More Games, More Money? Understanding the Champions League’s New Structure

Gone is the familiar 32-team group stage of the UEFA Champions League that fans have known for two decades. In its place arrives a bold format designed to increase competition, global interest, and, crucially, commercial returns.

So, how does the new Champions League format work, how many games will each team play, and what does it mean for the business of football? Let’s break down the structure and explore its financial and strategic impact.

Understanding the new Champions League format

UEFA’s revamped structure introduces a 36-team “league phase” that replaces the traditional eight groups of four. Rather than being drawn into small, closed groups, all 36 clubs are placed into a single table, although each team only plays eight matches (four home, four away) against different opponents.

This “Swiss model,” inspired by tournament systems used in chess and esports, is designed to balance competitiveness and variety. Clubs are seeded into four pots based on UEFA coefficients, and each team faces two opponents from each pot. The draw ensures that elite clubs still encounter high-profile clashes, while smaller teams have a fairer chance to progress.

Key format features:

• 36 teams in one combined league table
• Eight matches per team (four home, four away)
• Top eight teams qualify directly for the Round of 16
• Teams placed 9th – 24th enter a two-legged play-off for the remaining eight knockout spots
• Positions 25 – 36 are eliminated, but those finishing 9th – 24th may continue in European competition depending on results

Once the Round of 16 is set, the familiar knockout format resumes through to the final.

This system ensures that each team faces a broader range of opponents, creating more high-stakes fixtures earlier in the tournament – something UEFA hopes will captivate global audiences.

How many games do teams play?

Under the old structure, clubs played six group-stage games, with the potential to reach 13 matches if they advanced to the final.

With the new 36-team format, every club is guaranteed eight league-phase fixtures, and those reaching the final could now play up to 17 matches, a record high for the competition.

That increase of up to four additional games significantly boosts the total number of fixtures across the competition – from 125 to 189 matches overall. For UEFA, broadcasters, and sponsors, that means more inventory, more viewing hours, and more opportunities to monetise the tournament.

Revenue Growth and Commercial Opportunities

A bigger product, a bigger price tag

The UEFA Champions League has long been football’s most lucrative club competition. The previous cycle (2021–2024) generated roughly €3.5 billion per season in total revenue, shared between UEFA, participating clubs, and national associations.

With the expanded format, UEFA expects that figure to surpass €4.5 billion annually, a near 30 per cent jump. The increase comes from three main sources:

1. Broadcasting rights:
   More matches mean more live content. UEFA can sell additional broadcasting slots, increase per-match fees, and attract new streaming partners in emerging markets. Broadcasters benefit too, with more marquee clashes and fewer “dead rubbers” than under the old system.
2. Sponsorship and advertising:
   The extended schedule offers greater brand exposure across TV, digital, and stadium platforms. UEFA’s top-tier sponsors like Heineken, Mastercard, and Pepsi gain millions of extra impressions, justifying higher sponsorship renewals and new partnership tiers.
3. Matchday and local revenues:
   Clubs now host at least four home fixtures in the league phase, compared to three previously. For major clubs like Real Madrid, Bayern Munich and Barcelona, that means tens of millions more in ticket sales, hospitality, and merchandise per season.

Champions League revenue redistribution

While UEFA’s total revenue pool expands, how it’s distributed will also evolve. The “market pool” (based on national TV value) is being reduced slightly to promote sporting merit, while the performance-related bonuses increase. Clubs progressing further will now see an even greater financial upside.

Smaller clubs, especially those from lower-revenue leagues, stand to gain as well. Simply qualifying for the league phase will be worth more than €20 million, making the Champions League a lifeline for financial stability and investment.

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The Wider Impact on clubs and the football industry

Strategic implications for clubs

The new structure has far-reaching effects on how clubs plan and operate:

• Squad management and fixture congestion:
  With extra games in both domestic and European competitions, managing player fatigue becomes more complex. Clubs with deeper squads and superior rotation options will benefit most, potentially widening the gap between Europe’s elite and mid-tier sides.
• Financial planning:
  Predictable revenue streams from guaranteed extra home games allow clubs to budget more confidently. However, the escalating costs of player wages, travel, and infrastructure could offset some gains, especially for clubs that fail to progress deep into the tournament.
• Transfer market dynamics:
  Greater Champions League exposure increases player visibility and market value. Clubs competing regularly in the expanded league phase can command higher commercial valuations, sponsorships, and even attract new investors.

Impact on domestic leagues

National leagues face a delicate balancing act. More midweek European fixtures may pressure domestic scheduling, potentially reducing rest periods or moving domestic cup ties. For broadcasters, this could fragment audiences across multiple competitions.

Some league administrators worry the Champions League’s expanded presence could overshadow local competitions. Yet, the counterargument is that higher European revenues can strengthen clubs domestically, if distributed wisely.

The global football economy

The Champions League has always been UEFA’s most powerful financial and cultural export. The new format is designed not only to enhance competition but also to future-proof the tournament against emerging rivals, such as FIFA’s expanded Club World Cup and proposed regional super leagues.

With global viewership expected to rise, the Champions League’s commercial influence may extend beyond Europe, setting new benchmarks for how elite sport monetises global fandom in the streaming era.

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Why UEFA Made the Change

At its core, this reform is a response to both sporting and commercial pressures. The 2021 European Super League controversy revealed how top clubs sought greater control over revenues and fixtures. UEFA’s new model addresses many of those concerns, delivering more guaranteed high-profile matches and higher earnings without breaking away from the existing football pyramid.

UEFA President Aleksander Čeferin has called the new format “a system that rewards sporting merit while enhancing financial stability.” Critics, however, argue it further entrenches elite dominance and stretches the football calendar to breaking point. Both views carry truth: the competition will be more lucrative, but also more demanding.

A New Era for European Football

The Champions League’s 2024/25 transformation marks one of the most significant evolutions in modern football. For fans, it promises more blockbuster fixtures and drama from start to finish. For clubs and UEFA, it represents a strategic expansion of football’s most powerful commercial engine.

Whether this new system enhances competition or simply amplifies financial disparity remains to be seen. What’s clear is that the Champions League’s new format works not only as a sporting experiment but as a business model built for the modern era where content, engagement, and revenue are as vital as trophies.

Key Takeaways

• 36 teams will compete in a single league phase using the “Swiss model.”
• Eight matches per team (four home, four away).
• Up to 17 total games possible for finalists.
• Revenue projected to exceed €4.5 billion per season.
• Clubs gain from extra broadcast, sponsorship, and matchday income – but also face greater demands on resources.

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