In 2009, the digital world was a time of dramatic change. The YES Network, the regional sports network in connection with the New York Yankees baseball club, was at the top of the topic of the day: digital rights management. In simpler words, they Merchandising broadband, wireless and interactive television were faced with the challenge faced, while not undermining our existing television audience. Risks were high and the management challenge intense. This question was n front of all regional sports … Read more »

In 2009, the digital world was a time of dramatic change. The YES Network, the regional sports network in connection with the New York Yankees baseball club, was at the top of the topic of the day: digital rights management. In simpler words, they Merchandising broadband, wireless and interactive television were faced with the challenge faced, while not undermining our existing television audience. Risks were high and the management challenge intense. This problem was overlooking all regional sports networks (RSNs) as a club and league management try to maintain their fanbases, grow their sales and expand their footprints. In 2009 there was the technology for online streaming was in place was affordable. However, it was the search for a business model between the owners of content (TV networks and rights holders as MLBAM) and the TV Everywhere “concept from cable operators like Time Warner and Comcast in progress. This case does not describe the challenge of monetizing these new ranges, although disrupt core business models and cannibalizing current revenue sources. Remarkably, the TV cable model was superior to the broadcast model in terms of revenue generation with cable networks, reporting high profitability in 2009.
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from
George Foster,
Norm O’Reilly
Source: Stanford University
26 pages.
Release Date: 1 November 2011. Prod #: SPM44-PDF-ENG
The Rise of the Regional Sports Network Content owners in a constantly changing world: The YES Network in 2009 HBR case solution

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