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writes that primitive societies linked themselves to a ‘magical man-god’ who exercised ‘public magic’, primarily to provide food and control the rain. We don’t expect anything less from the director generals who control the big multinationals, nor of certain football managers. Frazer argues that magic works by imitation: what appears to be, influences what appears to be. Like causes like. If you want more muscle, eat more meat; if you want to fly, eat birds; if you want success, attach yourself to someone successful, touch him, ask for his autograph. Magic works through symbols and symbols work by metonymy and metaphor – Mourinho is a symbol of the social leader and a metaphor for triumph.

      Magical thinking establishes a mystical relationship that very few people in the world of football are capable of resisting, as nobody is wholly free from superstition. Players can’t stop themselves, always taking their first step onto the pitch with their right foot. Roman Abramovich cannot suppress it, trying to import the Guardiola model to Chelsea, but without the ‘Masia’, without the culture of youth development, without the Camp Nou, and to an environment completely different to that of Spanish football. Neither could Pérez restrain himself when he coupled his desire to win the Champions League to a coach who had won it twice.

      Champions League statistics brought Mourinho closer to Madrid. But those same numbers made it mathematically less likely that he would win it again. Bob Paisley is the only coach to have won three European Cups, and he did it from within a very stable club: the Liverpool of the seventies and eighties, a club that had been built on the firm foundations laid by Bill Shankly with a continuity that went back to 1959.

      Mourinho himself must have noted a degree of rage from within the club when two months after arriving in Spain, after an unexpected 0–0 draw on his league debut in Mallorca, he felt obliged to clarify that he was not a magician.

      ‘Look,’ he said, ‘I’m a coach. I’m not Harry Potter. He’s magic but in reality magic doesn’t exist. Magic is fiction and I live in the football world, which is the real world.’

      Mourinho wanted to lower the levels of expectation. But he always knew that his signing was intimately related to marketing, a science that studies how to take advantage of expectations for economic ends. Harry Potter is not just a fictional character. He is a commercial system learned in the business schools well known to José Ángel Sánchez. When Madrid signed the Brazilian forward Ronaldo in 2002 the director general compared his impact on the economy of the club to the bespectacled boy wizard, saying that ‘Ronaldo is Harry Potter’.

      The commercial model of the Madrid brand that Sánchez inspired when he joined the club is the same that Disney used to promote The Lion King. Following a sequence outlined by the concept’s inventor, Professor Hal Varian, Google’s chief economist and a specialist in the economics of information, Disney developed an exploitation chain that multiplied the number of times a product could be offered to the public. The way a product was presented was expected to evolve, generating new expectations and new demand. Varian called these ‘windows’. The first window of a film is at the cinema. The second is the showing of the film on passenger airlines; then, the release of the DVD; next, the barrage of articles with the image of the characters on patented toys, games, electronics, textiles, furniture, etc. And finally, the musical, or any other commodity that the imagination is capable of conceiving.

      ‘Disney is a content producer, and we’re another content producer,’ Sánchez explained during the galáticos era, as he maximised profits from Figo, Zidane, Ronaldo and Beckham as if they were characters in a cartoon series. The director general glimpsed a universe in which supporters were transformed into ‘audiences’ and became consumers of legend. During a game, these excited customers could be divided into three blocks, according to how they consumed the product. In the stadium are those who have paid at the turnstiles; the people who have bought a private box, the companies that hire out their boxes; or private individuals who have hired VIP areas, everyone in their consumer ‘window’. In the second block outside the stadium are companies paying broadcasting rights for live and subsequent transmission on TV and the internet.

      But the spectacle does not finish at the end of the game: the club’s in-house media, Real Madrid TV, the official web page and the various club shops go on drawing in a third wave of customers. In this last block are the sponsors. The players lend their image for the promotion of companies who have contracts with the club, such as Audi, Telefónica, Coca-Cola, adidas, Babybel, Nivea, Samsung, Bwin and Fly Emirates. And then comes the film, a climax promising to break through the final frontier. Real: The Movie, released in 2005, was the ultimate example of putting Varian’s theory into practice. At this point Real Madrid were more like Disney than Disney could ever be like Real Madrid.

      More than creating new icons capable of raising the market value of the product, from 2000 Sánchez and Pérez were looking for people who were already famous, established celebrities prepared to incorporate their own mythology into the club. Before signing for Paris Saint-Germain, a Brazilian international was offered to the club, his name Ronaldinho Gaúcho. A high-ranking Madrid official, however, dismissed the idea after passing judgement on the player’s prominent teeth. Ronaldinho was – within Disney parameters – an absolute unknown and the casting was not being done by a football expert. As a result, David Beckham was the only signing of the 2003–04 season. The Englishman possessed an image that had, in the words of the president, ‘universal projection’.

      Along with the sale of the land on the Avenida Castellana to build skyscrapers where the old training ground had stood – a real-estate operation that transformed Madrid’s horizons dramatically – Sánchez and Pérez’s formula helped the club make a great deal of money. In the financial year ending in 2005 Madrid became the highest-grossing club in the world. The sum of €276 million entered the Bernabéu coffers, €30 million more than that earned by Manchester United, until this point the world’s most financially powerful club. Negotiation of TV rights in 2006 concluded with an unequal distribution of funds, to the detriment of all first and second division clubs apart from Barcelona and Madrid, who were blessed with the biggest contracts in Europe.

      Not even when the economic bubble burst did the club’s income stop growing. At the end of the 2011–12 season it exceeded €500 million, and Pérez was also able to show off a league title, his first as president since 2003. It was the first and last Spanish league won by Mourinho.

Chapter 3

       Market

      ‘You are Peter, the rock on which I will build my church, and the gates of Hell will not prevail against her. To you I give the keys to the Kingdom of Heaven; and what you bind on earth shall be bound in heaven, and whatever you loose on earth shall be loosed in heaven.’

      Matthew, 16:18–19

      ‘The foundations of this our city are as firm as the convictions of all who love Real Madrid. An institution that respects its past, learns from its present and is firmly committed to its future.’

      Inscription on the foundation stone at Valdebebas

      Football nights at the Ciutat de València stadium have a distinctive feel. The salty sea air, the smell of sunflower seeds from the stands, the penetrating aroma of liniment on the ceramic-tile floors of the dressing rooms, boots scattered on the ground, incandescent lamps giving off slightly less light in the visitors’ dressing room than in the home one, the kind of lamps you find in hospital rooms, lighting up the face of Pedro León as he gets changed, reasonably satisfied after the game on 25 September 2010.

      The crowd had just applauded him off the pitch in recognition of the time he spent at Levante three seasons ago. He had been Madrid’s best player and had done what his coach had asked, or so he thought.

      Mourinho had brought him on after 61 minutes in place of Di María in an attempt to break down Levante’s defence. He told him to hug the touchline, to open up the pitch, to take people on and try to get around the outside of the opposition’s defence; and if there was space to do so, to make diagonal runs inside, combining with Benzema and Higuaín. The substitute carried out his coach’s instructions

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