Kenya, the region’s economic powerhouse, is lagging behind Tanzania and Uganda in football development. While Kenyan players seek opportunities abroad, its domestic league struggles with poor investment, dwindling sponsorship besides chaotic management.

Meanwhile, Uganda and Tanzania are turning football into a thriving business, attracting major corporate backing and enhancing fan experiences.

Interestingly, despite Kenya towering over its neighbours in terms of Gross Domestic Product (GDP), the irony is that these other nations have excelled in branding, marketing, visibility and even player remuneration, to the extent that Kenyan footballers now seek opportunities in their leagues.

In Kenya’s top flight, corporate branding is almost non-existent, partly because only a few sponsors have agreements with the federation, leaving clubs to fend for themselves across various divisions.

So, where did Kenya go wrong to the extent that sponsors have pulled out and others are hesitant to invest?

According to independent researcher Jörg Wiegratz, an Associate Professor at the School of Politics and International Studies, the main issue lies in Kenya’s persistent turmoil and failure to focus on deliberate growth.

In his 2024 report, Changing the Game: The Dynamics of the Commercialisation of Football in Uganda and Kenya, Wiegratz highlights the stark contrast between the two countries in terms of making football a viable business.

Deficit in football

“Kenyan football has been in crisis for years due to various factors, including mismanagement at the federation, sector and club levels. Additionally, ongoing conflicts between the government and the federation have resulted in repeated stalemates and dysfunctional relationships. Over the years, several caretaker committees have been formed, including a FIFA Normalisation Committee,” notes the report.

“There is also a longstanding deficit in football-related infrastructure, such as stadiums and training grounds. Many Football Kenya Federation Premier League (FKF-PL) clubs rent stadiums for match days, meaning ‘home’ matches are sometimes played in distant venues, far from training grounds or historical fan bases. This is expensive and negatively impacts the match-day experience. Some clubs do not even have their own training facilities or cannot train in their home communities due to a lack of facilities.”

The report suggests that prolonged turmoil has scared away investors, stifling the growth of Kenyan football.

“Football culture in Kenya has also suffered from sporadic incidents of fan violence and insecurity, damaging the sport’s brand and image. Hooliganism has driven away spectators who associate football with crime and vandalism, leading to dwindling attendance,” it states.

Another major issue raised is the lack of a proper match-day experience, which affects fan engagement.

“Most stadiums in Kenya lack designated spots for selling warm food or alcohol.

In Mombasa, Bandari FC’s stadium offers takeaways, sodas and alcohol, likely because the venue is owned by the club’s main sponsor, Kenya Ports Authority (KPA).

In Nairobi, the situation is worse, possibly due to crowd control concerns. At Kasarani Stadium, Nyayo Stadium, Ruaraka grounds and Kasarani Annex, only snacks, water, and soda are available. This means both clubs and stadium managers miss out on crucial revenue streams.”

Kenya’s lost glory

Kenyan football’s golden era was during the 10-year partnership between the Kenya Premier League Management Ltd and SuperSport Limited, which oversaw 16 clubs.

During this period, communication was efficient, fixtures and TV schedules were well-coordinated, and marketing was top-notch. Player salaries and bonuses were paid on time due to contractual agreements between the broadcaster and the league managers. Even logistics were handled professionally.

However, according to the report, everything took a turn for the worse after the broadcasting deal collapsed due to a disagreement over league expansion.

“The ‘honeymoon’ lasted nearly ten years. Respondents indicated that the FKF wanted to reclaim power and influence over clubs and the KPL, as well as secure a larger share of the revenue. Essentially, the FKF leadership could no longer tolerate the status quo, where clubs and the KPL wielded significant autonomy and financial control. The FKF sought to regain control over the league’s operations and financial decisions,” Wiegratz said in an interview.

This shift forced community clubs like Gor Mahia and AFC Leopards to return to the drawing board, particularly during the Covid-19 pandemic, when empty stadiums meant lost revenue. Broadcast money, if available, was minimal and of little value to these once-mighty clubs.

Uganda’s success story

In contrast, Uganda’s football development has been driven by government goodwill and *corporate support. The Federation of Uganda Football Associations (FUFA) took proactive steps to engage stakeholders and build trust.

According to the report, Uganda’s transformation was not immediate, but consistent, deliberate efforts made the sport self-sustaining at both club and national levels.

“Broadcasting of local sports in Uganda has surged and continues to grow. It’s not just football that’s on an upward trend—netball, basketball, rugby, boxing and athletics have also gained traction. Various broadcasters are seeking sports content, and football benefits from this broader professionalisation of sports media in Uganda.”

Uganda has also leveraged social media effectively, fostering fan engagement and discussion. While football in Kenya and Tanzania also generates online buzz, Uganda’s football discourse is deeply rooted in local history, culture and economy, making it relatable to fans.

“Social media content about Ugandan football is closely tied to local culture and everyday life, making it more engaging for audiences. The handlers of Ugandan football accounts understand the aspirations of different demographic groups, producing content that resonates with them. They have carved out a unique space for local engagement without much competition from social media managers of foreign clubs, which many Ugandan fans also follow.”

Corporate sponsorship in Uganda is not just about visibility but also performance-driven partnerships.

“Companies align their brands with top-performing clubs. For example, Bidco (Uganda’s leading cooking oil manufacturer) wants its sponsored club to dominate the league, reflecting its brand’s leadership in the market. Sponsors allocate a significant portion of their marketing budgets to football, fostering competition among brands.”

Unlike Kenya’s Harambee Stars, which mainly relies on government funding, Uganda’s national team, The Cranes, enjoys multiple sponsorships, led by MTN Uganda, along with National Insurance Corporation and BUL (detergent maker).