Evropski superklubovi i njihova superliga

[Meazza]

Od dresova najveci profit uzima proizvodjac dresova, a ne klub. Nike, Puma i Adidas upravo zato i daju pare klubovima da nose njihove dresove.

[omiljeni]

Još nešto na temu tog kukanja "bitne su im samo pare, a to će da uništi sport, ja bih sport koji ima dušu".

Sport je već prešao u defanzivu, kao što je npr i film odavno prešao u tešku defanzivu.

Kad Kroenke i slični reptili kupuju neki klub i odluče da treba da grade nov stadion, oni to ne rade jer očekuje šibanje za publiku protiv USC, UCLA, Angelsa, Dodgersa, Lakersa i ostalih. Oni će sve njih (osim USC-a) pregaziti kano plitak potok, to nije problem. Prava borba nastupa kad njegov proizvod treba da se takmiči protiv playstationa 5, xboxa, smartfona, tableta, instagrama, youtube, netflixa i takvih vidova zabave.

Zato prave stadion od 5 milijardi koji će da izgleda kao svemirski brod i ima nekoliko HD ekrana sa dijagonalom od 50 metara i 5g internet za svih 80.000 ljudi koji dođu da gledaju utakmicu, tapacirane stolica za svačiju guzu itd itd

To se dešava i sa fudbalom i svim drugim sportovima i to se dešava globalno, pa i u Evropi. Zbog toga ugovor za tv prava Premier League ima pad u odnosu na 2015, a ne zato što su Englezi prešli da prate košarku ili vaterpolo. Ne, već su televizije gledale u grafikone i projektovale su trend rasta, a to je izostalo i odmah kod sklapanja sledećeg ugovora je to dovelo do korekcije od 15%.

A situacija će da bude sve gora i gora. I ko misli da sport za taj fajt treba da se priprema strategiju baziranu na Kristal Palasu i maleckim simpatičnim klubićima, lokal-patriotizmu, taj realno nema pojma šta se u svetu događa i šta će se tek događati.

 

 

[Meazza]

Uh, dobar post. Moze se braniti teza da je sport, bas kao i film, fenomen XX veka.

Edited April 6, 2021 by Meazza

[Meazza]

Bojim se da od svih sportova fudbal ima najmanje sanse da se izbori sa PS 5, Xbox, YouTube i esportovima. Ono sto je fudbal napravilo globalnim pop-kulturnim fenomenom u XX veku (a to je potencijal za naraciju i protagonizam, kroz radio prenose i novinske izvestaje usled malog broja poena i kljucnih momenata) sputavace ga da zadrzi taj status u XXI veku. Suvise malo poena znaci da je tu premalo egzibicionizma i potencijala za show. Primecujem da se ocajnicki trude da izbace u prvi plan nove protagoniste, ne moze da se zivi od promovisanja Halanda i Mbapea kojima se bez blama lepe epiteti "future GOATs" i slicno jer bez superzvezda se nece leba najesti od TV prava. Mesi i Ronaldo su produzili relevantnost fudbala na TV za citavu deceniju, ali pitanje je sta posle. Fudbal je - let's face it - objektivno prilicno dosadan sport za gledanje i on ne moze da parira video igrama i Netfliksu. Nesto drugo je izbacilo fudbal u prvi plan i ucinilo ga sportom broj 1, a u nekim zemljama i nacionalnom zabavom broj 1, a to su kompetitivnost, rivalitet, timski duh, klupska navijacka kultura, svetsko prvenstvo i reprezentacije. Ako se to nesto oduzme fudbalu bojim se da mu nece ostati skoro nista.

[Meazza]

Fudbal rizikuje da izgubi hardcore publiku, a ako se to desi nikakva Azija i nikakve 5G andrmolje na stadionima mu nece pomoci da ne dozivi sudbinu boksa koji je takodje bio pop-kulturni fenomen XX veka, a sad je fringe sport na TV.

[Peter Fan]

1 hour ago, omiljeni said:

 

To je prilično zastupljena zabluda. štampa tipa Žurnal/Novosti već decenijama truju naslovima tipa "Ronaldo već otplatio transfer posle mesec dana samo od prodaje dresova", a to se lepo primilo i na internetu.

Prodaja dresova u Aziji i te stvari, to donosi nešto novca, ali su brojevi smešni naspram onog kako pojedini ljudi to zamišljaju. 1000 tih ljudi iz Azije za klub donese manje novca nego 1 čovek iz grada koji dolazi na stadion i ima uplaćen neki tv paket da gleda gostujuće utakmice. I svaki takav čovek ima bar 10-15 dresova u ormaru. On je navijač na kog pomisli owner.

....

Owner zna da je to samo malecka bonus zarada, a da ogromna većina profita dolazi direktno sa stadiona i sa lokalnog tv marketa.

 

omiljeni, generalna teza ti je OK, ali po obicaju si proizvoljan i onda na temelju toga izvodis pogresnje teorije. Posto je @Meazza potrazio brojeve,  nije me mrzilo da prekopam po MU godisnjem izvjestaju.

 

Dakle ne da TV prava nisu glavni izvor prihoda, vec TV prava + ulaznice + potrsonja za pivo i semeneke zajedno u nekim godinama nije veca od sponzorske zarade.  Dakle, lokalni Joe koji ide na stadion ili gleda utakmicu na Sky1 je vazan, ali je Xi koji uprati MUFC na Tik-Toku  jednako (ili u zavisnosti od godine) i vazniji, jer njegovo pracenje direktno odlucuje koliko novca ce MLilly da uplati za sponzostvo,

 

(zadnjih 5 godina, zakljucno sa 2020)

 

Revenue from contracts with customers(1) ...... 509,041 627,122 589,758 581,254 515,694
Analyzed as:
Commercial revenue ................. 279,044 275,093 275,835 275,521 268,667
Broadcasting revenue ................140,203 241,210 204,137 194,098 140,440
Matchday revenue ..................... 89,794  110,819 109,786 111,635 106,587

 

Our Commercial revenue for each of the years ended 30 June 2020, 2019 and 2018 represented 54.8%,
43.8%, and 46.8% of our total revenue, respectively

 

Spoiler

Evo jos nekih detalja koje mogu pomoci diskusiji:

 

TV prava iz EPL su 5/8 svog TV novca:
For each of the years ended 30 June 2020, 2019 and 2018, 80.3%, 60.6% and 74.2% of our Broadcasting
revenue, respectively, was generated from the media rights for Premier League matches, and 12.0%, 34.5%
and 18.8% of our Broadcasting revenue, respectively, was generated from the media rights for UEFA matches.

 

 

Oni direktno ne kontrolisu taj dio kolaca:

We derive the substantial majority of our Broadcasting revenue from media contracts negotiated by the
Premier League and UEFA with media distributors, stoga:

We are a founder member and our Executive Vice Chairman has a seat on the executive board of the
European Club Association (“ECA”), an independent organization set up to work with football governing
bodies to protect and promote the interests of football clubs at the European level.

 

A to je i jebena EPL koja nas sputava:

The Premier League is governed by its 20 club shareholders with most rule changes requiring the
support of a minimum of 14 of the clubs. This allows a minority of clubs to block changes they view as
unfavorable to their interests. In addition, it allows a concerted majority of the clubs to pass rules that may
be disadvantageous to the remaining six clubs. As one of the larger clubs in the Premier League in terms of
revenue and follower base, we can exert some influence on the rulemaking process, however, our interests
may not always align with the majority of clubs and it may be difficult for us to effect changes that are
advantageous to us. At the same time, it is possible that other clubs may take action that we view as contrary
to our interests.

 

Stoga uzimamo stvari u svoje ruke:

We are a founder member and our Executive Vice Chairman has a seat on the executive board of the European Club Association (“ECA”), an independent organization set up to work with football governing bodies to protect and promote the interests of football clubs at the European level.

 

Navijacka/simpatizerska baza i rast iste (Amerika je slijepo crijevo):
This internet-based survey was conducted during the first six months of 2019 and included over
54,000 respondents across 39 countries. It repeated a similar 2011 survey, also conducted by Kantar, to
ensure comparability of approach, methodology and results. The survey included questions on:
• demographics, age, gender and socio-economic background;
• viewership of Manchester United matches, social media following and engagement;
• relationship, awareness and attitudes to commercial partners; and
• interest in Manchester United products, including merchandise.
The survey indicated that Manchester United has 1.1 billion combined fans and followers worldwide,
comprised of 467 million fans and 635 million followers (compared to 277 million and 382 million,
respectively, in 2011), including:
• a total of 731.7 million fans and followers in the Asia Pacific region (compared to 324.7 million in
2011);
• a total of 296.1 million fans and followers in Europe, the Middle East and Africa (compared to
262.9 million in 2011); and
• a total of 74 million fans and followers in the Americas (compared to 71.7 million in 2011)

 

Brand iznad svega (iako je sportski uspjeh glavna pokretacka snaga, daleko da je jedina):

The success of our business depends on the value and strength of our brand and reputation. Our brand
and reputation are also integral to the implementation of our strategies for expanding our follower base,
sponsors and commercial partners. To be successful in the future we believe we must preserve, grow and
leverage the value of our brand across all of our revenue streams. For instance, we have in the past experienced,
and we expect that in the future we will continue to receive, a high degree of media coverage. Unfavorable
publicity regarding our men’s first team’s performance in league and cup competitions or their behavior off
the field, our ability to attract and retain certain players and coaching staff or actions by or changes in our
ownership, could negatively affect our brand and reputation. Failure to respond effectively to negative
publicity could also further erode our brand and reputation. In addition, events in the football industry,
even if unrelated to us, may negatively affect our brand or reputation. As a result, the size, engagement and
loyalty of our follower base and the demand for our products may decline. Damage to our brand or
reputation or loss of our followers’ commitment for any of these reasons could impair our ability to expand
our follower base, sponsors and commercial partners or our ability to sell significant quantities of our
products, which would result in decreased revenue across our revenue streams and have a material adverse
effect on our business, results of operations, financial condition and cash flow, as well as require additional
resources to rebuild our brand and reputation.

 

I u konacnici, gdje je buduca ekspanzija:

We believe that we are one of the world’s most recognizable global brands with a community of
1.1 billion fans and followers. Manchester United is at the forefront of live football, which is a key component
of the global sports market.
Other markets driving our business include the global advertising market, the global pay television
market and the global apparel market.
While our business represents only a small portion of our addressable markets and may not grow at a
corresponding rate, we believe our global reach and access to emerging markets position us for continued
growth.

 

====

 

Dakle, manje-vise, da se naslutiti (a nije iznenadjenje): trenutna snanga brenda se crpi iz istorije/Old Trafforda, ali najvise iz stanja i uspjeha na terenu, a buducnost je globalna, najverovatnije Azijska. Lokalna TV prava i prodaja ulaznica su vazna, ali su sponzorski novci (sve globalne mega-firme) vazniji.

Tu ce EPL i UEFA biti samo okovi koji sputavaju finansijski rast.

 

 

[Meazza]

Dakle zakljucak je da oni zele Superligu ne zato sto ce to novo takmicenje biti gledanije vec zato sto ce moci vise da se pitaju u tom takmicenju nego sto se pitaju u EPL koja deli suvise novca ostalim timovima?

[Meazza]

Ili mozda zele Superligu jer ce u njoj zauvek imati super-status i ne postoji rizik da zbog nekoliko sezona van evropskih takmicenja brend dozivi pad popularnosti. Peglanje rizika? 

 

Nijedan od ta dva razloga nema nikakve veze sa onim sto publika zeli od fudbala.

[Peter Fan]

@Meazza

 

Sve pomalo. 

 

Oni bukvalno to navode u dijelu izvjestaja gdje se navode rizici poslovanja, a ono gdje je @omiljeni u pravu je da je CL "underperformed" jer je losija of EPL ugovora (iz ugla MUFC).

 

Takodje, zavisi sta smatras pod "publika". MUFC  takmicarsku draz i neizvjestnost vide kao jedan od generatora popularnosti fudbala, ali to za njih radi posao samo ako su oni pobjednici ili pri vrhu. Pad na tabeli, a pogotovu ispadanje iz EPL je kljucni rizik koji navode, pa se namece zakljucak da je nekakva zatvorena liga pozeljnija za njih, a pogotovo ona gdje oni imaju vecu moc odlucivanja nego u trenutnim ligama.

 

Dakle, kljucno pitanje je njihova procjena odakle ce se crpiti popularnost u buducnosti. Meni se cini da je EPL i CL u tom smislu prevazidjena.

[omiljeni]

42 minutes ago, Peter Fan said:

 

omiljeni, generalna teza ti je OK, ali po obicaju si proizvoljan i onda na temelju toga izvodis pogresnje teorije. Posto je @Meazza potrazio brojeve,  nije me mrzilo da prekopam po MU godisnjem izvjestaju.

 

Dakle ne da TV prava nisu glavni izvor prihoda, vec TV prava + ulaznice + potrsonja za pivo i semeneke zajedno u nekim godinama nije veca od sponzorske zarade.  Dakle, lokalni Joe koji ide na stadion ili gleda utakmicu na Sky1 je vazan, ali je Xi koji uprati MUFC na Tik-Toku  jednako (ili u zavisnosti od godine) i vazniji, jer njegovo pracenje direktno odlucuje koliko novca ce MLilly da uplati za sponzostvo,

 

(zadnjih 5 godina, zakljucno sa 2020)

 

Revenue from contracts with customers(1) ...... 509,041 627,122 589,758 581,254 515,694
Analyzed as:
Commercial revenue ................. 279,044 275,093 275,835 275,521 268,667
Broadcasting revenue ................140,203 241,210 204,137 194,098 140,440
Matchday revenue ..................... 89,794  110,819 109,786 111,635 106,587

 

Our Commercial revenue for each of the years ended 30 June 2020, 2019 and 2018 represented 54.8%,
43.8%, and 46.8% of our total revenue, respectively

 

  Reveal hidden contents

Evo jos nekih detalja koje mogu pomoci diskusiji:

 

TV prava iz EPL su 5/8 svog TV novca:
For each of the years ended 30 June 2020, 2019 and 2018, 80.3%, 60.6% and 74.2% of our Broadcasting
revenue, respectively, was generated from the media rights for Premier League matches, and 12.0%, 34.5%
and 18.8% of our Broadcasting revenue, respectively, was generated from the media rights for UEFA matches.

 

 

Oni direktno ne kontrolisu taj dio kolaca:

We derive the substantial majority of our Broadcasting revenue from media contracts negotiated by the
Premier League and UEFA with media distributors, stoga:

We are a founder member and our Executive Vice Chairman has a seat on the executive board of the
European Club Association (“ECA”), an independent organization set up to work with football governing
bodies to protect and promote the interests of football clubs at the European level.

 

A to je i jebena EPL koja nas sputava:

The Premier League is governed by its 20 club shareholders with most rule changes requiring the
support of a minimum of 14 of the clubs. This allows a minority of clubs to block changes they view as
unfavorable to their interests. In addition, it allows a concerted majority of the clubs to pass rules that may
be disadvantageous to the remaining six clubs. As one of the larger clubs in the Premier League in terms of
revenue and follower base, we can exert some influence on the rulemaking process, however, our interests
may not always align with the majority of clubs and it may be difficult for us to effect changes that are
advantageous to us. At the same time, it is possible that other clubs may take action that we view as contrary
to our interests.

 

Stoga uzimamo stvari u svoje ruke:

We are a founder member and our Executive Vice Chairman has a seat on the executive board of the European Club Association (“ECA”), an independent organization set up to work with football governing bodies to protect and promote the interests of football clubs at the European level.

 

Navijacka/simpatizerska baza i rast iste (Amerika je slijepo crijevo):
This internet-based survey was conducted during the first six months of 2019 and included over
54,000 respondents across 39 countries. It repeated a similar 2011 survey, also conducted by Kantar, to
ensure comparability of approach, methodology and results. The survey included questions on:
• demographics, age, gender and socio-economic background;
• viewership of Manchester United matches, social media following and engagement;
• relationship, awareness and attitudes to commercial partners; and
• interest in Manchester United products, including merchandise.
The survey indicated that Manchester United has 1.1 billion combined fans and followers worldwide,
comprised of 467 million fans and 635 million followers (compared to 277 million and 382 million,
respectively, in 2011), including:
• a total of 731.7 million fans and followers in the Asia Pacific region (compared to 324.7 million in
2011);
• a total of 296.1 million fans and followers in Europe, the Middle East and Africa (compared to
262.9 million in 2011); and
• a total of 74 million fans and followers in the Americas (compared to 71.7 million in 2011)

 

Brand iznad svega (iako je sportski uspjeh glavna pokretacka snaga, daleko da je jedina):

The success of our business depends on the value and strength of our brand and reputation. Our brand
and reputation are also integral to the implementation of our strategies for expanding our follower base,
sponsors and commercial partners. To be successful in the future we believe we must preserve, grow and
leverage the value of our brand across all of our revenue streams. For instance, we have in the past experienced,
and we expect that in the future we will continue to receive, a high degree of media coverage. Unfavorable
publicity regarding our men’s first team’s performance in league and cup competitions or their behavior off
the field, our ability to attract and retain certain players and coaching staff or actions by or changes in our
ownership, could negatively affect our brand and reputation. Failure to respond effectively to negative
publicity could also further erode our brand and reputation. In addition, events in the football industry,
even if unrelated to us, may negatively affect our brand or reputation. As a result, the size, engagement and
loyalty of our follower base and the demand for our products may decline. Damage to our brand or
reputation or loss of our followers’ commitment for any of these reasons could impair our ability to expand
our follower base, sponsors and commercial partners or our ability to sell significant quantities of our
products, which would result in decreased revenue across our revenue streams and have a material adverse
effect on our business, results of operations, financial condition and cash flow, as well as require additional
resources to rebuild our brand and reputation.

 

I u konacnici, gdje je buduca ekspanzija:

We believe that we are one of the world’s most recognizable global brands with a community of
1.1 billion fans and followers. Manchester United is at the forefront of live football, which is a key component
of the global sports market.
Other markets driving our business include the global advertising market, the global pay television
market and the global apparel market.
While our business represents only a small portion of our addressable markets and may not grow at a
corresponding rate, we believe our global reach and access to emerging markets position us for continued
growth.

 

====

 

Dakle, manje-vise, da se naslutiti (a nije iznenadjenje): trenutna snanga brenda se crpi iz istorije/Old Trafforda, ali najvise iz stanja i uspjeha na terenu, a buducnost je globalna, najverovatnije Azijska. Lokalna TV prava i prodaja ulaznica su vazna, ali su sponzorski novci (sve globalne mega-firme) vazniji.

Tu ce EPL i UEFA biti samo okovi koji sputavaju finansijski rast.

 

 

 

Premier liga od TV prava u Kini ima 700 miliona na 3 godine. To je manje od 250 miliona godišnje. Plus je taj ugovor poništen, koliko sam uspeo da vidim.

Ugovor za tv prava na UK tržištu je 4.4 milijarde za 3 sezone.  Miliardu i po godišnje.

Šta to govori o broju ljudi koji gledaju te prenose?

Brend koji želi da se reklamira gleda te podatke i gleda kupovnu moć te publike. A ako je lokalno tv tržište i dalje dominantno onda je logično da i brendovi uglavnom targetuju i lokalno tržište.

Možda će jednog dana utakmice Manchestera gledati više Kineza nego Britanaca, a možda i neće. To ostaje da se vidi, ali i trenutno je lokalni market daleko najbitniji.

 

[Peter Fan]

9 minutes ago, omiljeni said:

 

Premier liga od TV prava u Kini ima 700 miliona na 3 godine. To je manje od 250 miliona godišnje. Plus je taj ugovor poništen, koliko sam uspeo da vidim.

Ugovor za tv prava na UK tržištu je 4.4 milijarde za 3 sezone.  Miliardu i po godišnje.

Šta to govori o broju ljudi koji gledaju te prenose?

Brend koji želi da se reklamira gleda te podatke i gleda kupovnu moć te publike. A ako je lokalno tv tržište i dalje dominantno onda je logično da i brendovi uglavnom targetuju i lokalno tržište.

Možda će jednog dana utakmice Manchestera gledati više Kineza nego Britanaca, a možda i neće. To ostaje da se vidi, ali i trenutno je lokalni market daleko najbitniji.

 

Zakacio si se za TV prava, pa ne pustas. TV revenue je vazan segment, ali nije najvaznji. Sponzorstva su broj jedan.

 

A od 4 glavna sponzora, 3 imaju vecu prodaju u Aziji negu o EU: Chevrolet, adidas, AON. A mozda cak i Kohler.

 

===

 

Onako kako je tumacim njihov izvjestaj je to da fudbal nije proizvod ( iako je fudblaski tim  osnovni i kljucni generator popularnosti branda)  proizvod je brand i globalna popularnost branda, tj. monetizacija istog  je (bukvalno) najvaznija stvar na svijetu (iz ugla MUFC i shareholdera im).  Fudblaski tim je baza, a brand je nadgradnja. Brand nije moguc bez tima, ali kako se generise popularnost nije toliko vazno, dokle god se ista generise. U tom smislu, EPL i CL su dobri, dok se ne osmisli bolji okvir za regenerisanje i prodaju brenda.

[omiljeni]

Pa naravno daću se uhvatiti TV prava jer mi pokazuju gde imaju gledanost a gde nemaju. Tako valjda rezonuje i sponzor. Chevrolet i Adidas ako daje pare za sponzorstvo možda to radi baš sa idejom da podigne prodaju u UK/EU.

Kad Nielsen ili neko drugi bude imao podatke za Kinu onda ću porediti samo ratings i prestaću da poredim TV prava.

 

[Peter Fan]

44 minutes ago, omiljeni said:

Pa naravno daću se uhvatiti TV prava jer mi pokazuju gde imaju gledanost a gde nemaju. Tako valjda rezonuje i sponzor. Chevrolet i Adidas ako daje pare za sponzorstvo možda to radi baš sa idejom da podigne prodaju u UK/EU.

Kad Nielsen ili neko drugi bude imao podatke za Kinu onda ću porediti samo ratings i prestaću da poredim TV prava.

 

Pa ti ne kontas (i takodje upadas u istu zamku kao i "tradicionalisti") da je gledanje utakmica samo jedan od pravaca promidzbe branda.

 

Iako glavni, nije jedini. Ta promidzba je i gleadnje higlights na social media platformama, razni drugi oblici "engagementa" gdje je "how many eyeballs are consuming my content" kao i personalizacija reklamiranja/promidzbe glavna stvar koja se prati i koja se usavrsava.  Unapredjenje TV prenosa i monetizacija istog je tek treca stavka na kojoj se radi, (moguce i zato jer ih postojeci okviri sputavaju). 

 

Bukvalno njihova strategija (njihov su i caps):

WE AIM TO INCREASE OUR REVENUE AND PROFITABILITY BY EXPANDING OUR HIGH GROWTH BUSINESSES THAT LEVERAGE OUR BRAND, GLOBAL COMMUNITY AND MARKETING INFRASTRUCTURE. THE KEY ELEMENTS OF OUR STRATEGY ARE:

1. EXPAND OUR PORTFOLIO OF SPONSORS
2. EXPLOIT NEW MEDIA & CONTENT OPPORTUNITIES
3. ENHANCE THE REACH AND DISTRIBUTION OF OUR BROADCASTING RIGHTS

[Meazza]

1 hour ago, Peter Fan said:

Takodje, zavisi sta smatras pod "publika".

 

Pod publika smatram "ljudi koji gledaju fudbalske utakmice". 

[omiljeni]

6 minutes ago, Peter Fan said:

Pa ti ne kontas (i takodje upadas u istu zamku kao i "tradicionalisti") da je gledanje utakmica samo jedan od pravaca promidzbe branda.

 

Iako glavni, nije jedini. Ta promidzba je i gleadnje higlights na social media platformama, razni drugi oblici "engagementa" gdje je "how many eyeballs are consuming my content" kao i personalizacija reklamiranja/promidzbe glavna stvar koja se prati i koja se usavrsava.  Unapredjenje TV prenosa i monetizacija istog je tek treca stavka na kojoj se radi, (moguce i zato jer ih postojeci okviri sputavaju). 

 

Bukvalno njihova strategija (njihov su i caps):

WE AIM TO INCREASE OUR REVENUE AND PROFITABILITY BY EXPANDING OUR HIGH GROWTH BUSINESSES THAT LEVERAGE OUR BRAND, GLOBAL COMMUNITY AND MARKETING INFRASTRUCTURE. THE KEY ELEMENTS OF OUR STRATEGY ARE:

1. EXPAND OUR PORTFOLIO OF SPONSORS
2. EXPLOIT NEW MEDIA & CONTENT OPPORTUNITIES
3. ENHANCE THE REACH AND DISTRIBUTION OF OUR BROADCASTING RIGHTS

 

pa njihov youtube kanal i ostale te social network clout zajebancije su manji od kanala osrednjeg Fortnite gamera koji ima 16 godina

nemoj preterivati bre.