KNOW THE SCORE is a series of talks where TISA Group invites interesting guests to talk about the latest trends, challenges and best practices at the intersection of business, sport and technology.
In the 15th edition of “Know The Score,” Joachim Stelmach speaks with Malte Kalsbach from TSV Bayer 04 Leverkusen. With seven years at the club, Kalsbach has an impressive journey that began with assisting the CEO on international projects and marketing. Over the past four years, he has spearheaded club development and digitalization, and for the last two years, he has been at the helm of strategy.
Kalsbach’s focus on the club’s future, economic transformation, sustainability, social impact, and digital transformation highlights his commitment to driving innovation and progress within Bayer Leverkusen. This conversation promises to provide valuable insights into the future of sports management and the pivotal role of technology and sustainability in shaping the industry’s landscape.
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Joachim Stelmach:
Can we start with the digital strategy for TSV Bayer 04 Leverkusen? What are the key components for a multi-sport club like yours?
Malte Kalsbach:
A multi-sport club like ours has 13 professional or semi-professional departments. We started by identifying needs common to all departments.
One of the biggest transformations was in data and transparency. We created a cloud strategy to give departments access to all relevant data, reducing the need for constant requests to the main club. We implemented Power BI within Microsoft Teams to streamline data access and transparency.
Joachim Stelmach:
Can you give examples of digital initiatives under your leadership?
Malte Kalsbach:
One of the biggest changes was our invoicing and finance process. We moved from a manual, partly paper-based system to a fully digital one. Previously, an invoice would go through multiple steps, taking sometimes up to two month to have the final report available to the departments. Now, with digital invoicing software, the process is almost instant. Invoices are automatically processed, verified, and paid, and data is updated in real-time in Power BI so the departments know where they stand and which budget is left.
For example, before, an invoice received by the handball department would go through internal mail, require multiple signatures, and finally be sent to the finance department for payment. Than it would be booked and reports would be developed. This process could take weeks or months. Now, the process is streamlined with digital signatures and automatic updates.
Additionally, we digitized our HR processes, creating a digital system for managing employee records, contracts, and performance reviews. This not only made the process more efficient but also ensured compliance with legal standards.
We also selected a comprehensive software solution for managing members and course bookings. This software integrates various aspects, from membership management to communication and course scheduling. For instance, members can book courses through an app. The system automatically manages waiting lists and notifications, which was a major improvement in user experience.
Joachim Stelmach:
How do you manage fan engagement in a multi-sport context compared to a single-sport club?
Malte Kalsbach:
In a single-sport club, the focus is solely on only one sport. In a multi-sport club you need to manage various interest which makes it sometimes harderWe try to promote the benefits of each department to the others. One example is the Bayer Sports Family. Here, we try to use to benefits by making elements that benefit both sides. One example are challenges between a football professional and another professional which gives other departments a platform. Another product here is theBayer Sports Family Week, where members can get discounted tickets to football matches and access to other sports events. This initiative increased attendance and interest across all departments.
For example, during our last Bayer Sports Family Week, we saw a 25% to 30% increase in attendance at handball, basketball, and volleyball games. This cross-promotion helps strengthen the overall club community.
Joachim Stelmach:
Can you tell me about the importance of digitalization in grassroots sports?
Malte Kalsbach:
Digitalization is crucial for grassroots sports. In Germany, we have around 90,000 sport clubs with approximately 27 million memberships. Many of these clubs struggle with finding the right tools and expertise. About 80% of these clubs are run voluntarily, which adds to the challenge.
For example, in Northern Westphalia, we have 18,000 sport clubs with around 5 million people participating in organized sports. A survey we conducted revealed that 70% of clubs struggle to choose the right software and don’t know where to start, and 65% said they lack sufficient knowledge to undertake digital projects.
Digitalization can solve issues like voluntary work decline, member communication, and back-office efficiency. Our goal is to relieve these burdens so clubs can focus on sports and healthy living. We’ve implemented a software solution that integrates membership management, communication, and course booking. This system improves customer experience and automates many manual processes. It’s about modernizing the club to attract and retain members.
Joachim Stelmach:
Can you explain the Digiroot project?
Malte Kalsbach:
Digiroot is an Erasmus+ project aimed at helping sport clubs with digitalization. It involves a digital check to assess clubs’ digital maturity, followed by guidance on improving their digital capabilities. The platform will be free and offer best practices, educational content, and software recommendations.
The project is in its early stages. Currently, we’re conducting surveys to understand clubs’ needs and preferences. We’ll start with expert groups and collect best practices from different countries to build a comprehensive platform. The goal is to create a user-friendly tool that helps clubs step-by-step.
Joachim Stelmach:
What advice would you give to clubs starting their digital journey?
Malte Kalsbach:
Involve all stakeholders from the beginning and prioritize communication. Start with small, achievable projects to build momentum and acceptance. It’s important to have a long-term vision but take it step by step to ensure successful implementation and adaptation.
For example, when implementing new software, start with a department that can quickly benefit from the change. Show them the immediate benefits, which will help build support for broader implementation. Communication and change management are crucial to ensure everyone is on board.
Joachim Stelmach:
Thank you, Malte, for sharing your insights.
Malte Kalsbach:
Thank you, Joachim. It was a pleasure.
