Ultimate Chelsea Experience
By April Zhang
Two weeks before Christmas, in fashionable West London, I lost myself. To be more precise, it was thirty minutes prior to an England Premiership clash between Chelsea and Arsenal, in the middle of a packed Stanford Bridge square that I found myself lost. The square was an arena of warm – up round. People wore their positions, either blue or red. I had to detach from the clamor of chatting, debating, whistle blowing and booming songs to get a grab on myself. I saw a crowd of Chelsea supporters crunching beef burger. In England, eating beef burger while watching a game was said to be a habit as old as soccer itself. So I struggled out three pounds and took one. twenty minutes left. People started to queue for entry. There were still more streaming in from every direction.
“Hey, want a ticket?” I was in the queue when a man jumped out of blue. As I was figuring out what he meant, my teammate took it for me, “no, we are good.” The man elbowed away and I realized that he was a scalper. “You know how much your ticket is worth now?” my teammate pulled out two fingers, “more than 200 pounds. It could exceed 250 in ten minutes.”
It’s like ages since 50 pence could afford a spot on the Shed End terrace (the first standings of Stanford Stadium). In fact, it’s less than four years since the near bankrupt west London club was breathed back to life and since emerged as a global brand; it’s less than two decades since soccer waved bye – bye to its “good old days” when no huge influx of money was seen and since became a most lucrative business in all walks of life.
Chelsea club virtually went bankrupt in the late 70's, the then owners almost sold the Stamford Bridge site to property developers to pay off debts when a Russian oil giant,Abramovich,came to messianic rescue. Four days from bankruptcy, he bought the club at a fraction of his company’s market value. He immediately signed a string of checks, one to hire a shark manager, one to pay off club debts, one to buy talents and one to start youth training camp. Total spending approached 300 million pounds, a well match to the boss’s goal. He wanted his club to be an ace.
“Only those who supported Chelsea before Abramovich bought it are entitled to real die – hards,” said Song Yu Hang, who owed a six – year – old allegiance to this club, “I began to love the club when it had neither money nor titles and I still do now. It’s not about business. Soccer should be a sport more than a business, Chelsea is a club rather than a brand.”
That is a real supporter, ardent and idealist. Yet, however unwilling to accept, soccer has been an entirely commercial – natured sports show since England Premiership took shape in the early 90’s. Big clubs were unhappy sharing interests with small potatoes and coined a full – fledged system to maximize profit. Small and poor clubs were excluded from this top ranking games round; those qualified to stay in the arena were well manned and equipped, and thus secured the performance and audience. So, Adidas and Umbro were happy to swap generous money for the players wearing their brand on chest; Rupert Murdoch was willing to fork out hundreds of millions pounds for television right; Club bosses’ pockets bulged.
Top clubs are often owned by powerful heads and mega billionaires. The clubs worshipped by fans are nothing special than other members in their business empire. Manchester United has made a vivid case of it. Hundreds years of history, three trophies in one year and a David Beckham, the team’s brand attracted the interest of a mega – rich sports investor American Malcolm Glazer. Quite unlike Abramovich, however, Glazer is lamented for his interest. On May 16, 2005, he shirked off his own whopping 300 million pounds of debt on ManU. Glazer walked away but ManU almost missed entry to the Champions League for financial incompetence. On that day, the Irish Times (Ireland has the biggest ManU fan base outside of Manchester) ran the headline: "The Day Football Finally Lost Its Soul."
Timothy Taylor, an award-winning journalist and author, also a longtime Chelsea supporter wrote in the latest issue of The Walrus, a Canada’s magazine “Start with a product that delivers value; Develop a core message and brand personality; Create iconography. What successful sports team is not set on this fundamental tripod? In soccer, value is winning games; brand personality is an articulated team spirit that involves fans and name, jersey, logo, mascot make perfect iconography.”
According to him, soccer is a born business and the larger game off squad is played with business rules. Abramovich can salvage Chelsea with his money; Glazer can put Man U at stake for his money; David Beckham can part with Manchester for Madrid and finally to America, if not entirely, largely because of money. Bogged down in the quagmire, this sport starts to disappoint and hurt people who love it so much.
“There is a worry that the game of football has become disconnected from fans, that the game has basically become a business, not a sport.” wrote Taylor. “Branding, marketing, and television rights all tend to confirm these worries among supporters.”
If money had played the devil, the devil smiled angel – like all the time. Gone are the days when Shed End terrace was piss – stained and crammed. The humble premise had given way to today’s most modernized stadium. What’s used to be filled with thugs, dipsos, headbangers and, frequently, racists is now the stadium’s best Family Box (2004 – 2005). At night, with all roofed spotlights on, the stadium is even brighter than in daylight. There is a reason for 250 pounds ticket.
Clubs and games are no longer geographically confined. Like tonight, Stanford Bridge is grounded with football tourists from all over the world. When I left hotel, I saw a fan from the States checking in; three days ago when a Champions League game between Chelsea and Levski Sofia occurred, supporters from Bulgaria came down here to cheer for their team. We, as well, have come half the world to watch this game by the field.
Clubs like Chelsea, have transformed from local to global. "We need to increase our international fan base," Chelsea chairman Bruce Buck said in an interview with British Industry magazine. The club had signed long – time partnership deals with Samsung and Adidas, multinationals whose produce and sale chain wind across the world. Sports shoes and caps with Chelsea logo are on racks of Adidas shops in London, New York and Beijing. The club has declared the wish to have its first squad team visit China in 2008. That news would give Chinese fans quite a thrill.
On the north side of Stanford Bridge square erected a wall running tens of meters. It was painted with the latest club photo. First team squad, coach panel, second team and supporting staff were in the middle. Those standing further left and right were said to be Chelsea fans from all over the world. Players and fans, all dressing in renewed squad jerseys, formed a blue windbreak, ready to contend with the fiercest storm. Five minutes before the game got started. I was at the entrance. “We're going to win the league! We’re going to win the league!” songs rolled from inside the stadium. It was like that before each game. When it’s over, it would be carried away in its thousands of fragments, taken home by its thousands of fans.
“Hey, want a ticket?” I was in the queue when a man jumped out of blue. As I was figuring out what he meant, my teammate took it for me, “no, we are good.” The man elbowed away and I realized that he was a scalper. “You know how much your ticket is worth now?” my teammate pulled out two fingers, “more than 200 pounds. It could exceed 250 in ten minutes.”
It’s like ages since 50 pence could afford a spot on the Shed End terrace (the first standings of Stanford Stadium). In fact, it’s less than four years since the near bankrupt west London club was breathed back to life and since emerged as a global brand; it’s less than two decades since soccer waved bye – bye to its “good old days” when no huge influx of money was seen and since became a most lucrative business in all walks of life.
Chelsea club virtually went bankrupt in the late 70's, the then owners almost sold the Stamford Bridge site to property developers to pay off debts when a Russian oil giant,Abramovich,came to messianic rescue. Four days from bankruptcy, he bought the club at a fraction of his company’s market value. He immediately signed a string of checks, one to hire a shark manager, one to pay off club debts, one to buy talents and one to start youth training camp. Total spending approached 300 million pounds, a well match to the boss’s goal. He wanted his club to be an ace.
“Only those who supported Chelsea before Abramovich bought it are entitled to real die – hards,” said Song Yu Hang, who owed a six – year – old allegiance to this club, “I began to love the club when it had neither money nor titles and I still do now. It’s not about business. Soccer should be a sport more than a business, Chelsea is a club rather than a brand.”
That is a real supporter, ardent and idealist. Yet, however unwilling to accept, soccer has been an entirely commercial – natured sports show since England Premiership took shape in the early 90’s. Big clubs were unhappy sharing interests with small potatoes and coined a full – fledged system to maximize profit. Small and poor clubs were excluded from this top ranking games round; those qualified to stay in the arena were well manned and equipped, and thus secured the performance and audience. So, Adidas and Umbro were happy to swap generous money for the players wearing their brand on chest; Rupert Murdoch was willing to fork out hundreds of millions pounds for television right; Club bosses’ pockets bulged.
Top clubs are often owned by powerful heads and mega billionaires. The clubs worshipped by fans are nothing special than other members in their business empire. Manchester United has made a vivid case of it. Hundreds years of history, three trophies in one year and a David Beckham, the team’s brand attracted the interest of a mega – rich sports investor American Malcolm Glazer. Quite unlike Abramovich, however, Glazer is lamented for his interest. On May 16, 2005, he shirked off his own whopping 300 million pounds of debt on ManU. Glazer walked away but ManU almost missed entry to the Champions League for financial incompetence. On that day, the Irish Times (Ireland has the biggest ManU fan base outside of Manchester) ran the headline: "The Day Football Finally Lost Its Soul."
Timothy Taylor, an award-winning journalist and author, also a longtime Chelsea supporter wrote in the latest issue of The Walrus, a Canada’s magazine “Start with a product that delivers value; Develop a core message and brand personality; Create iconography. What successful sports team is not set on this fundamental tripod? In soccer, value is winning games; brand personality is an articulated team spirit that involves fans and name, jersey, logo, mascot make perfect iconography.”
According to him, soccer is a born business and the larger game off squad is played with business rules. Abramovich can salvage Chelsea with his money; Glazer can put Man U at stake for his money; David Beckham can part with Manchester for Madrid and finally to America, if not entirely, largely because of money. Bogged down in the quagmire, this sport starts to disappoint and hurt people who love it so much.
“There is a worry that the game of football has become disconnected from fans, that the game has basically become a business, not a sport.” wrote Taylor. “Branding, marketing, and television rights all tend to confirm these worries among supporters.”
If money had played the devil, the devil smiled angel – like all the time. Gone are the days when Shed End terrace was piss – stained and crammed. The humble premise had given way to today’s most modernized stadium. What’s used to be filled with thugs, dipsos, headbangers and, frequently, racists is now the stadium’s best Family Box (2004 – 2005). At night, with all roofed spotlights on, the stadium is even brighter than in daylight. There is a reason for 250 pounds ticket.
Clubs and games are no longer geographically confined. Like tonight, Stanford Bridge is grounded with football tourists from all over the world. When I left hotel, I saw a fan from the States checking in; three days ago when a Champions League game between Chelsea and Levski Sofia occurred, supporters from Bulgaria came down here to cheer for their team. We, as well, have come half the world to watch this game by the field.
Clubs like Chelsea, have transformed from local to global. "We need to increase our international fan base," Chelsea chairman Bruce Buck said in an interview with British Industry magazine. The club had signed long – time partnership deals with Samsung and Adidas, multinationals whose produce and sale chain wind across the world. Sports shoes and caps with Chelsea logo are on racks of Adidas shops in London, New York and Beijing. The club has declared the wish to have its first squad team visit China in 2008. That news would give Chinese fans quite a thrill.
On the north side of Stanford Bridge square erected a wall running tens of meters. It was painted with the latest club photo. First team squad, coach panel, second team and supporting staff were in the middle. Those standing further left and right were said to be Chelsea fans from all over the world. Players and fans, all dressing in renewed squad jerseys, formed a blue windbreak, ready to contend with the fiercest storm. Five minutes before the game got started. I was at the entrance. “We're going to win the league! We’re going to win the league!” songs rolled from inside the stadium. It was like that before each game. When it’s over, it would be carried away in its thousands of fragments, taken home by its thousands of fans.
