The seven teams of truth must know about the transfer market

Alessandro Galleni was a chief Genoe officer from November 2022. The club has a great past – Milan, Inter and Juventus won several series of titles – but in the present, Genoa must work hard to work hard at the bigger, better clubs. Recruitment and budgeting are crucial.

Here Galleni shares seven truths about how the transfer window works.

Br. 1: Players are not goods and really is not like that as a “market rate”

Many factors go into determining the transfer fee: salaries, contracts, age, position, whether the club needs to acquire a player or needs to be transferred, which is a budget and how much the player is in its development. Gallen says there is a premium for upside down: an extremely athletic player may be technically to improve and therefore worth investments. (Contrary – a very technically gifted player who becomes a better athletes – is far rarely.)

“Right next to 23. until 23. years, some players can be physically improved, becoming stronger, permanent and faster,” says Galleni. “Some mature faster than others, you need to understand where they are on their development path.”

In addition, he states Mateo RetreguiGenoa gained from Argentina Junior Bottle for 12 million euros in 20 million euros in bonuses annually and now moved to Al-Kadsiah in Saudi Arabia in Saudi Arabia in 60m euros, plus 7 million euros. It’s not like Retegui, in space for two seasons, she improved five times.

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Retegui scored seven goals for Genoa – not a huge amount, but was at a conservative side that did not necessarily give its type of service it takes. Atalanta realized that there would be much more fruitful in their system, the more the attacked and had a lot of cross. Genoa knew that Atalanta had some money to spend, so they held for the best transfer fee they could get. Retregui became the best shooter in series A, shown in the Champions League, and then left a huge transfer fee in Al-Cady in the Saudi league, where the budgets are even higher.

In other words, advancement in fees paid for his contract was not only the function of its growth as a player, but the result of a series of other factors.

Br. 2: Ideally, teams could deal directly to clubs when they transfer players, but sometimes they better use intermediaries

Gallen says that in Italy Geno, it is generally not used intermediaries, prefering to deal with the club club. But the game is global and only the largest clubs Migiht have contacts or reconnaissance presence in each league or on every continent.

“We apologize all over the world, but we will not know what each team needs or what players can be available from each club,” he said. “Someone will call us and suggest players who could be available. Usually we are engaged in other businesses, we don’t have much to do so. We have made much of it. We have a lot. We depend on personal relationships.

“If I have, say, promising the attacker in my youth team, which I will not know from the top of my head, what clubs, the Austrian Gornja Division will offer that service, there are also online services, there are also online services that are online.

Br. 3: Managers, necessary, are prone to thinking a short term as clubs must think medium and long-term. You must find a way that these goals are aligned

There is also a reality that if you are not in the tastewall, your manager stops, whether the extended period is pasted: if it is moving well, it will go into a larger club and if it is poorly, and if it will be bad, whether it will. The club like Grey aims to be competitive, but it will necessarily seem to introduce players that can develop and later go to a profit that will help to cover their operating costs.

The manager must fit into that strategy, and the club emphasizes that he has a profile type of manager who wants. He was not accidentally proud of the fact that Genomena ranked six among clubs in large five leagues in Europe in the first team that played up to the 18th last season.

“We can’t afford to find a talent in which larger clubs find or gain basic stars,” he said. “What we do is offer players a chance to grow and a window that will show their growth. And we finish the team with older professionals who set a good example, reflecting our values ​​and gave cohesion.”

Br. 4: Managers must decide the profile of players who want, and then clubs must provide a list of alternatives to suit the profile. You can’t fall in love with a particular player and think that only he can do the job

Most heard the story On how Jurgen Klopp wanted to sign Julian Brandt, but the club pushed for Mohamed Salah, and the rest, as they say, history is history. Coaches need to have an idea that they want to play and qualify players in their system, but it is critical that players are creepy: if one target is financially, you move to the next answering profile.

“The coach cannot start with individuals who want, it must be with a profile and reality is that there will be many players who suit that profile,” says Galleni. “Within that profile there is a cluster alternative and you found the one that is right for you.”

And, of course, it can’t be on the coach to choose players: It’s the job of the director of football (in Geno, it’s Marko Ottonini) and Scout Department.

Br. 5: Developing players and designing real roads for them is crucial for the success of the club

Investing in players – and those from your academy and those signing – that develops in your club will cost you less and will eventually contribute to your first team or leave another club (and go to another club). This is a large part of the reasons why Genoa invested in the newly opened youth complex to help attract and retain younger players. This does not only apply to spotting upside down – it is that it is a plan to develop it upside down.

“We had a very promising defense counsel was appointed fair Ahanor last season,” he said. “He was with the first team in the presentation and trained with them for the past year. In the last month, he made him most of his first team, but he showed enough to transfer him to Atalant this summer to a fee that could rise to 20 million euros.

“Now we could leave him at the youth, or we could push him immediately in the first team. But we believe that our plan has allowed to adapt to the play against adult men – he was 16 when he gradually became”

“It’s an internal example, but I can also indicate Sebastian Otho, players who signed as a 20-year-old in Denmark in Denmark in January,” Galleni added. “He didn’t play a minute by April and they gave only three performances of the first team. We gave him a period of adjustment and expect it to be ready to be ready to contribute this year.”

Finding potential upside down is not exactly in young people. It is also about identifying players who fought elsewhere – whether they are injuries, or other reasons – and helping them restart their career. It is also needed track.

Br. 6: Data are important in recruitment, as well as live scout and players about players and turn off the terrain. You want to be advised by data, not given crucial, but it is essential that any newcomer corresponds to the DNA club

Gallen is emphasized about it. Genoa has more than 28,000 owners of seasonal tickets and a fan base that is extremely committed and requires commitment of its players.

“The intensity and combat attitude is in DNA on our club and it is equally important for us as talent and professionalism,” he said. “There are other clubs that may have less passionate fans or fewer types of players, if it is a real place for criticism. You will feel that it is the right place for him. It is the right place for him. You feel it’s the right place.

“One of the best examples is one of our captains, Johan Vazquez, who also dripped Mexico. He is a leader and a warrior in the field, and perfectly suits us from the moment he arrived.”

Br. 7: You can search for players in traditional ‘foci’ areas that gave many successful players – but this means greater competition. You can also search for players in other markets, where there are fewer competitors, but you need to gain balance

“We have discovered that Nordic markets, especially Danish and Norwegian, suit our DNA,” says Galleni. “And, of course, we do it more in these markets, we will meet them more and what will meet us more.”

From Mortena Frendrapa in Mikael Ellertsson Morten Thorsbi, Genoa seems to have a pipeline in Scandinavia and works for them. You have to stay open, but there is nothing wrong with returning what you know.