Former long-time EuroLeague CEO Jordi Bertomeu spoke about the future of European basketball and NBA Europe.
Speaking for the European Basketball Advisory Group Business Conversations, Bertomeu addressed growing rumors surrounding the NBA’s potential expansion into the European market, steep franchise entry fees, and the persistent growth challenges in key territories such as the United Kingdom, Scandinavia, and Italy.
“Teams do not have that money”
The reported franchise entry fees for a prospective European league, which in negotiation circles range between $500 million and $1 billion, strike the former EuroLeague CEO as an unrealistic construct given the economic reality of European clubs.
“In my opinion, valuations at the levels you mention do not correspond to the reality of basketball in Europe. If that were feasible, the first consequence would be an almost general replacement of current club owners with new investor-owners. It is obvious that current clubs do not have the capacity to sustain those valuations. Also, it remains to be seen whether football clubs are willing to make investments of this level for their basketball sections. If the answer is that the investment will be profitable in the very long term, we must remember that sports are very dynamic and the sports industry easily changes, so making forecasts for such a long period carries a lot of unpredictability.”
Despite his reservations, sources close to the negotiations report that concrete offers worth $1 billion are already on the table, indicating that incoming capital could fundamentally reshape the ownership landscape across European basketball.
Britain, Scandinavia, and the decline of Italy
Reflecting on expanding European basketball beyond traditional strongholds, Bertomeu revisited the early days of EuroLeague and its initial strategy to establish a broader continental footprint, drawing direct parallels to today’s market conditions.
“EuroLeague has always had a clear idea that basketball must go beyond traditional markets. Although we were not successful, we must remember that in our first two seasons we had a team in London. Later, we incorporated Turkey into the top-tier market group, and shortly after that, I went to invite Bayern Munich before they even earned promotion to the German top flight. France always had tradition, although without sports results at the club level. I agree with the analysis. Progress has been made in France and Germany, but not in Great Britain. Nor in Scandinavian countries. Also, Italy no longer carries the weight it always had in European basketball.”
Addressing the primary obstacles in the UK market, Bertomeu highlighted entertainment saturation and the absence of a strong local domestic competition.
“The causes depend on each individual country, but it is clear that Great Britain is a highly saturated market and requires an ‘ad hoc’ strategy, with a clear medium- and long-term vision, as well as an action and investment plan to position EuroLeague within the entertainment offering for Britons. The fact that there is no relevant local competition undoubtedly adds difficulty. A joint strategy could be something to consider.”
The impact of football brands
Bertomeu identified collaboration with established multi-sport brands and football powerhouses as the most effective strategy for conquering new basketball markets, citing their global reach and established fanbases.
“Obviously, the most powerful brands in sports bring benefits to basketball when we manage to incorporate them. Bayern is a clear example of how that helps basketball grow in Germany, just as Fenerbahce did in Turkey previously. The attempt to replicate this model in Great Britain was made many years ago, but we were unlucky. It is about the brand, its massive social base that extends beyond its home territory, and the diversity it brings. In short, there are many benefits to such a partnership,” Bertomeu concluded.
