Footballer Ryan Giggs playing on synthetic turf at the UEFA Champions League Final game held at Luzhniki Stadium Moscow in Russia in 2008
BENEFITS KPMG identified the key arguments often used by industry stakeholders when presenting their case for installing synthetic turf. These arguments, which are strictly interrelated, but addressed individually hereafter, are as follows: • Increased frequency of usage • Extra revenue generation • Cost-saving opportunities • Strategic benefits
Frequent usage The potential business case for switching to synthetic turf is primarily shaped by the facility owners’ commercial approach to the utilisation of the pitch, and how they are able to take advantage of the various benefits of using a synthetic playing surface more frequently. Synthetic turf offers the opportunity
to generate a steady, year-round revenue stream, not dependent on the on-pitch performance of the club.
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The utilisation figures from KPMG’s
research about the actual usage patterns on an annual or weekly basis are quite revealing. Teams typically use syn- thetic turf over 300 days a year, excluding major clubs that have installed highly sophisticated systems. The comparative figure for use of natural grass pitches can vary between 30 and 70 days per year, depending on the number of clubs sharing the same facilities, the length of the league and other factors. As per the weekly statistics, clubs typically utilise synthetic turf 20-40 hours per week, in contrast to 5-10 hours of natural grass usage before they made the change. Again, major teams in the top leagues may prefer resting the pitch, even if
synthetic, but they often have training grounds with synthetic turf for more regular usage, not necessarily putting pressure on the main field.
Revenue generation Commercial income opportunities arise through pitch and stadium rental. In general, in countries with more extreme weather conditions, there is a shortage of playing fields with appropriate surfaces that allow play on a more regular basis. This stimulates higher demand for syn- thetic fields, leading to more commercial opportunities for stadium managers. Furthermore, it appears that clubs are
more successful in generating revenues in economically developed markets, where
SPORTS MANAGEMENT HANDBOOK 2013 81
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