships withoverseas clubs)u Being aware of monetisation, like where and when to concentrate resources to generate revenue
u Taking into account that things might not go as planned, and establishing a system that allows for swift
withdrawal or similar actions
108

🄫2022 J.LEAGUE All Rights ReservedClub Case Studies:

C-Osaka’s Asian Strategy

International Strategy

u Cerezo Osaka has been advancing its Asian business, starting with a partnership agreement with a Thai club.
In addition to generating revenue for the club, this has led to business contributions to partner companies looking to Asia.
<Initiatives in Thailand>
In 2012, established a partnership agreement with Bangkok Glass FC (known as
BG Pathum United FC since 2019) in Thailand.
u Main local activities– Conducting training camps– Holding matches– Dispatching academy coaches– Establishing football clinics– Holding selection trials for Bangkok Glass FC academy players (selected by Cerezo’s
academy coaches)– Establishment of Yamaoka Hanasaka Academy (YHA), with the development of a
training centre and player dormitoryu⇒ The club has also held matches and player selection trials in Myanmar, Viet Nam,and Malaysia.

<Players Transferred to Cerezo Osaka>u Thailand: Chaowat, Pongrawit, and Tawanu Viet Nam: Dang Van Lam

u Yanmar (Shareholder, Top Partner):– Realisation of the company’s philosophy ofaiming for a sustainable, resource-circulating
society– Increased recognition and brand strength in
Asia, which is an important market for
Yanmar, a company that manufactures andsells agricultural machinery– Affecting the pride and motivation of thoseworking locally; positive for recruitment andengagementu Nakabayashi (Partner Company):– Following a youth development support
project in Thailand, business allianceentered into by Nakabayashi and BG
Float Glass, a subsidiary of Bangkok
Glass, enabling the sales of light control
glass produced by BG Float Glass inJapan under its own brandu Cerezo Osaka– Top partner contract with Singha Beer(company logo displayed on theuniform)– Empower Asia partnership contract
signed with Mandom following thetransfer of Dang Van Lam and Dang
Van Lam appointed an ambassador to
support the company’s project to delivercourage and vitality in Asia
109

🄫2022 J.LEAGUE All Rights Reserved

of Sapporo,Club Case Studies: Asian Strategies
Kawasaki, and Toyama

Hokkaido
Consadole Sapporo
u In 2017, Consadole Sapporo acquired Thainational team player Chanathip (now with
Kawasaki Frontale). Many Thai tourists
flocked to the club’s training centre, bringing
economic benefits to the area. The club also
signed an Asia Promotion Partnershipcontract with Akagi Nyugyo, a company
known for products like ice GariGarikun, andused Chanathip as the face for promotional
activities in Thailand. This achieved one ofthe objectives of the Asian strategy,“Creating new business opportunities for
J.LEAGUE partners.”
u In May 2022, the club signed a “Youth Elite
Development Programme” with Thailand’s
Ministry of Tourism and Sports. This was thefirst time a club established a partnershipwith a foreign government agency. With the
club’s high profile in Thailand, academy
exchanges were also promoted.

International Strategy

Kawasaki Frontale

Kataller Toyamau In 2013, the top team was invited to the Tokyu Binh
Duong Garden City Cup 2013 held in Binh Duong
Province, Viet Nam, and played a friendly match.
Since then, Kawasaki Frontale has continued
activities in Viet Nam including football clinics forchildren, expeditions by Kawasaki Frontale U-13,
sending coaches to academies, etc. Since 2018, they
organise and operate the Viet Nam-Japan
International Youth Cup U13 in Viet Nam, which
involves junior teams from Japan and Viet Nam.
u The club conducts social contribution activities suchas orphanage visits by coaches and academy players.
In December 2021, in collaboration with Becamex
Tokyu, a subsidiary of Tokyu Corporation, it started afootball school for children. The school is currently
introducing nearly 180 children, mainly Vietnamese, tothe joy of playing football and being physically active.

u In May 2022, Kataller Toyama held the Kataller
Toyama Football Clinic in Ho Chi Minh City, Viet
Nam. In Toyama Prefecture, Vietnamese
residents account for the largest group of foreign
nationals, exceeding Chinese, due to the active
acceptance of Vietnamese technical interntrainees, mainly in the manufacturing industry.
Also, many companies in the prefecture have
expanded into Viet Nam. With the 50th
anniversary of the establishment of diplomatic
relations between Japan and Viet Nam a year
away, the club held football promotion activities inViet Nam, where football is a popular sport, tofurther deepen exchanges between Toyama andViet Nam.

u On November 2, 2022, they held the Kawasaki
Frontale & Binh Duong FC Special Friendship Matchin commemoration of the 50th anniversary of theestablishment of diplomatic relations between Japan
and Viet Nam. The club implemented various
initiatives aimed at developing Japan-Viet Nam
football business, promoting mutual football
viewership, and promoting Japan-Viet Nam friendship.

u Through this project, they are exploring new
possibilities such as school and academy
expeditions, top team training camps, etc.
u In July 2022, they held “The First-ever Kataller
Toyama Overseas Event! Public Viewing in Viet
Nam.” They also held the Kataller Toyama Viet
Nam Festival, which included free invitations for
Vietnamese people and Vietnamese food stalls.
110

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SocialCooperation

Details of Management Areas

Footballto C

Business
Enhancement

Hometown Activities

Social Cooperation

Top Team Management

Business
Enhancement

Merchandising
New Businesses

Youth Development

International Strategy

Schools

Executive Supervision(Governance)
Decision Making(Governance)
Internal Controls(Governance)

Competition Management
Fan Engagement
Attracting Spectators,
Ticket Sales

Capital Policy

Event Management

Plan-based Management

Digital Platform Development

to C

Facilities

Sponsor Sales

SHAREN!

FootballM anagem ent
BaseManagement
Base

Organisational Design

Paid Viewer Acquisition

Human Resources

Promotion

FinancePublic Relations

Legal Affairs

Stakeholder Management

Compliance

Brand Management

Crisis Management

Facilities
StadiaTraining Facilities
111

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Executive Supervision (Governance)

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u The club president and the club managers fully recognise thenecessity of self-regulation, and develop a system and processes
for their own supervision, as well as appointments or dismissals
as necessary from the perspective of increasing club value.

Target Stateu Institutional design and processes are in place to allow for the supervision, appointment, anddismissal of club managers in line with enhancing club value, without being influenced bypersonal interests or arbitrary decisions of the management team, and regular evaluations andreviews of this state are conducted.
u Most J.Clubs are relatively small and medium in size, resulting in club managers and the
management team having very significant influence in the management of the club.

Rationale

Key Initiatives

u Therefore, it is essential to ensure proper appointment and dismissal of the management teams,
and to have mechanisms that can restrain them from running wild based on personal interests.
u To this end, it is important that the management team recognises the necessity of executive
supervision in enhancing club value, establishes a highly independent board structure, andensures that the board of directors and others can make appropriate judgements.
u Fostering understanding and awareness of the need to develop a system for self-regulating
managementu Establishing an institutional design with high independence from the management team, while also
considering the perspectives of stakeholders
u Defining necessary processes and systems for the appointment and dismissal of club managers,
among other things
u Ensuring adequate communication (including information provision) that enables proper supervisionand judgment by directors and othersu Conducting (and publishing) regular evaluations of the company’s executive supervision system from athird-party perspective
112

🄫2022 J.LEAGUE All Rights ReservedDecision Making (Governance)

Guidelines

Target State

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilitiesu For major decisions concerning management, make decisions
according to clearly defined decision-making authority andprocesses, taking into account the Companies Act, based on
facts and reflecting the opinions of competent personnel.

u For major management decisions, the locus of decision making is clear, and decisions aimed
at enhancing club value are regularly made, based on objective grounds, rather than individual
judgments or assumptions.
u The management of a corporation is an aggregate of decisions, and the quality of major decisions
has a significant impact on management.

Rationaleu To achieve high-quality decision making aimed at enhancing club value, it is desirable that theorganisation responsible for decision making should execute decisions based on collected
objective information, considering a wide range of opinions and thoughts from competentpersonnel.
u To continuously and organisationally achieve the above, it is necessary to clearly define decisionmaking authority and decision-making processes in accordance with the Companies Act, and also
develop a system that complies with and operates these processes effectively.
u Inventory of major decision-making items
u Clarification of authority (decision-making authority) for major decision-making
u Design of decision-making processes for major decision-making

Key Initiatives

u Design of key meeting structure involved in the decision-making process (e.g., management
meetings)
u Establishment of a secretariat system for the operation of the decision-making process (e.g.,
personnel, tools)
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Governance

Desirable Governance Structure in Clubs

u Important decisions are taken by appropriate bodies, in accordance with clear processes,
taking into account the Companies Act.

Matters for resolution by the
Shareholders’ General Meeting(ordinary and special only, someitems omitted)

Shareholders’ General Meeting*J.LEAGUE requires that each club be
a company with a Board of Directors.

Matters for resolution by the
Board of Directors
1.
2.
3.
4.
5.

6.

7.

The disposal of and acceptanceof transfer of important assets
Borrowing in a significant amountThe appointment and dismissal of
an important employee including
managers
The establishment, changes orabolition of important structures
including branches
The amount of bond forsubscription and importantmatters regarding the solicitationof persons who subscribe forbonds
Decisions concerning theestablishment of internal control
systems
Exemption from liability of
director, accounting advisor,
company auditor, executive
officer or financial auditor
pursuant to the provisions of thearticles of incorporation

Appointment
anddismissal of
directors

Submitting
proposals Resolutions
andto theapprovals
generalmeeting

Appointment
and dismissal
Appointment
and dismissal

Audit

Board of Directors
Supervision
Appointment
and dismissal

Representative
Director
Submitting
Supervision
Resolutionsof matters
and Reportandfor
instructions
approvals
resolution

Management Board(Executive Directors)
Directives

ReportDepartments

Club

Auditors

Accounting audit

Accounting
Auditors*The appointment of auditors, a Board
of Auditors, and accounting auditors is
optional if they are not subject tomandatory appointment.

1.
2.
3.
4.

Remuneration of officers
Dividends of surplus
Acquisition of treasury stockAppointment and dismissal of
directors, accounting advisors, andauditors
5. Acquisition of restricted shares anddesignation of designated purchasers
6. Acquisition of shares subject to classwide call
7. Demand for sale to heirs
8. Consolidation of shares
9. Determination of subscription
requirements of shares forsubscription, delegation of thedetermination of subscription
requirements to the Board of Directors,
and others
10. Allotment of shares with restriction ontransfer
11. Determination of subscription
requirements of share options forsubscription, delegation of thedetermination of subscription
requirements to the Directors, andothers12. Reduction of the amount of statedcapital
13. Changes in articles of incorporation
14. Transfer of the entire or significant
part of the business, the acceptanceof transfer of entire businessacquisition, lease, or subsequent
incorporation of the whole businesses,
dissolution
15. Entity conversion, merger, company
split, share exchange, share transfer
114

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Internal Controls (Governance)

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u To prevent fraud and errors in business operations, establish asystem of operational rules, processes, and checks, based on the
integrity of the management team, and also carry out internal
audits and personnel rotations.

Target Stateu A system design and culture that can prevent the occurrence of fraud or errors in operations
that may negatively affect the value of the club and the league as a whole are in place, and in
the unlikely event that such incidents are discovered, the damage can be minimised.

Rationaleu In addition to the perspective of the negative impact on club management, since clubs are dependent on
the cooperation of the local community and are entities that attract social attention, more care is needed
than in general companies to avoid fraud such as embezzlement and major operational mistakes.
u Given the small number of employees and the tendency for work to become personalised, it is fundamental
to establish systems such as regulations of authority, standardised and transparent operational processes,
and checks, with the club managers bearing full responsibility.
u Additionally, it is necessary to plan personnel rotations to prevent work from becoming personalised andsiloed, and regular implementation of internal audits will contribute to further strengthening of internal
controls.

Key Initiatives

u Establishment of various regulations (employment rules, wage regulations, accounting regulations,approval authority regulations, job responsibility regulations, etc.), and setting of detailed rules for financial
management, etc. (cash, remittances, entertainment, stamping official seals, revenue stamps, cards, safe
keys, company car management, etc.)
u Standardisation and transparency of operational processes for contracts (including player contracts andintermediary contracts) and purchasingu Establishment of check processes (multi-stage check processes in own department and administrative
departments, regular balance checks)
u Systematic implementation of personnel rotations in collaboration with HR
u Implementation of internal audits utilising external experts, etc.
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Capital Policy

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Taking into account the club’s stakeholders and type,clarify the desired shareholder structure and conduct
capital policy toward its realization while considering theimpact on required funds and management stability.

Target Stateu The club has achieved the desired shareholder structure and is able to raise funds in line with
its value.
－Desired shareholder structure: Presence of stable shareholders, appropriate number ofshareholders, participation of major stakeholders, etc.
u Shareholder structure has a significant impact on club management, so achieving the desired
shareholder structure is an important goal in capital policy.

Rationale

Key Initiatives

u As the desired shareholder structure differs from club to club, it is crucial to first analyse
stakeholders and one’s own club type and to clarify the desired shareholder structure.
u Capital increases or share transfers can have a significant impact on management stability undercertain conditions, so it is essential to give sufficient consideration to their impact before
conducting capital policy.
u Clarifying the significance and implications of participation by each shareholder (including local
governments) and embodying the desired shareholder structureu Considering the advisability of conducting and the content of capital policy, taking into account therequired funds
u Selecting destinations for capital increases (or transfers), taking into account the degree of agreementwith the club philosophy and checking whether the parties are anti-social forces or notu Determining various conditions, considering the desired voting rights structure and the impact onmanagement stability
u Reporting or obtaining approvals in line with the voting right ratios in accordance with the J.LEAGUE
Statutes
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Capital Policy

J.Club Shareholder Composition Patterns
Responsible Company Model

Owner / Key Company Model

Responsible
Company

Key Local
CompanyGroup
Companies

Local
Company

Local
Company

Local
Company

Local
Company

Local
Company

Local
Company

Civic Club Model

Local
Company

Local
Company

Local
Government

Individuals

Composition

J.ClubJ.ClubJ.Clubu A national company representing
Japan is the parent company

u A key local company is the coreshareholder, with support fromother local companies

u Local companies, individuals andgovernments are the shareholders
without any key local company

34%

28%

38%

(J1: 65%, J2: 30%, J3: 5%)(J1: 31%, J2: 19%, J3: 50%)

(J1: 0%, J2: 59%, J3: 41%)u Most recently joined clubs follow the local club model. Even with few shareholders, local government andcompanies such as financial institutions and mass media often provide investment.
u Many existing J.Clubs have local government investors. The main purpose is to strengthen governance andcooperation rather than provide financial support.
u Shareholder numbers vary by club, but at least a few have more than 100 shareholders.
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Lifting of the Ban on Listing Club Stocks

Capital Policyu As of March 2022, J.LEAGUE has lifted the ban on club stock listing, which was practically
impossible before, and this is now an option for clubs in their capital policy.

Lifting of the Ban on Club Stock Listing in March 2022
—Before this, listing was essentially impossible due to the J.LEAGUE’s Statutes.

①Investment
attraction to
clubs②Expansion offundraising
options③Enhancing the
public interest
aspect of clubs

Attracting
investment byimproving theliquidity of clubsharesExpanding clubs’
fundraising options,
including public
offerings

Enhancing the
public interest,
recognition, andcredibility of the clubthrough listing④Developmentof themanagement
control systemof club
Advancing thedevelopment ofmanagement andcontrol systems
required as a listedcompany⑤Facilitatingownershipchanges
Increasing thepossibility ofownership changes
in line with the club’s
stage ofdevelopment

Growth of Listed Clubs and the League as a Whole
Source: “Stock Listing of J.LEAGUE Clubs” (https://aboutj.jleague.jp/corporate/management/stocklisting/)

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Plan-based Management

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelinesu Based on the club’s philosophy and vision, set mid-term goals
and strategies considering the gap between the desired state andthe current situation. Then, apply these into mid-term and singleyear plans and specific initiatives, thoroughly implementing the
PDCA cycle.

Target Stateu The PDCA cycle for mid-term and single-year plans is continuously in motion, resulting in theembodiment of the club’s philosophy and vision, and the achievement of its medium- and longterm goals.

Rationaleu Many of the club’s activities do not yield short-term results; therefore, to embody the club’s philosophy
and achieve medium- and long-term goals, it is necessary to have clear mid-term and single-year plans
based on which the PDCA cycle is continuously implemented.
u In formulating mid-term and single-year plans, it is essential to understand the gap between thedesired state and the current situation, maintain consistency with the club’s philosophy and vision, andpay attention to the coherence in terms of management resources (people, materials, and finances) toensure feasibility in subsequent implementation.
u Merely creating a plan does not achieve goals; therefore, it is essential to firmly apply single-year plansto specific initiatives and continuously and thoroughly implement the PDCA cycle.

Key Initiatives

u Clarification and internal sharing and permeating of the club’s philosophy and visionu Understanding the gap between the desired state and the current situation, and clarifying long-term
and medium-term goals based on the club’s philosophy and visionu Formulating medium-term plans that are consistent with the club’s philosophy, vision, goals, andstrategies
u Developing single-year plans consistent with medium-term plans and applying them to specificinitiatives, ensuring coherence in terms of management resources (people, materials, and finances)u Careful progress management and continuous, thorough implementation of the PDCA cycle, including
revising plans as needed
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🄫2022 J.LEAGUE All Rights ReservedClub Case Studies:

Medium-Term Plan Formulation in Nagoya

Plan-based Managementu A medium-term plan has been formulated as the axis for management up to 2025, and efforts are being
made for its execution.

Plan Overview

Formulation and Execution

New Medium-Term Plan
(2023-2025)① Outline of the medium-term
plan

Backgroundu Recognition of the importance of medium- andlong-term policy management (formulation) by
top managementu Necessity of formulating a new medium-termplan with the conclusion of the previous plan(2019-2022)② The vision aimed at through“10 Billion Grampus”

Formulation
organisationu Leaders: President Konishi and the
management teamu Secretariat: Whole process facilitated by the
deputy general manager of the management
support div.
u Members: Wide involvement of club members,
mainly group leaders and above

Formulation
processu Formulation period: September 2021 to August2022
u The members at the department manager level
and above discussed long-term concepts,
organised the outline, and based on that,examined and compiled action plans andbudgets by department. → More details on thenext page③ Departmental policies: Action
plan / KPIs / immediate
measures④ Numerical plan: 2023-2025⑤ Investment plan /Organisational andpersonnel plan
Applicationto action

Progressmanagement
and course
correction

u Communicated the contents of the mediumterm plan to club affiliates including the teamthrough plenary meetings and training camps
u Reflected the medium-term plan in the budget
and employee evaluation systemu During the plan period, progress ischecked as needed through internal
meetings, etc., regarding essential KPIs
and implementation items.

Key Points
u Strong recognition by top
management of theimportance of the mediumterm plan is the foundation of
the initiative.
u The plan was formulated byinvolving a wide range ofinternal affiliates, working
backward from the long-term
vision.
u Gaps between departmental
considerations and the longterm/management perspective
were resolved throughfeedback from the management
team and support from thesecretariat.

u To avoid the plan becoming pie
in the sky, the club ensured it
permeated internally and thenthoroughly reflected inmanagement control
mechanisms such as thebudget and performance
evaluation systems.

u Annual reviews are conducted.
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Nagoya’s Medium-Term Plan
Plan-based Management
Formulation Process

u The members at the department manager level and above discussed long-term concepts, organised theoutline, and based on that, examined and compiled action plans and budgets by department.

Key words froma long-term perspective

Departmental submission format:
Key KPIs and action plans for three years

Outline of the new medium-term plan (2023-2025)
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Points to Understand about Medium-Term Plan Formulation Plan-based Managementu There is no fixed content for the medium-term plan and/or method for formulating it, and they should beconsidered according to each club’s situation, but it is desirable to understand at least the following points:

1
Why is a
medium-termplan necessary?

4u To steadily implement the PDCA
cycle for medium- and long-term
initiatives essential for the club’s
long-term growthu To communicate the mediumand long-term direction of theclub to stakeholders

2

What are therequirements fora good mediumterm plan?

5
What questions
should the
medium-termplan answer?

u What are the goals?
u How will the club achieve thegoals?
u What resources are needed?
u What will the club do by when?
u Who is responsible for what?

u Sufficient understanding ofinternal and external
environments
u Make by “working backwards”
from the goalsu Identifying “challenges” to bridge
the gap with the goals, etc.

63What is the
typical structureof a mediumterm plan?

What are the key
points to consider
when making a
medium-term
plan?

u Logical and consistentu Specific measuresu Achievable
u Easy to understand andcommunicate
u Commitment by the person in
chargeu People involved feel as if it’s theirown affair

u Assumptions of the planu Environmental analysis
u Club philosophy and visionu Medium-term goalsu Strategies
u Measures, actions, schedules
u Personnel structure, organisationu Numerical plan, etc.

What process
and structure
should be used
to create it?

u Clarify the assumptions on which theplan is to be basedu Start with the outline and gradually add
details
u Be conscious of the back-and-forthprocess (hypothesis → verification →improvement)u Top management responsibleu Ideally, actively involve the front-line
personnel with a view to implementation
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Organisational Design

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelinesu Design the organisation, including the corporate legal structure,in consistency with the club’s goals and policies, paying
particular attention to the appropriate placement of personnel,
especially in responsible positions, and the clarification of
authority and responsibilities.

Target Stateu The corporate legal structure, personnel placement, authority and responsibilities, and chainof command are consistent with the club’s goals, strategies, etc.
u Ensuring consistency with the club’s goals and policies is the primary condition for theorganisation to function.

Rationaleu Therefore, it is essential to design the organisation based on the club’s goals and policies, without
being overly adapted to individuals.
u Elements to consider are wide-ranging, including the corporate legal structure, departments,
authority and responsibilities, and the chain of command. In particular, attention is needed for theappropriate placement of personnel in responsible positions and the clarification of authority andresponsibilities, as these greatly affect the organisation’s function.
u Organising the assumptions of the organisational design (club goals, purpose of organisationalchanges, necessary functions, various constraints, etc.)

Key Initiatives

u Formulating organisational design policies consistent with club goals and policies (including thecorporate legal structure)u Appropriate placement of personnel to each position, especially responsible positionsu Clarification of responsibilities, authority, and the chain of commandu Review of the degree of achievement of objectives, and organisational revision as per the situation
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Organisational Design

Example of J.Club Organisation
Top Team

Head Coach
Staff

Top Team
Management

GM
SD

Football
Department

Players

Youth Development
Schools

Academy Director

Operations Officer

Audit

President

Board ofDirectors

Shareholders' General
Meeting

Corporate
Planning

Operations
Department

Marketing
Department
Marketing Officer

Internal
Audit
Compliance Officer

Business
Department
Business Officer

Competitions

Head of Coaching

Security Officer

Academy Coach for
Each Age Group

Public Relations
Media Officer

U21

U18

U15

Facilities

School Coaches

U12

Attracting
Spectators, Tickets
DigitalEvent / Promotion
Sponsor Sales
Merchandising
Human Resources
HR Officer

Management
Department

Administration
Finance, Accounting
Finance Officer

Social Cooperation
Department
Note: Officers defined in club licensing rules

Hometown Officer

Information
Systems
Legal Affairs

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Human Resources

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Recognise that human resources are the core of management,
and alongside creating a safe and secure working environment,
design and operate HR systems such as consistent recruitment
policies and evaluation systems based on an HR philosophy.

Target Stateu A working environment is established where personnel working in the club can continue towork with enthusiasm and without worries about the future, and they are able to make themost of their abilities in the right places.

Rationaleu In football clubs, which do not depend on fixed assets or specific technologies, human resources are
the core of management, and the performance and growth of competent personnel have a significant
impact on management results.
u However, if a minimum safe and secure working environment is not established, it is a problem thatprecedes strengthening of human resources.
u Also, personalised and ad hoc recruitment and evaluations do not lead to the strengthening of humanresources, therefore, it is necessary to clarify human resource requirements, develop a fair evaluation
system, and focus on strengthening human resources, especially in responsible positions.
u Formulation of medium-to-long-term plans aimed at HR philosophy, HR policies, and the vision, anddesign and operation of a consistent systemu Clarification of the responsibilities and authority of the Human Officer as the person in charge of HR
and labour management

Key Initiatives

u Compliance with labour laws and establishment of a labour management system that allows forcontinuous and worry-free worku Development of HR systems centred on fair evaluations in line with the club philosophy and the likeand a remuneration system that corresponds to resultsu Recruitment and mobility based on clear human resource requirements, without being bound byindustry experience or employment status (including side jobs and dual employment)
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Human Resources

Structure of Human Resource Managementu Formulate HR policies in line with the HR philosophy as well as medium- and long-term plans aimed at the establishedvision, and design and operate consistent systems.

HR Vision
Education
programmes
Goal-setting process

Labour laws
compliance

Talent management1

Career development

Personnel placement

Labour management

Evaluation system
operation

Personnel requirements
management

Transfers andturnover planning・・・・・・・・
Employee experience

Contract and regulation
management

Code ofconduct/personnel profile

HR Planning

Creating job
satisfaction

HR Policies

Employee engagement

Labour Laws andSocial Compliance

HR Management

Recruitment planningand implementation

Compliance measures

Mental healthmanagement

Health and safety
・・・・・・・・

Health management

Systemmanagement

Employee benefits

Ranking system

Evaluation system

Organisation andsystem design

Organisational
Development

Remuneration
systemTalent portfolio

Job rating2

Division of duties
HR medium-term
planCompetency
dictionary3

Personnel planning

HR Philosophy
Note 1: Talent management involves recognising information such as employees’ capabilities, qualities, and experience levels as importantmanagement resources and utilising this for strategic personnel placement and talent development across the organisation.
Note 2: Job rating is a method to compare job contents within the company based on aspects such as job content, scope, difficulty, and required
skills, and to measure the relative value of these jobs.
Note 3: Competency dictionary is a dictionary that describes the competencies (behavioural characteristics of individuals who perform at a high levelin a specific organisation or job area) required for each job.

126

🄫2022 J.LEAGUE All Rights ReservedOverview of Secondary and Dual Employment in Clubs

Human Resources

u In line with the diversification of the labour market, the utilisation of workers with side/concurrent jobs isincreasing, it is recommended that clubs consider their introduction, as benefits can be expected dependingon the type of job and contract form.
Pattern A (Direct Contract)

Pattern B (Indirect Con)
Outsourcing contract (indirect)

Club

Main
Contract Types

The Types ofJobs Suitable forSide Jobs andConcurrent Jobs

Recruitment Agency

Role of recruitment agencies

Outsourcing contract, etc.

Secondary/Concurrent
Workers

Benefits for theClub andWorkersClub

u Matchingu Environmental arrangements(interviews, carving out tasks,
negotiations, contracts)

Outsourcing(quasi-mandate)
contract

Side Job/Concurrent
Workers

u Benefits for the clubu Benefits for workers– Partial use of high-level knowledge and cutting-edge
technology– Agile use of human resources at low cost and low risk
– Effective management of time, costs, and resources– No need to change the current HR system (outsourcing)– Stimulation of internal personnel, leading to development– Expansion of fan base and reaping of engagement– Utilisation of labour force and expectation of income, fromoutside the home region– Selling high-level knowledge and cutting-edge
technology a little at a time
– Effective use of time and income supplementation– Maintenance of main job, forming a career at low
risk– Rewarding, display of belonging and engagement

u
u
u
u

Sponsor sales (sales outside the managed region, sales support for major sponsors, community-based sales)
IT-related, DX promotion, public relations (social media, owned media)
Marketing (web, social media, data analysis), advertising creative
HR system development, training programme design, etc.
127

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Human ResourcesSports Human Capital (SHC)

u J.LEAGUE Human Capital (JHC), which began in 2015 as a project to produce J.LEAGUE club managers,
was incorporated in 2016 as a more open institution for the development of talent for the sports community.
In 2022, they marked their 15th period, have had 456 participants, and have seen a total of 112 people
recruited or transferred to sports organisations in Japan and abroad through the SHC.

Sports Human Capital (SHC)
Established

September 2016

Representative Director

Kosuke Honma

Free employment placement business

Licence No. 13-M-300098

VISION

To be the driving force for the realisation of a rich sports life

MISSION

DiscoverFind people who can contribute to the management of sports organisations

Hone

Design and provide training courses originating from the front-line of sports

ProduceContinuously supply people who can contribute to sports organisations

Build

Build the best sports personnel network in Japan

CONCEPT

Acquire the basis for decision-making as a sports manager
Provide and interact with a sports personnel network that lasts a lifetime

Course features

The course is designed for specific sports clubs, and provides a broad and deep studyof the realities of club management, for both individuals and groups, by delving deeper
into the reality of club management.

Achievements

456 participants
A total of 112 people recruited or transferred to the sports community*As of September 2022
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Finance

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Establish a financial base that enables investments to be madeaccording to a plan and that can withstand a certain level of risk,
through solid budget control in terms of accounting and cashflow, and by raising funds as required.

Target Stateu Meeting the financial criteria for a club license is the minimum requirement, on top of which
financial health that can withstand a certain level of risk, in terms of both accounting andfinancial resources, is maintained, while at the same time allowing investments to be carriedout according to plan.

Rationaleu Since clubs cannot always raise funds flexibly, it is important that they remain financially healthy
enough to withstand a certain level of risk, and, to grow, they must also be in a condition where they
can make investments according to plan.
u First of all, to strengthen the financial base internally, it is important to create careful budget control
considering the characteristics of football clubs, which have few opportunities for recovery during the
fiscal year.
u However, since it can be difficult to retain significant internal reserves due to stakeholder relationships,
it is necessary to implement appropriate fundraising measures to cover any shortages in required funds
depending on the situation.

Key Initiativesu Understanding the unique accounting and tax rules and financial characteristics of football clubs
u Creating a budget that is achievable considering the medium-term planu Establishment of financial management systems (accounting system, accounting organisation,
consulting accountant, tax accountant, etc.)u Detailed budget and cash-flow management based on monthly data (progress management, sales
forecast review, recovery plan consideration, review, etc.)u Execution of fundraising measures such as capital increases and borrowing, considering capital policy
as well
129

🄫2022 J.LEAGUE All Rights ReservedLegal Affairs

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Utilise legal professionals, such as lawyers, to ensurecompliance with the latest laws and regulations in matters
involving legal issues such as player contracts and to actively
apply legal knowledge in negotiations and the like.

Target Stateu Systems and processes are clearly functioning so that the organisation’s legal risks can be
accurately grasped and decisions can be made on how to address them as a company.

Rationaleu As there are a wide range of areas in club management where the law is relevant, it is essential for
management decisions to not only comply with laws and regulations but also to correctly recognise
anticipated legal risks.
u Contract negotiations and litigation responses have a significant impact on club management, so it isimportant to have a process that handles them without leading to adverse results for the club and toaccumulate legal knowledge, for example by checking past cases.
u Since it is difficult for clubs to retain persons qualified as lawyers, it is necessary to establish a system
based on contracts with external experts, primarily lawyers.
u Regarding legal risks of corporate transactions, getting common recognition that each businessdepartment is the principal in its respective transactions (contracts are not the job of the legal
department or lawyers)u Accumulation of legal knowledge from past cases and continuation of awareness-raising programmesby business departments

Key Initiatives

u Incorporating legal checks with sufficient lead time into the decision-making process (specifying legalrisks)
u Establishing a process whereby the latest laws and regulations are updated and reflected in a timely
manneru Establishing a system to regularly receive advice from external experts (lawyers) with sufficientknowledge
130

🄫2022 J.LEAGUE All Rights ReservedCompliance

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Recognise compliance as a critical element to achieve integrity,
thoroughly implement preventive measures, and in the event of
an incident, promptly report to the J.LEAGUE and appropriately
respond externally as well.

Target Stateu Compliance issues do not occur in principle inside or outside the club, and if they do occur, thedamage can be minimised.
－Examples of compliance incidents: Various forms of harassment, discrimination,
fraud/embezzlement, traffic violations (drunk driving), interaction with anti-social forces

Rationaleu Compliance incidents not only damage the club but also the entire league (which can lead to thedevaluation of the league), therefore, the goal should first be to prevent their occurrence, and ifthey should occur, to minimise the damage.
u Since the highest priority is to prevent incidents, it is important to thoroughly implement preventive
measures such as compliance education.
u If a compliance incident should occur, it is important to respond quickly and appropriately.

Key Initiatives

u Implementation of compliance education and awareness-raising activities within the club, including forplayersu Raising awareness of compliance knowledge amongst external parties (such as supporters) andensure that they are fully aware of compliance issues
u Establishing an organisational and supervisory system, including setting up a whistleblowing hotline(ideally a third-party organisation)u Ensuring thorough protocols for prompt reporting to the J.LEAGUE and appropriate disclosure of
information externally when a compliance incident occurs
u Prompt post-incident responses and the formulation and internal and external dissemination of
permanent measures in collaboration with the J.LEAGUE and consulting lawyers
131

🄫2022 J.LEAGUE All Rights ReservedCompliance

J.LEAGUE’s Compliance Structureu In the event of a compliance issue at a J.Club, it is necessary to promptly report and share it with the
J.LEAGUE and also to take appropriate measures externally. As such, the J.LEAGUE has established acompliance response structure.

Reporting, sharing, and discussion of response measures[Disciplinary case]InquireChairman[Disciplinary case]

AnswerEthics andMediatory
Committee

J.LEAGUE
Officers

Disciplinary action

Primary & Deputy
Compliance Officers
Consult

Incident

J.ClubCompliance Dept.
Advice/guidance, etc.

Compliance
Advisory Lawyer

Advise132

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Crisis Management

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Establish a response policy in normal times and, in the event of acrisis, the top management takes the lead and works closely withall relevant parties, including the J.LEAGUE, to make decisions
and respond quickly.

Target Stateu Simulations based on the Business Continuity Plan (BCP) have established a response image,and in the event of a crisis, adverse effects are kept to a minimum and recovery is rapid.

u The occurrence of crises, such as natural disasters or economic collapses, cannot itself be
avoided, so the goal is to minimise adverse effects and recover to the pre-crisis state as soon as
possible.

Rationaleu During an actual crisis, it is difficult to take time to consider anything, so it is desirable to decide on
a response policy, role assignment, and other response measures, for each type of incident during
normal times.
u In times of crisis, quick decisions are required in the face of high uncertainty, so the top
management must take the lead in making decisions and responding quickly.
u Envisioning of cases during a crisis and pre-establishment of the response policyu Transition to an “emergency” system led by the top management

Key Initiatives

u Close information sharing with the J.LEAGUE and local governments, etc.
u Rapid top-down decision-making and responseu Start considering recovery measures as early as possible

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🄫2022 J.LEAGUE All Rights ReservedLeague Response Flow in the Event of a Disaster in the Hometown

Crisis Managementu In the event of a major disaster in a club’s hometown and related areas, the J.LEAGUE’s responsible department
will assess the situation of each club and share this information within the league, providing specific support asnecessary under the direction of the league’s management team.

Chairman
Corporate Executive
officers
Response instructions

Consolidated damage information report

Information collected by the J.LEAGUE’s
responsible department + each department
Necessary
response/support

Confirmation form &individual situation
confirmation

Information sharing
within the league

Damage report

J.ClubSource: J.LEAGUE internal documents

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SocialCooperation

Details of Management Areas

Footballto C

Business
Enhancement

Hometown Activities

Social Cooperation

Top Team Management

Business
Enhancement

Merchandising
New Businesses

Youth Development

International Strategy

Schools

Executive Supervision(Governance)
Decision Making(Governance)
Internal Controls(Governance)

Competition Management
Fan Engagement
Attracting Spectators,
Ticket Sales

Capital Policy

Event Management

Plan-based Management

Digital Platform Development

to C

Facilities

Sponsor Sales

SHAREN!

FootballM anagem ent
BaseManagement
Base

Organisational Design

Paid Viewer Acquisition

Human Resources

Promotion

FinancePublic Relations

Legal Affairs

Stakeholder Management

Compliance

Brand Management

Crisis Management

Facilities
StadiaTraining Facilities
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Stadium

Guidelines

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilitiesu Consider the desired stadium requirements andconstruction/renovation policy, and carry out the required
initiatives while advocating the necessity of maintenance tostakeholders.

Target Stateu There is a stadium that meets the safety and “The Ideal Stadium” requirements set forth by
the J.LEAGUE, and it is being effectively utilised as a club’s management resource.

Rationaleu As a symbol of local culture, a stadium is a business site that needs to enhance the appeal of footballand improve spectator comfort, and It is also important to consider diversity according to the region, as
well as the environment and sustainability in light of the demands of the times.
u Given the scale of investment, stadia are often constructed and maintained as public facility
investments by local governments. In realising this, it is crucial how to shape public opinion towards
stadium construction/renovation, while giving full consideration to the relevant entities.
u A stadium is not simply finished once it is built. It is necessary to select the most appropriate
operational scheme, including designated administration, with a view to maintenance and utilisation,and to establish a profit-making stadium business and arrange systems inside and outside the clubaccordingly.

Key Initiativesu Organising the issues in the current stadium and considering medium- and long-term requirements(such as “The Ideal Stadium” and “The Future of The Stadium”)
u Formulation of a construction/renovation policy that takes into account the above and regionalsituations, as well as the demands of the times (diversity, sustainability, etc.)
u Appealing the necessity of construction/renovation to citizens and key stakeholders towards shaping
public opinion
u Regular external engagement activities with the entity responsible for facility maintenance and various
stakeholders (administration, shareholders, sponsors)u Selection of the most appropriate operational scheme (including designated administration) for
maintenance and utilisation, and establishment of systems both inside and outside the club
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“The Ideal Stadium” and “The Future of the Stadium”

Stadium

u In the J.LEAGUE Statutes, the league lists four requirements for the “The Ideal Stadium” (with a subsidy system forpromoting the ideal stadium), and in the pamphlet “The Future of the Stadium,” the league organises eight philosophies
required of stadia. In addition, the J.LEAGUE is considering the future of stadia based on the demands of the times,
including the environment and sustainability.

The four requirements of the “The Ideal Stadium”
1. It is easily accessible.*
2. All spectator seating is covered by a roof.
3. It is equipped with multiple business lounges, skyboxes, and large-capacity high-speed communication facilities(e.g., high-density Wi-Fi).
4. It is a football-specific stadium.
* “Easily accessible” means satisfying one of the following:① The stadium is in a location that is within walking distance from a train station, or a bus stop (excluding temporary services), or alarge parking lot that is within approximately 20 minutes from the city centre of the hometown. Or there is a concrete plan to make itpossible to reach one of these in the near future.
② The stadium is adjacent to facilities with a large non-resident population (large commercial facilities, etc.).
③ Other than the above, it is recognised as easily accessible from the viewpoint of spectators.

Eight philosophies of “The Future of the Stadium”
1. As culture [football stadium]
Closer to the pitch! No more athletics track

2. As a symbol [home stadium]The stadium is the pride of the city.
The design philosophy is consistently “for the home.”

3. A space for creating a community [family stadium]A space where everyone can enjoy themselves comfortably,regardless of gender, age, or disability
Transportation access, seating with a roof, night lighting, barrier-free

4. Hospitality [social stadium]
A social venue where people can share the emotions of “home” andconnect with others

5. City visitor-attracting device [town centre stadium]New centripetal force for revitalising the city centre

6. Environmentally friendly [green stadium]
Realising a balance between economic growth andenvironmental policy

7. Multi-functional complex [stadium business]
A space that attracts people even on non-match days,
every day of the year

8. Disaster prevention base [life stadium]The “town centre stadium” serves as a large-scale basecamp and evacuation site for residents in the event of adisaster.
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🄫2022 J.LEAGUE All Rights Reservedand Utilisation
Club Case Studies: Stadium Development
by Kyoto, G-Osaka, and Kashima

Stadium

u The following are case studies of clubs that have a home stadium that meets the four requirements of the “Ideal Stadium”
and are working on the development and utilisation of facilities compatible with the stadium as the designated administrators.

Kyoto Sanga F.C.

Gamba Osaka

Kashima Antlers

Sanga Stadium by KYOCERA

Panasonic Stadium Suita

Ibaraki Kashima Soccer Stadiumu This is a state-of-the-art stadium completed in
January 2020, and it meets the four requirements of
the ideal stadium, including having excellent accessby being directly connected to JR Kameoka Stationand having all spectator seats covered by a roof.

u The club established a stadium construction fundraising organisation, and donated the completed
stadium, built with donations from local residents,
private companies, and other entities, to Suita City.
The club was entrusted with the role of designatedadministrator.

u The club has been operating and managing thestadium as the designated administrator since 2006,
and opened the Kashima Wellness Plaza sports
club, which has an affinity with the stadium, in thesame year.
In 2015, it attracted the Antlers Sports Clinic. The
club receives a name fee and rent for the plot fromthe clinic.

u The stadium is equipped with solar power
generation equipment on the roof, full-colour LED
street lighting around the perimeter, and lithium-ion
energy storage equipment on the south wall of thestadium.
u The stadium includes climbing facilities and nursery
facilities.
u Examples of non-football use:
17th Kameoka City Rugby Festival, Escape × NightTour
Made in Kyoto Festa IN KAMEOKA II
Para-sports experience event (2021)(eSports Zone) RoboMaster Programming Class
3×3 WEST 2022 KYOTO ROUND
1st Kids Chase Tag Japan Championship (2022)(Sports Climbing) National Sports Festival Kinki Block
Competition

u The stadium meets the four requirements of an“Ideal Stadium,” including being within walking
distance of Osaka Monorail’s Bampaku-kinen-koen
Station, having multiple business lounges, andbeing a football-specific stadium.
u The stadium has a clubhouse and attached training
facilities.
u Examples of non-football use:
Coming of Age Day ceremony, use of the stadiumfacilities for telework (Panasta Work)
Gamba Osaka Disaster Prevention Camp in Panasta
Suita Stadium Pitch Experience Project (2021)
Opening of biima Sports Panasonic Stadium Suita School
JUNIOR SPORTS FESTIVAL
Stadium Festa 2022
Fujii Kaze “LOVE ALLSERVE ALL STADIUM LIVE”(2022)u Since having its contract as the designatedadministrator extended for a longer period in 2011,
the club has actively promoted the utilisation of thestadium and is working to increase revenues in thestadium business and reduce maintenance andmanagement costs.
u Examples of non-football use:
Stadium Beer Garden (2009-2019)
Kashima Treasure Cup (2017)
Kashima Zombie Stadium (2017-2018)
Antlers Stadium Camp (2018-2019)SÓCIO FESTA(2021）
IBARAKI SAUNA FES Vol.1 (2022)
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Stadium

Facility Ownership Status and Designated Administration 1/2

u Most stadia and training facilities are owned by local governments. Also, some clubs are entrusted withdesignated administration of the stadium.

Ownership Status of Stadia and Training Facilities
Stadium
Clubs/Private Sector

Training Facilities
Clubs/Private Sector

Stadium
Local Government

Training Facilities
Local Government

Site:
Club/private sector

2 clubs3%

0 clubs0%

Site:
Club/private sector

19 clubs

33%

0 clubs0%

Site:
Local government

1 club2%

55 clubs

95%

Site:
Local government

7 clubs

12%

32 clubs

55%

Clubs Designated as Administrators of the Stadium
Owner

Management
Type

Designated Administrator

Hachinohe City Taga Playground

Hachinohe City

Designatedadministration

Hachinohe Sports and Community Development Group

Representative corporation: Vanraure Hachinohe Co., Ltd.
Member: Hachinohe Football Association
Member: TelWel East Japan Corporation

Yamagata Prefectural General Sports Park

Yamagata
Prefecture

Designatedadministration

Montedio Yamagata Ltd.

Montedio Yamagata Ltd.

Ibaraki Kashima Soccer Stadium

IbarakiPrefecture

Designatedadministration

Kashima Antlers F.C. Co., Ltd.

Kashima Antlers F.C. Co., Ltd.

Saitama Stadium 2002 Park

SaitamaPrefecture

Designatedadministration

Saitama Stadium 2002 Park Management Network

Representative corporation: Saitama Parks & Greenery Association
Member: Urawa Red Diamonds Co., Ltd.
Member: Saitama Building Maintenance Association
Member: Saitama Prefecture Landscape Gardeners Association

Chiba City Soga Sports Park

Chiba City

Designatedadministration

SSP UNITED

Representative corporation: Chiba Marine Stadium Inc.
Member: JEFUNITED CORPORATION
Member: Nihon Meccs Co., Ltd.
Member: Nippon Taiiku Shisetu Co., Ltd.

Minami-Nagano Sports Park
(athletic field, three public pools (including Sainami,
Amori))

Nagano City

Designatedadministration

Minami-nagano Sports Management Entity

Representative corporation: Shinko Sports Co., Ltd.
Member: Nagano Kenmin Kyudan Co., Ltd.
Member: Nagano Parceiro Athletic Club Co., Ltd.
Member: NTT Facilities, Inc.

Facility

Representative Corporation/Members

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Stadium

Facility Ownership and Designated Administration 2/2
Facility

OwnerManagement
Type

Designated Administrator

Representative Corporation/Members

Niigata Prefectural Toyanogata Park (Niigata
Prefectural Sports Park) and Seigoro World Cup
SquareNiigata Prefecture

Designatedadministration

ALBIREX NIIGATA & Niigata Urban
Flowering and Greenery
Foundation Group

Representative corporation: Albirex Niigata Inc.
Members: Niigata Urban Flowering and Greenery Foundation

IAI Stadium Nihondaira and Tennis Courts(Shizuoka City National Training Centre Shimizu ,Shimizu Nihondaira Sports Park (Stadium & Tennis
Courts)), Shizuoka City Shimizu Hebitsuka Sports
Ground, Shizuoka City Shimizu Ihara Stadium

Shizuoka City

Designatedadministration

Shizuoka Sports Square Consortium

Representative corporation: Shizuoka City Urban Development Public Corporation
Member: S-PULSE Co., Ltd.

Kyoto Prefectural Kyoto Stadium(Sanga Stadium by Kyocera)

Kyoto City

Designatedadministration

Viva & Sanga, LLC

Representative corporation: Viva Co., Ltd.
Member: KYOTO PURPLE SANGA Co., Ltd.

Suita City Football Stadium(Panasonic Stadium Suita)

Suita City

Designatedadministration

GAMBA OSAKA Co., Ltd.

GAMBA OSAKA Co., Ltd.

Nagai Park , Nagai Stadium (Yanmar Stadium
Nagai), Nagai Second Stadium (Yanmar Field Nagai),
Nagai Ballgame Field (Yodoko Sakura Stadium),
Osaka City
Nagai Sports Ground, Nagai Tennis Courts, Nagai
Sumo Ring, Nagai Botanical Garden, Osaka
Municipal Nagai Park Underground Parking Lot

Designatedadministration

Nagai Wakuwaku Park Project Team

Representative corporation: Wakuwaku Park Create Co., Ltd.
*YANMAR HOLDINGS 100% subsidiary
Member: Seirei Kosan Co., Ltd.
Member: YANMAR HOLDINGS Co., Ltd.
Member: Osaka Sports Midori Foundation
Member: TIMES24 Co., Ltd.
Member: Osaka Youth Hostel Association

Kobe Misaki Stadium(NOEVIR Stadium Kobe)

Kobe City

Designatedadministration

Rakuten Vissel Kobe, Inc.

Rakuten Vissel Kobe, Inc.

Unilever Stadium Shintomi

Miyazaki Prefecture
Shintomi Town

Designatedadministration

Lychee Park Co., Ltd.

Lychee Park Co., Ltd.

Yamaha Stadium1

Yamaha Motor Co., Ltd. Administration

JUBILO CO., LTD.

JUBILO CO., LTD.

ARIGATOU SERVICE. YUME STADIUM1

Arigatou Service Co.,Ltd.

Administration

Imabari. Yume Sports Inc.

Imabari. Yume Sports Inc.

SANKYO FRONTIER Kashiwa Stadium2

Hitachi Kashiwa
Reysol Co., Ltd.

Ownership

Chubu Yajin Stadium2

SC TOTTORI Co., Ltd.

Ownership

Note 1: Stadia owned by the private sector and managed by the club
Note 2: Stadia owned by the club

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Training Facilities

SocialCooperation

Footballto C

Business
Enhancement

M anagem ent
Base

Facilities

Guidelines

u Considering not only top team management and youth
development, but also fan service and media response, negotiate
in the medium and long term with the entity responsible forconstruction/renovation, and achieve a sufficient facility
development and construction/renovation management system.

Target Stateu A training facility (including clubhouse) that not only the top team but also the academy canuse at all times throughout the year is secured, appropriately maintained and managed, while
also functioning as a place for communication with local fans and media.

Rationaleu These facilities are important infrastructure from the point of views of player development by high-quality
training and attracting talented players. Facilities that can also be used for football school activities, etc.,
can be said to be one of the key elements in club management, serving as a base for the club andhometown activities.
u Given the scale of investment, these facilities are often newly constructed and maintained as public facility
investments by local governments. In realising this, it is necessary to negotiate from a medium- to long-term
perspective, while giving full consideration to the entity responsible for facility maintenance and relevant
parties.
u It is necessary to select the best operation scheme, including designated administration, with a view tomaintenance management and utilisation (including private sector use), and to set up systems inside andoutside the club accordingly.

Key Initiativesu Organising current issues with the training facilities and considering requirements in the medium to longterm
u Formulation of a construction/renovation policy that takes into account the above and regional situations, aswell as the demands of the times (diversity, sustainability, etc.)
u Appeal the necessity of construction/renovation to citizens and key stakeholders towards shaping public
opinionu Engagement in regular public relations activities with the entity responsible for facility
construction/renovation and various stakeholders (administration, shareholders, sponsors)u Selection of the most appropriate operational scheme (including designated administration) for
maintenance and utilisation, and establishment of systems both inside and outside the club
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Training Facilities
Club Case Studies: Well-Equippedin Mito, Omiya, and Niigata

Training Facilities

u The following are examples of clubs that have built good relationships with local governments and communities,
and clubs that have well-equipped training facilities for all categories, from the top team to the academy.

Mito Hollyhock

Omiya Ardija

Albirex Niigata

The J.LEAGUE’s first training facility to use
a closed-down school

A place for interaction between the teamand fans/supporters and between the cluband the local community, located in
Saitama City, the hometown of the club

A facility with an environment in which
everyone from the top team to the academy
can train at the same training centre

Shirosato Town
Nanakai Community Centre“Atsumare”
u A complex facility that includes the club’s
training facilities (clubhouse, one natural turf
training centre, etc.), a branch of the
Shirosato town office, and a community
centre. The former school tennis courts
have been converted into BBQ facilities.
u Shirosato Town spent 328 million yen todevelop the facility, which started operationin February 2018. It also has a gymnasium
large enough for indoor futsal, a swimming
pool, and all necessary functions such as
locker rooms and weight machine room.

“Orange Cube”
u In addition to a 1.5 natural turf training
centre and well-equipped training rooms,
etc., the first floor of the clubhouse has a“Fureai Zone” where fans & supporters caninteract with players. The second floor has a“View Terrace” overlooking the ground anda conference room that can be used for
local meetings, serving as a place forinteraction with fans, supporters, and local
residents.
u They also hold a “Clubhouse Open Day” as
an event for interaction with players,fans & supporters, and local residents.

“Niigata Seiro Sports Centre
Albillage”
u With three natural turf and three artificial turf
training grounds, consistent training fromthe top team to the academy is possible atthe same training centre. It is also used as apractice field for Albirex Niigata Ladies,
universities, vocational schools, and others.
u The facility was built with subsidies from
Niigata Prefecture, Niigata City, Seiro Town,
Albirex Niigata Inc., and a grant from theJapan Football Association. Currently, many
tournaments are held in the facility as theFootball Centre of the Niigata Prefectual
Football Association.
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Kawasaki’s Academy Facilities

Training Facilitiesu Concept of Frontown Ikuta
u Two artificial turf grounds
u Gymnasiumu Six tennis courts(3 indoor and 3 outdoor)u Park and multipurpose
groundu Hospitalu Nursery schoolu Café
u Laundrette

Facility Concept
u Academy base⁻⁻

Development of grounds for U-12, U-15 and U-18 to train together.
Creating an environment where participants can have a warm meal
immediately after trainingu A base for sporting activities that will be appreciated by citizens
⁻⁻

Providing venues and content where anyone, from children to the elderly,
regardless of age, type and degree of disability, can easily engage in sports
Contributing to the promotion of a rich sports culture and the healthy
development of the physical and mental health of citizens

Tenant Collaboration

Community Cooperation

Strengthening cooperation between
tenants to support valueenhancement and business stability

Solving community issues throughgovernment-private-academic
cooperation

Content provision

Community disasterprevention

FootballBasketballTennis, etc.

Meiji University andlocal fire brigade

Community creationu Place for developing business and philosophy, etc., in cooperation
with companies and organisations⁻⁻
⁻

Attracting sports after-school care and sports nurseries, and coordinatingwith sports facilities to improve the problem of children’s physical ability
declineEstablishing an orthopaedic clinic within the facility and serving as a hub for
local sports medicine, devising schemes to help solve social security
problems through projects such as preventative care for the elderly
Aiming to be Japan’s first joint J.LEAGUE and B.LEAGUE youth
development base by providing facilities to the academy of the B.LEAGUE’s
Kawasaki Brave Thunders

u Utilisation as a temporary evacuation site in case of disaster⁻Centring around the adjacent Fureai Plaza and Multi Plaza, serving as atemporary evacuation site and activity base for disaster response operations
to protect the safety and security of citizens

Sports × Early
childhood education

Support byregistered dietitians

Kawasaki City
Tama Ward Office
Local residents’ association
Childcare support
organisation

Community
healthcare
Orthopaedic surgery
Day care and day services

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The Concept of Turning the City into
Frontown by Utilising Kawasaki’s Bases

Training Facilitiesu Under the base management vision of the “Concept of Turning the City into Frontown,” bases of the club other than
the stadium are utilised to interact with citizens. From there, the brand and economic zones will spread, covering theentire city in the Frontale colours.

Shifting Value
Frontown Ikuta
Asao GroundAsao-ku

From “attracting visitors to
Todoroki” to “providing value
at each base”

Takatsu-ku

Mizonokuchi School
Frontown Saginuma

Key Drivers･ Strengthening Frontale brand appeal at each base･ Providing Frontale character according to the characteristics
of each base
→ Service and customer experience･ Establishing a Frontale economic zone at each base

→ Cooperation with local economy (horizontal deployment of
Kosugi model)→ Utilising digital technology (SyncroLife)

Frontown Saginuma

FRONTIERS Field
Saiwai-ku

Fujitsu Stadium

From only 20 days to 365 days of business

Fro Café

Fujimi Park

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Table of Contents

u Introduction

3

u Fundamental Knowledge of Club Management11

u Core Principles in Club Management39

u Guidelines by Management Area53

u Appendix

145

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Appendix Contents

uData Set (World and Japan)uTerminology (attachment)uManagement Checklist (attachment)

146

🄫2022 J.LEAGUE All Rights ReservedStructure of Data Set (World and Japan)u International Club Operating Revenue
u European Club Operating Revenue Compositionu European Club Operating Revenue Composition: UEFA Broadcasting Rights
u Broadcasting Rights Revenue League Comparisonu Average Attendance Count: By League
u Average Attendance Count: By Clubu Social Media Followers Comparison: By League
u Social Media Followers Comparison: By Clubu Average Player Annual Salary Comparison: By League
u Average Player Annual Salary Comparison: By Clubu Club Analysis by Revenue Scale (20/21 season)
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International Club Operating Revenue
u The gap between J.clubs and top foreign clubs is huge, as even the 30th ranked foreign club is over threetimes the size of the top Japanese club.
International Club Business Revenue(2020 - 2021 Season, Top 30 international clubs + Top 5 J.LEAGUE clubs, units: million yen)0

25,00050,000★
★
★

Manchester City
Real Madrid
Bayern München
FC Barcelona★ Paris Saint-Germain FC
Manchester United★
Liverpool★
Chelsea★
Juventus FC★
Tottenham Hotspur
RB Leipzig
ArsenalAtlético de Madrid★
★ FC Internazionale Milano
Borussia Dortmund
Leicester City
AC MilanWest Ham United
Wolverhampton
EvertonAston Villa
Leeds United
AS RomaSouthampton
SSC Napoli
Brighton
Sevilla FC
Atalanta BC
SS Lazio
Newcastle United
Kawasaki Frontale
Urawa Reds
Kashima Antlers
Vissel Kobe
Nagoya Grampus

100,000 (million yen)

75,00091,37990,852
86,726
Top 1 - 10
82,36380,806・ Average 77.9 billion yen
79,062
77,982
70,17661,803
57,66752,71351,92549,59349,291
48,871
36,59432,986
31,33831,05730,90429,182
27,54827,00825,577
24,745
24,66524,337
23,68323,35822,432
6,982
6,891
6,603
6,389
6,173

Note 1: European club revenue does not include player transfer fees. J.Club revenue includes player transfer fees
Note 2: Exchange rate of 1 Euro = 141.84 yen (as of September 30, 2022 close)
Note 3: ★ indicates best 16 teams in the 2021 - 2022 season European Champion's League
Source: Football Benchmark, Produced by J.LEAGUE based on Football Benchmark and J.LEAGUE FY2021 accounting data

・ Regular UCL round of 16 members

Top 11 - 20
・ Average 41.5 billion yen
・ Members of top 5 European leagues

Top 21 - 30
・ Average 25.3 billion yen
・ Members of top 5 European leagues

J.Club business revenue
Top 1 - 5 (FY2021)
・ Average 6.6 billion yen
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European Club Operating Revenue Compositionu Overall, broadcasting rights, including UEFA, account for a high proportion, but at clubs that are a tier smaller
than the top layer, the proportion has become extremely high due in part to the impact of COVID-19.
International Club Operating Revenue Composition(20/21 season, top 30 clubs in operating revenue, in millions yen)(million yen)

100,000 91,379

90,852
86,72682,36380,806
79,062 77,982

75,00070,17661,803
57,66752,71351,92550,00049,291
48,87149,59336,59432,986

31,05731,33825,000

0

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27,54825,57730,904
24,66523,68329,18227,00824,74524,33723,35822,432

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Broadcasting rights (domestic)

Broadcasting rights (UEFA)

Ma tchday

Comme rcial

Other

Note 1: Exchange rate of 1 Euro = 141.84 yen (as of September 30, 2022 close)
Note 2: Definitions of each revenue item: Broadcasting rights - domestic and international match broadcasting rights; includes prize money. Matchday - matchday-related
revenue including tickets and food & drink. Commercial - sponsor and merchandise sales revenue, etc.
Note 3: As the composition of RB Leipzig except for broadcasting rights (UEFA) has not been disclosed, the white part is unknown
Source: Graph produced by Club Management Div. based on Football Benchmark data

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European Club Operating Revenue Composition: UEFA Broadcasting Rights
u Major European clubs are highly dependent on UEFA distributions.
Broadcasting Rights Revenue from UEFA Competitions and their Percentage of Operating Revenue(20/21 season, top 30 clubs in UEFA distributions, in millions yen & %)(million yen)

9,000

30%

6,000

20%

3,000

10%

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UCL broadcasting rights (left axis)

UEL broadcasting rights (left axis)

Percentage of business revenue (right axis)

Note 1: Exchange rate of 1 Euro = 141.84 yen (as of September 30, 2022 close)
Note 2: UCL Broadcasting Rights - Broadcasting rights fees for the UEFA Champions League, UEL Broadcasting Rights - Broadcasting rights fees for the UEFA Europa League
Source: Graph produced by Club Management Div. based on Football Benchmark data

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Broadcasting Rights Revenue League Comparison
u J.LEAGUE is far behind the results achieved by major European leagues.
League and Tournament Annual Broadcasting Rights Revenue(Top 15 leagues, units: million yen)0200,000

400,000

600,000

Premier League (GB)578,739

UEFA Champions League (EU)288,219
267,652

LaLiga（ES）
Bundesliga (DE)

184,392

Serie A (IT)

160,555

Ligue 1 (FR)104,536

UEFA Europa League (EU)65,956

UEFA Europa Conference League (EU)33,332

Primeira Liga (PT)26,950J.LEAGUE

20,215English Football League (GB)19,814

Süper Lig (TR)17,885

Pro League (BE)14,610Russian Premier League (RU)

11,944

Eredivisie (NL)

11,347

International Broadcasting Rights
Domestic Broadcasting Rights

Note 1: Exchange rate of 1 Euro = 141.84 yen (as of September 30, 2022 close)
Note 2: Country/Region: (ES): Spain, (GB): England, (IT): Italy, (DE): Germany, (FR): France, (NL): Netherlands, (PT): Portugal, (BE): Belgium, (TR): Turkey, (RU): Russia,(EU): Europe
Note 3: Amount disbursed to clubs for UEFA Champion's League, European League and Conference League
Note 4: J.LEAGUE figures based on below source with Note 1 exchange rate applied
Source: Graph produced by Club Management Div. based on Football Benchmark data

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🄫2022 J.LEAGUE All Rights ReservedAverage Attendance Count: By League
u J1 League has half the attendance of Bundesliga and Premier League, but is catching up to Ligue 1.
Average Single-match Attendance per League(Top 5 European leagues + J1 League, 2019 - 2020 season * 2019 J1 League season)
0

10,00020,00030,000

Bundesliga (DE)
ブンデスリーガ（ド）people39,366

ラ・リーガ（ス）LaLiga (ES)29,136

セリエA（イタ）
Serie A (IT)

Ｊ1リーグ
J1 LEAGUE

50,00040,963

Premier
プレミアリーグ（イ）League (GB)

リーグ１（フ）Ligue 1 (FR)40,00027,19522,55520,751

Note 1: Country/Region: (ES): Spain, (GB): England, (IT): Italy, (DE): Germany, (FR): France
Source: Football Benchmark

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🄫2022 J.LEAGUE All Rights ReservedAverage Attendance Count: By Clubu Match attendance for the top J.LEAGUE clubs is far behind the top European clubs.
Average Single-match Attendance per Club(Top 5 European leagues + J1 League, 2019 - 2020 season * 2019 J1 League season)
0

10,00020,00030,00040,00050,00060,00070,000

ボルシア・ドルトムント
Borussia
Dortmundバイエルン・ミュンヘン
BayernMünchen
FCFCバルセロナ
Barcelonaマンチェスター・ユナイテッド
Manchester United
Real Madrid
レアル・マドリード
FC Internazionale
MilanoFCインテル・ミラノ
Schalke04
シャルケ04
Arsenalアーセナル

60,279ウェストハム・ユナイテッドWest Ham United

59,92590,000people81,17175,00073,58872,71066,87565,80061,044

トッテナム・ホットスパー
Tottenham
Hotspur
アトレティコ・マドリード
Atlético de Madrid
マンチェスター・シティ
Manchester
City
AC
ACミラン
Milan
Liverpool
リヴァプールOlympiquede Marseille
オリンピック・マルセイユ
Borussia
Mönchengladbach
ボルシア・メンヒェングラートバッハ

51,123

アイントラハト・フランクフルト
Eintracht Frankfurt

50,15859,38457,31454,21953,95753,14352,805

1.
1. FCケルン
FC Köln

49,717

ヘルタBSC
HerthaBSC

49,286

レアル・ベティス
Real Betis

48,819

浦和レッズ
Urawa
Reds
FC東京
F.C.Tokyo
ガンバ⼤阪
Gamba
Osaka
NagoyaGrampus名古屋グランパス
Yokohama横浜Fマリノス
F･Marinos

80,00034,18431,54027,708Top 5 Japan Clubs

27,61227,010Source: Produced by Club Management Div. based on Football Benchmark data

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Social Media Followers Comparison: By League
u The J.LEAGUE is far behind the top five European leagues, and even below the Netherlands and Portugal.
Total Social Media Followers of Clubs in the League(Major leagues in Europe and Asia as of October 1, 2022, in thousands of followers)
0

300,000

600,000

900,000

Premier League (GB)864,867

LaLiga (ES)796,794

Serie A (IT)302,945

Facebook

Ligue 1 (FR)241,946

Bundesliga (DE)
Saudi Professional League (SA)

209,576
35,067Instagram
Twitter
YoutubeTikTokEredivisie (NL)

32,068

Primeira Liga (PT)26,171J1 LEAGUE

8,422

Pro League (BE)

8,162

Weibo

Note 1: Country/Region: (ES): Spain, (GB): England, (IT): Italy, (DE): Germany, (FR): France, (NL): Netherlands, (PT): Portugal, (BE): Belgium, (SA): Saudi Arabia
Source: Football Benchmark

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Social Media Followers Comparison: By Clubu Even the top clubs in the J.LEAGUE in terms of social media followers, there is a massive gap with the world.
Number of Social Media Followers by Club(Top 20 clubs in the world + Top 5 clubs in the J.LEAGUE as of 1st October 2022, in thousands of followers)
0
Real Madrid
FC Barcelona
Manchester United
Paris Saint-Germain FC
ChelseaJuventus FC
Liverpool
Manchester City
Bayern München
ArsenalTottenham Hotspur
AC Milan
FC Internazionale Milano
Borussia Dortmund
CR Flamengo
Atlético de Madrid
Al Ahly
Galatasaray
Corinthians
Fenerbahçe
Cerezo Osaka
Kawasaki Frontale
Yokohama F･Marinos
Kashima Antlers
Urawa Reds

100,000

200,000

300,000

400,000
360,187
339,376

206,074
165,917
136,882
126,536
123,567
118,957
113,751
91,462
71,155

Facebook
Instagram
Twitter

59,81054,33350,52942,66540,99740,619YoutubeTikTokWeibo

38,73630,342
27,416
1,436
1,045
776

Top 5 Japan Clubs

774
712

Source: Produced by Club Management Div. based on Football Benchmark data

155

🄫2022 J.LEAGUE All Rights ReservedAverage Player Annual Salary Comparison: By Club
u J.Club average player annual salary ranks far behind major international clubs.
Average Player Annual Salary(European top 1 - 20)
0
FC Barcelona

500

1,000

Average Player Annual Salary(European top 21 - 30 + top 10 J.Club)

1,500

0

(million yen)

500

1,000

1,500
(million yen)

AC Milan

Real Madrid

Bayer Leverkusen

Juventus FC

Valencia

Paris Saint-Germain FC

Southampton

Ma nchester City

AS Monaco

Bayern München

Wo lverhampton

Ma nchester United

Newcastle United

Atlético de Madrid

Wa tford

Liverpool

SevillaArsenalAston Villa

Chelsea

Vissel Kobe

EvertonUra wa Reds

Borussia Dortmund

Sagan Tosu

Tottenham Hotspur

Kawasaki Frontale

AS Roma

Nagoya Grampus

Leicester City

Kashima Antlers

FC Internazionale Milano

Cerezo Osaka

SSC Napoli

F.C.Tokyo

We st Ham United

Shimizu S-Pulse

Crystal Palace

Júbilo Iwata

Note 1: Average annual salary of top teams
Note 2: Salaries for the European League 2019 - 2020 season. CLS, MLS, J.LEAGUE and NPB refer to 2019 season
Note 3: Exchange rate of $1 USD = 109.99 yen (as of September 1, 2021 close)
Source: GLOBAL SPORTS SALARIES SURVEY 2019 Sports intelligence

European top 21-30

J.LEAGUE top 10 clubs

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🄫2022 J.LEAGUE All Rights ReservedAverage Player Annual Salary Comparison: By League
u Average player annual salary in J.LEAGUE lags significantly behind major international leagues.
Average Player Annual Salary Comparison of Major Leagues(million yen)

500

436.3

400

Average Annual Salary

280.2

300

245.5

217.7

200
142.8

132.8
96.3

100
45.2

0

35.9

Premier
League

LaLigaSerie A

Bundesliga

Ligue 1Chinese
Ma jor League J.LEAGUESuper League
Soccer

Teams

20

20

20

18

20

16

24

18

12

Players

496

492

547

493

531

486

702

524

360

Note 1: Average annual salary of top teams
Note 2: Salaries for the European League 2019 - 2020 season. CLS, MLS, J.LEAGUE and NPB refer to 2019 season
Note 3: Exchange rate of $1 USD = 109.99 yen (as of September 1, 2021 close)
Source: GLOBAL SPORTS SALARIES SURVEY 2019 Sports intelligence

NipponProfessional
BaseballOrganization(Re ference)

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🄫2022 J.LEAGUE All Rights ReservedClub Analysis by Revenue Scale (20/21 season)(Unit: Unless otherwise specified, in million yen)

Operating Revenue
Less than 5 billion yen

Top 5 clubs in
Operating revenue
Examples of affiliatedplayers(top 5 in market value as of
September 2022)

5-10 billion yen

10-20 billion yen

20-50 billion yen

50-100 billion yen• Fluminense FC• AZ Alkmaar• RC Lens• FC Lorient• Angers SCO• Cagliari Calcio• Celtic FC• Getafe CF• Clube Atlético Mineiro• OGC Nice

• Olympique Lyonnais• Sheffield United FC• ACF Fiorentina• Fulham FC• Burnley FC• Atlético de Madrid• FC Internazionale Milano• Borussia Dortmund• Leicester City
• AC Milan• Manchester City
• Real Madrid• Bayern München• FC Barcelona• Paris Saint-Germain FC• Ivan Toney• Taiwo Awoniyi• David Raya
• Bryan Mbeumo• Morgan Gibbs-White• Benoit Badiashile• Pedro Gonçalves• Orkun Kökcü• Ismaïla Sarr
• Pedro Porro• Pau Torres• Cody Gakpo• Arnaut Danjuma• Amine Gouiri• Mikel Oyarzabal• Jude Bellingham• Lautaro Martínez• Declan Rice
• Rafael Leão• Nicolò Barella• Kylian Mbappé• Erling Haaland• Phil Foden• Vinicius Jr.
• Trent Alexander-Arnold

Indicators (average)

Operatingrevenue

2,361

7,681

14,522

29,86373,621

Broadcastingrights2

1,377

4,979

10,174

22,17238,016

Matchday2

232

557

355

145

1,156

Commercial2

919

2,199

4,054

7,546

36,350Business expenses

3,396

9,269

15,776

29,76069,752

2,272
(96%)

6,520
(85%)

11,031(77%)

22,751(76%)

50,694(68%)

Transfer profit/loss

213

627

-1,631-7,065-17,908

Attendance3 (people)

11,99522,493

32,95142,061

56,982Social media
followers4

1,100

4,655

7,449

17,855

157,248

Personnel
expenses(as a percentage ofbusiness revenue)(thousand followers)

Note 1: Exchange rate of 1 Euro = 141.84 yen (as of September 30, 2022 close)
Note 2: Definitions of each revenue item: Broadcasting rights - domestic and international match broadcasting rights; includes prize money. Matchday - matchday-related revenue including
tickets and food & drink. Commercial - sponsor and merchandise sales revenue, etc.
Note 3: Attendance are for the 19/20 season, league matches only
Note 4: Number of followers as of October 1, 2022. The total for major platforms (Facebook, Instagram, Twitter, YouTube, TikTok, Weibo)
158
🄫2022 J.LEAGUE All Rights Reserved
Source: Produced by Club Management Div. based on Football Benchmark data

Appendix Contents

uData Set (World and Japan)uTerminology (attachment)uManagement Checklist (attachment)*The Management Checklist is designed to help clubs assess whether they are implementing the content of this guide and tolink this to improvements. It is intended for the following uses:––––

Use for self-evaluation by club managers to understand the current status and issues of club management
Use interdepartmental checks within the club as 360-degree evaluations
Use evaluations by stakeholders as a survey
Use for improving and growing club management through discussions with external experts

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Appendix Contents

uData Set (World and Japan)uTerminology (attachment)uManagement Checklist (attachment)*Terminology is a database of terms in this guide that need explanation, and includes the following items:– Term– Explanation– Pages with the term

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Production/Cooperationu

Production: Japan Professional Football League (J.LEAGUE)u

Clubs cooperating in providing materials– Hokkaido Consadole Sapporo (Publication page: P110)– Kashima Antlers(Publication page: P138)– Kawasaki Frontale(Publication page: P102, P103, P110, P143, P144)– Yokohama F･Marinos(Publication page: P87)
– Shimizu S-Pulse(Publication page: P89, P99)
– Nagoya Grampus(Publication page: P84, P89, P107, P120, P121)– Kyoto Sanga F.C.
(Publication page: P138)– Gamba Osaka(Publication page: P99, P138)– Cerezo Osaka(Publication page: P109)– Mito Hollyhock(Publication page: P142)– Omiya Ardija(Publication page: P142)– Tokyo Verdy(Publication page: P99)
– Albirex Niigata(Publication page: P142)– Renofa Yamaguchi FC(Publication page: P71)
– Kataller Toyama(Publication page: P110)– FC Imabari(Publication page: P71)uOrganisation for content cooperation: Sports Human Capital (SHC)

The copyright of this material, including the Terminology and Management Checklist in the attachments, belongs to the J.LEAGUE. If you wish toreprint, replicate, modify, or extensively quote this material and are not affiliated with a J.Club, please contact us through the Contact Us form on
the J.LEAGUE official website. Additionally, please ensure you comply with copyright law by clearly stating the source when quoting from thismaterial.
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