Qatar, which promises significant funding for the organization of the 2030 Football World Cup, wants to boost the PSG brand in the kingdom. We explain…
For more than a decade, Qatar has deployed an ambitious strategy aimed at strengthening its international influence by relying on sport, with football as the main lever. By increasing investments in major events and joining forces with key partners, Doha continues to assert its role as a pioneer of “sports soft power”.
In this dynamic, in recent years, Morocco has established itself as a strategic area, notably through two major axes: the promise of financing for the 2030 World Cup and the development of the Paris Saint-Germain (PSG) brand in the kingdom, we learn in the latest 2024 issue of Africa Intelligence.
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“Beyond sport, these initiatives reflect a desire to forge deep economic and cultural ties with key players in the region,” confides a source close to the 2030 World Cup file.
“Organizing the World Cup represents for Qatar much more than a simple sporting project: it is a global outreach tool. At the same time, the ambition to extend PSG’s influence in Morocco is part of a logic of soft power, where diplomacy and trade intersect to serve the country’s strategic interests. »
In figures, like his Saudi and Emirati counterparts, the Emir of Qatar, Tamim bin Hamad al-Thani, promised Morocco a contribution of nearly 200 million euros for the construction and renovation of stadiums as part of the 2030 Football World Cup. Other investments are planned, particularly in the hotel industry.
“Sports diplomacy opens a large economic window for Morocco,” explains economist Mehdi Fakkir. “With the organization of the World Cup, Morocco, in addition to enjoying an international aura, will benefit from economic externalities,” he warns.
This support from Doha, significant for the kingdom, which has estimated the total cost of the event between 50 billion and 60 billion dirhams (5 to 6 billion euros), does not come without compensation.
In particular, Paris Saint-Germain (PSG), the football club owned by the Qatari fund Qatar Sports Investments (QSI), has increased agreements with Morocco in recent months through its star player, the Moroccan-Spanish Achraf Hakimi, reveals Africa Intelligence.
Increase the PSG fanbase in Morocco
Compared to Spanish clubs FC Barcelona (FCB) and Real Madrid, PSG suffers from a lack of visibility in Morocco. The Gulf country is therefore seeking to increase the aura of its club in the kingdom.
In detail, for the Parisian club, the objective is twofold: to increase its supporter base, but also to attract young local talents.
In this seduction operation, Achraf Hakimi is the kingpin. For example, through his foundation, Hakimi was dispatched mid-November by the CEO of PSG, Qatari businessman Nasser al-Khelaïfi, for the inauguration of the PSG Academy in Casablanca, the first training center club official in the kingdom.
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“For me, it’s more than just a project; it is a vision of commitment to the development of the children of my country. PSG Academy Maroc is not just a football school, it is a vibrant space where every child has the opportunity to grow, flourish and nurture their dreams. Being here with the children of the Achraf Hakimi Foundation for this inauguration and observing the spark of passion and determination in their eyes touches me deeply, because I see myself in them again, carried by my own hopes and challenges. Together, in our beautiful country of Morocco, we offer them a fun and joyful experience, allowing them to believe in their potential and build their future with pride,” declared the captain of the Atlas Lions on the official PSG website. .
It should also be remembered that, on October 29, Hakimi was present alongside Fouzi Lekjâa at the dinner organized by King Mohammed VI during the state visit of French President Emmanuel Macron.
Last December, he appeared at a sports solidarity event in Casablanca.
As a reminder, Morocco ranks 10th in the world in terms of PSG supporters on digital platforms, with around 4.9 million followers.
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