2 Lean Start-up theory
2.5 Competitors and repositories
As mentioned in previous chapters, Africa is a continent lacking existing data. This has of-ten debarred so many businesses in investing in Africa or having difficulties carrying out feasibility studies due to a lack of existing data.
However, there are existing competitors in the business who have already digitized the concept of player acquisition using repositories such as YouTube, Transfermarket plat-form. These competitors are Wy scout, Yooscout, and 11transfair. These platforms are designed to scout ready-made or established footballers; their platforms are expensive, difficult to use, and designed for premium agents and teams, leaving African players at the mercy of predatory agents.
AfriPro, on the other hand, was designed to empower African footballers to create their profile, upload their YouTube links or videos at inexpensive annual reoccurring at 15€, and give the digital visibility needed to be monitored and scouted easier and faster by top teams in Scandinavian regions. AfriPro repository uses personal know-hows, personal contacts, and local networks. This model is straightforward and personalized to target un-discovered talented African football players.
Although Africa has the highest rate of poverty, yet it is rich in many ways. Africans are tech-savvy; hence, an average African owns a mobile phone, regardless of their location in their respective country, and most phones are smartphones. As a result of this re-search, AfriPro was designed to have mobile functionality, designed to be 100% mobile-friendly (meaning players can use the platform on their mobile with ease, with imagery onboarding support, etc.). From the moment the App is downloaded, player onboarding is animated with a few texts support to enhance the onboarding process and make it easy.
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During the onboarding process, players are asked a series of questions that helps the val-idation of these players to confirm who they say they are (Identity confirmation)
17 3 Research Methods
In this chapter, the author explains and justifies the choice of research methods utilized in the study. Each research phase with corresponding research methods will be described in detail to internalize the study's structure better.
3.1 Research design
A research design is a strategic framework for action that serves as a bridge between research questions and the execution or implementation of the research. Research de-signs are planning that guide 'the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure' (Sellitz, Jahoda, Deutsch & Cook. 1965, 50.)
The figure below portrays the research process. In this study, research is divided into three phases, used at intervals for a common goal. Due to the lack of existing data for quantitative analysis, the author decided to utilize qualitative research meth-ods in the study. Therefore, the first phase of the research began with an online sur-vey to ascertain the need for the platform and proceeded with a second phase, a semi-structured theme interview aimed at finding answers to IQ 1 & 2. These results help the author to understand the value proposition of existing competitors and facil-itate research during comparison analysis with existing platforms and mediums of the player acquisition model.
The data collated from these interviews requires further research on IQ 3 & IQ 4 on understanding what features are needed to deliver a first product version (Beta ver-sion) of the platform. Based on all the data collected and analyzed in the study, the author will discuss and conclude the results to answer the research question.
Phase 1 Online
18 Figure 3. Research design
Qualitative research
Qualitative designs rely on description quality; rather than quantifying large samples of people or units, qualitative designs rely on detail in reporting human processes. For exam-ple, field research is primarily a qualitative design, where researchers go into a field set-ting to observe people, collecset-ting detailed information about some smaller group, process, and interaction. Content analysis is another qualitative design, where cultural artifacts are examined to provide context and derive meaning from what people create. Both designs offer a wealth of detail about social patterns. (Abbott & McKinney 2013).
Quantitative research relies on numerical analysis and measurement of the data collected through a set of structured questions with predetermined response options to many re-spondents. In contrast, qualitative research aims to understand a phenomenon through analyzing and interpreting non-quantified data collected by observations (Burns & Bush 2014, 146).
Considering the geographical location, the volume of the target respondents, and the lim-ited we decided to use the survey method to research. This enabled us to collate data and analyze the data, and it would be convenient to administer and flexible for computing.
3.2 Research design phases and processes
Before the author could embark on creating and designing the platform, a series of phases had to be undergone to test the concept, prove the concept and develop the con-cept. First, this was done to understand the demand for the concept in the market and cre-ate awareness for the concept in Africa. Then, with the details gathered, the platform's creation was designed based on the data received during these phases.
Below are the phases of data collection leading to the creation of the platform, AfriPro.
Phase 3 Online
Survey
Quantitative
survey
19 Phase 1: For the players
The Phase process began during weeks 23-34, 2021 (from 11.6.2021-
18.6.2021). A survey questionnaire was created on google form with the intent to inquire from footballers of all ages of an idea,' what if we have this type of solution, would you be interested '? The questions were shared with the community of footballers online, personal contacts, and via WhatsApp and WhatsApp groups of footballers.
These questions were strategically constructed to understand the needs and demand for a digital platform for players to be monitored and scouted by top teams across Europe.
The respondent had one week to answer the questions. The responses were able to help us validate the design model and how to create the platform that would meet the needs of the players from a player's perspective.
The questions asked that be seen in the appendix (see Appendix 4)
Phase 2: Early-bird access
Feedback received from Phase 1 was incredibly positive and overwhelming, which prompted us to initiate phase 2. It was pretty evident the need and demand for this plat-form are high hence the need to proceed to phase 2.
We applied for an innovation voucher (a business grant) from Business Finland on June 26th, 2021, and the same day we created our Instagram page. The grant was approved three weeks later. The grant was meant to develop the first version of the App. To prove our MVP, we proceeded to launch our marketing website, www.afri.pro on July 27th,2021.
The purpose of creating the marketing website was to get 1000 early-bird signups in 3 months who would get one year of free access to the platform when launched and see if the platform's demand is genuinely out there. Marketing content for the early-bird signups was also launched with a video ad, as shown below in figure 4. These contents were shared using a paid ad model on Instagram and Facebook to target most sub-Saharan Af-rican countries. As a result of these ads, we got over 600-page views daily, as seen in the image below. The questions asked for the early-bird signup and responses can be seen in the appendices below. (See Appendix 5)
20 Figure 4. Marketing content
Surprisingly, it took less than 2.5 weeks for us to get over 1000 early-bird signups, as seen in the image below.
Figure 5. Early-bird signup responses
The above result confirmed an urgent need for the platform to be set up to provide these football players digital visibility.
Phase 3: Interviews for the coaches and team representatives
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The interviews were carried out during weeks 31-32 and 33, 2021 (from 02.8.2021- 12.8.2021 and from 14.8.2021-16.3.2021). The third phase of the thesis is conducted through qualitative methods, which entails interviewing coaches, football team administra-tors, and football team owners.
A personal interview approach was made via zoom sessions with each of these represent-atives for validation purposes, which would help service design. During this interview, the interviewer was able to understand better the existing player acquisition model, the per-ception of the interviewees of African and African footballers, and the interviewer was able to understand the previous approach used in acquiring football players from Africa.
We interviewed three team leaders and team representatives such as Antti Sinkkonen of Pepo, Richard Dorman of Seinäjoki, SJK, Fredrick of FF Jaro, and Kari Hakala of Musa Fc ) majorly to gather information relating to their existing player acquisition model, how fa-miliar they are with acquiring football players from Africa, what experiences they had with African football players, the cost implication to bring a football player from Africa to play in Finland and understanding the cultural overview and differences and how these African football players were integrated into the Finnish community.
Semi-structured interviews are conducted conversationally with one respondent at a time;
the semi-structured interview (SSI) employs a blend of closed- and open-ended questions, often accompanied by follow-up why or how questions. (Wholey, Harty & Newcomer 2015). Although the author implemented a semi-structured approach model, the questions were predefined, the respondents were able to give an open-end answer which would freely allow the respondents to provide broader reviews to the questions asked.
The following themes were used for the case study interview:
Theme 1: Team’s player acquisition model Theme 2: Repository in acquiring football players Theme 3: Experiences with signing African players
The aim for theme 1 is to understand how the team scouts for fresh players for the new season, what criteria they seek in the types of players they want.
The aim for theme 2 is to understand which platform, geographical location, and channels they acquire football players.
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The aim for theme 3 is to understand their perception of African football players, past ex-periences, and what they would like to have in place before considering getting a player from Africa. The interviews with all interviewees were carried out on a virtual meeting plat-form using a Zoom link and on the phone. Responses from interviewees were recorded on notes during the session, and the records of these notes can be found in the appendices section. (See Appendix 3)
3.3 Reliability and Validity
Reliability refers to the consistency of the results we obtain from an assessment. (Darr 2015.) The reliability of an assessment tool is the extent to which it consistently and accu-rately measures learning. The validity of an assessment tool is the extent to which it measures what it was designed to measure. (TKI 2015.)
To test the reliability of the quantitative study, the author implemented the '' Test/retest '' method of reliability by using the same questions or an equivalent version asking the inter-viewees at two contrasting times. The two sets of results are then compared to calculate the reliability coefficient. This method indicates how consistent the results are over time or between equivalent forms of the same test.
Validity is better understood as an evaluation of the quality of the interpretations and deci-sions based on an assessment result. That is, how well the inferences we make or actions we take based on an assessment result can be justified. (Darr 2015).
The validity of an assessment tool is the extent to which it measures what it was designed to measure without contamination from other characteristics. (Ibid. 2015.). Ensuring the reliability and validity of results depends on creating a robust research design, choosing appropriate methods and samples, and conducting the research carefully and consist-ently.
For Validity assessment, the author ensured that your method and measurement tech-nique was high quality and targeted to precisely measure the quantitative study results and were thoroughly researched and based on existing knowledge using a standardized questionnaire. In contrast, reliability was considered throughout the data collection pro-cess. To avoid any factor hampering the results or misconstrued data. The questionnaire was made with clear and simple grammar. To reach a larger audience, online surveys
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were carried out via mediums such as social media, WhatsApp, emails, chat mediums, and phone calls.
3.4 Risk
During the ideation phase, a survey was carried out to collate data from target respond-ents to know their interests in the concepts, and the results were outstanding, with every-one responding. After this, the next step was to create a marketing website to get 1000 early-bird signups for the MVP (Minimum Viable Product). However, the data collections do have risks of failing because the user data itself is the key. If no users are reached, no data is collected; hence no money is generated, which would mean the concept itself or execution is fatally flawed. Furthermore, the risk that no one replies would mean the con-cept and implementation do not work and would need to return to the drawing board and be re-planned.
24 4 Results
Chapter 4 discusses the findings for the need for a digital platform for African players seeking to be discovered by teams and coaches across Europe and a player acquisition platform for coaches and team representatives to search for undiscovered talents from Af-rica faster more accessible at inexpensive costs.
4.1 Identifying players and coaches/team representative matchmaking digital platform The first phase of the survey was conducted to know the demand for a platform that con-nects footballers to teams and coaches across Europe at an inexpensive rate and among the 91 respondents. According to these results, 74.7 responded very much interested.
This result is a very positive response for this phase which is the hypothesis phase.
A critical phase of the process was the data received from the hypothesis, which com-pelled the author to test the hypothesis to prove the MVP (Minimum Viable Product) by creating a marketing website that received over 1000 early bird subscribers in less than three weeks.
After data were measured, it proceeded to create the App; the responses from the App then enabled the author to learn how the users responded from the use of the App, col-lected feedbacks for better modification.
Additionally, it was an event where there was a high need for the unique service it could render. The traffic view on the page after launch can be seen below, which shows over 6000 page views daily.
Figure 6. Google analytics pageview
25 Player status and demand for App
Images 6,7 and 8 below show the connection between the player's playing status, agent status, and need for the platform. To understand how the player acquisition process works in the football world, the author refers to FIFA's football governing body and a professional player.
Federation Internationale de Football Association (FIFA)
FIFA or the Federation Internationale de Football Association is the highest governing body of football in the world. (FIFA 2021.)
A professional is a player who has a written contract with a club and is paid
more for his footballing activity than the expenses he effectively incurs. All other players are amateurs. (FIFA 2021.)
Player’s playing status
A Player's playing status is a vital factor that attracts teams to select them or even monitor them. Ordinarily, suppose a player is an amateur or without a team. In that case, it is hard for teams to show interest due to lack of playing form and competitiveness because foot-ball is all about how active you are, fit, and readiness to play. Image 6 shows of the 91 re-spondents, 25% are professionals, while 63.7% are amateurs and 11% other. Please note, being an amateur does not mean being idle or without a team; it simply means not playing in a professional team. Also, it is a known fact that many teams also prefer to go for amateur players because it is inexpensive or cheaper than the almost free model of player acquisition hence getting the player without paying any transfer fees.
According to FIFA, the transfer of players between clubs belonging to the same associa-tion is governed by specific regulaassocia-tions issued by the associaassocia-tion concerned by article 1 paragraph 3, which FIFA must approve. Such regulations shall lay down rules for the set-tlement of disputes between clubs and players, following the principles stipulated in these regulations. Such regulations should also provide a system to reward clubs investing in the training and education of young players. (FIFA 2021).
26 Figure 7. Player playing status
Figure 7 above shows 63.7% of amateur football players, 25.3% professionals, and 11%
unattached players participating in our survey. This result helps the author to under the playing status of players to create more validation process for the players to be scouted.
Player’s agent status
Concerning figuring 8, we considered another factor: the player's agent status, which could also be another factor football teams would like to view before inquiring about a player.
FIFA defines an intermediary as 'A natural or legal person who, for a fee or free of charge, represents players and clubs in negotiations to conclude an employment contract or rep-resents clubs in negotiations to conclude a transfer agreement.’ (FIFA 2021).
So, an intermediary represents for a fee or a charge:
• players in negotiations to conclude an employment contract; and
• clubs in negotiations to conclude:
o an employment agreement or o a transfer agreement.
If a player has an agent, the process goes; thus, the team will have to contact the agent, discuss their interests for the player while the agent will negotiate the demands for the player based on his worth and needs. Sometimes these things happen fast, and some-times it drags on for a long time that teams lose interest because, in as much as the agent
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is looking after the need of the playing, they are also seeking compensation for his ser-vices. Because of the costs of acquiring a player with an agent, most teams would prefer to go for a player without an agent. Figure 8 shows that among the 91 respondents, 72.5% do not have an agent, 15.4% do have an agent, while 12.1% responded no, which in turn could be added to the 72.5 equating to 96.6% responding not having an agent.
Figure 7 and 8 results help us validate the status of players, which in turn will be repli-cated during the onboarding steps on the App where players will need to identify their playing status and agent status that helps the coaches and team representatives make a better decision of the type of players they will be looking for.
Figure 8. Player agent status
Figure 8 above shows that among the 91 respondents, 72.5% are free players, 15.4 % are players with agents, while 12.1% also indicates they don't have any agents at all (these are players who don't have access to having agents). This data suggests there are more free players for easy acquisition and paper transfer of players from one team to another than players with agents that are time-consuming with lengthy negotiations, and expen-sive.
Player's playing status for the App
Lastly, image 9 showed the responses on the survey to know if the players will be paying
Lastly, image 9 showed the responses on the survey to know if the players will be paying