José Mourinho FAE 6 · Players’ wages, which constitute by far clubs’ biggest running cost,...
Transcript of José Mourinho FAE 6 · Players’ wages, which constitute by far clubs’ biggest running cost,...
José Mourinho
“Please don't call me arrogant, but I'm European champion […] and I think I am a
special one.”
José Mourinho, introductory press conference at Chelsea FC, June 2004
“He takes over a club, briskly populates the trophy cabinet, captivates neutrals with his
seething intelligence, then departs amid faltering performances and a foul atmosphere
of his own creation. Chelsea from 2004 to 2007, then Inter Milan until 2010, then Real
Madrid until 2013, now Chelsea again: a life of glory and transience.”i
Janan Ganesh, political columnist for the Financial Times
[What’s Mourinho’s biggest strength?] “Charisma!”ii
Patrick Barclay, Mourinho’s biographer
When in May 2016, José Mourinho was appointed as Manchester United’s manager
many rejoiced at the prospect of seeing the most successful coach of the 21st century
at the helm of a team that is still viewed as one of the most powerful in the world, in
spite of falling out of grace since Sir Alex Ferguson’s dynasty came to an end in 2011.
Others thought differently, they doubted Mourinho could adapt to Manchester United’s
culture.
Mourinho is, of course, the mythical coach capable of bringing teams of average and
often relegated players to glory, as he did with both FC Porto and FC Internazionale
Milano (Inter). Still, he never reached the European summit when managing some of
the most expensive squads ever assembled while at Chelsea FC and Real Madrid (see
Exhibit 1). By the time he arrived at Manchester United he had had an illustrious 16-
year long career. He had won multiple domestic leagues in Portugal, Italy, Spain and
England, one UEFA Cup and two Champions Leagues. He had always led his teams to
success in relatively short spells, never staying more than three years, and had always
brought about controversy. This was something he seemed to cherish and use to his
team’s advantage.
Before Manchester, Mourinho’s teams have borne his distinctive style, doing whatever
it takes to win, often playing a fearless defensive style and scoring through well-
designed fast counter attacks. Can he continue to win without destroying his club’s
culture and allow two strong identities to coexist? Will Mourinho finally be able to settle
This case study was prepared by Miguel Pina e Cunha and Pedro Sena-Dias.
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into a long-term relationship and focus on creating long-term value for his
shareholders, by both changing and becoming part of the structure or will he continue
to work on his own terms, acting as a sort of a short-term consultant?i
The Business of Footballiii… and its A product, the English Premier League
With a few notable exceptions, the same small group of teams has consistently
dominated the main European football leagues (see Exhibit 2). This is why Leicester’s
consecration as 2016 English Premier League (EPL) champion was picked by some as
the most surprising sport upset of all timeiv. At the beginning of the season, Leicester
City FCv was given 5000 to 1 odds of winning the title. According to ESPN, the team
was put together with only €65mvi in transfer fees, a fraction of the cost of the runners-
upvii. What made Leicester victory particularly unexpected is that it took place at a time
when Europe’s giant teams (see Exhibit 3) have an unsurpassed access to money: via
new ownership funds, via mega TV and sponsorship deals, or via merchandise sales in
a truly globalized world in which fans anywhere can follow and support any team.
In 2014/2015, the biggest football league in the world, the EPL (see Exhibit 4),
generated around €4.1bnviii, still far behind the NFL, the American Football League,
and the MLB, the American Baseball League, in terms of overall revenues generated
(see Exhibit 5). But, in terms of media average earnings per club, the Premier League
is expected to surpass the NFL in 2017/2018ix, which attests to its global marketability.
The fantastic growth of the league’s media deal, which for the triennial starting in
2016/2017 will surpass €6bn, a 70% increase, is finally bringing widespread profits to
almost all Premier League clubs, after decades of league losses from 1999 to 2015ix,
and should place all 20 Premier League clubs among the 30 biggest revenue
generators in Europex. In fact, around 80% of EPL clubs’ revenue is associated with
the domestic leaguexi. The more glamorous Champions League’s serves to boost
clubs’ worldwide appeal rather than to provide financial gain.
Since the early 2000s, financial attractiveness and a certain trend have made it more
common for billionaires to acquire sports teams, especially in the Premier League (see
Exhibit 6). The power pendulum is thus kept away from teams who maintain stable
ownership without a fresh influx of cash from eager new owners, as happened with
Manchester City, Chelsea, Manchester United and Liverpool (see Exhibit 7). A fresh
cash inflow has been behind the purchases of some of the biggest stars, which
generate bigger merchandise and sponsorship deals, further concentrating dominance
in the hands a few selected teams (see Exhibit 8).
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There are a few different revenue streams: tickets and other stadium revenues, media
and TV deals, merchandise and sponsorship deals, and potentially players’ trade
revenue. Overall EPL revenue has grown 65% in the past five years and revenues are
expected to increase 20% in 2016/2017 to over €5.2bnxii (see Exhibit 9). Players’
wages, which constitute by far clubs’ biggest running cost, have increased hand in
hand with revenue, exceeding €2.4bn, around 61% of revenue (see Exhibit 10). In spite
of a disproportionate revenue increase going to the top clubs, profitability is widespread
in the EPL, partly because of fairly recent UEFA fair play rules. The new rules do not
impose strict salary caps or spending caps. Instead, clubs may not spend more than
their combined revenue in a three-year periodxiii. The revenue increase for top clubs
has consolidated the dominance of a financial elite and we are starting to hear plans of
a Super Champions Leaguexiv in which the traditionally rich clubs would obtain
preferential access in order to boost broadcasting revenues even further. That would
certainly go against a more egalitarian vision of football, making it even less likely for
teams such as Leicester to become the Premier League champion or for a team like
FC Porto, to win the Champions League as they did in 2004 (see Exhibit 11).
What’s in a manager’s job description?
Spending by new owners has changed the way teams traditionally compete.
Ferguson’s old Manchester United won both in England and in Europe using a mix of
home-grown and talented players acquired at reasonable prices (see Exhibit 12), while
keeping a certain play culture and style. Currently, teams compete fiercely during the
off-season for the best players, spending enormous sums on players and agents (see
Exhibit 13). In fact, total transfer EPL spending has almost doubled since 2010/2011,
while agent fees grew by 80%. This has somewhat changed the role of a coach. Some
new owners demand immediate results: win fast or leave. Others manage in a more
business-oriented manner and look for different ways to grow their business value with
a sustainable model that requires time and stable leadership.
How important is winning?
Football, arguably the biggest sport in the world, has become a global business. Big
European clubs dominate the global marketplace using proficient marketing machines
to sell their products in every corner of the world, expanding access live games or
merchandise.
In spite of management’s increased sophistication, we still see strong ownership
influence in the day-to-day running of football clubs. In particular, owners themselves
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often choose and replace coaches. For some, replacing the coach is an annual affair,
while others look for long-term relationships. Arsenal, for example, has seen its
revenue grow hugely without winning and has kept the same coach for over 20 years.
Chelsea on the other hand has seen its debt increase massively (see Exhibit 14) but
has recently won championships under two different coaches. Nonetheless, Arsenal’s
value has increased 140% in the past 10 years, about the same increase as
Manchester United, who in the meanwhile has won five domestic titles and a
Champions League.
How did the role of the manager change?
While it took Ferguson six years to transform Manchester United and win its first title in
26 years, it took Mourinho only one year to make Chelsea the Premier League
champion, for the first time in more than 50 years. Arsenal and Liverpool, in turn, have
not won any Premier League titles in more than 10 years but continue to be in the top
10 clubs in terms of revenue. Arsène Wenger has kept his job, in spite of failing to win
since 2003/04. So, it appears that the role of the coach is highly dependent on the
club’s culture and ownership. Winning is not always the highest priority on the job
description and losing can be acceptable under certain circumstances.
Often the coach is expected to play an external role, acting somewhat as a
spokesperson, discussing game plans, results, and acquisitions. He stands for the
product’s long-term vision. This can be important at different levels: it motivates and
directs employees but also aligns fans/clients with the club’s vision, managing
expectations and keeping the club’s unity. Internally, he of course needs to oversee all
the technical aspects of the team he coaches, but he can also play a role in making
strategic decisions involving players’ trading (which in many cases includes some
budgetary responsibilities), be involved in the development of the youth teams, and
long-term strategy.
A manager’s role is highly dependent on the club’s culture and owners’ purposes. A
simple look at acquisition spending can give us a clearer view of ownership approach
and expectations (see Exhibit 7). Mourinho has been in different positions through the
years, although his leadership style and ability to create winning contexts has
persisted.
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From high-school teacher to most successful football manager in 12 years
José Mourinho wanted to have been a top football player. He tried his best up to his
early twenties but his intentions must not have matched his talent and he was forced to
re-evaluate his options making what arguably became the most important shift of his
career.
Personal Life
His interest in football started at a young age. “When he was small, he only wanted one
thing, a football. It was everything for him. At Christmas or his birthday, if we did not
give him a new ball it was as if he didn't get any presents”xv, says his father. He spent
his youth around the football field where his father was as a player and has remained
around it ever since. Nonetheless, Mourinho considers family to be “obviously, […]
more important than football”, at home “wife and children – are the bosses.”xvi
He was born into a middle-class family, in Setubal, forty minutes south of Lisbon,
Portugal. His father, Félix, was a goalkeeper for the local team, Vitoria FC, a Primeira
Ligaxvii club, and became a coach after retiring. His mother, Maria Júlia, was a primary
school teacher born to a well to do family that fell from fortune after the 1974 revolution.
According to her, he was “a perfectionist from his early days. At the age of five he
would go to school with all his pens, crayons and ruler perfectly ordered and cased in
his satchel.”xv
As a child he loved being around the football team, where his father played. He always
wanted to watch the matches his father played in. After his father changed clubs and
that became more difficult, José was told he could come if he did well in school, “so he
started to be a ball-boy just to be with [him]”. Then, “he started to manage the ball
boys. He would position himself behind our bench. I'd give him instructions, which he
would pass on to the players, running to the other side of the pitch to tell them. Thus,
he began to deal with tactics and systems of play early on.”xv The young José worked
hard in order to be allowed to be with his father, and it was for him that he did his first
scouting reports of opposing teams.
Throughout his youth Mourinho continued playing part-time, and before reaching 20, he
had had spells with two top-flight clubs, Rio Ave and Belenensesxviii, where his father
coached. After that, he briefly played for two lower division clubsxix without success. He
soon realized he was not going to be a great player so he switched gears to focus on
becoming a coach. His mother wanted him to have a business degree and enrolled him
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in a business school. He famously quit on the first day, so he could follow his true
passion, football. “Sorry mother, but it's not for me. It's all suit and tie, I only like training
gear,”xv, he told her. He pursued a five-year Physical Education (PE) degree, in which
“he went through […] like a bullet, with excellent marks.”xv After graduating, he taught
Physical Education (PE) in high schools for a few years, sometimes coaching youth
teams and scouting for small clubs. During this period he also took coaching courses in
the United Kingdom: this may have proven critical for the future. This unusual career
start, speaks to his determination to follow his passion.
The interpreter years, 1992-2000
He gained access to top football in a very unusual fashion when he was asked to serve
as an interpreter for Sir Bobby Robson. “I met him the day I landed in Lisbon to coach
Sporting CP from Lisbon, I was met by the president, who couldn’t say a word in
English […] and by José Mourinho, a bright young man […]”xx, said Robson said years
later. At that point, it would be hard to predict everything that came to pass. Mourinho
went from being a high school PE teacher to a top football coach in 10 years. Robson
agrees: “I knew he would leave me, but I didn’t at the time think that he would become
a great.”xx
His technical qualities ended up impressing Robson and he became very influential to
his development: “He'd come back and hand me a dossier that was absolutely first
class. I mean first class, as good as anything I've ever received. Here he was, in his
early thirties, never been a player, never been a coach to speak of either, giving me
reports as good as anything I ever got.”xxi
After Sporting CP, he followed Robson to FC Porto, and after that to FC Barcelona. His
influence grew over the years, and when Robson left Barcelona, Van Gaal retained the
young and bright assistant. Those years, the Barcelona period in particular, were
essential to his football education. According to José Mourinho, he “was more
influenced by Barça’s philosophy than by any other coach. They were four years of
[his] life absolutely fundamental.”xxii He learned strategy from the best tacticians, but
also how to talk to multimillionaire football stars so they would listen. “Barcelona was a
lesson in elitism. Proximity to megastars taught him his tactical mastery would amount
to nothing without the charisma to bend millionaires to his will.”ii
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Benfica and Leiria, 2000-2002
In 2000, Benfica, which was going through a difficult time both financially and on the
pitch, invited Mourinho to replace Jupp Heynckes, who had left two games into the
season. Shortly after Mourinho’s investiture, a club election brought in a president who
had a different idea for the coaching position. After a streak of good results, José
Mourinho asked for a one-year contract extension to end the uncertainties regarding
the management team. The new president refused, so he promptly quit. From the
beginning, he would not accept managing from a weak position even if it meant quitting
the biggest job he ever had. Later on, and on several occasions, Mourinho made
similar choices and took chances rather than settle for a confortable position. “I’m not
the smartest guy to choose countries and clubs. I could choose another club in another
country where to be champion is easier,”xxiii he said. In fact, he often took his time
choosing his next employer and ended up picking the biggest challenge. This
happened at the end of his time at Porto and at Inter, when he was at a peak, but also
after Chelsea or Real Madrid when he chose not to coach in less competitive countries.
After Benfica, Mourinho started the following season at União Desportiva de Leiria, an
average team at Primeira Liga. He obtained great results. During his short tenure there
he fought bigger teams for a place in the top three. His performance did not go
unnoticed. In January FC Porto hired him to replace Octávio Machado, who had been
sacked for bad results.
FC Porto, 2002-2004
Mourinho arrived in Porto in the middle of the season, with the team placed fifth. He
finished second and stated that his team would “be champions next year”xxiv. He
surpassed his promise. As he has often done since, he was pressuring himself by
making such a bold claim and it paid off. Next season, despite being called
pretentiousxxv, he used his innovative scientific methods to win Portugal’s first league
as well as UEFA’s Europa Cup.
The following year, he was in charge of a Mourinho style team composed of relegated
players, like Deco and Maniche, who had both been released by Benfica, as well as
players from his previous teams, on whom he could countxxvi . Those players worked
incredibly hard to prove their worth. That year Porto dominated the Portuguese league
and ended up winning the 2004 Champions League. On the way he eliminated
Manchester United with a late goal. This was Mourinho’s first celebration on English
ground. The coach ran down the field, commemorating as if he had scored himself.
Those images became iconic of Mourinho’s ways.
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Chelsea, 2004-2007
When Mourinho arrived at Chelsea his image was that of a special coach who had
been able to bring a club outside the big five major European leaguesxxvii into winning
the Champions League. His first press conference was key to creating Mourinho’s
special one myth. Rarely, if ever in the soccer world, had anyone been heard speaking
such self-praising wordsxxviii : a newly arrived young coach describing himself as special
in the richest and the most competitive league in the world. Most surprisingly, he
backed his claim by winning two back-to-back titles, the first for the team in 50 years.
Mourinho was unable to conquer the Champions League with Chelsea, losing two
semi-finals to Liverpool. Towards the end of his first Chelsea period, he gradually
became more uncomfortable with the team owner’s meddling with players’ recruitment.
He ended up leaving a few games into his fourth season. As he did on other occasions,
he took his time deciding where to go next, waiting until the beginning of the next
season to go back to work.
Inter, 2008-2010
Mourinho’s approach at Inter was similar to that used in Porto and Chelsea. Inter had
won the Serie A, the Italian championship, for three years in a rowxxix. Still, many
considered it to be an outsider among heavyweights like Juventus and AC Milan, fitting
in nicely with Mourinho’s favorite us against the world context. During a two-year
period, he went on to win two national championships and the Champions League in
2010. That victory was possible after a legendary semi-finals battle with Barcelona, in
which 10 Inter men defended their goal heroically for more than an hour. Mourinho
named it “[…] the most beautiful defeat of my life.”xxx
During this period, the coach was extremely confrontational and very critical of
referees, the league and the press. He claimed he was not free to speak his mind and
his players were not allowed to play normally. It all culminated in the famous hands tied
controversy, in which, at the end of a game he crossed his hands up high as if
handcuffed, leading to one of the biggest suspensions and fines of his career. Since
Mourinho’s departure in 2010, Inter has never won again.
Real Madrid and Chelsea, 2010-2015
After his tenure with Inter, Mourinho coached in Madrid and then returned to Chelsea.
During that period, and for the first time since his coaching career took off, he failed to
meet expectations. Despite having stellar players at his disposal, José Mourinho won
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each club only one domestic championship title each over a five-year period. He was
unable to recreate the mystical relationship he had with both players and the fan base
in each of his previous clubs. He tried to re-tell the victimization tale, claiming that the
UEFA organizationxxxi body had a bias for Barcelona but that argument did not please
the club or the players. In fact, some of the Spanish players united to question
coaching decisions and discredited the claims of UEFA bias. Mourinho’s relationship
with the media was tense, but this time, the coach seemed unable to use it in his favor.
His image took a serious hit when he poked the eye of Barcelona’s assistant in the
middle of a late game brawlxxxii . Real Madrid, the biggest team in the world, can’t quite
pass for a Mourinho style underdog. The coach has probably mused over what should
have been. At the end of the third year, after losing the chance to replace Ferguson at
Manchester Unitedxxxiii , he returned to Chelsea.
At Chelsea, it took him two years to win the Premier League. His third year was his
worst ever. He lost control of his team in a spectacular fashion, and, for the first time
when playing more than 10 games (see Exhibit 15), did not have a winning record. His
relationship with players deteriorated to a point at which he felt his “[…] work was
[being] betrayed.”xxxiv The unexpected series of bad results made the sack predictable.
When he left, Chelsea was just outside the relegation zone.
Essentially the same group of men who had been crowned as champions a few months
before formed a completely different team: defensively disorganized and incapable of
scoring consistently. Mourinho, uncharacteristically, dealt with some internal issues
through the press. He blamed employeesxxxv and players for bad results, going against
his own motto: “as a leader […] your people are more important than you.”xxxvi
Chelsea’s culture has been unaccommodating to losing, or delaying gratification.
Mourinho was unable to face internal challenge and short-term failure.
Mourinho’s game plan
Mourinho’s myth was built around winning (see Exhibit 16) early and often. He applies
a scientific approach to coaching, down to the individual level, and prepares his team to
face any opponent, even stronger onesxxxvii , with a precise individual tactical recipe for
each player. “Of course, he would give us detailed information about the team we were
facing next at the start of the training week and more precisely about the player that
would be closest to our area of play. ‘What was the player like? Did he have a
tendency to get many cards? What kind of movements did he make?’ It was new for
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many of us back then, but it was very helpful and meant we were much better prepared
for each match,”xxiii says Costinha, who played for Mourinho at Porto.
Looking back, the super-detailed scouting reports on opposing teams and players
Mourinho delivered to Robson are actually at the core of Mourinho’s approach to
coaching. When he first put those reports together he did so by himself as he had not
learned the trade from anyone. They were of his own device and invention. He
perfected them by working closely with Van Gaal, one of the tactical geniuses of his
generation. Mourinho gave players a game plan with an extraordinary amount of
personalized detail. Through the game plans, players were able to compete against the
best regardless of their own aptitude. Patrick Vieira, who was coached by Mourinho at
Inter, said “you might not be the best, but have a chance to win against the best.”xxxvii
That is why, in Mourinho’s teams, we often see good players without exceptional talent
become essential. Examples are Maniche or Carlos Alberto, at Porto; Milito or
Stankovic, at Inter; Ivanovic or Essien at Chelsea.
Mourinho’s technical prowess is not unheard of among world-class coaches. Van Gaal,
with whom Mourinho worked, may well be tactically more brilliant than the Portuguese
coach, but his charisma is no match. Early in his career Mourinho learned that to be a
successful leader of men he needed to be in a position in which his leadership was not
imposed: “I never liked the kind of leadership where the boys say: He’s my leader, I
have to respect him. I prefer them to say: I respect him and he’s my leader.”xxxviii This
respect is particularly hard to gain from star players: “You can’t help but learn when you
coach players of this caliber. You even learn about human relationships. Players of that
level don’t accept what you tell them simply because of the authority of who’s telling
them. You have to prove what you say is right. The old story of ‘The Mister is always
right’ is simply not applicable. […] The coach is a guide. You provide clues; they
interpret them. My philosophy is guidance and discovery.”xxxix For José Mourinho
managing a football team is much more than a technical or a tactical effort, “A coach
must be everything: a tactician, motivator, leader, methodologist, psychologist. […]
Every coach knows about football, the difference is made in the other areas.”xl For him
“the most important thing is man management. Football for [him] is a human science, it
is about man.”xxxix He knows players set on a level of commitment to the coach’s
instructions and aims to use his charisma to elevate their performance.
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The tactics
Mourinho’s coaching brightness is in the details. As he bluntly put it, “You must work
hard and well, because other people work hard and not well.”xli Otherwise, he adapts to
the situation: “I don’t have a particular way of playing football that I take from club to
club, because you find yourself with different players at each club. What a coach must
do is read the situation each time and adapt a game to suit the qualities of his
players.”xlii He is able to adapt his tactics to the available players. At Porto, he played a
4-4-2- with diamond midfield without pure wingmen. At Chelsea (2004/2007), he played
a 4-3-3. At Inter, he used variations on both schemes, and in the last few years, at Real
Madrid and Chelsea, he played a purer 4-3-3 using the quality of the wingmen at his
disposal, such as Cristiano Ronaldo and Hazard.
His critics claim that his precise tactic dispositions are ultra defensive and do not make
for a beautiful game. To this he responds, “Look, we’re not entertaining? I don’t care;
we win.”xliii Indeed, for him possession of the ball has a purpose: scoring. But it has its
dangers too: “the more the ball circulates in midfield, the more likely it is that the other
team will dispossess us.”xxiii The game he plays requires precision and hence quality all
around, "quality of work, quality in leadership, quality in relationship with the players.”xli
How then does he establish his quality inducing leadership? “He is a master motivator
who unites us and makes us feel superior to the competition,”xliv said John Terry, who
was Chelsea’s captain under Mourinho. “He knew everybody so deeply that he could
control our emotions in every situation. In my case, he would just pat me on the back
and I was ready to go. However, there were players who needed motivation, who
needed to be praised, and he knew which ones needed what, that’s what made him so
good,”xlv added Vítor Baia.
The charisma
Mourinho realized early on that technical prowess would amount to nothing without
charisma to match. He needed more than players’ respect, which most other managers
get out of their playing accolades, he needed players’ complete commitment. As
Ferguson put it, “I never thought someone who never played the game could be a top
coach, but his personality does that […], bridges that gap [between players and ones
that never played]”xlvi. Mourinho could not build a natural leadership upon a personal
history as a player. He had to convey his own charisma and win, so he could reach his
goal as a leader.
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To attain that respect, when he arrived at Chelsea, he felt he needed to use a
confrontational style: “I was a confrontational leader because I felt that was what the
team needed at the time. The guys desperately needed to make the jump from
potential to reality, and I think they needed the kind of leader I was. I called it
confrontational leadership: confrontation not just inside, but also outside the group. We
were not afraid to say we are the best, we were not afraid to say we are going to win,
or we are special, we are going to prove that we are – so it was perfect.”xxxviii He gave
himself the status he sought by using powerful words and imagery that influenced his
team, the opposing team and the referees (see Exhibit 17). He created a context in
which winning was the only way out. That worked tremendously well in the first part of
his career but, also, fuelled animosities. He didn’t care, he knew that a hyper-
motivated, often fearless team, was half-way there.
All his effort is put into winning now. This has allowed him to get his teams focused
from the start. As a master motivational leader, he prepares players technically and
emotionally to hit the ground running. On the other hand, this attitude has made it
difficult to cultivate younger players. In his winning teams, players get behind him,
supporting his choices, even if contrary to their self-interest. “Sometimes at Inter I
wouldn’t be on the starting eleven, but he always found time for me. If every single
player puts the team before himself, [the team] will be successful,”xxxvii stated Patrick
Vieira, one of the most domineering mid-fielders in the world during his prime but who
was not a regular first teamer at Mourinho’s Inter.
This eagerness to win fast is contagious and makes for strong connections with
players. An example is his celebratory antics: José Mourinho often celebrates goals
with players, like a player, and becomes one of them. This fits in well with his
leadership style: “You must create a good leadership with the players, which is an
accepted leadership, not the leadership by power, by status, make everybody feel part
of the group, and that I am one of them.”xli Lately, he has been unable to relate with
players at that level, particularly when his teams were less successful. At Madrid and in
Chelsea’s second period he resorted to blaming players and staff. On both occasions,
opposing groups were formed for and against the coach, and that led to lack of
cohesion on the field.
The Press
Mourinho said, “when I go to the press conference before the game, in my mind the
game has already started”xlvii, that’s one of the reasons why Patrick Barclay, his
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biographer, has compared him to Machiavelli. His strategic use of the media, withdraws
pressure from players, and puts it on himself, the opponents and referees (who are
often seen as opponents). This accentuates his leadership range, sending clear
messages to both his players, and his opponents, that he is in control and will dominate
even when his team is not supposed too.
Press conferences are one of his favorite communication vehicles. He uses them to his
advantage like no one else. In them, “he never relaxes, his eyes are always moving,
focused, as if ready to attack”ii. This sets him apart from other coaches. Ferguson, for
example, used conversations with press more as an obligation than as an opportunity:
“I always say the same thing in press conferences, not to give anything away to our
adversaries. I knew I had to speak for a certain time and that was it.”xlviii But Mourinho
gives little away to his opponents. His focus is on influencing referees and on
cultivating his enemies. He openly talks about both. He uses smart points of view,
worded interestingly, to frame the situation to his advantage, blaming failure on
external factors creating a just war fable. He “bends logic with emotion, building an
intense working atmosphere that eventually burns itself out.”i As of lately, this has been
difficult to sustain and one has to wonder if it is possible to continuously motivate
players using this same destabilization tactic. The fact is that his wars against the world
are increasingly hard to pass off.
The Myth
At Porto Mourinho constructed an extremely consistent team, which really is the pillar
of his mythical persona. In just two and a half years, it won the Portuguese
championship twice and a Champions League. Porto is traditionally a strong team. It
had won seven out of ten national championships before José Mourinho’s arrival and
was a constant presence in the Champions League. Winning the Champions League,
on the other hand, was extraordinary. Porto and Ajax Amsterdam, in 1995, are the only
teams from outside the Big Five leagues to have won the competition in its present
form. In retrospect, one can see that Mourinho’s Porto was a precise football machine
but it is easy to imagine how things could have turned out differently then. Porto’s feat
came after an unrepeatable set of circumstances. One could say that the team had a
favorable schedule, in which the only great test was Manchester United in the Round of
16. That series was decided with a goal in the 92nd minute in Manchester, preceded by
a goalkeeping error. After that, Porto played easier teams on the way to the final win,
dismantling in quick order, Olympique Lyonnais, Deportivo Coruña in the semifinals
and Monaco in the final, winning an unbalanced match 3-0. Without the unrepeatable
José Mourinho
14
strikes that brought this victory about, things might have gone much differently for José
Mourinho. This particular win, changed how he would be perceived forever in his
career and set out the first spark on the mythical vision he created of himself. The
Mourinho myth exists because he won when no one, including himselfxlix, expected him
to.
The role of his first winning streak cannot be overstated: “Because he wins, after each
game the team gets better.”l. Because of this victory, he was able to call himself “a
special one”. His unusual background as football coach was something to overcome.
And, along with his charisma, he used this early win to persuade players he was
exceptional. After Inter, his myth took a hit. He disappointed many at the helm of the
biggest football team in the world, Real Madrid and left without meeting expectations, in
particular without the 10th Champions League victory that the team chased obsessively.
This somewhat tainted a perfectly immaculate CV. It was, to be sure, impossible to live
up to the expectations set in his first years with Porto, Chelsea and Inter. Can he get
things back on track after this fallout? If so, how?
Rivals’ different approaches
Mourinho has used his charisma to employ belligerent tactics like no one before. His
rivals have followed, with different degrees of success, different approaches to
managing a team. Differences may come from the rivals’ personalities or from their
backgrounds as coaches, who had often been high-level players. The fact is that
different circumstances lead to different leadership paths: Carlo Ancelloti, the natural
leader, is the only active coach to have won three Champions League trophies as
manager (twice with Milan and once with Real Madrid) and twice as a player. He was a
brilliant player in the days when he played as a poised holding midfielder. He manages
his teams similarly keeping his gentlemanly ways. Pep Guardiola, the traditionalist,
played almost his entire career, including his formative years at Barcelonali. His tactical
approach, with his classy subdued style, based on Cruyff’s total football, which became
a Barcelona tradition. Van Gaal, the technical prodigy, was Mourinho’s mentor and
tactical master. After an average career as player in the Dutch championship, he
initiated his managing career with great success at Ajax, securing two European titles,
including one Champions League. Arsène Wenger, is often called “Le Professeur” due
to his studious approach and preference for young players that are still in their
formative years. He himself was a below average player, spending all his career in the
minor leagues, while studying economics. He has spent the last twenty years with
Arsenal. Antonio Conte, the team warrior, is along with Diego Simeone, an example of
José Mourinho
15
how a strong fighter on the field can make a positive transition into coaching by
transposing that combative spirit onto their players. And finally, Sir Alex Ferguson, the
unquestionable leader, will inevitably draw comparisons with Mourinho. He was an
implacable leader, his harsh talks during half-time are legendary but he was also
understanding of his players personal lives, ups and downs, and kept a welcoming
open door for them at all times.
Manchester United and beyond
Mourinho’s immediate challenge will be, as always, to return his current club to winning
ways. But for a continued relationship his persona will have to evolve, so it can blend in
with a club’s culture. Will Mourinho reinvent himself and become a cohesive manager
who does not focus on quick divisive victories but rather develops strong ties with his
club, fans and ownership, in order to bring long lasting benefits? His technical gifts will
always be there, still something in Mourinho’s leadership style seems to be failing him
as of late. He has been unable to stay in one place for long. That will be his challenge
in the near future.
Beyond
A myth created after a Champions League victory cannot be easily reenacted, in
football or in any other industry. What is repeatable is the process through which a
manager leads a team into outperforming itself. In Mourinho’s case, he used his
charismatic personality and his early wins to create a unique persona, that of a young
coach with no history of failures.
Ferguson believes Mourinho is on trial to be the best everlii. The special one’s ambition
to win always, in the most difficult leagues,liii as well as his early days feats might be
the reason why. Ultimately, his legacy will be built on wins. The question is how will he
return to his old day’s performance? Will José Mourinho change his style and focus his
talents on a long-term relationship with a club or will he simply continue to coach in
intense short spells?
José Mourinho
16
Notes
i Janan Ganesh, political columnist for the Financial Times, “José Mourinho, The Lord of Chaos”, October 30, 2015 ii Patrick Barclay, Mourinho’s biographer, “Mourinho” (ITV4), first broadcast on December 3, 2012 iii Football is known as soccer in the United States iv Tim Clement, “Leicester's Premier League triumph considered the greatest ever sporting upset”, www.skysports.com/football/news/30385/10262512/leicesters-premier-league-triumph-considered-the-greatest-ever-sporting-upset, May 3, 2016 v Leicester FC regained access to the English Premier League two years earlier, in 2013/2014, and finished in the 14th position in 2014/2015. vi Exchange rates used: £1=€1.20=$1.33 vii Murad Ahmed and Paul McClean, “Leicester’s triumph is a case study in overcoming huge odds”, Financial Times, www.ft.com/content/85448886-1124-11e6-839f-2922947098f0, May 3, 2016 viii Bill Wilson, “Premier League revenues hit a new high but profits fall”, www.bbc.com/news/business-36034403, April 15, 2016 ix Annual Review of Football Finance 2015 by Deloitte x Ben Smith, “Premier League TV rights: What does deal mean for fans & clubs”, http://www.bbc.com/sport/football/31386483, Feb 11, 2015 xi Rob Draper, “Premier League clubs' mindset to blame for Champions League decline... they prioritise revenue over Europe's elite competition”, http://www.dailymail.co.uk/sport/football/article-3366189/Premier-League-club-s-mindset-blame-Champions-League-decline-prioritise-revenue-Europe-s-elite-competition.html, Dec 18, 2015 xii Annual Review of Football Finance 2016 by Deloitte xiii [According to the UEFA.com fair play rules] “clubs can spend up to €5 million more than they earn per assessment period (three years). [...] This prevents the build-up of unsustainable debt. [...] In order to promote investment in stadiums, training facilities, youth development and women’s football (from 2015), all such costs are excluded from the break-even calculation.” xiv Francesc Aguilar, Los grandes clubs quieren una nueva Champions en el 2018, http://www.mundodeportivo.com/20160121/301576660122/los-grandes-clubs-quieren-una-nueva-champions.html, accessed in Aug 12, 2016 xv Paul Smith, Sunday Mirror, “Destined to be a great from the age of 10”, September 12, 2004 xvi “José Mourinho interview: my wife and children – they are the bosses’”, www.bigissue.com/features/interviews/5264/jos-mourinho-interview-my-wife-and-children-they-are-the-bosses, May 26, 2015 xvii Primeira Liga is the top football league in Portugal xviii Both Rio Ave and Beleneses are usually middle pack teams in Portugal’s Primeira Liga xix Sesimbra and Comércio e Indústria participate in a lower division xx Bobby Robson, “Mourinho” (ITV4), first broadcast on December 3, 2012 xxi Bobby Robson, “New Statesman, NS Man of the year - Jose Mourinho”, http://www.newstatesman.com/node/163466, December 19, 2005 xxii José Mourinho, "FC Porto foi a melhor equipa que já treinei", http://expresso.sapo.pt/actualidade/fc-porto-foi-a-melhor-equipa-que-ja-treinei=f504777, March 23, 2009 xxiii José Mourinho, “The Devil and José Mourinho”, www.theguardian.com/football/2015/dec/22/devil-and-jose-mourinho, Dec 22, 2015 xxiv José Mourinho at Porto’s introductory press conference xxv For example, what every other coach would call a 20 km run he called an extended aerobic exercise xxvi Derlei, Nuno Valente both came from Leiria and were integral parts of the team that won the UEFA leagues in 2003 and 2004 xxvii The Big Five leagues include the English, French, German, Italian, and the Spanish xxviii Ferguson: “I could not believe he arrived here and said that”, “Mourinho” (ITV4), first broadcast on December 3, 2012 xxix With the first being due to the Juventus and Milan losing points due to corruption charges xxx José Mourinho after being defeated by Barcelona playing with 10 men but advancing to the 2010 Champions League final on goal difference, www.fifa.com/clubworldcup/news/y=2010/m=4/news=mourinho-best-defeat-life-1201735.html, April 28, 2010 xxxi José Mourinho after losing a Champions League semi-final for Barcelona: “I don't know if it's to give publicity to UNICEF [Barcelona’s sponsor at the time] or their power at UEFA. I don't know if people just like them. I don't know and I don't understand. Where does all this power come from? No-one else has a chance really. Why don't they let other teams play against them?!” xxxii “Jose Mourinho will not apologize for poke in eye”, www.telegraph.co.uk/sport/football/competitions/la-liga/8714600/Jose-Mourinho-will-not-apologise-for-poke-in-eye.html, August 11, 2011 xxxiii “José Mourinho 'cried' after being overlooked for Manchester United job”, www.theguardian.com/football/2013/sep/26/jose-mourinho-cried-manchester-united, September 23, 2013
José Mourinho
17
xxxiv José Mourinho at the press conference after losing to Leicester, http://www.dailymail.co.uk/sport/football/article-3360104/Chelsea-manger-Jose-Mourinho-s-woes-continue-feel-like-work-betrayed-Blues-boss-gives-four-finish.html, December 14, 2015 xxxv Eva Carneiro, the beloved team doctor, was publicly humiliated as being unaware of what was going on out on the field after entering late in the game to assist one of the players, which led to a constructive dismissal lawsuit against Chelsea and a personal legal action against Mourinho. xxxvi José Mourinho, “Jose Mourinho reveals his beliefs on confrontation, respecting his players and the Premier League, www.telegraph.co.uk/sport/football/teams/chelsea/10238444/Jose-Mourinho-reveals-his-beliefs-on-confrontation-respecting-his-players-and-the-Premier-League.html, August 13, 2013 xxxvii Patrick Vieira, “Mourinho” (ITV4), first broadcasted in December 3, 2012 xxxviii José Mourinho, “Jose Mourinho reveals his beliefs on confrontation, respecting his players and the Premier League, www.telegraph.co.uk/sport/football/teams/chelsea/10238444/Jose-Mourinho-reveals-his-beliefs-on-confrontation-respecting-his-players-and-the-Premier-League.html, August 13, 2013 xxxix José Mourinho at “The making of Jose Mourinho – from translator to Bobby's boy, to Special One and beyond”, http://www.fourfourtwo.com/features/making-jose-mourinho-translator-bobbys-boy-special-one-and-beyond#9YlAKdpvcdujhixv.99, from the April 2013 issue xl José Mourinho, “Hailing José”, http://www.skysports.com/football/news/15116/9001020/hailing-jose, November 2, 2013 xli José Mourinho, “Mourinho” (ITV4), first broadcast on December 3, 2012 xlii José Mourinho, “José Mourinho hopes Manchester United respond to risky objectives”, http://www.theguardian.com/football/2016/aug/06/jose-mourinho-manchester-united-louis-van-gaal, August 6, 2016 xliii “José Mourinho, “Chelsea boss Jose Mourinho: A career in quotes”, http://www.itv.com/news/2015-04-27/chelsea-boss-jose-mourinho-a-career-in-quotes/ xliv John Terry, “Jo Mo's Lost his Mojo”, www.flaminghairdryer.com/2015/11/jo-mos-lost-his-mojo-picture.html, November 8, 2015 xlv Vítor Baía, who was coached by Mourinho at Barcelona and Porto, in “The devil and José Mourinho” xlvi Alex Ferguson, “Mourinho” (ITV4), first broadcast on December 3, 2012 xlvii José Mourinho, “Jose Mourinho's most famous quotes from over the years as he is sacked as Chelsea manager”, www.mirror.co.uk/sport/football/news/jose-mourinhos-most-famous-quotes-7031597 xlviii Ferguson interviewed by BBC xlix In 2003, a year before winning the Champions League Mourinho said his Porto could “do beautiful things next year [in the Champions League], but not win”. l Moratti (Inter Milan president), “Mourinho” (ITV4), first broadcast on December 3, 2012 li Guardiola joined the renowned La Masia academy at the age of thirteen lii “He is on trial for that, no doubt about it.” Ferguson, when asked if Mourinho will be the best manager ever in documentary “Mourinho” (ITV4), first broadcast on December 3, 2012 liii José Mourinho: “I want to work in a difficult league. I don’t like easy leagues, easy goals, and within the possibilities that exist, there are not many options that satisfy me” in Diario de Notícias, April 8, 2016
Exhibit 1: Most expensive football teams (by estimated value of players, for non-traded players) in Europe
2014/2015.
Team Estimated Value
1. Real Madrid £606.14 € 727.37
2. Barcelona £545.60 € 654.72
3. Bayern Munich £478.85 € 574.62
4. Manchester United £415.80 € 498.96
5. Chelsea £390.50 € 468.60
6. Manchester City £384.78 € 461.74
7. Arsenal £342.58 € 411.10
8. Paris Saint-Germain £329.91 € 395.89
9. Borussia Dortmund £307.78 € 369.34
10. Liverpool £286.88 € 344.26
11. Juventus £280.02 € 336.02
12. Atletico Madrid £260.48 € 312.58
13. Tottenham £234.04 € 280.85
14. Napoli £220.60 € 264.72
15. AS Roma £218.14 € 261.77
Source: The top 15 most valuable football squads in Europe 2014/2014 compiled by thesportster.com:
www.thesportster.com/soccer/top-15-most-valuable-football-squads-in-europe-for-2014-15/, Jan 22, 2015.
José Mourinho
Exhibit 2: Big five European football league winners since 1992/1993.
League Winners
EPL (England & Wales) Manchester United (13),
Chelsea (4), Arsenal (3),
Manchester City (2),
Leicester (1) and Blackburn
Rovers (1)
La Liga (Spain) Barcelona (12), Real Madrid
(7), Atletico Madrid (2),
Valencia (2), Deportivo La
Coruña (1)
Bundesliga (Germany) Bayern Munich (14),
Borussia Dortmund (5),
Werder Bremen (2),
Kaiserslautern (1), Stuttgart
(1), Wolfsburg (1)
Serie A (Italy) Juventus (10), Milan (6),
Inter (5), Roma (1), Lazio (1)
Ligue 1 (France) Lyon (7), PSG (5), Monaco
(2), Bordeaux (2), Nantes
(2), Auxerre (1), Lens (1),
Lille (1), Marseille (1),
Montpellier (1)
Source: Case writer's analysis, leagues websites.
José Mourinho
Exhibit 3: Top 20 club Valuation, Revenue, Debt, and Operating Income
Source: Forbes Soccer Valuation Lists (www.forbes.com/soccer-valuations/list/ & www.forbes.com/lists/2006/34/Rank_1.html), and Case writer's analysis.
José Mourinho
Exhibit 4: Revenue breakdown for the Big Five European leagues 2014/2015 (€m)
Source: Deloitte’s Annual Review of Football Finance 2016. Commercial revenue is disaggregated into
‘Sponsorship/Commercial’ and ‘Other commercial’ in England, Spain, and Italy.
1295
673 643 483 307
2337
731 975 1099
628
768
521 435
210
165
467
318
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
England Germany Spain Italy France
Other Commercial
Sponsorship/Commercial
Broadcasting
Matchday
Average Club Revenue (€)
220 133 103 90 71
Average Match Attendance
36k 42k 25k 21k 22k
Stadium Utilization (%)
96 90 71 52 71
José Mourinho
Exhibit 5: World’s biggest sport leagues by Revenue 2014/2015
League Sport Country # of teams Revenue Revenue
per club
NFL American
Football USA 32 €10.8bn ($13bn) € 339
MLB Baseball USA 30 €7.9bn (US$9.5bn) € 264
EPL Football England &
Wales 20 €4.10bn (£3.4bn) € 204
NBA Basketball USA 30 €4.3bn ($5.2bn) € 144
NHL Ice Hockey USA 30 €3.1bn (US$3.7bn) € 103
Source: CNNMoney, http://money.cnn.com/2015/09/10/news/companies/nfl-revenue-profits/; Forbes,
http://www.forbes.com/sites/maurybrown/2015/12/04/mlb-sees-record-revenues-for-2015-up-500-million-
and-approaching-9-5-billion/#d42ce3e23076 & http://www.forbes.com/sites/forbespr/2016/01/20/forbes-
releases-18th-annual-nba-team-valuations/#392e32c6e3e5; BBC, http://www.bbc.com/news/business-
36034403; and Blomberg, http://www.bloomberg.com/news/articles/2016-05-25/hockey-s-loonie-problem-
may-cost-nhl-200-million-bettman-says
José Mourinho
Exhibit 6: EPL club takeover since 2003
Date Club takeover
July 2, 2003 Chelsea
December 3, 2003 Bolton Wanderers
June 5, 2005 Manchester United
July 6, 2006 Portsmouth
August 6, 2006 Aston Villa
November 6, 2006 West Ham United
February 7, 2007 Liverpool
July 7, 2007 Manchester United
July 7, 2007 Newcastle United
January 8, 2008 Derby County
September 8, 2008 Manchester City
May 9, 2009 Sunderland
August 9, 2009 Birmingham City
October 10, 2010 Liverpool
November 10, 2010 Blackburn Rovers
August 11, 2011 Queens Park Rangers
July 13, 2013 Fulham
July 1, 2016 Swansea City
August 5, 2016 West Brom
Source: The Guardian, www.theguardian.com/football/2015/oct/06/premier-league-takeovers-clubs-not-
selling; BBC, news.bbc.co.uk/2/hi/3036838.stm; and ESPN www.espnfc.com/swansea-
city/story/2905897/swansea-citys-us-takeover-approved-by-premier-league
José Mourinho
Exhibit 7: Transfer spending (for certain EPL clubs) and trophies won during period between 1992/1993 and
2015/2016
Arsenal Players In Players Out Net Spend Per Season EPL
Wins
Champions
League Wins
Before Move to the
Emirates £202,790,000 £132,274,000 £70,516,000 £5,036,857 3 -
After Move to the
Emirates (July 2006) £384,575,000 £275,400,000 £109,175,000 £10,917,500 - -
Chelsea Players In Players Out Net Spend Per Season
Before Abramavich £136,940,000 £68,475,000 £68,465,000 £5,705,417 - -
After
Abramovich (June
2003)
£995,959,000 £415,650,000 £580,309,000 £44,639,154 4 1
Liverpool Players In Players Out Net Spend Per Season
Before Hicks/Gillett
Buyout £270,605,000 £112,020,000 £158,585,000 £10,572,333 - 1
After Hicks/Gillett
Buyout (Feb 2007) £166,750,000 £137,100,000 £29,650,000 £8,471,429 - -
After Henry Buyout
(Oct 2010) £480,450,000 £290,180,000 £190,270,000 £31,711,667 - -
Manchester United Players In Players Out Net Spend Per Season
Before Glazer Take
Over £246,450,000 £121,740,000 £124,710,000 £9,593,077 8 1
After Glazer
Takeover (Jun 2005) £676,500,000 £313,750,000 £362,750,000 £32,977,273 5 1
Manchester City Players In Players Out Net Spend Per Season
Before Sinawatra
Buyout £119,910,000 £67,553,000 £52,357,000 £3,490,467 - -
Afer Sinawatra
Buyout (July 2007) £173,520,000 £21,500,000 £152,020,000 £76,010,000 - -
After Abu Dhabi
Buyout (Sep 2008) £856,800,000 £227,850,000 £628,950,000 £78,618,750 2 -
Source: www.transferleague.co.uk/club-comparisons/transfer-league-tables/premier-league-comparisons,
accessed on Aug 8, 2016.
José Mourinho
Exhibit 8: Net transfer spending by EPL clubs, 2003/04 - 2013/14
Club Purchased Gross Sold Net Per Season
Average
Manchester City £983,520,000 £282,750,000 £700,770,000 £50,055,000
Chelsea £1,058,259,000 £415,650,000 £642,609,000 £45,900,643
Manchester United £757,050,000* £359,600,000 £397,450,000 £28,389,286
Liverpool £729,480,000 £453,910,000 £275,570,000 £19,683,571
Arsenal £444,475,000 £312,270,000 £132,205,000 £9,443,214
Sunderland £256,010,000 £145,000,000 £111,010,000 £7,929,286
Stoke City £146,120,000 £37,595,000 £108,525,000 £7,751,786
Tottenham £583,050,000 £478,100,000 £104,950,000 £7,496,429
West Ham £231,430,000 £132,725,000 £98,705,000 £7,050,357
West Bromwich Albion £150,355,000 £71,199,000 £79,156,000 £5,654,000
Leicester £108,770,000 £46,965,000 £61,805,000 £4,414,643
Everton £229,750,500 £172,416,000 £57,334,500 £4,095,321
Hull City £107,055,000 £51,675,000 £55,380,000 £3,955,714
Middlesbrough £107,055,000 £51,675,000 £55,380,000 £3,955,714
Crystal Palace £115,235,000 £61,400,000 £53,835,000 £3,845,357
AFC Bournemouth £74,170,000 £23,240,000 £50,930,000 £3,637,857
Watford £76,140,000 £45,895,000 £30,245,000 £2,160,357
Swansea £98,345,000 £85,025,000 £13,320,000 £951,429
Burnley £41,805,000 £51,675,000 -£9,870,000 -£705,000
Southampton £226,565,000 £248,000,000 -£21,435,000 -£1,531,071
* £259m has been spent in the last four years
Source: www.transferleague.co.uk
José Mourinho
Exhibit 9: Big Five European clubs revenues 2012/2013 to 2016/2017 (est), in (€m)
Source: Deloitte’s Annual Review of Football Finance 2016.
2946
3897
4400
4820
5830
1297 1498 1418 1480
1630
2018 2275
2392 2650
2750
1677 1700 1792 1930 2010
1868 1933 2053
2750 2980
0
1000
2000
3000
4000
5000
6000
7000
2012/13 2013/14 2014/15 2015/16 2016/17
England France Germany Italy Spain
José Mourinho
Exhibit 10: EPL clubs’ revenue and wages 2014/2015 (£m)
Source: Deloitte’s Annual Review of Football Finance 2016. Swansea figures are for a 14 month period to
July 2015.
395
353
331 319
298
196
167
129 126 122 114 113 104 103 101 100 99 96 86
84 79
204 194 192
217
167
107 102
65 78 73 80 87
57 83 77
67 68 70 73 56
29 52%
55%
58%
68%
56%
55%
61%
51%
62%
59%
71%
77%
55%
n/a
76%
67%
68%
73%
85%
66%
37%
0
50
100
150
200
250
300
350
400
450
Man
Utd
Man
City
Ars
enal
Che
lsea
Live
rpoo
l
Totte
nham
Hot
spur
Aver
age
New
cast
le U
nite
d
Eve
rton
Wes
t Ham
Uni
ted
Sou
thha
mpt
on
Ast
on V
illa
Leic
este
r City
Sw
anse
a C
ity
Sun
derla
nd
Sto
ke C
ity
Cry
stal
Pal
ace
Wes
t Bro
mw
ich
Alb
ion
Que
ens
Par
k R
ange
rs
Hul
l City
Bur
nley
Revenue
Wage costs
Wages/revenue ratio
José Mourinho
Exhibit 11: Champions League winners since the introduction of the group stage in 1992/1993
Season Winners
2015-16 Real Madrid
2014-15 Barcelona
2013-14 Real Madrid
2012-13 Bayern Munich
2011-12 Chelsea
2010-11 Barcelona
2009-10 Internazionale Milano
2008-09 Barcelona
2007-08 Manchester United
2006-07 Milan
2005-06 Barcelona
2004-05 Liverpool
2003-04 Porto
2002-03 Milan
2001-02 Real Madrid
2000-01 Bayern Munich
1999-00 Real Madrid
1998-99 Manchester United
1997-98 Real Madrid
1996-97 Borussia Dortmund
1995-96 Juventus
1994-95 Ajax
1993-94 Milan
1992-93 Marseille
Source: UEFA.com, www.uefa.com/uefachampionsleague/history/
José Mourinho
Exhibit 12: Manchester United net transfer spending and classification from 2003/2004 to 2016/2017 (in
pounds Sterling)
Purchases Sellings
Net
Spending
Man Utd EPL
Classification Comments
2016/17 £149,000,000 £5,500,000 £143,500,000
Mourinho is hired by Manchester United
2015/16 £103,600,000 £75,450,000 £28,150,000 5 Mourinho leaves Chelsea
2014/15 £145,500,000 £41,300,000 £104,200,000 4 Chelsea wins EPL
2013/14 £67,700,000 £1,000,000 £66,700,000 7 Mourinho arrives at Chelsea
2012/13 £63,000,000 £11,900,000 £51,100,000 1 Ferguson retires
2011/12 £52,900,000 £14,750,000 £38,150,000 2
2010/11 £27,200,000 £13,650,000 £13,550,000 1
2009/10 £21,000,000 £85,500,000 -£64,500,000 2
2008/09 £35,750,000 £2,000,000 £33,750,000 1
2007/08 £61,750,000 £35,200,000 £26,550,000 1 United is sold
2006/07 £18,600,000 £14,500,000 £4,100,000 1 Mourinho leaves Chelsea after 3 games
2005/06 £19,500,000 £18,500,000 £1,000,000 2 Chelsea wins EPL
2004/05 £27,200,000 £5,850,000 £21,350,000 3 Mourinho arrives at Chelsea & wins EPL
2003/04 £53,350,000 £40,000,000 £13,350,000 3
Source: www.transferleague.co.uk/manchester-united/english-football-teams/manchester-united-transfers,
accessed Aug 14, 2016.
José Mourinho
Exhibit 13: EPL clubs’ aggregate spending, 2010/2011 to 2016/2017 (in pounds Sterling)
Season Summer window January window Transfers Total Agents Total
2015 /16 2015 £1,073,263,500 2016 £234,025,000 £1,307,288,500 Non-available
2014/15 2014 £1,100,500,000 2015 £180,660,000 £1,281,160,000 £129,857,560
2013/14 2013 £745,579,000 2014 £127,130,000 £872,709,000 £115,261,136
2012/13 2012 £627,881,000 2013 £114,860,000 £742,741,000 £96,673,089
2011/12 2011 £539,150,000 2012 £90,625,000 £629,775,000 £77,003,130
2010/11 2010 £444,300,000 2011 £228,475,000 £672,775,000 £71,868,749
5-year growth 90% 81%
Source: www.transferleague.co.uk, accessed Aug 14, 2016.
José Mourinho
Exhibit 14: EPL clubs’ net debt (2015), in £m
Source: Deloitte’s Annual Review of Football Finance, 2016.
1
48
151
-20
-45
-81
1
-17
1
26
316
-406
-20
-78
-49
-47
-387
-1097
-335
-173
-115
-38
-1
-59
-11
-1200 -1000 -800 -600 -400 -200 0 200 400
Chelsea
Newcastle United
Manchester United
Queens Park Rangers
Liverpool
Sunderland
Hull City
West Ham United
Southampton
Stoke City
OTHER CLUBS
Net cash/bank borrowings
Other loans
Soft loans
José Mourinho
Exhibit 15: Mourinho’s record at Chelsea (all competitions)
Played Won Draw Lost Win percentage
2004/05 59 42 11 6 71.19%
2005/06 54 37 9 8 68.52%
2006/07 64 42 16 6 65.62%
2007/08 8 3 4 1 37.5%
2013/14 57 35 10 12 61.4%
2014/15 54 36 14 4 66.67%
2015/16 25 9 5 11 36%
Source: http://www.skysports.com/football/news/11668/10102592/mourinho
José Mourinho
Exhibit 16: Timeline
1955. Félix Mourinho (José’s father) starts playing at Vitória Setubal, stays until 1968.
1963. José Mário dos Santos Mourinho Félix is born in Setubal.
1968. Félix moves to Belenenses (Lisbon, 1 hour away from Setubal, where young José lived),
stays until 1974.
1982/1986. “Studied Sport Sciences, with a specialization in football, at the University of Lisbon.”
1982/1983. Graduated to senior level, played for Rio Ave (Primeira Liga).
1983/1984. Played for Belenenses (Primeira Liga), where is father coached.
1985/1987. Played for Seseimbra and Comércio Industria (from lower divisions). Ended his playing
career.
1989/1990. Youth coach at Vitoria de Setubal.
1990/1991. Assistant coach at Estrela da Amadora (Primeira Liga).
1991/1992. Assistant coach at Ovarense (2nd division).
1992/1993. Mourinho becomes Sir Bobby Robson’s interpreter at Sporting Lisbon. Robson was
sacked in December 1993.
1993, Winter. Porto hired Robson and Mourinho followed him.
1994 to 1996. Porto wins two championships.
1996/1997. Robson moves to Barcelona, Mourinho followed him to work as an assistant. Barcelona
wins European Cup Winners’s Cup. Robson becomes Barcelona’s General Manager.
1997 to 2000. Van Gaal is hired. Mourinho remains as Assistant Coach at Robson’s
recommendation.
2000, Summer. Mourinho becomes Assistant Coach to Jupp Heynckes at Benfica.
2000, September. Moves up from assistant role, after Jupp Heynckes quits two games into the
season.
2000, December. Leaves Benfica after being refused an extension of the 1-year contract. Refused
to coach from a weak position.
2002, January. Joins Porto, helping the team move from 5th to 2nd position.
2002/2003. Wins Primeira Liga (on the second year at the club) and Europa League.
2003. Abramovich buys Chelsea, Ranieri is the coach (fired at the end of the 2003/2004 season)
after finishing 2nd and losing in the Champions Legue semi-finals.
2004, March 9. Porto eliminates Man United in Manchester by scoring on stoppage time.
2003/2004. Wins Primeira Liga and Champions League with Porto.
2004, June. Mourinho joins Chelsea and, famously declares he is “a special one”.
2004/2005. Wins English Premier League in the first year managing the club. Chelsea is eliminated
in the semi-final by Liverpool, after the Luis Garcia “ghost” goal.
2005/2006. Wins English Premier League.
2006/2007. Chelsea finishes 2nd on the English Premier League and is eliminated by Liverpool in
the semi-finals after losing a penalty shoot-out.
2007, Autumn. Mourinho leaves the club three games into the season. Disagreements with
Abramovich are to blame. Takes his time finding a new project, waits until the beginning of next
season to coach again.
José Mourinho
2008, Summer. Mourinho moves to Inter Milan. Stays until Spring 2010. Wins two Italian titles back
to back.
2009. “José was decorated in 2009 with the Honoris Causa Doctoral degree, by the University of
Lisbon.”Error! Bookmark not defined.
2010. Mourinho’s Inter wins Champions League, after eliminating Barcelona in the semi-finals.
2010, Summer. Moves to Real Madrid.
2011/2012. Wins title with Madrid in the second year with the club.
Spring 2013. Leaves Madrid, three years after arriving, after failing to win the much wanted décima
Champions League.
Summer 2013. Returns to Chelsea, (who has won one EPL, one champions league, in six seasons
after he left). This time, it looked like both the club and the coach had a long-term plan.
2013/2014. Chelsea finishishes third, 4 points behind Manchester City.
2014/2015. Chelsea wins the Premier League.
2015, December. Mourinho is sacked after his worst season ever, leaving the club just above
relegation zone.
2015. “José taught at the High Performance Football Coaching [at the University of Lisbon].”Error!
Bookmark not defined.
2016, May. Joins Manchester United.
José Mourinho
Exhibit 17: José Mourinho’s best quotes
On taking over at Chelsea for the first time in 2004. “I have top players and, I’m sorry, we have a top
manager. Please do not call me arrogant because what I say is true. I’m European champion, I’m not one
out of the bottle, I think I’m a special one.”
On pressure. “For me, pressure is bird flu. I’m feeling a lot of pressure with the problem in Scotland. It’s not
fun and I’m more scared of it than football.”
On the lack of funds available to him to improve his Chelsea squad, 2007. “It is omelettes and eggs. No
eggs - no omelettes! It depends on the quality of the eggs. In the supermarket you have class one, two or
class three eggs and some are more expensive than others and some give you better omelettes. So when
the class one eggs are in Waitrose and you cannot go there, you have a problem.”
On conspiracies (or facts). "The circumstances are difficult for us with the new football rules that we have to
face. It is not possible to have a penalty against Manchester United and it is not possible to have penalties in
favor of Chelsea. It is not a conspiracy, it is fact. I speak facts. If not, I need big glasses.”
On why he had his hair shaved off. “I want to push the young players on my team to have a proper haircut,
not the Rastafarian or the others they have.”
On being sacked. “If the club decides to sack me because of bad results that’s part of the game. If it
happens I will be a millionaire and get another club a couple of months later.”
On criticism of his playing style while Inter Milan boss. “It’s not important how we play. If you have a Ferrari
and I have a small car, to beat you in a race I have to break your wheel or put sugar in your tank.”
On God. “He must really think I’m a great guy. He must think that, because otherwise He would not have
given me so much. I have a great family. I work in a place where I’ve always dreamt of working. He has
helped me out so much that He must have a very high opinion of me.”
On young players. “Young players are like melons. Only when you open and taste the melon are you 100%
sure that the melon is good.”
On his coaching philosophy. “I would rather play with 10 men than wait for a player who is late for the bus.”
On returning to Chelsea in 2013. “I am the Happy One.”
On the media. “[on the] press conference before the game, in my mind the game has already started.”
On Dr. Eva Carneiro and physio Jon Fearn attending to Eden Hazard. “I was unhappy with my medical staff.
They were impulsive and naive.”
On the defeat that apparently sealed his fate. “The two goals are very difficult to accept. It’s a big frustration
to accept because I feel like my work was betrayed, if that’s the right word.”
On Luis Garcia’s “ghost goal” for Liverpool in the 2005 Champions League semi-final. “You can say the
linesman’s scored. It was a goal coming from the moon or from the Anfield Road stands.”
On Mourinho’s Porto beating Manchester United in the Champions League. "I understand why he (Alex
Ferguson) is a bit emotional. He has some of the top players in the world and they should be doing a lot
better than that. You would be sad if your team gets as clearly dominated by opponents who have been built
on 10% of the budget."
Source: www.mirror.co.uk/sport/football/news/jose-mourinhos-most-famous-quotes-7031597;
www.telegraph.co.uk/sport/football/managers/jose-mourinho/10577760/Jose-Mourinhos-ten-best-
quotes.html; and http://www.football365.com/news/special-jose-mourinhos-top-20-quotes