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《財(cái)富》雜志探秘巴塞羅那足球俱樂部

《財(cái)富》雜志探秘巴塞羅那足球俱樂部

Vivienne Walt 2018-04-08
這支全球最成功也最富有的足球俱樂部正準(zhǔn)備大舉向海外發(fā)展,但在國(guó)內(nèi),它仍舊保持著地方特色。

在最近的一個(gè)傍晚,巴塞羅那西面的郊區(qū)一片昏暗,異常寧靜。然而,在一座山峰光線明亮的半山腰上,探照燈照亮了修剪整齊的操場(chǎng),折射出模糊的色彩和運(yùn)動(dòng)身影。約有125個(gè)男孩,最小的只有11歲,在草坪上來回奔跑,用精心編排的進(jìn)攻和防御動(dòng)作控制著腳下的足球。

如果放在其他郊區(qū),上面這一幕可能就是一般的校后體育活動(dòng)。然而,這里的孩子個(gè)個(gè)都天賦異稟。這些身著運(yùn)動(dòng)褲和球衣的孩子們來這里的目的只有一個(gè):闖入優(yōu)中選優(yōu)的國(guó)際頂級(jí)足球產(chǎn)業(yè)(在美國(guó)英語中稱之為soccer)。這些孩子都是由專業(yè)球探親自從西班牙的小俱樂部或國(guó)外挑選而來。然后,就像對(duì)待珍貴的蘭花一樣,這些孩子們將被安置在巴塞羅那足球俱樂部的拉瑪西亞訓(xùn)練學(xué)校。巴薩是全球最富有、最受歡迎的專業(yè)體育特許權(quán)經(jīng)營(yíng)商之一。當(dāng)我問哪一個(gè)男孩能夠成為第二個(gè)萊昂內(nèi)爾·梅西(巴薩的超級(jí)明星,有人認(rèn)為是足球史上最好的球員)時(shí),一位工作人員指向了一個(gè)穿著霓虹橘色球鞋、在球場(chǎng)上狂奔的11歲瘦高男孩。他對(duì)我說,這個(gè)男孩來自于巴塞羅那一個(gè)普通的北非移民家庭,注定將成為明星?!八俏靼嘌雷詈玫那蛎缰弧?,他說道。

成為最優(yōu)秀的足球運(yùn)動(dòng)員是全球無數(shù)人的夢(mèng)想,彰顯了地球上受眾最廣泛的體育運(yùn)動(dòng)的強(qiáng)大誘惑力。從美國(guó)到烏干達(dá),老老少少都會(huì)觀看其最喜愛的球隊(duì)在數(shù)千英里之外人滿為患的球場(chǎng)上進(jìn)行角逐。

The suburbs stretching west of Barcelona are dark and quiet on a recent evening. But on one brightly lit hillside, floodlights illuminate perfectly manicured fields, showing a blur of color and action. About 125 boys, some as young as 11, race back and forth across the grass, kicking footballs in a complex choreography of attack and defense.

If this were any other suburb, it might be a regular after-school sports activity. But these are no ordinary kids. In their sweatpants and jerseys, they are here for one purpose: to break into the exceedingly rarefied global industry of top-flight football (or soccer, to use the American word). The boys have been handpicked by professional scouts and plucked from their small clubs across Spain and sometimes abroad. Then, like valuable orchids, they’ve been planted in La Masia, the training academy of Football Club Barcelona—one of the richest and most beloved professional sports franchises anywhere in the world. When I ask which boy could be the next Lionel Messi—Barcelona’s superstar, and some would argue the best footballer in history—a staff member points to a lanky 11-year-old in neon-orange cleats, darting across the field. He tells me the boy is from a modest North African immigrant family in Barcelona and destined for stardom. “He is one of the best in Spain,” he crows.

To be the best in football is the dream of countless millions around the world—a measure of the powerful allure of the most global sport on the planet, with children and adults from the U.S. to Uganda watching their favorite teams playing in packed stadiums hundreds or thousands of miles away.

雄心壯志的足球明星現(xiàn)身巴塞羅那足球俱樂部知名的拉瑪西亞培訓(xùn)學(xué)校。Photograph by Javier Luengo for Fortune

在頂級(jí)俱樂部中,能夠與巴塞羅那足球俱樂部(又稱巴薩)齊名的少之又少。該俱樂部在Facebook上有1億多名追隨者,在Twitter上的粉絲更多。巴薩之所以能斬獲如此多的追隨者,部分原因在于其豐富多彩的歷史。俱樂部的口號(hào)是“不僅僅是一家俱樂部”。巴薩不僅多次奪得聯(lián)賽桂冠,包括24次西班牙甲級(jí)聯(lián)賽和眾多歐洲冠軍杯賽事的冠軍,同時(shí)還保持了西班牙加泰羅尼亞半自治地區(qū)(一個(gè)多世紀(jì)以來一直在與西班牙政府作斗爭(zhēng),爭(zhēng)取自己的獨(dú)立權(quán)利)獨(dú)有的文化。正因?yàn)槿绱耍退_的電視賽事才能牢牢地吸引數(shù)億忠實(shí)觀眾,其中也有tiki-taka的功勞。它是巴薩在上個(gè)世紀(jì)80年代發(fā)明的一種快節(jié)奏戰(zhàn)術(shù)。在這一戰(zhàn)術(shù)中,球員會(huì)在頻繁切換位置的過程中快速傳球。然而,如今的問題在于,巴薩是否能夠在這個(gè)唯利是圖的行業(yè)中保持其獨(dú)特性。

全球足球產(chǎn)業(yè)是一個(gè)巨大的市場(chǎng),而且仍在快速增長(zhǎng)。30多億人觀看了2014年世界杯(主辦方是國(guó)際足球機(jī)構(gòu)國(guó)際足球聯(lián)盟)德國(guó)對(duì)戰(zhàn)阿根廷的決賽,是2月份超級(jí)碗決賽觀看人數(shù)的30倍還多。幾乎可以肯定的是,今夏為期一個(gè)月的俄羅斯世界杯賽事將再創(chuàng)收視率高潮。世界杯將于6月14日在莫斯科拉開帷幕,將有來自于全球的32個(gè)國(guó)家隊(duì)參賽。然而不幸的是,美國(guó)作為體育產(chǎn)業(yè)增速最快的市場(chǎng),并沒有拿到參賽資格。無所謂,像巴薩的梅西(來自于阿根廷)這樣的明星是世界級(jí)的品牌。事實(shí)上,每一年(貫穿全年),只有像巴薩這樣的專業(yè)球隊(duì)才能吸引大量的資金和觀眾,而且這兩個(gè)數(shù)字正在飆升。

如今,在經(jīng)歷了一個(gè)世紀(jì)的地方優(yōu)越感之后,巴薩正努力成為地球上各大體育俱樂部中首個(gè)年?duì)I收達(dá)到10億歐元(約合12.3億美元)的俱樂部,可能最快在2020年就能實(shí)現(xiàn)這個(gè)目標(biāo)。德勤1月發(fā)布的年度“足球金錢聯(lián)盟”報(bào)道稱,去年,得益于的歐洲足球聯(lián)賽直播權(quán)交易以及單個(gè)俱樂部所簽署的贊助交易數(shù)量的上漲,全球最頂級(jí)三支足球隊(duì)——曼聯(lián)、皇家馬德里和巴薩,共計(jì)斬獲了約25億美元的收入。這三支球隊(duì)的收入均排在美國(guó)橄欖球聯(lián)盟最大的搖錢樹Dallas Cowboys之前,后者去年拿到了7億美元的銷售收入。英格蘭曼徹斯特德勤體育業(yè)務(wù)部門總監(jiān)奧斯丁·霍利亨指出,像巴薩這樣的精英俱樂部 “是全球頂級(jí)的創(chuàng)收體育項(xiàng)目?!?/p>

Among the elite clubs, few rank with Bar?a, as FC Barcelona is commonly known. More than 100 million people follow Bar?a on Facebook and tens of millions more on Twitter. Bar?a has cultivated that mammoth following in part through its intensely colorful history. Its slogan is Més que un club, “More than a club.” And FC Barcelona fights not only to win league titles—it has won Spain’s La Liga two dozen times and many European championships—but also to maintain its unique culture within Spain’s semiautonomous region of Catalonia, which has battled for its separate rights from Madrid for more than a century. Through all that, Bar?a has kept millions glued to its televised matches, thanks to the fast-paced style it developed in the 1980s, dubbed tiki-taka, in which players rapidly pass the ball as they swap positions. The question now is, Can Bar?a retain its uniqueness, in an industry that is ever more focused on big money?

The business of global football is humongous and still growing fast. More than 3 billion people watched Germany beat Argentina in the final of the 2014 World Cup, run by FIFA, the international football body. That’s more than 30 times greater than the number that watched the Super Bowl in February. The viewership will almost certainly be gargantuan again for this summer’s monthlong World Cup in Russia, which opens in Moscow on June 14 and includes 32 national teams from around the globe. And that’s despite the fact that the U.S., one of the sport’s fastest-growing markets, failed to qualify. No matter: Stars like Bar?a’s Messi, who is from Argentina, are global brands. In fact, throughout the year, every year, it is professional teams like Bar?a that command the giant money and audiences—and both are soaring.

Now, after a century of fervent local pride, Barcelona is aiming to become the first club of any sport on the planet to earn 1 billion euros ($1.23 billion) in revenue a year, perhaps as soon as 2020. Last year, the world’s top three football teams—Manchester United, Real Madrid, and Barcelona—brought in combined revenues of around $2.5 billion, thanks to rising TV-rights deals with Europe’s football leagues and sponsorship deals signed by the individual clubs, according to the annual Deloitte “Football Money League” report published in January. All three ranked ahead of the NFL’s biggest revenue generator, the Dallas Cowboys, which had $700 million in sales last year. Elite clubs like Barcelona “are the top revenue-generating sports [franchises] in the world,” says Austin Houlihan, a director at Deloitte’s Sports Business Group in Manchester, England.

巴薩的梅西慶祝自己在3月4日對(duì)戰(zhàn)馬德里競(jìng)技隊(duì)的賽事中進(jìn)球。Alex Caparros—Getty Images?

但上述華麗的數(shù)字掩蓋了一些正在惡化的問題。電視收視率在全球一些地區(qū)正在下降,越來越多的人通過其手機(jī)觀看直播視頻流。與此同時(shí),頂級(jí)球員薪資的飆升速度是如此之快,以至于當(dāng)前的這一數(shù)字在不到一年前在人們看來都是不可思議的。

這兩個(gè)因素都在迫使精英俱樂部不斷地去尋找資金來源:各大俱樂部爭(zhēng)取頂級(jí)排名的競(jìng)爭(zhēng)越激烈,那么保住這一排名的花費(fèi)也就越高。只有一小部分球隊(duì)會(huì)爭(zhēng)先恐后地去簽約全球最好的球員,像巴薩這樣的少數(shù)精英俱樂部才擁有足夠的資金來開展巔峰對(duì)決,而且這類俱樂部與排名靠后的俱樂部之間的差距越來越大。德勤稱,在2016-2017賽季,巴薩創(chuàng)造了6.48億歐元(約合7.067億美元)的收入,較此前5年總和健康地增長(zhǎng)了25%。(巴薩自己報(bào)出了6.82億歐元的收入,但德勤的結(jié)果已經(jīng)剔除了外匯收益。)

55歲的巴薩主席何塞普·馬里亞·巴托梅烏坐在諾坎普球場(chǎng)行政套間中說:“如果我們希望獲得成功,而且我們希望建立一個(gè)能夠可持續(xù)發(fā)展的俱樂部,我們?cè)?020年將需要10億歐元的資金?!?諾坎普球場(chǎng)是巴薩知名的總部,其中涵蓋歐洲最大的足球場(chǎng),設(shè)有9.95萬個(gè)椅子。巴托梅烏指出,俱樂部需要這比巨額收入來“保持其競(jìng)爭(zhēng)力”。

But the gaudy numbers mask some festering problems. TV viewership is slipping in parts of the world, with more and more people live-streaming matches on their phones. Meanwhile, top players’ salaries are rocketing up so fast that they have reached sums thought unimaginable less than a year ago.

Both factors trap elite clubs in a continual hunt for money: The harder they compete for the very top rankings, the more money they need just to stay on top. With a tiny handful of teams scrambling to sign the world’s best players, there is a growing gap between the few, like Bar?a, with enough money to compete at the highest level, and the masses below them. For the 2016–17 season, Bar?a generated 648 million euros ($706.7 million) in revenue, according to Deloitte, a healthy 25% increase over its total from five years earlier. (Barcelona itself reported 682 million euros in revenue, but Deloitte’s estimate strips out factors like foreign-exchange earnings.)

“If we want to be successful and if we want to have a club that is going to be sustainable, we will need that 1 billion euros in 2020,” says FC Barcelona President Josep Maria Bartomeu, 55, sitting in his executive suite in Camp Nou, Bar?a’s famous headquarters, which includes Europe’s biggest football stadium, with 99,500 seats. Bartomeu says giant revenues are needed simply “to stay competitive.”

俱樂部主席約瑟普·瑪利亞·巴托梅烏(戴著眼鏡)與首席執(zhí)行官奧斯卡·格勞(握著手)最近與耐克會(huì)面,討論贊助事宜。Photograph by Javier Luengo for Fortune

這些大型商業(yè)動(dòng)議嚴(yán)重背離了巴薩的傳統(tǒng)的價(jià)值認(rèn)同。自1899年成立以來,令俱樂部感到自豪的是,巴薩一直是加泰羅尼亞應(yīng)對(duì)首都勁敵皇家馬德里的武器,而這也生動(dòng)地展示了西班牙緊張激烈的政治局勢(shì)。球隊(duì)的明星中鋒杰拉德·皮克對(duì)我說:“我們都知道,我們不僅代表巴薩,還代表著加泰羅尼亞?!卑腿_那土生土長(zhǎng)的皮克與梅西一樣在13歲時(shí)就開始在拉瑪西亞學(xué)校接受培訓(xùn)。31歲的皮克說:“我們必須與所有其他俱樂部競(jìng)爭(zhēng),這些俱樂部投入了更多的資金,也提供更高的薪資?!逼た擞?月簽訂了一份新的四年期合同。

為了獲取源源不斷的巨額資金,巴薩已經(jīng)在其重視的某些價(jià)值方面做出了妥協(xié)。2011年,巴薩與卡塔爾基金會(huì)簽署了一份約4500萬美元/年的合同,成為了最后一家出售其球衣貼標(biāo)權(quán)的主流足球俱樂部。目前,日本公司樂天每年向球隊(duì)支付6800萬美元,以購(gòu)買巴薩隊(duì)服的貼標(biāo)權(quán)。去年,巴托梅烏與耐克簽署了一份收入頗豐的長(zhǎng)期協(xié)議。巴薩還與多家公司就其即將擴(kuò)容的體育場(chǎng)和體育設(shè)施的冠名權(quán)進(jìn)行了談判。巴薩預(yù)計(jì)新體育場(chǎng)將在4年后投入使用,共設(shè)10.5萬個(gè)座位。交易額可能高達(dá)約3億歐元,時(shí)限20年。

Those big-business imperatives are a sharp departure from Bar?a’s traditional identity. The club has prided itself, since its founding in 1899, as Catalonia’s scrappy counterpoint to its bitter rival in the capital, Real Madrid—a living embodiment of Spain’s fierce political tensions. “We know we are not only representing Barcelona, we are representing Catalonia,” Gerard Piqué, the team’s star center-forward, tells me. A Barcelona native, Piqué, like Messi, began playing in the La Masia academy at age 13. “We have to compete with all the other clubs that are investing, that are offering much more money,” says Piqué, 31, who signed a new four-year contract in January.

In order to keep the big money flowing, Bar?a has already compromised some cherished values. In 2011 it became the last major football club to sell the rights to put logos on its team jerseys, signing an estimated $45-million-a-year deal with the Qatar Foundation. The Japanese company Rakuten now pays around $68 million a year to have its name on Bar?a’s uniforms and last year Bartomeu worked out a lucrative long-term deal with Nike. Bar?a is also negotiating with corporations for naming rights on its soon-to-be expanded stadium and sports complex, which it expects to open in about four years, with 105,000 seats—a deal that could be worth about 300 million euros over 20 years.

巴薩的后衛(wèi)皮克說,俱樂部就是加泰羅尼亞的“一切” 。Photograph by Javier Luengo for Fortune

令一些球迷和行業(yè)高管越來越擔(dān)憂的是,各大俱樂部可能在滿足其財(cái)務(wù)需求方面會(huì)愈發(fā)感到力不從心。巴塞羅那電視與傳播公司MediaPro首席執(zhí)行官豪梅·杰姆斯說:“這不是真實(shí)的價(jià)格,是不可持續(xù)的。”

說到全球足球行業(yè)的引爆點(diǎn),那就不得不提去年8月巴黎圣日爾曼以2.22億歐元(超過2.7億美元)從巴薩手中購(gòu)買巴西前鋒內(nèi)馬爾的事件,它創(chuàng)下了足球史上最高的轉(zhuǎn)會(huì)費(fèi)。這一費(fèi)用是內(nèi)馬爾的“買斷條款”所規(guī)定的金額,寫入了他在2013年簽署的合同,也就是其他俱樂部購(gòu)買內(nèi)馬爾時(shí)需向巴薩支付的費(fèi)用。在簽署合同時(shí),有鑒于這個(gè)天文數(shù)字,巴薩確信內(nèi)馬爾會(huì)永遠(yuǎn)留在巴薩。巴托梅烏說:“我們以為不會(huì)有人會(huì)花這么多錢來挖人,然而事與愿違?!?/p>

事實(shí)上,巴托梅烏未能預(yù)見到一個(gè)重要的潛在威脅:與巴薩不一樣,很多俱樂部基本上擁有無限的資金可供揮霍,而且這類俱樂部的數(shù)量越來越多。例如,巴黎圣日爾曼的東家是卡塔爾體育投資基金,后者是全球最富有國(guó)家的一支主權(quán)基金。其他財(cái)大氣粗的所有者包括曼城俱樂部的所有者阿聯(lián)酋的謝赫·曼蘇爾本·扎耶德·阿勒·納赫揚(yáng)(阿聯(lián)酋的酋長(zhǎng)之一——譯者注),以及切爾西足球俱樂部的老板俄羅斯寡頭執(zhí)政者羅曼·阿布拉莫維奇。

巴薩自家購(gòu)買球員的策略也受到了審查。去年,巴托梅烏和內(nèi)馬爾等人被要求出庭受審,原因在于巴薩2013年從巴西俱樂部購(gòu)買內(nèi)馬爾的交易涉嫌腐敗。該案件仍在審理,巴薩希望“在庭審之前達(dá)成和解協(xié)議。”

內(nèi)馬爾加入巴黎圣日耳曼讓巴薩感到異常不安,因?yàn)樗ε掠腥藭?huì)挖走梅西這一俱樂部目前最寶貴的資產(chǎn)。數(shù)億球迷之所以會(huì)觀看巴薩的比賽,很大程度上是來看梅西如何橫掃球場(chǎng),然后一次又一次地將球送入網(wǎng)中。西班牙體育報(bào)《AS》巴塞羅那主編圣地亞哥·吉梅內(nèi)茲·布朗科說:“整個(gè)俱樂部靠的就是梅西?!比绻?0歲的梅西轉(zhuǎn)到其他俱樂部,會(huì)發(fā)生什么事情?“會(huì)引起內(nèi)戰(zhàn)”,布朗科說道。

The growing worry among some fans and industry executives is that clubs might increasingly struggle to keep pace with the financial demands. “It is not real, and it is not sustainable,” says Jaume Roures, CEO of MediaPro, the television and communications company headquartered in Barcelona.

If you’re looking for a tipping point in the business of global football, it was surely the day last August when Paris Saint-Germain, or PSG, bought the star Brazilian striker Neymar from Bar?a for 222 million euros (more than $270 million) in the biggest transfer in football history. That sum was Neymar’s “buyout clause”—the figure, written into his 2013 contract, which another club would need to pay Bar?a to acquire him. At the time the contract was written, the figure seemed so outrageous that Bar?a felt sure he would never leave. “We thought nobody would ever pay this,” Bartomeu says. “But somebody came and paid it.”

In fact, Bartomeu had failed to foresee a major looming threat: the growing number of clubs that—unlike Bar?a—have virtually limitless funds to tap. PSG, for instance, is owned by Qatar Sports Investments, a sovereign fund of one of the richest countries in the world. Other deep-pocketed owners include the United Arab Emirates’ Sheikh Mansour bin Zayed Al Nahyan, who owns Manchester City, and Russian oligarch Roman Abramovich, the owner of Chelsea Football Club.

Bar?a has faced scrutiny for its own tactics in procuring talent. Last year, Bartomeu and Neymar, among others, were ordered to stand trial for corruption in relation to Barcelona’s deal in 2013 to acquire Neymar from his club team in Brazil. The case is still pending; Bar?a says it hopes to “reach an agreement before the trial.”

The loss of Neymar to PSG touched off intense nervousness in Bar?a, who feared a raid on Messi—by far its most valuable asset. Hundreds of millions of fans watch Bar?a matches, in good part to see Messi sweep across the field and put the ball into the net, goal after goal. “The entire enterprise depends on Messi,” says Santiago Giménez Blanco, the Barcelona editor of Spain’s sports paper AS. What would happen if Messi, 30, moved to another club? “There would be civil war,” Blanco says.

諾坎普球場(chǎng)在售的梅西球衣。Photograph by Javier Luengo for Fortune

由于非常害怕失去梅西,巴薩在去年11月與他簽署了一份新合同,而此時(shí)距離他簽署前一份合同才過去5個(gè)月。協(xié)議內(nèi)容處于保密狀態(tài)。然而,德國(guó)雜志《Der Spiegel 》1月公布了其聲稱來自于俱樂部的文件,上面顯示梅西當(dāng)前的年收入超過了1億歐元。新合同將梅西的買斷費(fèi)提升至7億歐元,約合8.66億美元。巴托梅烏說:“我們害怕有人會(huì)支付這筆買斷費(fèi),然后挖走梅西。”

去年,梅西自己也吃上了官司,西班牙法院認(rèn)定他和他的父親逃稅罪名成立。隨后,梅西21個(gè)月監(jiān)禁的裁決被改判成28.8萬美元的罰款,而他的父親則需支付22.2萬美元的罰款。

盡管巴托梅烏對(duì)此感到憂心忡忡,但巴薩自己也是此輪球員身價(jià)暴漲的幕后主要推手之一。去年夏天,以2.22億歐元出售內(nèi)馬爾的余熱還未消散,巴薩便掀起了灑金狂潮。它從德國(guó)多特蒙德足球俱樂部手中以1.05億美元購(gòu)買了20歲的法國(guó)球員奧斯曼·丹姆布雷,而他是多特蒙德俱樂部剛剛在一年前花了1500萬歐元從法國(guó)俱樂部挖來的球員。1月,巴薩又以1.6億歐元(約合2億美元)的價(jià)格簽約了利物浦足球俱樂部的中場(chǎng)菲利佩·庫蒂尼奧,創(chuàng)下了體育史上第二高的轉(zhuǎn)會(huì)費(fèi),而此時(shí)離內(nèi)馬爾轉(zhuǎn)會(huì)剛剛過去了三個(gè)月。

在巴薩觀察員看來,購(gòu)買兩名球員的舉動(dòng)說明俱樂部十分恐慌。巴塞羅那體育經(jīng)紀(jì)人約瑟普·瑪利亞·明古拉說:“這些球員的實(shí)際價(jià)值連巴薩出價(jià)的一半都不到?!彼硎?,內(nèi)馬爾的離開對(duì)于俱樂部的管理者們來說是一種背叛,讓他們感到十分惱火。“他們承受了很大的壓力。”作為一名功臣,明古拉在梅西這位阿根廷少年來到巴塞羅那學(xué)院之后,于2001年促成了梅西與巴薩的首次簽約。從那時(shí)開始,梅西的出現(xiàn)便樹立了俱樂部惜才愛才的美譽(yù),這一聲譽(yù)對(duì)于吸引頂級(jí)球員和促成企業(yè)合作至關(guān)重要。

巴薩在歐洲已經(jīng)達(dá)到了家喻戶曉的地步,但它將美國(guó)看作其主要的增長(zhǎng)市場(chǎng)。2016年,俱樂部在紐約曼哈頓組建了美國(guó)業(yè)務(wù),巴薩用藍(lán)、紅和褐紅色彩點(diǎn)亮了帝國(guó)大廈,以慶祝俱樂部拉近了與美國(guó)主要贊助商的距離。今年春天,俱樂部在紐約國(guó)王公園開設(shè)了一個(gè)訓(xùn)練學(xué)校,巴托梅烏表示,俱樂部計(jì)劃在明年組建一支女子足球隊(duì)。

然而,巴薩的根從未動(dòng)搖過。當(dāng)梅西、皮克和其他球員在賽前從更衣室前往球場(chǎng)時(shí),他們都會(huì)走過體育場(chǎng)下面的地道。在踏上草坪飛奔之前,他們最后看到的是嵌在地道墻內(nèi)的一個(gè)小神龕。在那里,一尊蒙特塞拉特圣母神像靜靜地注視著每位球員,懷里抱著嬰兒耶穌。蒙特塞拉特圣母是加泰羅尼亞最知名的宗教象征,也是巴薩的守護(hù)神。

誰知道有多少球員曾駐足祈禱?但圣母像還有另一個(gè)目的:她提醒著球員巴薩對(duì)加泰羅尼亞的深情,以及加泰羅尼亞長(zhǎng)期以來的獨(dú)立斗爭(zhēng)。皮克說:“巴薩是加泰羅尼亞的一切,目前是加泰羅尼亞最重要的機(jī)構(gòu)?!?/p>

巴托梅烏和董事都是義務(wù)為巴薩工作,而且其6年任期即將過半。(巴托梅烏的日常工作是擔(dān)任Adelte公司的首席執(zhí)行官,這是一家專門從事客運(yùn)通道生產(chǎn)的工程公司。)所有董事的眾多祖輩都生活在加泰羅尼亞。他們?cè)诎退_的職務(wù)也讓他們成為了當(dāng)?shù)氐拿餍?。企業(yè)高管兼董事會(huì)副主席馬內(nèi)·阿羅約說:“在加泰羅尼亞,進(jìn)入巴薩董事會(huì)不僅僅是一種榮耀?!彼€說:“董事們有必要了解俱樂部的感受,它與國(guó)家、加泰羅尼亞、巴薩歷史上的所有元素息息相關(guān)?!?/p>

Deeply anxious about losing Messi, Bar?a signed a new contract with him last November, only five months after it had signed the previous one. The details are secret. But in January the German magazine Der Spiegel published documents it said originated from the club, showing that Messi will now earn more than 100 million euros a year. The new contract boosts Messi’s buyout to 700 million euros, or some $866 million. “We were afraid somebody could come and pay Leo Messi’s buyout clause,” says Bartomeu.

Messi faced legal troubles of his own last year when he and his father were found guilty of tax evasion in Spain. The star’s 21-month prison sentence was changed to a fine of $288,000, and his father was ordered to pay $222,000.

For all Bartomeu’s fears, Bar?a has played a key role in the quickly rising inflation. Flush with 222 million euros from selling Neymar to PSG, Bar?a went on a spending spree last summer. It bought Ousmane Dembélé, a 20-year-old Frenchman, from the German club Borussia Dortmund for about 105 million euros—just one year after Dortmund had bought the young player from a French club for 15 million euros. And in January, Barcelona signed the Liverpool FC midfielder Philippe Coutinho for 160 million euros (about $200 million)—the second-biggest transfer in the sport’s history, after Neymar just three months before.

To the Bar?a watchers, the purchase of both players suggested that the club was panicked. “They are not worth half of what they paid,” says Josep Maria Minguella, a sports agent in Barcelona. The club’s managers “felt betrayed and upset” by Neymar’s departure, he says. “They were under a lot of pressure.” Minguella is credited with securing Messi’s initial commitment with Bar?a in 2001, after the Argentinian teen had arrived at the Barcelona academy. Since that time, Messi has come to define the club’s reputation for snagging spectacular players—a reputation essential to attracting top players and generating corporate partnerships.

Already massively popular across Europe, Bar?a sees the U.S. as its major growth area. And in 2016 it opened a U.S. operation in Manhattan—New York lit up the Empire State Building in Bar?a’s blue, red, and maroon colors to celebrate—putting the club closer to major U.S. sponsors. This spring it is opening a training academy in King’s Park, N.Y., and Bartomeu says it plans to launch a women’s soccer team next year.

Bar?a’s roots are unquestioned, however. When Messi, Piqué, and the rest of the team make their way from the dressing room to the pitch before a match, they pass through a tunnel under the stadium. One of the last sights they see before sprinting on to the grass is a small chapel cut into the tunnel wall. There, calmly staring out at the players, is a replica of the Virgin of Montserrat, Catalonia’s most famous religious icon and its patron saint, with Baby Jesus on her lap.

Who knows how many players pause for prayer? But the Virgin serves another purpose: She reminds the team of Bar?a’s deep attachment to Catalonia and its long struggle for autonomy from Spain. “[FC] Barcelona is everything for Catalonia,” says Piqué. “It is by far the most important institution in Catalonia,” he says.

Bartomeu and the board of directors are unpaid, and about halfway through their six-year terms. (For his day job, Bartomeu is the CEO of Adelte, an engineering company specializing in passenger walkways.) All of the directors trace their Catalan roots back many generations. And their positions at Bar?a give them celebrity status in the region. “In Catalonia, to be on the board of FC Barcelona is more than an honor,” says board vice president Manel Arroyo, also a business executive. “It is important you understand the sensibility of this club,” he says. “It is being in connection with the country, with Catalonia, with all the elements around FC Barcelona, in all our history.”

球迷高舉加泰羅尼亞旗幟,抒發(fā)加泰人的自豪感。Getty Images

1899年圣誕前夜,當(dāng)巴薩的創(chuàng)立者們著手組織第一場(chǎng)對(duì)抗賽時(shí)并沒有想這么多。他們中的大多數(shù)人都是初來乍到。但在隨后的幾十年里,人們會(huì)聚集在體育場(chǎng)里,高唱加泰歌曲并揮舞加泰地區(qū)旗幟。當(dāng)時(shí)的俱樂部主席約瑟普·索諾爾是支持加泰獨(dú)立的激進(jìn)分子,后在西班牙內(nèi)戰(zhàn)遇害。如今,每年吸引約200萬參觀者的巴薩俱樂部博物館一直在紀(jì)念著索諾爾。在弗朗西斯科·弗朗哥將軍獨(dú)裁的35年里,巴薩球迷被禁止吟唱加泰歌曲。這樣的壓迫在巴薩和皇馬之間制造了緊張和敵對(duì),而且這種局面一直延續(xù)至今。作家吉米·伯恩斯在他的書《巴薩:人們的激情》(Bar?a: A People’s Passion)中寫道:“對(duì)巴薩球迷來說,皇馬不光是得到了弗朗哥的支持,它就是弗朗哥?!?

近幾個(gè)月,往昔的緊張局勢(shì)再次浮現(xiàn)。去年10月,加泰領(lǐng)導(dǎo)人不顧西班牙政府反對(duì)舉行了獨(dú)立公投;90%的加泰人投了贊成票(只是參加公投的人數(shù)僅占注冊(cè)選民的42%)。近六個(gè)月后,巴塞羅那居民的窗戶和陽臺(tái)外仍到處可見贊成獨(dú)立的標(biāo)語。加泰領(lǐng)導(dǎo)人卡爾斯·普伊格蒙特單方面宣布加泰獨(dú)立后流亡布魯塞爾,以免自己可能因煽動(dòng)罪而被捕。

對(duì)巴薩來說,這場(chǎng)動(dòng)亂帶來的是痛苦。下定決心讓俱樂部保持中立的巴托梅烏決定在公投當(dāng)天按計(jì)劃進(jìn)行比賽,當(dāng)時(shí)西班牙警察正在突襲投票站,并用警棍對(duì)投票者大打出手。如果取消當(dāng)天的比賽,巴薩就會(huì)失去西甲聯(lián)賽積分。因此巴托梅烏下令在沒有觀眾的情況下比賽。他說:“我們想向世界表明,這是一場(chǎng)意義獨(dú)特的賽事?!钡@項(xiàng)決定激怒了一些俱樂部成員,后者認(rèn)為巴托梅烏應(yīng)支持公投;兩位俱樂部董事遞交了辭呈。公投前,慷慨激昂而又怒火中燒的皮克在推特上對(duì)1800萬粉絲說“我們會(huì)去投票”。踢了這場(chǎng)沒有觀眾的比賽后,皮克在攝像機(jī)前流下了眼淚,說這是自己職業(yè)生涯中最糟糕的一天,還威脅要退出西班牙國(guó)家隊(duì)。幾個(gè)月后,他告訴我:“我們的處境非常困難。巴薩必須成為比以往更能代表加泰的俱樂部?!?/p>

不過,和所有的政治頭條相比,財(cái)政結(jié)構(gòu)對(duì)巴薩生存狀況的影響要大得多。這家會(huì)員制俱樂部有143855名注冊(cè)會(huì)員。頂級(jí)足球俱樂部中采用這種運(yùn)作方式的不多,巴薩是其中之一。俱樂部主席和董事會(huì)人選以及關(guān)鍵事務(wù)都由所有年滿18歲的會(huì)員在年度大會(huì)上投票決定。

That was hardly on the minds of Bar?a’s founders, when they organized the first pick-up game on Christmas Eve in 1899. Most were newcomers to the area. But in the decades following, people packed the stadium, chanting Catalonian songs and waving Catalonia’s flag. Club president Josep Sunyol, a militant pro-independence Catalan, was assassinated during the Spanish Civil War, and is now memorialized in the club’s museum, which draws about 2 million tourists a year. During Spain’s 35-year dictatorship of General Francisco Franco, Bar?a fans were ba nned from singing Catalan songs. That repression helped create the intense rivalry between Barcelona and Real Madrid, which continues today. “As far as Bar?a fans were concerned, Real Madrid was not just backed by Franco, it was Franco,” writes the author Jimmy Burns in his book Bar?a: A People’s Passion.

In recent months, those old tensions have exploded to the surface. Last October, Catalonia’s leaders defied the Spanish government by holding an independence referendum; 90% of Catalans voted sí (although only 42% of registered voters went to the polls). Nearly six months later, sí banners are still hanging from windows and balconies across the city. Catalonia’s leader Carles Puigdemont is holed up in exile in Brussels, after declaring Catalonia’s unilateral independence from Madrid, and then fleeing possible arrest for sedition.

For Bar?a, the upheaval has been painful. Determined for the club to remain neutral, Bartomeu allowed a scheduled match to go ahead on the referendum day, at the very moment when Spanish police were storming polling stations and beating voters with truncheons. Canceling the game that day would have cost the team points in the Spanish league, La Liga. So Bartomeu ordered the game to be played with no spectators. “We wanted to show the world that something unique was happening,” he says. But the decision enraged some members who believed Bartomeu should have supported the vote; two board members resigned. Impassioned and angry, Piqué tweeted to his 18 million followers before the referendum, “We will vote.” And after the closed-door match, he wept on camera, saying it had been the worst day of his professional life, and threatening to quit the Spanish national team. “We are in a very difficult situation here,” he tells me, months later. “Barcelona has to be a club that represents Catalonia more than ever now.”

For all its hot politics, however, it is Bar?a’s financial structure that will have a far bigger impact on how well it survives. The franchise is owned by 143,855 members—one of the few top clubs that operates this way. All Bar?a members over 18 vote for the president and the board, as well as on key issues at yearly assemblies.

2016年9月,巴薩駐紐約辦事處成立,俱樂部前球星羅納爾迪尼奧到紐約市布朗克斯區(qū)的一所公共學(xué)校和孩子們踢球。巴薩打算擴(kuò)展在美國(guó)的業(yè)務(wù)。Getty Images

巴托梅烏把巴薩俱樂部描述為一個(gè)廣泛的民主群體,會(huì)員以及許多球員都覺得自己和俱樂部有著緊密的聯(lián)系。但這些注冊(cè)會(huì)員(西班牙語稱為socios)形成了一個(gè)封閉世界。他們幾乎都是加泰人,而且第二代和第三代加泰會(huì)員越來越多,原因是俱樂部會(huì)員不對(duì)外開放,而身為會(huì)員的父母在孩子出生時(shí)就會(huì)為他們做了注冊(cè)。和許多人一樣,皮克一出生就被祖父注冊(cè)為巴薩會(huì)員,他也在自己的兩個(gè)孩子(與哥倫比亞歌星夏奇拉所生)出生時(shí)給他們注冊(cè)了會(huì)員。皮克說:“我非常愛這家俱樂部。它就像我的家?!?/p>

會(huì)員每年繳納的年費(fèi)不多,為180歐元。八年來這個(gè)數(shù)字一直沒有提高過。會(huì)員們至少有獲得季票的機(jī)會(huì)。巴托梅烏說:“想獲得現(xiàn)場(chǎng)座位的會(huì)員非常多。我的大兒子19歲了,也已經(jīng)等了19年。”

隨著成本不斷上升,注冊(cè)會(huì)員繳納的會(huì)費(fèi)如今只占巴薩收入的5%。由于大多數(shù)座位都分配給了會(huì)員,這家俱樂部通過球票銷售來籌集資金的能力有限。雖然其他俱樂部也面臨這樣的問題,但在巴薩,要想通過提高球票價(jià)格來擴(kuò)大利潤(rùn),就得由會(huì)員投票表決,而他們不太可能做出這樣的決定。

在巴薩還有一件怪事:它要求當(dāng)選的主席和董事會(huì)成員把15%的收入作為抵押,以防俱樂部出現(xiàn)虧損。在俱樂部年收入為10億歐元的情況下,抵押的金額可能達(dá)到750萬歐元。

盡管如此,董事會(huì)成員仍會(huì)被巴薩會(huì)不會(huì)轉(zhuǎn)讓或向更傳統(tǒng)的盈利模式轉(zhuǎn)型的問題嚇一跳。董事會(huì)副主席馬內(nèi)爾·阿羅約表示:“不,永遠(yuǎn)不會(huì)。它是我們的俱樂部,是會(huì)員的?!边@和我采訪的其他人口徑一致。阿羅約說:“提出要收購(gòu)巴薩的人來自世界各地,我們則說:‘這和錢無關(guān)’。”

也許吧。這也讓巴薩在商業(yè)主義泛濫的職業(yè)體育界成為一股清流,諷刺的是,這反而提高了它的知名度,并為它贏得了數(shù)以百萬計(jì)的粉絲。

但巴薩繼續(xù)躋身頂尖行列的能力取決于它的財(cái)力。全球性電信咨詢和投資公司Delta Partners首席執(zhí)行官維克多·方特認(rèn)為:“對(duì)一家由15萬會(huì)員所有的俱樂部來說,保持會(huì)員制很難,而既保持會(huì)員制又在最頂級(jí)層次上繼續(xù)競(jìng)爭(zhēng)也很難。”外界認(rèn)為方特有可能是2021年接替巴托梅烏的人選之一。和巴托梅烏以及皮克一樣,方特還是嬰兒時(shí)就成了巴薩會(huì)員,他的父親和祖父也是如此。2015年,隨著人們?cè)桨l(fā)擔(dān)心巴薩的長(zhǎng)期生命力,方特為俱樂部撰寫了戰(zhàn)略規(guī)劃,名為《Sí al Futur》,意思是“對(duì)未來說是”。他說會(huì)員基本都很滿意,因?yàn)榘退_不斷地取得冠軍。但他把這種放松態(tài)度比喻為忽視氣候變化:“如果覺得天氣宜人,就很難看到氣候變化的到來。”

方特的戰(zhàn)略可能意味著重大突破,而且隨著其他俱樂部嘗試實(shí)現(xiàn)經(jīng)營(yíng)的現(xiàn)代化,他們可以將其作為借鑒的對(duì)象。按照他的方案,巴薩將更像一家跨國(guó)企業(yè),而且有能力利用自己巨大的全球聲望。方特表示,像巴薩這樣極為知名的俱樂部應(yīng)該更多地利用其巨大的粉絲群體來做商業(yè)文章。他還估算,目前每位粉絲每年給巴薩帶來的價(jià)值只有2美元。如果巴薩找到每個(gè)月向每位粉絲收1美元的途徑,比如訂閱流媒體比賽視頻,那么4億粉絲每年就能帶來60億美元的收入。方特還相信巴薩應(yīng)該掌握自己的形象權(quán),并直接銷售商品,而不是讓耐克、阿迪達(dá)斯等公司拿走大部分蛋糕:“俱樂部在足球價(jià)值鏈上發(fā)揮的作用非常小。”

方特并非提出重大改革建議的第一人,而且他的顧慮和許多足球界人士一樣。2008年,八位董事因?yàn)閷?duì)巴薩未來方向的爭(zhēng)議而辭職,其中包括時(shí)任俱樂部副主席的費(fèi)爾南·索里亞諾,他一直在敦促巴薩向全世界開放。注冊(cè)會(huì)員否決了這樣的想法,因?yàn)樗麄儞?dān)心這有可能動(dòng)搖巴薩的加泰根基。

如今索里亞諾已成為英超曼城俱樂部CEO,他幫助這家俱樂部建立了曼城足球集團(tuán),由阿布扎比和中國(guó)投資方共同擁有。這個(gè)集團(tuán)持有世界上六家足球俱樂部的股份,這很像索里亞諾在巴薩受挫的方案。英國(guó)《衛(wèi)報(bào)》稱之為體育界的“第一家真正跨國(guó)公司,足球界的可口可樂?!?/p>

但巴薩會(huì)員也許永遠(yuǎn)也不會(huì)同意把他們摯愛的俱樂部變成一件全球性商品。但一個(gè)切入點(diǎn)也許是由深入了解足球行業(yè)的人組成有薪酬的董事會(huì),進(jìn)而為俱樂部CEO奧斯卡·格拉烏設(shè)定戰(zhàn)略方向,而不是像現(xiàn)在這樣依靠不拿薪水的董事們來監(jiān)管運(yùn)營(yíng)事務(wù)。皮克說:“我知道他們?nèi)娜?,但他們的管理工作是無償?shù)摹N矣X得要改變這種情況?!?/p>

皮克已經(jīng)建立了一家電子游戲公司,還是一家眼鏡公司的大股東,而且也越來越多地參與到經(jīng)營(yíng)戰(zhàn)略中。2017年他報(bào)名參加了哈佛商學(xué)院的高管課程,還說希望幾年后自己徹底退役了可以管理巴薩俱樂部。

方特也認(rèn)為巴薩的管理應(yīng)該變得更專業(yè)。他說:“應(yīng)該有個(gè)合適的董事會(huì),就像蘋果公司或優(yōu)步的那樣?!睂?duì)于董事會(huì)的經(jīng)營(yíng)業(yè)績(jī),應(yīng)該有一個(gè)真正的衡量指標(biāo),而不是聯(lián)賽冠軍。方特說:“比如他們能否在2030年進(jìn)行競(jìng)爭(zhēng)?!?/p>

對(duì)在拉瑪西亞青訓(xùn)營(yíng)踢球的孩子們來說,2030年巴薩的情形如何可能給他們的未來帶來巨大影響。他們都希望到那個(gè)時(shí)候,也就是12年后,自己的名字能出現(xiàn)在青訓(xùn)營(yíng)的榮譽(yù)墻上——那上面有幾十位小時(shí)候從這里起步的巨星,比如安德烈斯·伊涅斯塔和佩普·瓜迪奧拉。

但進(jìn)入他們的行列并非易事。拉瑪西亞綜合運(yùn)動(dòng)員護(hù)理服務(wù)部門負(fù)責(zé)人安娜·梅拉約說:“只有5%的球員能進(jìn)入一隊(duì)。我們總會(huì)為他們制定現(xiàn)實(shí)生活的備選方案,比如上學(xué)?!彼龓疫M(jìn)入了一間教室,十幾歲的球員們正在那里學(xué)習(xí)金融。一位教師正在用幾百歐元的交易進(jìn)行舉例講解。但教室里孩子們的夢(mèng)想要大得多——到2030年,許多球員都有可能獲得梅西那樣的九位數(shù)收入。而且大多數(shù)球員都希望就在這兒,通過在巴塞羅那的球場(chǎng)上踢球來掙到這筆錢。(財(cái)富中文網(wǎng))

譯者:Charlie

審校:馮豐

Bartomeu describes the club as an exercise in popular democracy, and members—and many players—feel intensely attached to it. Yet the socios, as members are known, make up a closed world. Virtually all are from Catalonia, and increasingly, they are the children or grandchildren of members, since membership has long been closed to outsiders; parents sign their children up at birth. Piqué, like many others, was made a member at birth by his grandfather, and signed up his two children, with Colombian pop star Shakira, at birth too. “I love this club very much,” he says. “It is like my home.”

Members pay a relatively tiny 180-euro annual fee. That figure has not increased in eight years. Membership offers at least a chance of landing season tickets. “We have a waiting list of members wanting a seat,” Bartomeu says. “My oldest son is 19, and he’s been on the waiting list for 19 years.”

With Bar?a’s ballooning costs, the membership fees from its socios today generate just 5% of its revenue. Since most seats are assigned to members, its ability to raise money from ticket sales is limited. While other clubs also face that problem, at Bar?a, members would need to vote to raise ticket prices in order to generate more profits—a decision they are unlikely to take.

There is another oddity at Bar?a too: The president and board members are required to put up 15% of the club’s yearly revenues as collateral when they’re voted in, as a guarantee against possible losses. That sum could reach 7.5 million euros each, once club revenues are 1 billion euros a year.

Despite that, board members are aghast when asked if Bar?a would ever be sold or transformed into a more traditional profit-making business. “No. Never. It is our club. The members,” says Manel Arroyo, the board’s vice president, echoing the response of others I ask. “People come here from different parts of the world, asking to buy the club,” he says. “We say, ‘It is not about the money.’?”

Perhaps not. And as such, Bar?a is a refreshing change from the heavy commercialism of pro sports—a fact that ironically boosts its brand and wins over millions of fans.

But Bar?a’s ability to remain on top will depend on money. “It will be hard for a club owned by 150,000 members to either keep this ownership model, or if it keeps it, to continue competing at the very top level,” says Victor Font, CEO of Delta Partners, a global telecom advisory and investment firm, who is considered one possible successor to Bartomeu in 2021. Font, like Bartomeu and Piqué, has been a Bar?a member since he was an infant, as were his father and grandfather, and in 2015 authored a strategy plan for the club called Sí al Futur, or “Yes to the future,” after growing concerned over its long-term viability. He says members are generally content, since Bar?a continues to win titles. But he likens that relaxed attitude to ignoring climate change, saying, “If you are enjoying the weather, it is difficult to see it coming.”

Font’s strategy would mark a sharp break—and perhaps offer a blueprint for other clubs, as they try to modernize their operations. Under his plan, Bar?a would become something more resembling a multinational enterprise, able to capitalize on its giant global popularity. He says it makes no sense that a hugely well-known club like Bar?a doesn’t do more to monetize its massive fan base. He estimates each fan is worth just $2 a year to Bar?a now. If the club found a way to charge each fan a dollar a month—say, by subscribing to video-streamed matches—then 400 million fans would generate $6 billion a year. He also believes Bar?a should own its image rights and sell merchandise directly, rather than allowing Nike, Adidas, and others to claim the lion’s share of the value. “Clubs play a very small role in the value chain of football,” he says.

Font is not the first to suggest dramatic changes—and he echoes the worries of many in the football world. In 2008, eight Bar?a board members quit after disputes over future direction. Among them was then vice president Ferran Soriano, who had pushed to open Bar?a franchises around the world. The socios blocked the idea, fearing it might dilute the club’s Catalan roots.

Today Soriano is CEO of Manchester City football club in the U.K.’s Premier League, where he helped set up City Football Group, or CFG, a company jointly owned by Abu Dhabi and China. The group holds stakes in six clubs across the world—much like Soriano’s thwarted vision for Bar?a. Britain’s Guardian newspaper calls it the sport’s “first truly multinational corporation—a Coca-Cola of soccer.”

Bar?a’s socios might never accept turning their beloved club into a global commodity. But one start might be installing a paid board with deep knowledge of the football industry, which would set the strategic direction for team CEO Oscar Grau, rather than relying on unpaid directors to oversee operations, as Bar?a does now. “I know they are fully focused, but they don’t earn any money to run it,” Piqué says. “I think this is something that has to be changed.”

Having founded a video game company, and with major investments in an eyewear company, Piqué is increasingly involved in business strategy himself; in 2017 he underwent an executive program at Harvard Business School, and he says he hopes to run Bar?a in the future, after he finally retires from football, probably in a few years’ time.

Font agrees it is time for more professional FC Barcelona management. “The board should be a proper board, like the board of Apple or Uber,” he says. Instead of winning league trophies, there should be one true measure of how well the board is running Bar?a, he says: “Whether they will be able to compete in 2030.”

How Bar?a fares in 2030 could have a drastic impact on the future of the boys kicking footballs at La Masia academy. Each one hopes that by that time—12 years from now—their names might be added to the honor roll on a wall in the academy, listing dozens of the major stars who began as children here: Andrés Iniesta, Pep Guardiola, and others.

But breaking into those ranks will not be easy. “Only about 5% make it to the first team,” says Ana Merayo, who runs La Masia’s Comprehensive Athlete Care Service. “We always give them a plan B in real life, like academics.” She leads me into a classroom of teenage players studying finance. There a teacher shows examples of transactions worth a few hundred euros. But the boys in class have far bigger dreams: By 2030, nine-figure earnings like Messi’s could be within reach of many players. And most hope the money will be earned right here, driving balls between the goalposts in Barcelona.

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