新的時代
各位早上好。感謝前來參加我們的年度股東大會。
2016年6月蘇寧入主國米之日起，我們的目標就是引領國際米蘭成為體育行業的領軍，堅持財務可持續增長，打造一支穩健、堅實的俱樂部。
千里之行，如今俱樂部的情況與三年前已截然不同；憑藉所有人的共同努力，俱樂部的命運已發生改變。新的國際米蘭傳達著國際化、勇敢、投入、創新和高效的理念。我們將能贏得更多球迷，鼓舞他們並給他們帶來快樂。
足球商業格局
當下，全球足球圈正經歷一場深刻的變革。這個行業正向創新化和全球化發展。
球隊在賽場上的成功與俱樂部日常運營日益相關。我們的工作不僅僅是電視轉播所呈現的那90分鐘比賽。歐洲俱樂部則更像現代娛樂公司，並在國際舞臺上展開競爭。
為了實現俱樂部良性發展，首要任務是與日漸多元化的群體加強互動而不僅限於足球球迷群體。吸引年輕新世代變得非常關鍵，否則他們可能對足球失去興趣。
網絡世代消費娛樂的方式與傳統模式截然不同，因此必須主導數字傳播渠道、創造迎合年輕人風格的創新內容、定製本地化內容，並與不同文化交融互動，更為重要的是，要關注90分鐘賽場以外的各類動態。
同時，必須專注全球市場，提高意大利和歐洲足球的品牌知名度，贏得新的球迷、獲得新的商業夥伴。如今歐洲市場已經飽和，但是在美國、亞洲，尤其是中國，市場潛力巨大。國際米蘭正是基於這樣的時代背景來制定其發展的策略。
過去的一年中，我們做出了重要改變讓俱樂部在賽場內外都取得了不錯的成績。更重要的是，我相信這一年更為俱樂部的美好未來打下了重要的基礎。隨著團隊不斷壯大，俱樂部收穫了更大的影響力，也在體育競技領域獲得了更高的地位。
新的架構：“雙板塊”模式
為了貫徹我們的願景與戰略，我們重組了俱樂部管理架構，分為兩個業務版塊進行管理。當然，這兩塊業務同時是緊密結合的。
在企業運營領域，由CEO亞歷山德羅•安東內洛領導。在體育競技領域，由去年加入的CEO朱塞佩•馬洛塔領導。同時，我們也吸納了一批體育行業的精英加入到俱樂部的高管團隊，其中有意大利籍高管，也不乏國際化人才。
人力資源情況
自蘇寧接管俱樂部以來的3年裡，俱樂部員工數量顯著增長，特別是在新的業務領域: 從2016年的150人增加到目前的300人，加上競技團隊僱員整體員工有近700人。俱樂部的員工中60% 是千禧一代，除了意大利本地僱員還有相當規模的國際僱員。
體育競技領域的提升：說明及賽季亮點
賽場上的成功是國際米蘭必須為之努力的目標，不僅是為了俱樂部，更是為了非凡的球迷。
上賽季我們取得的成績，堅實了國際米蘭重返歐洲足壇之巔的道路。隨著重返歐冠賽場，我們再一次與世界頂級球隊同臺競技，並在小組賽中表現優異。
在離開歐冠賽場八年後，我們又一次為球迷們帶來了一場場激動人心的比賽：對陣熱刺、巴塞羅那——就像我們上週對陣多特蒙德一樣。
在意甲，我們實現了賽季目標，第二次成功獲得了歐冠資格。這一成績也讓我們持續鞏固了國際米蘭在歐洲頂級俱樂部中的地位。
我們的青訓——可以非常自豪地說，這是世界足壇最好的青訓之一，他們取得了很多優異的成績，保持著頂級的競技水平，其中U17贏得了意甲和意大利超級盃的冠軍。青訓部門也發掘了不少值得期待的好苗子，我們相信他們有能力成為國際米蘭未來的棟樑，同時也為意大利國家隊的後備人才添磚加瓦。
上個賽季，國際米蘭女隊也首次正式亮相。第一個賽季，就統領意乙。現在她們正在更高水平的意甲全力拼搏，我們希望女隊可以儘快達到最高水準，就像每一支國米球隊都能做到的一樣。
此外，我們聘請了安東尼奧•孔蒂，世界上最好和最成功的主教練之一。孔蒂滿懷激情和自豪加入了我們；基於我們的競技發展規劃，與孔蒂的聯手無疑將進一步加快我們向勝利邁進的步伐。
今年夏天，俱樂部在轉會市場上做了重大的投資，完成了多個關鍵轉會操作，打造了一套實力強大、團結和穩固的陣容，其中不乏成熟的頂級球員和青年天賦球員。
加布裡埃爾•奧里亞利的迴歸受到了國際米蘭球迷的熱烈歡迎，這對我們的成功也不可或缺。
國際米蘭在賽場上的表現必須在前幾年打下的基礎上穩步提升。同時我們必須沉下心、不急躁，為俱樂部的長期繁榮發展努力，追求眼前的短期成效絕不是我們的目標。
商業增長
在2018/19賽季，我們創下了國際米蘭歷史上最高的收入紀錄（共計4.17億歐元），比上一年增長了20%。這一成就說明了國際米蘭所取得的非凡增長。自蘇寧入主國際米蘭以來，俱樂部整體收入翻倍，這也證明了我們商業計劃的成功。
我們很清楚國際米蘭和歐洲頂級俱樂部之間仍存在差距，但是我們正朝著正確的方向前進。例如，我們的贊助收入比前一年增長了9% ，現在已經接近1.4億歐元。我們為增加贊助收入所做的努力，將會體現在與高利潤領域簽訂的新全球贊助協議中。
退出和解協議
通過俱樂部全體員工的不懈努力，在此我非常自豪地告訴大家，上賽季國際米蘭退出了與歐足聯在2015年5月簽訂的財政公平和解協議。
這顯示了我們俱樂部的穩步增長，也說明了近年來我們的財務表現在符合相關財務規則的前提下逐漸提高。俱樂部會繼續遵守歐足聯的財政公平法案，並將財務管理作為近幾個財年的重點策略進行落實。
基礎設施投入
作為整體發展規劃的一部分，我們同樣致力於俱樂部基礎設施的革新。
上賽季，我們在蘇寧訓練中心啟動了升級工程，包括建設新的酒店、會所、媒體中心和頂級訓練場，旨在為球隊提供一座配得上世界頂級俱樂部的現代化訓練場地。
今年6月，我們舉辦了“1908國際米蘭新總部”揭幕儀式，新的國際米蘭總部坐落於新門（Porta Nuova）科技設計中心內。新總部將為我們的員工提供更好的工作空間，提升效率並以創新的思維方式開展工作。
此外，我們與 AC 米蘭一起向米蘭市政府提交了聖西羅球場和周邊多功能綜合設施項目的技術和財務可行性報告。兩傢俱樂部及米蘭城都將受益於這項重要工程。
球迷增長及品牌發展
我們的球迷對俱樂部的支持再創新高。
上個賽季，球迷們連續第四年創造了意甲總上座率的紀錄。我們平均每場比賽有近62000人到場觀賽，總觀眾人數達到110萬。這一總數在歐洲俱樂部中位列第五，領先於皇家馬德里以及阿森納。
國際米蘭在聖西羅球場和全世界範圍內的吸引力都在持續增長。上個賽季在英國品牌評估機構Brand Finance發佈的“最具價值的50個足球品牌榜”中，我們的品牌在全球排名中上升到了第13位，預估價值為4.65億歐元，相當於在過去兩年中增長了138%。
在全球範圍，我們的球迷人數約為3.85億，這使我們成為了世界第11大足球俱樂部。僅在中國，國米就擁有1.2億球迷，這項數據比上個賽季增長了近30％。
我們在數字化渠道的成長更加顯著。我們製作的創意數字內容越來越注重本土化，這使得上賽季國米在各平臺的粉絲數達到了2250萬，比前一賽季增加了800萬人，增長了54％。目前我們的粉絲數已達到了2800萬，同時國際米蘭也是在中國社媒平臺上粉絲最多的意大利足球俱樂部。
俱樂部專注於觸及新世代人群並將國際米蘭定位為與米蘭市以及意大利風格緊密相連的全球化品牌。因此，我們推出了新的品牌理念：Not For Everyone，這體現了我們大膽的態度和與生俱來的非凡勇氣。多媒體的品牌策劃使我們在接近年輕一代和全球的目標受眾方面取得了很大的成功。
最後，在上個賽季中，我們重申反對一切形式的種族主義及歧視，併發起了“BUU四海之內皆兄弟（Brothers Universally United）”這項新的社會責任運動，強調了111年來國際米蘭一直堅持的價值觀。
結語
本賽季我們有了一個鼓舞人心的開局，請諸位拭目以待，我們堅信之前的付出已為俱樂部建立成功未來並贏得人心奠定了基礎。
國米加油。
INTRO: The New Era
Good morning everyone. Thank you for being here at our Annual Shareholders’ Meeting.
It was part of a process that began with the acquisition of the club by Suning in June 2016 with the aim of taking Inter to the top of the sports industry and building a solid club founded on the principle of financially sustainable growth.
We have come a long way. And today, we are standing at a completely different situation than 3 years ago. With efforts of all, the club changed its fate. The new inter is international, brave, immersive, innovative and performant. We will Win, inspire and entertain the hearts of millions.
FOOTBALL BUSINESS LANDSCAPE
The global football landscape is currently going through a period of profound revolution. The industry is transforming to become more innovative and global.
Success on the pitch is more and more closely linked to the development of clubs’ daily activities. And our work is not only about the 90mins on TV anymore. European clubs have become modern entertainment companies which compete on a global scale.
In order to ensure organic growth, the first task is to engage with an increasingly diverse public that is no longer limited to football fans alone. It’s vital that we attract the youngest generations who otherwise could move away from football altogether.
Generation Z consumes entertainment in a completely different way to the traditional model. And that’s why it’s vital that we dominate digital channels, create innovative content with a style that taps into the tastes of young people, devise geo-localised formats to engage with different cultures and – most important of all – focus on what happens outside of the 90 minutes of a football match.
It’s also crucial that we focus on global markets and increase brand awareness of Italian and European football in order to win new fans and identify new commercial partners. Europe is now a saturated market. But in the US, in Asia, and particularly in China, the potential is huge. Inter is developing a growth strategy based on this context.
During the last year, we have made important changes that have enabled us to achieve excellent results both on and off the pitch. However, most important of all, I believe this has been a year in which we’ve laid the foundations necessary for us to build a great future, as the Club has more power and obtained a higher position in the sports landscape as the company becomes stronger
NEW ORGANISATION: “TWO AREAS” MODEL
In order to implement our vision and strategy, we decided to take the strategic step of reorganising the governance of the club into two different areas which nonetheless work closely with one another:
The Corporate Area, led by CEO Alessandro Antonello. And the Sport Area, led by Giuseppe Marotta, who joined as CEO last season. As part of the reorganisation, a number of other senior figures joined the club, creating a senior management structure which has a deep connection to Italy as well as including internationally renowned figures.
OCCUPATION IMPACT
In the 3 years since Suning took over the Club, the number of employees has seen a significant increase and development of new business areas: from 150 in 2016 to the current 300, almost 700 including sports contracts. Our Club is made up of 60% Millennials, besides supporting the domestic job force, an important share of employees are international.
SPORTS AREA GROWTH: STATEMENT AND SEASON HIGHLIGHTS
Being successful on the pitch is the objective that Inter must always work towards – for the club itself and for our extraordinary fans.
The results achieved last season consolidated Inter’s progress towards the return to the elite of European football. We returned to Europe’s biggest club competition, the Champions League, and had an excellent group-stage campaign.
After eight years away, we were able to give our amazing fans the thrill of big European nights once again, with the games against Tottenham, Barcelona – as we did last week with Borussia Dortmund.
In Serie A, we achieved our season objective by qualifying for the Champions League for the second time in a row, an achievement that allows us to consolidate our position among the top clubs in Europe.
Our Youth Sector – which we are proud to say is one of the best of its kind in world football – generated more success, with the U17 side winning the Serie A and Italian Super Cup titles. The Youth Sector also identified a number of exciting new talents who we believe are capable of becoming important players for Inter in the future. Meanwhile giving more contribution for Italian national team.
Last season also saw Inter’s official debut in the world of women’s football. We dominated our first season in Serie B and are now competing at the highest level, in Serie A. Our aim is for the women’s team to become a top side soon – as every Inter team should be.
In addition, we took the decision to bring in Antonio Conte, one of the best and most successful in the world, who has passionately and proudly bought into our project. The work we do with Conte will further strengthen our progress to winning ways, in accordance with our sports development plan.
In the summer, the club invested heavily in the transfer market to complete important transfers and create a strong, united and solid group composed of a mix of established top players and young talent.
The return to the Sports Area of Gabriele Oriali, who was fondly welcomed back by all Inter fans, is already proving crucial in the success of our project.
Inter’s performances on the pitch must continue to improve based on solid foundations we build in the past couple years. Meanwhile, We must be patient and work diligently to create a project that yields long-term prosperity. Desperate chasing for short term success or immediate result is not we are working for.
BUSINESS GROWTH
In the 2018/19 season, we achieved the highest revenue in the history of Inter (consolidated revenue of €417 million) with a 20% increase on the previous year. This achievement is confirmation of the extraordinary growth that has seen Inter’s revenue almost more than double since the club was acquired by Suning, underlining the success of our business plan.
We are well aware that there remains a substantial gap between Inter and the leading clubs in Europe, but we are moving in the right direction. For example, our sponsorship revenue has increased 9% on the previous year and now stands at nearly €140 million. Our efforts to increase sponsorship revenue will see us seal new global agreements in many profitable market sectors.
END OF SETTLEMENT AGREEMENT
With diligent work of all staffs in the club, I am truly proud to remind you all that last season saw Inter definitively exit the Settlement Agreement signed with UEFA in May 2015.
This shows the solidity and growth of our club and illustrates how our financial position has been strengthened in recent years, supported by an approach that fully complied with the rules imposed.
It’s important that the club continues to adhere to UEFA’s Financial Fair Play regulations and maintains the diligent financial management strategy that has been a feature of recent financial years.
INFRASTRUCTURAL INVESTMENTS
The club’s efforts as part of its process of consolidation also include the renovation of club infrastructure.
Last season, we initiated redevelopment work at the Suning Training Centre, which will feature a new hotel, club house, media centre and cutting-edge training pitches, providing the Sports Area with a modern training ground on a par with those of the world’s top clubs.
And in June, we inaugurated the innovative 1908 Inter HQ, the club’s modern headquarters in the centre of the tech and design district of Porta Nuova. The New HQ will provide better working space for our employees to become more efficient and work with an innovative mindset.
Furthermore, as you know, we have worked with AC Milan to submit the Technical and Economic Feasibility Project for the new San Siro stadium and surrounding multi-purpose complex to the Municipality of Milan. With completion of this project, it would add new energy to both clubs and benefit the city.
FAN GROWTH AND BRAND DEVELOPMENT
Our fans have become more supportive than ever.
Last season, they set a new Serie A record for overall attendance for the fourth consecutive year. Our average attendance was nearly 62,000 spectators per game, with total attendance reaching one million, one hundred thousand spectators. That total was the fifth-highest in Europe, ahead of the likes of Real Madrid and Arsenal.
Inter’s appeal continues to grow, both at San Siro and all over the world. Last season (according to Brand Finance 19 / FTBL 50), our brand moved up to 13th place with an estimated value of €465 million. That equates to 138% growth in the last two years.
Our global fanbase numbers around 385 million fans, making us the 11th-biggest club in the world. In China alone, we have 120 million fans, an increase of nearly 30% on last season.
Our growth is even more significant across the digital channels. The creation of innovative digital content with an increasing focus on geo-localisation has seen us reach 22.5 million followers, an increase of 8 million or 54% on the previous season. At present we reached 28 millions. Inter are the Italian club with the most social media followers in China bar none.
The club’s focus on engaging and interacting with new generations and its efforts to position Inter as a global brand with close links to the city of Milan and Italian style resulted in the launch of our new brand campaign, Not For Everyone, which encapsulates our bold attitude and brave nature. The multimedia campaign was a great success in bringing us closer to younger generations and a global target audience.
Finally, during last season, we reiterated our clear stance against all forms of racism and discrimination and launched our new corporate social responsibility campaign BUU – Brothers Universally United, underlining the values that have been synonymous with Inter for 111 years.
CONCLUSION
The start of this season has been exciting, be patient, we have no doubt that we have laid the foundations upon which we can build a successful future for our club and to win the hearts of everyone.
Forza Inter Sempre.
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