The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 Marketing Strategy Analysis & Solution

Marketing & Sales Case Study Analysis and Solution

At Fern Fort University, we use Harvard Business Review (HBR) marketing principles and framework to analyze The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 case study. The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 is a Harvard Business Review case study written by George Foster, Norm O'Reillyfor the students of Sales & Marketing. The case study also include other relevant topics and learning material on –

Strategic Marketing Analysis of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 case study written by George Foster, Norm O'Reilly will comprise following sections –

• The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 Case Description
• Marketing Definition
• Market Potential Analysis of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009
• Market Share Potential Analysis
• Segmentation and Segment Attractiveness Analysis
• Competition and Competitiveness Analysis of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009
• Customer Value Analysis of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 case study

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The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 Marketing Case Description

Sales & Marketing Case Study | Authors :: George Foster, Norm O'Reilly

In 2009, the digital world was in a period of drastic change. The YES Network, the regional sports network linked to the New York Yankees baseball club, was at the forefront 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 existing television audiences. Risks were high and the management challenge intense. This issue was facing all regional sport networks (RSNs) as club and league management seek to maintain their fanbases, grow their revenues and expand their footprints. In 2009, the technology for online streaming existed, was in place, and was affordable. However, the quest for a business model between the content owners (television networks and content rights holders such as MLBAM) and the 'TV Everywhere' concept of cable operators such as Time Warner and Comcast was ongoing. This case outlines the challenge of monetizing these new areas while not disrupting core business models and cannibalizing current revenue sources. Notably, the television cable model was superior to the broadcast model in terms of revenue generation with cable networks reporting high profitability in 2009.

Marketing Definition

According to American Marketing Association – Marketing is a set of activities that a firm undertakes for creating, communicating, delivering, & exchanging offerings that have value for customers, clients, partners, and society at large.

Kotler explains - Marketing is a process by which organizations can create value for its potential and current customers and build strong customer relationships in order to capture value in return.

Market Potential Analysis of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009

Market potential analysis comprises evaluating the overall market size of the related product that the firm is planning to launch. This will involve defining – Why the target market segment needs the product and how it will provide a solution to full its consumers’ needs. Market potential of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 products various on factors such as –

• Maturity of the market. In mature markets the profitability is often stable but the market potential is less as most of the players have already taken market share based on the segment they are serving. New players have to go for market share strategies in marketing.
• Technological competence of the existing players and culture of innovation and development in the industry.
• Untapped market sizes and barriers to both enter the market and serving the customers. Often companies can easily see the unfulfilled needs in the markets but they are difficult to serve as there are costly barriers.
• Define the core need that your product is serving and list out all the direct and indirect competitors in the market place. This will help not only in positioning of the product but also in defining or creating a segment better.
• Uncovering the current and untapped market sizes and barriers to serving the larger market. Analyze the areas that you need to sort out while launching the products to wider market and what are the challenges the firm will face in market place.
• Estimate the current stage in product life cycle and its implications for marketing decisions for the product.

Market Share Potential Analysis

• Understanding the buyer behavior model for The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009industry.
• Identifying the market share drivers relevant to The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 market.
• Segment Attractiveness Analysis – Our analysis will work out which are the most attractive segments and which are the one the firm should go ahead and target. We point out in great detail which segments will be most lucrative for the company to enter.
• Understanding the different needs and relative value of your offering by segment.
• Developing segment priorities and positioning the product based on the product need fit developed by the firm.

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Competition & Competitive Position Analysis

• Uncovering customer-based competitive positions for key rivals and firm’s offering. This will not only help in assessing the strengths and weaknesses of the competitors but also help in defining and positioning of the product.
• Developing a positioning and launching strategy. It will require not only distribution channel analysis but also promotion mix for the product.
• Strategic Marketing Planning — the process of developing and maintaining a strategic fit between the organization’s objectives and capabilities and the ever evolving marketing opportunities for its products.

The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 - Customer Value Analysis

Capturing customer value is essential to marketing efforts as it results in higher return in the form of both current & future sales, greater market share, and higher profits. By creating superior customer value, the organization can create highly satisfied customers who stay loyal and buy more. This, in turn, means greater long-run returns for the firm.

• The crucial role of customer perceived value in acquiring and retaining profitable customers. Product differentiation is often based on building on a value niche that a firm believes that is very important to the customer. This niche contributes to perceived value. If the perceived value is high then customer stay loyal to the product if not then she can switch to the competitor’s product.
• Graphically displaying value differences for deeper understanding and better internal communication. This helps is building a narrative that a customer can identify with. The better the insight more are the chances of connecting with the potential customers.
• Identifying and selecting actionable value creation options. This can help in increasing the customer lifetime value. Customer lifetime value is the value of the entire stream of purchases that the customer would make over a lifetime of patronage.

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