Wydad has never capitalized on its successes, has never leveraged the power of its brand, and has never sought to diversify and increase its revenue sources.
We are dependent on traditional revenues and exceptional revenues that are never guaranteed. It only takes a small problem for Wydad to be in crisis.
This involves developing a strong brand strategy to increase the club’s visibility and revenue.
My project aims to establish a multitude of stable revenue sources for Wydad to ensure financial stability for the club and avoid dependence on exceptional revenues, such as competition bonuses, broadcasting rights, etc. My promises:
- Opening a set of businesses under the Wydad name (proprietary name and franchises)
- Creating a real paid museum
- Offering paid VIP experiences during matches
- Launching a paid streaming platform to broadcast exclusive club content live
- Organizing non-sports events at the Benjelloun complex and the academy
- Establishing partnerships for co-branding operations
- Developing applications offering paid features and in-app purchases
- Implementing a licensing program to allow companies to market official Wydad products
- Launching a crowdfunding platform to finance club projects with valuable rewards for contributors (shares, for example)
- Sports Tourism: offering sports tourism packages to take advantage of the club’s popularity worldwide and Morocco’s attractiveness as a tourist destination
- Implementing a “naming rights” strategy to market the naming rights of all structures, events, or competitions managed or owned by Wydad for a contractual period
- Training and Consulting: offering sports management and athletic performance training and consulting services to other clubs organizations wishing to benefit from Wydad’s expertise
- Creating the official Wydad anthem