By Gabriel Nkunika
Football is more than just a sport — it’s an economic engine, a cultural unifier, and a tool for national branding. Across the globe, football clubs have evolved into multi-million-dollar enterprises. But in Africa, particularly Zambia, many clubs remain heavily dependent on Corporate Social Responsibility (CSR) funding — a short-term fix that often replaces genuine innovation and enterprise.
The CSR Trap
CSR was never meant to be a long-term business model. It was designed to assist community development, offer temporary financial relief, and promote social good. In African football, however, CSR has become a crutch that props up poor governance and stunts sustainable growth.
Zambian clubs routinely wait for donations from mines, telecom firms, and government agencies — instead of building commercial models that can support ticket sales, merchandise, youth academies, and digital media ventures. This passive approach is not only unsustainable; it’s dangerous.
As Zambian-born economist Dambisa Moyo wrote in Dead Aid:
“Aid has been, and continues to be, an unmitigated political, economic, and humanitarian disaster for most parts of the developing world.”
CSR in football behaves much the same — creating dependency rather than capacity.
Nkana FC: A Billion-Kwacha Opportunity Wasted: Nkana FC is Zambia’s most supported club. With a loyal fan base, strong brand history, and a massive national following, Nkana could easily generate over 1 billion Kwacha annually through merchandise, ticketing, and media rights. But instead of leveraging this support base to build commercial revenue, the club still leans heavily on CSR sponsorships and government bailouts.
The absence of a modern marketing strategy, digital outreach, and strong governance leaves the club underachieving — and fans underserved.
Social Media: The Ignored Frontier
Globally, football clubs are turning platforms like TikTok, YouTube, and Instagram into revenue-generating machines. Manchester United, Al Ahly, and Kaizer Chiefs all maintain a digital-first strategy that drives fan engagement and income.
Most African clubs, however, ignore social media or treat it as an afterthought. In Zambia, very few clubs have functioning websites, let alone platforms to sell jerseys, match tickets, or digital content.
This gap is massive. Africa has the youngest and most mobile-connected population in the world. Clubs that fail to go digital are locking themselves out of their biggest growth opportunity.
ZESCO United: The Kenyan Fumble
Between 2015 and 2020, ZESCO United cultivated a significant fan base in Kenya, bolstered by strong performances in the CAF Champions League and the presence of high-profile Kenyan internationals such as Jesse Jackson Were, David Owino, and Anthony “Teddy” Akumu. These players not only performed at a high level but also created emotional connections with Kenyan fans, making ZESCO one of the most followed foreign clubs in East Africa during that time.
This organic support base presented ZESCO with a rare opportunity to expand its brand beyond Zambia’s borders. A strategic approach could have included hosting preseason matches in Nairobi, collaborating with Kenyan sponsors, selling merchandise, and deepening fan engagement through digital content.
Clubs like AFC Leopards, Gor Mahia, and Tusker FC would have been ideal opponents for friendly matches that could draw huge crowds and national coverage. Even a one-off match against a Kenyan select XI could have cemented ZESCO’s regional presence.
Yet, instead of building on this momentum, ZESCO chose a preseason tour in South Africa — a market already saturated with clubs and limited growth potential for their brand. The opportunity to transform East African admiration into tangible revenue was completely lost.
This reflects a deeper issue in African football: a reluctance or inability to think like a modern business. Clubs remain trapped in reactive strategies, overly reliant on CSR funding, rather than proactively building brand equity and commercial success.
The Way Forward: From Aid to Enterprise
To break free from CSR dependency, African football clubs must embrace a business-oriented approach. This includes diversifying revenue through fan memberships, merchandise sales, and monetizing matches via media rights and live streaming. Clubs must also strengthen their digital presence by using social media, websites, and platforms like YouTube and TikTok to engage fans and generate income.
Professional club management is essential — with skilled staff, transparent governance, and long-term planning. Crucially, infrastructure development should be prioritized by expanding stadium capacity, modernizing facilities, and improving matchday experiences to boost attendance and revenue. Enhancements such as VIP seating, food vendors, digital ticketing, and clean, family-friendly environments can turn matchdays into major revenue events.
Finally, clubs must form lasting partnerships with corporate sponsors, tech firms, and diaspora investors, moving beyond short-term CSR handouts. These strategic collaborations should focus on mutual growth, innovation, and value creation. With this holistic shift, African football can build sustainable, independent growth on and off the pitch.
Conclusion
CSR in African football has outlived its usefulness as a primary funding model. While it once helped clubs survive, it now prevents them from thriving. Zambian football, like much of the continent, must embrace entrepreneurship, innovation, and digital transformation.
As Dambisa Moyo warned about foreign aid, dependency breeds stagnation. Football clubs must learn to think beyond the pitch — toward sustainable growth, business acumen, and long-term independence. Only then will African football reach the heights its talent and passion deserve.
