Euroleague open to NBA with conditions from the 13 clubs

The collaboration between the Euroleague and the NBA remains possible, although with significant nuances. In statements collected by EFE and reproduced in Marca, Chus Bueno has made clear the stance of the thirteen shareholder clubs: they are willing to explore an alliance, but under very specific conditions that guarantee their active participation and protect their financial interests.

Non-negotiable conditions for the clubs

The initial rejection of the NBA's proposal has not closed the doors to dialogue, but it has served to establish clear limits. The European clubs demand that any agreement include all shareholders without exception, that they retain their decision-making power in the competition structure, and that the entry costs be significantly lower than those initially proposed.

Bueno has emphasized that the Euroleague franchise model will continue regardless of what happens with the NBA. "If they want to enter Europe and form an alliance with us, the clubs must be part of this model, and the figures must be open for discussion," the CEO pointed out. The teams seek "the best way to avoid such a high investment" without relinquishing their position within the competition.

The figures behind the initial disagreement

The NBA's original proposal contemplated a distribution of over 500 million euros among the shareholder clubs but required each team to invest 440 million euros to participate in the new project. Although Bueno has declined to comment on these amounts for confidentiality reasons, the numbers reveal the magnitude of the mismatch between the expectations of both organizations.

The Euroleague executive has conducted a compelling mathematical analysis of this proposal. If the franchises contributed 500 million and received 240 million over ten years, the net loss would be 260 million euros. In contrast, the Euroleague model does not require an initial contribution from the clubs, allowing any income generated to be direct profit for the shareholders. This fundamental difference explains the European teams' resistance to the conditions imposed by the NBA.

Future perspectives and negotiation

Bueno, who worked for twelve years as an NBA executive in Europe, Africa, and the Middle East, acknowledges the potential that American experience in marketing and its global reach could bring to European basketball. However, he emphasizes that the Euroleague has a solid infrastructure and the capacity to operate in a diverse ecosystem with "the best clubs and the best fans."

The CEO laments that both organizations have not developed their plans in a coordinated manner from the beginning. "I would have liked to have arrived earlier to work with the NBA from the very conception of the model. Now there are two very different approaches, which makes reaching an agreement more complicated," he explained. This divergence of strategic visions is the main obstacle to achieving consensus.

Despite this, Bueno keeps a door open to dialogue: "If other proposals come from the NBA, we are open to discussion, but we will continue working on the Euroleague model." Flexibility coexists with the determination to continue with the European project regardless of what happens in the negotiations.

Decision control and risk of fragmentation

For the clubs, maintaining control over their own future is a fundamental and non-negotiable condition. "The clubs' position is very clear: they want to participate in decision-making. They have created a league that they own and wish to continue deciding their own future," Bueno emphasized. This claim reflects a business mindset that has evolved significantly in European basketball.

The executive has also questioned the claims of NBA Deputy Commissioner Mark Tatum, who stated that NBA Europe could distribute three times more money than what is contemplated in the Euroleague's business plan. Bueno has argued that any comparison must include the required initial investment, which radically changes the profitability analysis.

A critical aspect that Bueno has warned about is the risk of fragmentation of European basketball if the agreement excludes some teams. The clubs have been explicit in their threats: "If you reach an agreement with the NBA and leave us out, we will create our own competition." This possibility underscores the importance of finding an inclusive solution. "If we do not solve the problem for everyone, we will end up with more competitions, regardless of what they are called," he warned.

Financial sustainability as a top priority

Beyond negotiations with the NBA, Bueno believes that the transition to a franchise model is a lasting change in European basketball. "Clubs have changed their mindset. They seek stability and will not give up that status," he noted. This paradigm shift is irreversible and shapes all future strategic decisions.

Ensuring that the model is financially sustainable remains a priority for the Euroleague. Currently, only 40 percent of clubs meet sustainability requirements, although the goal is for all to achieve it within a decade. New discussions on financial regulations are scheduled for next week to address this challenge.

Bueno has explained the balance strategy being pursued: "Allowing those with resources to continue investing while also balancing the system to avoid inflationary effects or jeopardizing the sustainability goal." This approach seeks to reconcile the competitive ambition of the large clubs with the economic viability of the entire competition.

This is an automatic translation. You can read the original news, Euroliga abierta a NBA con condiciones de los 13 clubes