ADO海牙足球俱乐部2020新征程 ——ADO海牙足球俱乐部 CEO Mohammed Hamdi 先生访谈

ADO海牙足球俱乐部2020新征程 ——ADO海牙足球俱乐部 CEO Mohammed Hamdi 先生访谈

2019年, Mohammed Hamdi成为ADO海牙足球俱乐部的新的总经理。俱乐部最早的名称是ADO,荷兰文Alles Door Oefening的简写,意思是一切源自练习。从1905年成立至今,最初身着红绿球衣的ADO队在1935-1945期间达到了俱乐部历史上的鼎盛时期。ADO 海牙足球俱乐部的成长史就是荷兰当代社会历史的一面镜子:20世纪80年代中期开始,荷兰经济低迷,社会情绪分化,这体现在球迷的分化上,各个赛季的球迷争端层出不穷,ADO俱乐部排名因此从荷兰Top3俱乐部跌落到几十名以外。

直到2007年之后,ADO 海牙足球俱乐部搬迁到新的足球场,从过去20年的沉寂中起飞。俱乐部强化了其现代企业管理体系,集约经营,在不断扩展商务和制度创新的基础上,参与各个市政文化发展型项目的构建,在公共和慈善事业中,积极贡献力量。2014年7月,2014年7月,成立于2008年的中国企业合力万盛国际体育发展有限公司入股历史悠久的荷甲ADO海牙足球俱乐部。这是荷兰足球文化引入更多的国际化资源的表征,ADO海牙悠久的俱乐部历史和制度建设,也旨在促进并尽力为中国足球特别是足球青年培训发展等事业,提供帮助。

新任总经理近年来,在Lagardère和阿布扎比俱乐部Al-Jazira等机构获得了很多国际管理经验。Hamdi试图用多元而国际化的管理方式,带领ADO The Hague在2020年走向新的征程。除了更新管理理念外,他还与管理委员会的其他成员一起讨论了新的项目,这些项目,旨在把俱乐部当做一个有机而多元的合作平台,在公共机构,社区,商业机构之间建立更广泛的联系。

《中荷商报》访谈了ADO海牙足球俱乐部CEO Mohammed Hamdi和高级(企业)客户经理Michel Kouer,请他们谈谈2020年ADO 海牙足球俱乐部的新动态。

Q:《中荷商报》     

Mr. Hamdi: Mohammed Hamdi     

Mr. Kouer: Michel Kouer

Q:Hamdi先生,今年,您会给ADO海牙足球俱乐部带来一些怎样的变化? 您认为在2020年ADO的机遇与挑战来自哪些方面?

Mr. Hamdi: 我自从上任以来,有一个100天规则:与我的同事一起工作100天,制定未来几年工作策略,与每一位同事聊天,更好地了解我们机构的管理情况,以适应和中国团队的交流与合作。

我们2020年的目标是打造更加国际化的管理团队和球队,Ado现在的球队相对来说比较本地化,我想吸引更多外籍球员来ADO。 目前,我们新招募了英超有名的教练阿兰·斯科特·帕杜(Alan Scott Pardew),目前也刚刚签约一些外籍球员。

今年也是我们进一步拓展“中国事务”的一年,深化荷兰管理团队和中国股东之间的合作,使得彼此之间有更强的协同效应。我们对中国市场有更多的期望,我们希望合伙人的效用能够促进ADO管理团队的中荷协同作用。我们希望荷兰这边的团队有更开放的文化适应能力,以便吸引亚洲特别是中国的企业投资人。

2020年,我们还将加强女子足球队的构建。我们发现中国女足力量十分强大,我们希望女足队伍能够强强联合,为欧洲足球事业在中国发展并提供更多布局。

说到2020年的挑战与机遇,我认为2020年我们主要是开启一种新的和中资以及中国团队沟通与合作的方式,我们将把中国不仅仅视为是一个最大的市场,而是一个重要的合作伙伴。我们将深化对中国伙伴的了解,强化彼此的合作意愿与联系。

Q: 您对和强化与中国市场和中国社群的关系,有怎样的展望?

Mr. Hamdi: 首先,我们会把俱乐部变成一个加强社群团结和社会合作的舞台,对足球运动有兴趣的机构投资人可以通过我们,进入欧洲的足球社群,促进中荷足球产业的发展。其次,我们会持续推进青训项目,和国内的教育机构合作。

我们有比较成熟的足球产业的基础设施建设,如何用足球运动来促进社区的成长,是我们可以重新想象的事情。中国的城市化速度如此快,社区和社区的距离变得越来越远,我们可以通过足球等运动类赛事,重新把社区联系起来,重建一种交互式的生活方式。

Mr. Kouer: 正如Hamdi先生所说,商务合作与社群建设是我们未来工作的重点。我们还会和其他欧洲国家比如西班牙和英国的足球俱乐部加强合作,强强联合,为欧洲和中国的合伙人们建立一个更好的交流平台。

Q: ADO海牙足球俱乐部在中国推广荷兰足球体育项目和文化方面的优势是什么?在进行项目合作的过程中,中荷市场对足球运动与项目合作的认知有何不同?

Mr. Hamdi: 我们优势首先是我们有比较成熟的青年球员培训体系,我们的训练过程,能够针对不同天赋的青少年,把他们训练成非常强大的足球运动员,我们试图通过各种青训项目,来训练中国的年轻人。这是我们中短期可以做到的事情。

荷兰教练训练球员的时候,要求球员的自主性,他们可以表达自己的意见,可以尝试,失败了可以调试,不会因此接受惩罚。把这套训练思维放到中国球员的过程中,我们会照顾到中国青年人的特色。中国的球员成长于一个听老师话的环境里,我们看到年轻的一代有很强烈的自我表达的意愿,我们需要平衡荷兰的教学理念和中国青年的实际发展问题。

Q:Hamdi先生,您为什么选择来ADO海牙足球俱乐部工作?怎么看现在的工作环境?

Mr. Hamdi: ADO毫无疑问是一个非常悠久的足球俱乐部,我很高兴能够在这个团队里工作!ADO也是海牙这座城市的名片之一,它本身也在发生各种变化,我们希望提供一个更加开放的环境,向生活在荷兰特别是海牙的民众们展现这些变化,加强彼此的了解,更新我们对足球产业和俱乐部知识的认知。

海牙是荷兰的第三大城市,有那么多的足球青训学校和比较好的足球文化氛围。我想通过商业的力量和社会的力量去重建ADO的排名和名声,我觉得这也是足球竞赛精神的召唤。 

ADO The Hague Football Club 2020 new journey

——Interview with Mr. Mohammed Hamdi, CEO of ADO The Hague Football Club

In 2019, Mohammed Hamdi becomes the new general manager of ADO The Hague Football Club. The earliest name of the club was ADO, short for Dutch Alles Door Oefening, meaning that everything comes from practice. Since its establishment in 1905, the ADO team, originally wearing red and green jerseys, reached its heyday in club history during 1935-1945. The growth history of ADO The Hague Football Club is a mirror of the history of contemporary Dutch society: since the mid-1980s, the downturn in the Dutch economy and the divorce of social sentiments are reflected in the differentiation of fans. Fan disputes have emerged endlessly in each season. Fall from the Top3 clubs in the Netherlands to dozens of others.

Until 2007, ADO The Hague Football Club relocated to a new football stadium, taking off from the silence of the past 20 years. The club has strengthened its modern enterprise management system, intensive operation, and participated in the construction of various municipal cultural development projects on the basis of continuously expanding business and institutional innovation, and actively contributed to public and charitable causes. In July 2014 and July 2014, the Chinese company Heli Wansheng International Sports Development Co., Ltd., established in 2008, took a stake in the long-established Dutch Football Association ADO The Hague Football Club. This is a sign that Dutch football culture introduces more international resources. ADO The Hague has a long history of clubs and system construction. It also aims to promote and do its best to help Chinese football, especially football youth training and development.

The new general manager has gained a lot of international management experience in recent years in institutions such as Lagardère and Abu Dhabi Club Al-Jazira. Hamdi tries to lead ADO The Hague to a new journey in 2020 with a diversified and international management approach. In addition to updating the management philosophy, he also discussed new projects with other members of the management committee.These projects are designed to treat the club as an organic and diverse platform for cooperation, and to build a wider range among public institutions, communities, and commercial institutions. Connection.

China Business Journal interviewed Mohammed Hamdi, CEO of ADO The Hague Football Club, and Michel Kouer, Senior (Corporate) Account Manager, and asked them to talk about the new development of ADO The Hague Football Club in 2020.

Q: China Business News Mr. Hamdi: Mohammed Hamdi Mr. Kouer: Michel Kouer

Q: Mr. Hamdi, what changes will you bring to ADO The Hague Football Club this year? Where do you see the opportunities and challenges of ADO in 2020?

Mr. Hamdi: Since I took office, I have a 100-day rule: work with my colleagues for 100 days, formulate work strategies for the next few years, chat with each colleague, and better understand the management of our organization to adapt to Communication and cooperation with the Chinese team.

Our goal in 2020 is to create a more international management team and team. Ado’s current team is relatively local. I want to attract more foreign players to ADO. Currently, we have recruited Alan Scott Pardew, a well-known Premier League coach, and we have just signed some foreign players.

This year is also a year for us to further expand “China affairs”, deepen the cooperation between the Dutch management team and Chinese shareholders, so that there is a stronger synergy between each other. We have more expectations for the Chinese market, and we hope that the effectiveness of our partners can promote the Sino-Dutch synergy of the ADO management team. We hope that the team in the Netherlands will have a more open cultural adaptability in order to attract business investors from Asia, especially China.

In 2020, we will also strengthen the construction of women’s football teams. We have found that the Chinese women’s football team is very powerful. We hope that the women’s football team will be able to combine powerfully and provide more development for the development of European football in China.

Speaking of the challenges and opportunities in 2020, I think that in 2020 we will mainly start a new way of communication and cooperation with Chinese capital and the Chinese team. We will see China not only as a largest market, but as a Important partner. We will deepen our understanding of Chinese partners and strengthen their willingness and connection to cooperate with each other.

Q: What is your outlook on and strengthening the relationship with the Chinese market and the Chinese community?

Mr. Hamdi: First of all, we will turn the club into a stage to strengthen community solidarity and social cooperation. Institutional investors interested in football can enter the football community in Europe through us and promote the development of the football industry in China and the Netherlands. . Secondly, we will continue to promote youth training projects and cooperate with domestic educational institutions.

We have a relatively mature infrastructure for the football industry. How to use football to promote community growth is something we can imagine again. China’s urbanization is so fast, and the distance between the community and the community is getting farther and farther. We can reconnect the communities and rebuild an interactive lifestyle through sports events such as football.

Mr. Kouer: As Mr. Hamdi said, business cooperation and community building are the focus of our future work. We will also strengthen cooperation with other European countries, such as Spanish and British football clubs, to strengthen our alliances and build a better communication platform for European and Chinese partners.

Q: What are the advantages of ADO The Hague Football Club in promoting Dutch football sports and culture in China? In the process of project cooperation, how does the Chinese-Dutch market perception of football and project cooperation differ?

Mr. Hamdi: Our advantage is first of all that we have a mature training system for young players. Our training process can target different talented youths and train them into very powerful football players. We try to use various youth training programs to Training young people in China. This is something we can do in the short to medium term.

When Dutch coaches train players, they require the autonomy of the players. They can express their opinions, they can try, they can debug if they fail, and they will not be punished. Putting this training thinking into the process of Chinese players, we will take care of the characteristics of Chinese young people. Chinese players have grown up in an environment that listens to teachers. We see that the younger generation has a strong willingness to express themselves. We need to balance the Dutch teaching philosophy with the actual development of Chinese youth.

Q: Mr. Hamdi, why did you choose to work at ADO The Hague Football Club? What do you think of the current working environment?

Mr. Hamdi: ADO is undoubtedly a very old football club and I am very happy to be working on this team! ADO is also one of the business cards of the city of The Hague. It is also undergoing various changes. We hope to provide a more open environment to show these changes to the people living in the Netherlands, especially The Hague, strengthen mutual understanding and update us Knowledge of football industry and club knowledge.

The Hague is the third largest city in the Netherlands, with so many football youth training schools and a better football culture atmosphere. I want to rebuild the ranking and reputation of ADO through the power of business and the power of society. I think this is also the call of the spirit of football competition.

Geef een reactie

Het e-mailadres wordt niet gepubliceerd. Vereiste velden zijn gemarkeerd met *