Chus Bueno gave an interesting interview to El Mundo Deportivo. Here are the most noteworthy excerpts:
Could NBA Europe mean the end of EuroLeague?
“Let me take a step back. As you know, I have a great relationship with the NBA and with many of its executives, including Adam Silver and Mark Tatum. They have opened what they call a ‘data room,’ dossiers explaining the project to selected stakeholders. This process will end on the 26th or 27th, and then they will present the conclusions to their Board. For now, we must be respectful, wait, and see how the market reacts to what they want to do and what value it will have. We agreed with the NBA to wait and then sit down to talk. As they said, they would be happy to engage with EuroLeague to see if there is common ground.”
Two scenarios:
“If the NBA raises the €5 billion it has targeted, it would be great news for basketball. European basketball has never seen such investment. At that point, we would have to ask ourselves: how can we maximize this opportunity together? We need to be well positioned for that conversation.
If the NBA raises the funds, it doesn’t necessarily mean they will go alone. They know it is easier to do it together. One of basketball’s problems is monetization: the market is too fragmented, with too many competitions and too many actors, which dilutes value and makes it harder to monetize fans, sponsors, and TV rights. If the NBA went alone, it would further fragment the system. A unified ecosystem would generate more value.”
If the NBA does not raise the capital:
“Then EuroLeague will have to move forward with its own plan, which we have already presented as a three-year strategy.”
Most likely scenario:
“The most logical outcome would be a joint competition with the NBA. Having two top-level competitions would split the market and lower the overall level. It would help no one. Doing it together is the best solution, even though both sides will have to compromise.”
Why EuroLeague has not fully monetized yet:
“Because of fragmentation: too many competitions and stakeholders reduce overall value. The NBA is one league; here we have dozens of national leagues and multiple European competitions. Alignment on a clear pyramid and defined ecosystem is needed.”
Increasing revenue through arenas:
“Yes, it is one of the main initiatives. It promotes organic growth. We want to help clubs fund modernization. We estimated a need of about €1 billion, and in one week, four funds were ready to provide it.”
Turning clubs into franchises to increase value:
“The value of a club depends on what it owns. A license lasts ten years, but what happens in the eleventh? If you are a franchise, your value is much higher. This gives certainty to long-term investments, especially in infrastructure, and increases overall valuation.”
Dividing EuroLeague into two conferences:
“We are evaluating whether to stay at 20 teams or expand to 22, possibly introducing conferences. The decision will be made soon. In the long term, even 24 or 30 teams could make sense. More and more top clubs want to join.”
Considering sporting merit:
“Yes, we are open to evaluating it. If we grow, we would like to explore access not only through EuroCup but also via national championships.”
Will this ‘battle’ harm or strengthen European basketball?
“We are very optimistic. An investment bank valued EuroLeague at €1.2 billion, with franchises between €50 and €80 million. This shows great solidity. EuroLeague is a super brand now being properly valued. With new franchises, clubs could receive significant revenue, even over €100 million each in three years, further increasing their long-term value. EuroLeague has a solid plan and great potential.”
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