In a period of extreme change, the digital world was in 2009. The YES Network, the regional sports network linked to the New York Yankees baseball club, was at the vanguard of the issue of the day: the management of digital rights. In simpler terms, they were faced with the challenge of merchandising broadband, wireless and interactive TV while not undermining our present television audiences. Threats were not low and also the management challenge extreme. This issue was facing all regional sport networks (RSNs) as club and league management seek to keep their fanbases, grow their revenues and expand their footprints.
In 2009, the technology for internet streaming existed, was in place, and was affordable. But, the pursuit for a business model between the content owners (television networks and content rights holders for example MLBAM) and the 'TV Everywhere' concept of cable operators such as Time Warner and Comcast was continuing. This case outlines the challenge of cannibalizing revenue sources that are current and monetizing these new areas while not interrupting core business models. Notably, the television cable model was superior to the program model with regard to revenue generation with cable networks.
PUBLICATION DATE: November 01, 2011 PRODUCT #: SPM44-PDF-ENG
This is just an excerpt. This case is about SALES & MARKETING
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