Before the start of this essay, I’d like to thank Pixabay creator “piersoneill” for the stunning harbour coastline image, showcasing the natural harbour of Plymouth, a city in Southwest England.
A Pub Team Igniting the City’s Economy
On June 24, 2025, Plymouth Argyle released its latest “Football Socio-Economic Impact Report,” which surprisingly received little public attention. This article aims to unpack the key insights from the report and explore how a grassroots football club from the southwest of England has positively impacted the region’s economy, football culture, and club performance.
Plymouth Argyle, often referred to as The Pilgrims, is considered a grassroots club because of the following:
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Community origins: Founded in 1886 by a group of local residents in a pub, the club began with informal matches on public fields and gradually joined reputable regional leagues. Its roots are deeply embedded in the local community.
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Investment in grassroots football: The club actively supports local players, coaches, and youth academies, and occasionally initiates football-related community programs.
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Sustainable profitability: The Pilgrims operate profitably without relying on wealthy owners or external capital injections.
What did the Plymouth Argyle “Football Socio-Economic Impact Report” say?
In the 2023/24 season, the club generated revenue of approximately CNY 250 million (≈ £27.5 million / $35 million). More impressively, it contributed an estimated CNY 850 million (≈ £93.5 million / $119 million) in annual Gross Value Added (GVA) to the local economy—3.4 times the club’s own revenue—demonstrating a strong economic multiplier effect.
(GVA includes employee compensation, operating surplus, depreciation, and net production taxes. It is a vital indicator of regional economic activity.)
What did the Plymouth Argyle “Football Socio-Economic Impact Report” say?
In the 2023/24 season, the club generated revenue of approximately CNY 250 million (≈ £27.5 million / $35 million). More impressively, it contributed an estimated CNY 850 million (≈ £93.5 million / $119 million) in annual Gross Value Added (GVA) to the local economy—3.4 times the club’s own revenue—demonstrating a strong economic multiplier effect.
(GVA includes employee compensation, operating surplus, depreciation, and net production taxes. It is a vital indicator of regional economic activity.)
A Local Economic Network
Beyond its own profitability, Plymouth Argyle has established an integrated supply and economic chain: over 600 suppliers provide goods and services to the club annually, 24% of which are local businesses, boosting the vibrancy of the regional business ecosystem.
The club’s stadium is more than just a venue for matches—it also hosts concerts, conferences, weddings, and other events. In the 2023/24 season alone, it accommodated 247 non-match events, generating an additional CNY 47 million (≈ £5.2 million / $6.6 million) in revenue—essentially, a significant source of “extra income.”
Employment and Community Impact
The club currently provides nearly 400 full-time or part-time jobs, 85% of which are held by Plymouth residents, with annual wage expenditures reaching CNY 165 million (≈ £18.2 million / $23.1 million). Furthermore, fans spent nearly CNY 100 million (≈ £11 million / $14 million) on non-ticket items such as food, merchandise, and services—contributing to the city’s consumer vitality.
A Club That Lifts a City
With a population of just 246,000, Plymouth has witnessed the value of its club, even while Plymouth Argyle remains in League One, not the EFL Championship. What has it brought to the city?
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A vibrant, loyal, and positive community football atmosphere
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A full supply chain supporting employment, services, and spending
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Continued improvement in local football standards, from players to coaches
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And—remarkably—a football club that makes money even when it’s not playing football
Management Lessons from a Less-Favored Football Region
What can China learn from Plymouth Argyle? Perhaps this is the direction that Chinese football should explore—starting with grassroots vitality.
If China’s professional clubs—and even smaller clubs at the Scottish Premiership level—can emulate the operational sophistication and regional synergy seen in England’s lower-league clubs, there’s a real chance to build a truly sustainable development model for both clubs and leagues.
Improving football quality can’t happen overnight. What’s needed is a healthy and stable league system. Without a virtuous cycle between clubs and leagues, Chinese football risks being stuck in a boom-and-bust pattern.
A New Role for Regional Leagues
We must reimagine the role of football leagues—not just as sporting competitions, but as routine regional activities.
Can a provincial league attract local governments, businesses, media, and communities? Can it, like the lower tiers of English football, create new consumption scenarios and job opportunities?
Imagine if each province in China hosted 15 semi-professional or amateur teams, even those organized at the municipal or county level. That would mean over 480 stable participating clubs nationwide. The economic and social impact of those clubs and their matches would not only support local development—but reinvigorate football itself.
The Future Lies in Grassroots Power
Scotland’s attempt at regionalization is a valuable experiment, but the real breakthrough for Chinese football may lie within these potential 480 clubs.
After all, football has never been just about the game. It’s increasingly becoming a catalyst for tourism, dining, city branding, and a new engine of regional economic growth.
Note: The above image is sourced from Wikimedia Commons
Note: The above image is sourced from Wikimedia Commons.
