Increased professionalisation, globalisation, and consumption of sport, in particular football, has attracted business competition, with lucrative business opportunities and economic rewards at stake (Hoye et al., 2009; Kolawole-Abon and Adebayo, 2021). Hence, to achieve an advantage in competitive markets, football clubs implement strategies to reach organisational goals (Aygün et al., 2023; Evans, 2020). The purpose of this study is to explore the strategic direction within Lincoln City Football Club (LCFC) youth academy. The research analyses the contents of the strategy process by examining strategic goals, analysis, and direction (Lynch, 2015). Whilst also considering the strategic alignment between three strategy levels. Furthermore, relevant academic theories such as Ansoff’s matrix, Porter’s generic strategies, and Bowman’s strategy clock have been highlighted as key strategic direction models (Ansoff, 1957; Bowman and Faulkner, 1997; Porter, 1985). This project is a case study and data was collected via three semi structured interviews with LCFC employees. The key findings suggest LCFC utilise various strategies highlighted by Ansoff, Bowman and Porter, to gain competitive business advantage. LCFC use Porter’s cost focus strategy and Ansoff’s product-related diversification strategy to increase academy profits through cost effective recruitment and establishing income generating external football programmes. Additionally, Bowman’s differentiation strategy is utilised throughout the academy to create a product of high value perception. However, the two key strategies used by LCFC are Ansoff’s product development and market penetration. Through athlete youth development models, product development is used to create a desired player for certain customers and market penetration is used to advertise players within different environment to encourage player sales. Despite effective and successful strategic planning, findings suggest strategic alignment is strong between corporate and business level, yet strategic understanding is limited at operational level, where strategy is implemented (Campbell et al., 2005; Chan and Huff, 1992).
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