我来翻译一下 不过主要是意译就不逐字了 http://www.economist.com/node/18709691?fsrc=scn%2Ffb%2Fwl%2Far%2Fthecatalankings Schumpeter The Catalan kings The management secrets of Barcelona Football Club May 19th 2011 | from the print edition 第一段再说我们有多好 cliche ~我就不翻了 Barça is also a cash machine. It is number two in Deloitte’s league of the world’s highest-grossing football clubs, behind Real Madrid; with revenues of €398m ($488m) in 2009-10 (Real Madrid earned €439m). It has doubled its revenues over the past four years. Last year Barça signed a five-year sponsorship deal with Qatar Sports Investment for a minimum of €165m, which would involve putting a commercial logo on the team’s shirts for the first time. Barça and Real also have an advantage in that they receive a hugely disproportionate share of the revenues from televising La Liga, the Spanish premier league. That said, no one knows how profitable Barça is, nor how indebted. 过去四年巴萨的获利翻倍 09-10年赛季的营收仅次於皇马 一部分是来自於卖给Qatar Foundation的收入 另一部分是转播权的收入(他有提到西甲转播权巴萨皇马收到不成比率的款项) 然而 到底整个团体是赚钱还是负债 没有人说得准 How has a club that is based in one of Europe’s unemployment blackspots turned itself into the ruling power in the world’s most popular sport? An obvious answer is that Barça plays as a team in a sport that has far too many prima donnas. It keeps the ball moving, dominates possession and keeps its opponents under constant pressure. But there is a less obvious answer, too, and one that has implications beyond the football pitch. Barça has provided a distinctive solution to some of the most contentious problems in management theory. What is the right balance between stars and the rest of mankind? Should you buy talent or grow your own? How can you harness the enthusiasm of consumers to promote your brand? And how do you combine the advantages of local roots and global reach? 这家从欧洲就业黑洞(没错 西班牙这个大黑洞XD) 这家俱乐部到底怎麽取得全世界最受欢迎运动的主宰力 显而易见的是巴萨的足球打法 巴萨的足球是团队作战 而不像是一群女明星争相闪耀 (译按: prima donna是义大利歌剧的领衔女高音 这里用女高音来比喻很有意思 我想大家都会觉得是"女"明星们无误XD) 持续的转移持球 具压倒性的持球比率 以及让对手保持在被压迫的状态 潜在的原因是 巴萨对管理理论中的一个最大的难题提出了具有特色的解决方案 而这些难题包括 如何在球星跟其他选手中间取得平衡? 要花钱买球员或者是自己培养? 如何维持你的顾客对於品牌形象的忠诚? 以及如何结合地方草根性特色跟伸展国际化触角? Barça puts more emphasis than any other major team on growing its own players. Other football teams often resemble the United Nations—the Arsenal first eleven, for example, frequently includes just two native-born Britons. 巴萨比任何其他主要的聚乐部都还要在意自己培养球员 其他的俱乐部大概都像联合国一样 像阿森纳: 就只有两名英国出生的球员 (译按: 可是毕尔包也是一直用自己人啦 XD 我觉得"自己培养"跟"同国籍"这件事情类比很奇怪 不能这样比吧?) Barça, by contrast, is still dominated by local players, and Catalan is often spoken in the dressing room. Eight of the team’s leading players are products of its football school, La Masia. That includes Mr Messi, an Argentine who moved to Barcelona as a boy, and the team’s coach, Josep (“Pep ”) Guardiola. La Masia is unique among football schools. It is a boarding school that puts as much emphasis on character-training as on footballing skills. The students are relentlessly instructed in the importance of team spirit, self-sacrifice and perseverance. They are also taught that Barça is “more than a club”: it is the embodiment of Catalan pride that kept the region’s spirit alive during the years when Spain groaned under the fascist Franco regime. Fans regularly sport banners proclaiming that “Catalonia is not Spain”. 巴萨的主力主要还是本地球员 而场上中有八人是从La Masia出身的 La Masia就像寄宿学校一般 不仅仅交足球还养成人格 像团队精神 自我牺牲和恒心毅力 同时他们也告诉球员球队不仅仅是球队 "Mes que un Club" 而这是球队依存根基的精神: 加泰隆尼亚骄傲 球迷们最常拿的一个标语就是 "加泰隆尼亚不是西班牙!" Barça has used the idea that it is “more than a club” to cultivate a two-way relationship with its fans. It is owned by its members (socis in Catalan), who now number 150,000, rather than by shareholders or foreign tycoons. The management is answerable to an assembly that consists of 2,500 randomly chosen socis and the 600 most senior members. The club supports many sports other than football and runs a popular museum in Barcelona. After a recent win more than a million people turned out to cheer. 巴萨透过 "Mes que un club"的idea跟球迷们建立双向的关系 他是被聚乐部的会员所拥有，而不是股东或者是外国投资大亨 而管理当局必须要能够对"会员大会"负责 会员大会由2500位随机选出的会员跟600位资深会员所组成 同时 俱乐部也同时参与其他的活动以及经营巴萨博物馆 有超过百万的人同时欢庆最近的一场胜利(哪场呀XD) Barça’s management style chimes in with the thinking of two admired theorists. Boris Groysberg, of Harvard Business School, has warned that companies are too obsessed with hiring stars rather than developing teams. He conducted a fascinating study of successful Wall Street analysts who moved from one firm to another. He discovered that company-switching analysts saw an immediate decline in their performance. For all their swagger, it seems that their success depended as much on their co-workers as their innate talents. Jim Collins, the author of “Good to Great”, argues that the secret of long-term corporate success lies in cultivating a distinctive set of values. For all the talk of diversity and globalisation, this usually means promoting from within and putting down deep local roots. 巴萨的管理风格与两个学者的研究相呼应 Boris Groysberg(我猜是Havard Business Review 2006 的文章) http://www.gref.org/nuevo/socios/docs2p_priv/hbr_171206_1.pdf The risky business of hiring stars 针对华尔街的分析师的研究发现 明星分析师从一家券商跑到另外一家券商後表现往往不如预期 他们的成功要素不仅仅是他们本身的天赋才华 还有他们同侪的影响 而"从A到A+"(台湾是这样翻吧?)的作者Jim Collins也指出 企业长期成功的秘密在於培养他们特别的价值 从所有关於多样性到全球化的论述中 这意指着从内部擢升人才以及在地深耕 The beautiful name 美好的名声(name我倾向翻成名声还不是名称 因为我们也不仅仅只是一个名称呀:P) Barça has also blazed a trail in nurturing its brand—a tough job in the internet age, when gossip is plentiful and trust is scarce. The proportion of brands that consumers trust fell from 52% in 1997 to 22% in 2008, according to Y&R, an advertising agency, and traditional forms of advertising are becoming less effective. To combat this problem, some firms try to involve consumers in developing their brands. Lego, a toy brickmaker, invites Lego-heads to its headquarters to work with its designers. Asda, a supermarket, invites regular shoppers to suggest what it should sell. But so far nobody has gone as far as Barça in giving customers a direct say in big decisions. 从广告商Y&R的研究中指出 消费者对於品牌的信任从1997年的52%跌到2008年的22% 在这个网路世代要维护/培养一个品牌并不容易 几个现在的做法是: 公司们邀请他们的忠诚客户来参与他们的行销方案 像Asda邀请他们的客户来建议他们该卖什麽 然而 没有人向巴萨一样让客户做出重大决定 (这里要靠北一下 重大决定项种大树就没有被我们推倒呀!!!:P) (咦? 这里没有举例? 难道是回应上面开会员大会会员可以直接对经营团队提出质疑那一段吗?@@) Barça has made its share of mistakes. The team’s attempt to widen its recruitment net by setting up a soccer academy in Argentina has been abandoned. Traditionalists worry that it is selling its Catalan soul in pursuit of slick commercial deals. And soccer is an unpredictable business. The team went through a bad patch in the early 2000s; another slump could see its fickle foreign fans disappear or, worse, switch their allegiance to Chelsea. That might cause Barça’s revenues to plunge. But for the moment the club is on the top of the world: an example not just of sporting prowess but of smart management. 然而巴萨也犯了一些错误 比如他们想要扩大在阿根廷的足球学院的计画被暂停了 而传统派也怕巴萨出卖了加太隆尼亚的灵魂只为了一些商业利益 并且 足球也是项难以预料的事业 像巴萨过去在2000年早期也经历了一段低潮期 如果现在在经历同样的状况很可能造成外国球迷的出走潮 转换到其他球会去 (为什麽特别提Chelsea 不懂XD) 不过 目前巴萨仍是在足球是界的顶峰 不仅仅是在运动项目的主宰 也是睿智的管理决策的成果 --

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