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By Emanuele Venturoli| Posted June 24, 2022 | In Formula 1, Formula1
As mentioned several times within this blog, Formula 1 -but the same goes for other major motorsport series such as MotoGP and Formula E– represents an extraordinary mobile marketing platform for all sponsor companies and brands connected to them.
Not so often, however, have we emphasized another, crucial role of the world’s top four-wheeled championship, namely that of serving as an exceptional R&D laboratory for the manufacturers, i.e., the car manufacturers and OEMs that go on to materially make up the Circus grid.
These two themes, marketing and research and development, constitute the “reason why” for which the big brands in the automotive industry take to the track on alternate Sundays and decide to engage in titanic competitive efforts to take part in the Championship. Formula 1, even for already excellent brands such as Mercedes, Pirelli, Aston Martin, and Brembo, is not only the way to be seen to be winning and exciting, but also the test bed on which to develop the technologies of tomorrow. Brakes, tires, hybrid engines and thousands of other components designed for racing will, in the years to come, be fitted to our everyday cars to make them better performing, safer, smarter.
This exceptional effort-ranging from design to implementation, management to car development and logistics-has equally mammoth costs. In 2019, before the introduction of the budget cap, the World Champion Mercedes team spent a total of $484 Million to take part in the season [1] , a figure higher-albeit by a small amount-than Ferrari ‘s 463 Million and Red Bull Racing‘s 445 Million.
For this very reason, from the season 2021, the FIA introduced the budget cap, an operating economic ceiling (pilot and top management salaries, for example, remain excluded) set at $145 M for all and set to drop by $5 M per year for at least the next 4 seasons[2].Despite this important financial instrument, desired by the governing bodies to increase competitiveness and offer opportunities for growth to all the other teams at the bottom of the grid, staggering figures remain.
How, then, does a Formula 1 team earn the money it needs to get on the track? And where do F1 teams make, in essence, money?
It is necessary to begin by saying that “gain” is not the correct term and that perhaps “derive” might be a more correct word. Said an old adage, which never fails to crack a few smiles but makes the point well, that “F1 is a sport for billionaires who want to be millionaires.”. All jokes aside, how do F1 teams make money? Because while it’s pretty clear where all the money goes, with state-of-the-art cars, superstar drivers and extensive teams of elite engineers working on car development, it’s sometimes less clear how a Formula One team gets the cash.
In these pages, the topic of sponsorship in Formula 1 has already been abundantly covered. The world’s biggest companies, which are banking on the incredible visibility and the mighty value juxtaposition of the top four-wheel series, are continuously investing in the circus. This is where the sponsorship money comes into play.
The figures, which vary widely, start from one million euros to large contracts such as the title sponsor Petronas – Mercedes contract worth 42 Million euros per season, or the one between Oracle and Red Bull estimated at 300 Million over the next five years[3]..
The latest big trend, in this sense, is sponsorships in cryptocurrencies, exchanges, NFTs and the digital economy in general and everything that underlies it.
FOM, Formula One Management, divides among the participating teams part of the proceeds from TV rights and other revenues. The division of these monies is complex and has created quite a few discussions in the years since, especially between the Cavallino and other stables. Let’s try to simplify.
For starters, each team that has been ranked for the past two seasons receives $36 MILLION [4] as a participation token to field two cars on the grid. This figure is the same for all and is the base of operations for many of the smaller teams.
A second tranche of the prize money is divided among the teams according to the previous year’s performance, with larger shares awarded to the winners and declining according to ranking. In 2019 Mercedes has, according to this rule, received $61 Million for winning the World Constructors Championship. Only 13 came to last-place Williams.
So any point gained in the constructors championship is very important. This is especially true for the small teams that cannot always count on the lucrative sponsorship deals that the bigger teams manage to close with corporations willing to become title sponsors of top teams.
Other, more debated quotas are awarded to the Long Standing Team, i.e., Ferrari,which is the only team that has participated in all world championships to date, and to the CCDs, i.e., a few teams that have won the most world championships (Ferrari, McLaren, Mercedes, Red Bull). This area of funding, which as mentioned is a more gray area and has been long debated, has deep roots in the so-called concord agreement , named after the Place de La Concorde in Paris where the International Automobile Federation is headquartered.
Large manufacturers such as Mercedes, Ferrari and Aston Martin just to name a few, are often the primary financiers of their own racing teams, which are not coincidentally called “factories” precisely because they are on-track extensions of road car manufacturers.
In 2019, the AMG Mercedes F1 Team received from Daimler, the parent company of the German giant,the sum of 80 Million Euros to design and perfect the car that would take part in the championship [5]. For the same reason, 25 Million was invested by Aston Martin, at the time engaged in a return to the top series and in need of capital injections to develop the car.
These kinds of investments, as mentioned at the outset, are actually marketing and R&D investments for the manufacturers, who have every advantage in fielding performance and winning cars in the most prestigious automobile competition. Ingenious, for example, has been the return Mercedes itself has had in terms of road car sales since it began its success in the hybrid era of Formula 1 that ended in 2022.
It is no longer a secret that many drivers bring with them an important dowry of millions of dollars to offer to the team that will put them behind the wheel.
This practice, which has raised more than one eyebrow in the past, has actually been cleared through customs in recent years, when the advent of the Mazepins, Latifis, and Strolls put the importance of family economies in the choice of this or that pay driver into the limelight.
Lando Norris himself has received extensive financial support from his father, founder of the brokerage firm Hargreaves Landsdown, which has invested in the young Briton and the McLaren stable through its subsidiary Horatio Investments to the tune of £12 M per year from 2017 to 2019[6].
It is important to understand here an issue that is crucial to the sporting significance of such operations. These boys, often from wealthy families, are nevertheless and above all extraordinary driving talents, among the best racing drivers in the world. No team, no matter how needy of money, would have any advantage in entrusting such cars to the hands of the latest, albeit very rich, arrival.
Consider, for example, Checo Perez, one of the fastest driver born in South America in the last decade, who has always been well financed by the Mexican TelCel that has followed him throughout his career and the excellent results he has brought to the track even quite recently for Red Bull and before that for Racing Point and others.
Formula 1 racing is quite possibly the most expensive sports in the world for several reasons:
The overall expense of competing in Formula 1, therefore, is due to the cumulative effect of these numerous, large costs. And while there have been efforts to limit spending to ensure the sport’s sustainability – such as the introduction of a budget cap – it remains a costly endeavor
F1 is an extremely complex and profound sport in every aspect. The“pinnacle of motorsport” is a patchwork of technology, research, talent, production effort, logistical commitment and organizational resources. Teams, often numerous in number, put prototypes that are engineering masterpieces on the track and compete for 10 months on five continents. The economic commitment such an exercise requires is equally impressive.
To cope, each team has multiple sources of income, from sponsorships to FOM dividends to support from manufacturers and private investors. Keeping such diverse and multifaceted economies at bay is an arduous task based on subtle and nuanced balances. Money has always meant development capacity, investment opportunities and, ultimately, performance.
Finding democratic and just ways, but ones that do not clip the wings of the sport’s and entertainment’s possibilities for growth, is a topic of discussion these months not only for Formula 1 but for all top sports leagues and series. The solution to this puzzle will, necessarily, shape the face of the sport in the years to come.
[2]
https://www.motorsport.com/f1/news/alonso-questions-driver-salary-cap-when-f1-is-asking-more-from-us/10317358/#:~:text=F120introduced20a20budget20cap,inflation20and20increased20freight20costs.
[3]
https://f1chronicle.com/do-f1-teams-make-money/#:~:text=The20most20lucrative20way20for,Lance20Stroll20of20Nicholas20Latifi
[4]
https://onestopracing.com/how-do-f1-teams-earn-money/
[5]
https://onestopracing.com/how-do-f1-teams-earn-money/
[6]
https://f1chronicle.com/lando-norris-bucks-the-pay-driver-trend/
Are you ready to explore the transformative power of athlete sponsorship for your brand? Click here to learn more about how sponsorship can help brands grow and thrive in the exciting world of motorsports.
A graduate in Public, Social and Political Communication from the University of Bologna, he has always been passionate about marketing, design and sport.
The online platform where you can discover the latest trends, strategies and insights from the exciting world of sports marketing.
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By doing so, we are convinced that we are shortening the value chain, saving time and money. However, these DYI methods are anything but risk-free and what initially appears to be a competitive advantage soon turns into a problem that is difficult to resolve. That’s why there are agencies. And this is why you should rely on us for your sponsorships.
When first approaching a sponsorship or sports marketing project, it is difficult to know immediately which stakeholders are correct, what the decision flow is, and what the right timelines are for each process. Sports is a very specialized field of action, and fitting effectively into its paths can take a lot of time and therefore money. We, on the other hand, know referents and spheres of action and know who to talk to, when and how. So you are also more effective.
Sports is an immense passion, and for our heart colors we would be willing to do anything. But business is a different business, and it is important to make the best possible strategic decisions based on independent research, statistics and reliable data. A sports marketing and sports sponsorship agency like RTR has an objective, 360-degree picture of the scenario and can tell you what is really best for you: which sport, which athlete, which team. This is because we possess a great deal of data and information on ratings, segmentation and attitudes. Because the numbers don’t lie. Never.
Activations are the real heart of sports sponsorship. Without them, there remains only a blank sticker on a motorcycle, car or uniform and no contact with the public, no emotional connection, no impact on the bottom line. Then how do you do it? It certainly won’t be the teams or the athletes who will help you leverage sponsorship and enjoy the many marketing rights you have paid for. To bring out the best in a sports marketing project you need an agency that knows how to use sponsorship to engage the fanbase on the Web, to reach out to Shopping Centers, to organize hospitality, to develop B2B and B2C opportunities, and to get “your” athletes in front of millions of potential consumers.
Would you ever go to the dealer who sold you the car and ask if the competitor’s car is better? No, of course. So, how do you expect to get firm measurements of the effectiveness of your sponsorship if you do not rely on someone super partes? At RTR, we have always worked with independent third-party agencies that allow us to know the return on any exposure of your brand on TV and in the media. In addition, we believe in calculating ROI as the ultimate measure of your success-so we can tell you for every penny you spend how much you are making.
We have been involved in sports sponsorship and sports marketing for more than 15 years. We are consultants in the sense that our goal is to maximize your investment, but we are also an agency that manages the project from start to finish. We have been doing this since 1995 with passion and professionalism, following three principles that have become cornerstones of our business: independence, verticality and transparency.
I would like to highlight the fact that one of the qualities of RTR is its great ability to approach the sponsorship scenario strategically, together with its passionate attitude, its amazing enthusiasm for solving problems, and its high level of professionalism.
Gianluca Degliesposti
Executive Director Server&Storage EMEA
Eurosport is truly delighted with its business relationship with Riccardo Tafà, who has become extremely popular, thanks to his detailed knowledge of the sports marketing sector and his highly diligent attitude to work.
Francois Ribeiro
Commercial Director
Passion and Expertise are the features that I have found in RTR since the very beginning. Serious and reliable professionals but also very helpful, nice and open-mind people, willing to listen and compare different ideas. All the values in which RTR believes make this agency a partner, not just a supplier, a partner with whom we have had the opportunity to achieve significant commercial results in term of success and image.
Luca Pacitto
Head of Communication
We have been working with RTR Sports Marketing for over 10 years. The objectives and the programmes of collaboration continue to be renewed and to grow with mutual satisfaction. I believe RTR is a team of great professionals led by Riccardo Tafà, who I consider a manager of exceptional skills and with a great passion for his work.
Lucio Cecchinello
Team Principal
I have known and worked with Riccardo Tafà since 1995 when we collaborated for the first time on a project for the Williams Formula 1 team. Several clients followed. After leaving Williams to work for Gerhard Berger then owner of the Toro Rosso F1 Team, I turned again to Riccardo to seek his help in finding a tool supplier for the team and Riccardo duly obliged with an introduction to USAG, a partnership with Toro Rosso which endured for five years. I recently started a new role as Group Commercial Director for the renowned Andretti Autosport organisation and I find myself working with Riccardo once again on a number of interesting projects. Why has this relationship with Riccardo endured ? He’s smart, knows the commercial side of sport inside out and back to front and he’s honest and trustworthy. Riccardo Tafà is a “doer” not a “talker”: in over 20 years I have never had a dispute either with him or with a company that he has introduced and each partnership introduced by Riccardo has delivered quantifiable ROI to rights holder and sponsor alike. I can think of no better testimonial of Riccardo’s diligence, knowledge, contact base and hard work than that.
Jim Wright
Group Commercial Director
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