The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis
Sales & Marketing
Strategy / MBA Resources
Case Study SWOT Analysis Solution
Case Study Description of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009
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.
Swot Analysis of "The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009" written by George Foster, Norm O'Reilly includes – strengths weakness that are internal strategic factors of the organization, and opportunities and threats that Cable 2009 facing as an external strategic factors. Some of the topics covered in The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 case study are - Strategic Management Strategies, and Sales & Marketing.
Some of the macro environment factors that can be used to understand the The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 casestudy better are - – cloud computing is disrupting traditional business models, supply chains are disrupted by pandemic , technology disruption, competitive advantages are harder to sustain because of technology dispersion, increasing inequality as vast percentage of new income is going to the top 1%, increasing household debt because of falling income levels, talent flight as more people leaving formal jobs,
customer relationship management is fast transforming because of increasing concerns over data privacy, there is increasing trade war between United States & China, etc
Introduction to SWOT Analysis of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009
SWOT stands for an organization’s Strengths, Weaknesses, Opportunities and Threats . At Oak Spring University , we believe that protagonist in The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 case study can use SWOT analysis as a strategic management tool to assess the current internal strengths and weaknesses of the Cable 2009, and to figure out the opportunities and threats in the macro environment – technological, environmental, political, economic, social, demographic, etc in which Cable 2009 operates in.
According to Harvard Business Review, 75% of the managers use SWOT analysis for various purposes such as – evaluating current scenario, strategic planning, new venture feasibility, personal growth goals, new market entry, Go To market strategies, portfolio management and strategic trade-off assessment, organizational restructuring, etc.
SWOT Objectives / Importance of SWOT Analysis and SWOT Matrix
SWOT analysis of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 can be done for the following purposes –
1. Strategic planning using facts provided in The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 case study
2. Improving business portfolio management of Cable 2009
3. Assessing feasibility of the new initiative in Sales & Marketing field.
4. Making a Sales & Marketing topic specific business decision
5. Set goals for the organization
6. Organizational restructuring of Cable 2009
Strengths The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 | Internal Strategic Factors
What are Strengths in SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis
The strengths of Cable 2009 in The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 Harvard Business Review case study are -
Operational resilience
– The operational resilience strategy in the The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 Harvard Business Review case study comprises – understanding the underlying the factors in the industry, building diversified operations across different geographies so that disruption in one part of the world doesn’t impact the overall performance of the firm, and integrating the various business operations and processes through its digital transformation drive.
Sustainable margins compare to other players in Sales & Marketing industry
– The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 firm has clearly differentiated products in the market place. This has enabled Cable 2009 to fetch slight price premium compare to the competitors in the Sales & Marketing industry. The sustainable margins have also helped Cable 2009 to invest into research and development (R&D) and innovation.
Successful track record of launching new products
– Cable 2009 has launched numerous new products in last few years, keeping in mind evolving customer preferences and competitive pressures. Cable 2009 has effective processes in place that helps in exploring new product needs, doing quick pilot testing, and then launching the products quickly using its extensive distribution network.
Learning organization
- Cable 2009 is a learning organization. It has inculcated three key characters of learning organization in its processes and operations – exploration, creativity, and expansiveness. The work place at Cable 2009 is open place that encourages instructiveness, ideation, open minded discussions, and creativity. Employees and leaders in The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 Harvard Business Review case study emphasize – knowledge, initiative, and innovation.
Low bargaining power of suppliers
– Suppliers of Cable 2009 in the sector have low bargaining power. The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 has further diversified its suppliers portfolio by building a robust supply chain across various countries. This helps Cable 2009 to manage not only supply disruptions but also source products at highly competitive prices.
Digital Transformation in Sales & Marketing segment
- digital transformation varies from industry to industry. For Cable 2009 digital transformation journey comprises differing goals based on market maturity, customer technology acceptance, and organizational culture. Cable 2009 has successfully integrated the four key components of digital transformation – digital integration in processes, digital integration in marketing and customer relationship management, digital integration into the value chain, and using technology to explore new products and market opportunities.
High brand equity
– Cable 2009 has strong brand awareness and brand recognition among both - the exiting customers and potential new customers. Strong brand equity has enabled Cable 2009 to keep acquiring new customers and building profitable relationship with both the new and loyal customers.
Organizational Resilience of Cable 2009
– The covid-19 pandemic has put organizational resilience at the centre of everthing that Cable 2009 does. Organizational resilience comprises - Financial Resilience, Operational Resilience, Technological Resilience, Organizational Resilience, Business Model Resilience, and Reputation Resilience.
Superior customer experience
– The customer experience strategy of Cable 2009 in the segment is based on four key concepts – personalization, simplification of complex needs, prompt response, and continuous engagement.
Analytics focus
– Cable 2009 is putting a lot of focus on utilizing the power of analytics in business decision making. This has put it among the leading players in the industry. The technology infrastructure suggested by George Foster, Norm O'Reilly can also help it to harness the power of analytics for – marketing optimization, demand forecasting, customer relationship management, inventory management, information sharing across the value chain etc.
Innovation driven organization
– Cable 2009 is one of the most innovative firm in sector. Manager in The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 Harvard Business Review case study can use Clayton Christensen Disruptive Innovation strategies to further increase the scale of innovtions in the organization.
High switching costs
– The high switching costs that Cable 2009 has built up over years in its products and services combo offer has resulted in high retention of customers, lower marketing costs, and greater ability of the firm to focus on its customers.
Weaknesses The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 | Internal Strategic Factors
What are Weaknesses in SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis
The weaknesses of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 are -
Products dominated business model
– Even though Cable 2009 has some of the most successful products in the industry, this business model has made each new product launch extremely critical for continuous financial growth of the organization. firm in the HBR case study - The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 should strive to include more intangible value offerings along with its core products and services.
Compensation and incentives
– The revenue per employee as mentioned in the HBR case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009, is just above the industry average. Cable 2009 needs to redesign the compensation structure and incentives to increase the revenue per employees. Some of the steps that it can take are – hiring more specialists on project basis, etc.
Employees’ incomplete understanding of strategy
– From the instances in the HBR case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009, it seems that the employees of Cable 2009 don’t have comprehensive understanding of the firm’s strategy. This is reflected in number of promotional campaigns over the last few years that had mixed messaging and competing priorities. Some of the strategic activities and services promoted in the promotional campaigns were not consistent with the organization’s strategy.
Slow decision making process
– As mentioned earlier in the report, Cable 2009 has a very deliberative decision making approach. This approach has resulted in prudent decisions, but it has also resulted in missing opportunities in the industry over the last five years. Cable 2009 even though has strong showing on digital transformation primary two stages, it has struggled to capitalize the power of digital transformation in marketing efforts and new venture efforts.
Workers concerns about automation
– As automation is fast increasing in the segment, Cable 2009 needs to come up with a strategy to reduce the workers concern regarding automation. Without a clear strategy, it could lead to disruption and uncertainty within the organization.
Aligning sales with marketing
– It come across in the case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 that the firm needs to have more collaboration between its sales team and marketing team. Sales professionals in the industry have deep experience in developing customer relationships. Marketing department in the case The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 can leverage the sales team experience to cultivate customer relationships as Cable 2009 is planning to shift buying processes online.
No frontier risks strategy
– After analyzing the HBR case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009, it seems that company is thinking about the frontier risks that can impact Sales & Marketing strategy. But it has very little resources allocation to manage the risks emerging from events such as natural disasters, climate change, melting of permafrost, tacking the rise of artificial intelligence, opportunities and threats emerging from commercialization of space etc.
Lack of clear differentiation of Cable 2009 products
– To increase the profitability and margins on the products, Cable 2009 needs to provide more differentiated products than what it is currently offering in the marketplace.
Slow to strategic competitive environment developments
– As The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 HBR case study mentions - Cable 2009 takes time to assess the upcoming competitions. This has led to missing out on atleast 2-3 big opportunities in the industry in last five years.
Capital Spending Reduction
– Even during the low interest decade, Cable 2009 has not been able to do capital spending to the tune of the competition. This has resulted into fewer innovations and company facing stiff competition from both existing competitors and new entrants who are disrupting the industry using digital technology.
High dependence on existing supply chain
– The disruption in the global supply chains because of the Covid-19 pandemic and blockage of the Suez Canal illustrated the fragile nature of Cable 2009 supply chain. Even after few cautionary changes mentioned in the HBR case study - The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009, it is still heavily dependent upon the existing supply chain. The existing supply chain though brings in cost efficiencies but it has left Cable 2009 vulnerable to further global disruptions in South East Asia.
Opportunities The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 | External Strategic Factors
What are Opportunities in the SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis
The opportunities highlighted in the Harvard Business Review case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 are -
Better consumer reach
– The expansion of the 5G network will help Cable 2009 to increase its market reach. Cable 2009 will be able to reach out to new customers. Secondly 5G will also provide technology framework to build new tools and products that can help more immersive consumer experience and faster consumer journey.
Manufacturing automation
– Cable 2009 can use the latest technology developments to improve its manufacturing and designing process in Sales & Marketing segment. It can use CAD and 3D printing to build a quick prototype and pilot testing products. It can leverage automation using machine learning and artificial intelligence to do faster production at lowers costs, and it can leverage the growth in satellite and tracking technologies to improve inventory management, transportation, and shipping.
Low interest rates
– Even though inflation is raising its head in most developed economies, Cable 2009 can still utilize the low interest rates to borrow money for capital investment. Secondly it can also use the increase of government spending in infrastructure projects to get new business.
Redefining models of collaboration and team work
– As explained in the weaknesses section, Cable 2009 is facing challenges because of the dominance of functional experts in the organization. The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 case study suggests that firm can utilize new technology to build more coordinated teams and streamline operations and communications using tools such as CAD, Zoom, etc.
Reconfiguring business model
– The expansion of digital payment system, the bringing down of international transactions costs using Bitcoin and other blockchain based currencies, etc can help Cable 2009 to reconfigure its entire business model. For example it can used blockchain based technologies to reduce piracy of its products in the big markets such as China. Secondly it can use the popularity of e-commerce in various developing markets to build a Direct to Customer business model rather than the current Channel Heavy distribution network.
Harnessing reconfiguration of the global supply chains
– As the trade war between US and China heats up in the coming years, Cable 2009 can build a diversified supply chain model across various countries in - South East Asia, India, and other parts of the world. This reconfiguration of global supply chain can help, as suggested in case study, The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009, to buy more products closer to the markets, and it can leverage its size and influence to get better deal from the local markets.
Building a culture of innovation
– managers at Cable 2009 can make experimentation a productive activity and build a culture of innovation using approaches such as – mining transaction data, A/B testing of websites and selling platforms, engaging potential customers over various needs, and building on small ideas in the Sales & Marketing segment.
Reforming the budgeting process
- By establishing new metrics that will be used to evaluate both existing and potential projects Cable 2009 can not only reduce the costs of the project but also help it in integrating the projects with other processes within the organization.
Finding new ways to collaborate
– Covid-19 has not only transformed business models of companies in Sales & Marketing industry, but it has also influenced the consumer preferences. Cable 2009 can tie-up with other value chain partners to explore new opportunities regarding meeting customer demands and building a rewarding and engaging relationship.
Using analytics as competitive advantage
– Cable 2009 has spent a significant amount of money and effort to integrate analytics and machine learning into its operations in the sector. This continuous investment in analytics has enabled, as illustrated in the Harvard case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 - to build a competitive advantage using analytics. The analytics driven competitive advantage can help Cable 2009 to build faster Go To Market strategies, better consumer insights, developing relevant product features, and building a highly efficient supply chain.
Developing new processes and practices
– Cable 2009 can develop new processes and procedures in Sales & Marketing industry using technology such as automation using artificial intelligence, real time transportation and products tracking, 3D modeling for concept development and new products pilot testing etc.
Lowering marketing communication costs
– 5G expansion will open new opportunities for Cable 2009 in the field of marketing communication. It will bring down the cost of doing business, provide technology platform to build new products in the Sales & Marketing segment, and it will provide faster access to the consumers.
Identify volunteer opportunities
– Covid-19 has impacted working population in two ways – it has led to people soul searching about their professional choices, resulting in mass resignation. Secondly it has encouraged people to do things that they are passionate about. This has opened opportunities for businesses to build volunteer oriented socially driven projects. Cable 2009 can explore opportunities that can attract volunteers and are consistent with its mission and vision.
Threats The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 External Strategic Factors
What are Threats in the SWOT Analysis / TOWS Matrix / Weighted SWOT Analysis
The threats mentioned in the HBR case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 are -
High level of anxiety and lack of motivation
– the Great Resignation in United States is the sign of broader dissatisfaction among the workforce in United States. Cable 2009 needs to understand the core reasons impacting the Sales & Marketing industry. This will help it in building a better workplace.
Backlash against dominant players
– US Congress and other legislative arms of the government are getting tough on big business especially technology companies. The digital arm of Cable 2009 business can come under increasing regulations regarding data privacy, data security, etc.
Trade war between China and United States
– The trade war between two of the biggest economies can hugely impact the opportunities for Cable 2009 in the Sales & Marketing industry. The Sales & Marketing industry is already at various protected from local competition in China, with the rise of trade war the protection levels may go up. This presents a clear threat of current business model in Chinese market.
Environmental challenges
– Cable 2009 needs to have a robust strategy against the disruptions arising from climate change and energy requirements. EU has identified it as key priority area and spending 30% of its 880 billion Euros European post Covid-19 recovery funds on green technology. Cable 2009 can take advantage of this fund but it will also bring new competitors in the Sales & Marketing industry.
Stagnating economy with rate increase
– Cable 2009 can face lack of demand in the market place because of Fed actions to reduce inflation. This can lead to sluggish growth in the economy, lower demands, lower investments, higher borrowing costs, and consolidation in the field.
Capital market disruption
– During the Covid-19, Dow Jones has touched record high. The valuations of a number of companies are way beyond their existing business model potential. This can lead to capital market correction which can put a number of suppliers, collaborators, value chain partners in great financial difficulty. It will directly impact the business of Cable 2009.
Consumer confidence and its impact on Cable 2009 demand
– There is a high probability of declining consumer confidence, given – high inflammation rate, rise of gig economy, lower job stability, increasing cost of living, higher interest rates, and aging demography. All the factors contribute to people saving higher rate of their income, resulting in lower consumer demand in the industry and other sectors.
Increasing international competition and downward pressure on margins
– Apart from technology driven competitive advantage dilution, Cable 2009 can face downward pressure on margins from increasing competition from international players. The international players have stable revenue in their home market and can use those resources to penetrate prominent markets illustrated in HBR case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 .
Technology disruption because of hacks, piracy etc
– The colonial pipeline illustrated, how vulnerable modern organization are to international hackers, miscreants, and disruptors. The cyber security interruption, data leaks, etc can seriously jeopardize the future growth of the organization.
Instability in the European markets
– European Union markets are facing three big challenges post Covid – expanded balance sheets, Brexit related business disruption, and aggressive Russia looking to distract the existing security mechanism. Cable 2009 will face different problems in different parts of Europe. For example it will face inflationary pressures in UK, France, and Germany, balance sheet expansion and demand challenges in Southern European countries, and geopolitical instability in the Eastern Europe.
Regulatory challenges
– Cable 2009 needs to prepare for regulatory challenges as consumer protection groups and other pressure groups are vigorously advocating for more regulations on big business - to reduce inequality, to create a level playing field, to product data privacy and consumer privacy, to reduce the influence of big money on democratic institutions, etc. This can lead to significant changes in the Sales & Marketing industry regulations.
Technology acceleration in Forth Industrial Revolution
– Cable 2009 has witnessed rapid integration of technology during Covid-19 in the Sales & Marketing industry. As one of the leading players in the industry, Cable 2009 needs to keep up with the evolution of technology in the Sales & Marketing sector. According to Mckinsey study top managers believe that the adoption of technology in operations, communications is 20-25 times faster than what they planned in the beginning of 2019.
Shortening product life cycle
– it is one of the major threat that Cable 2009 is facing in Sales & Marketing sector. It can lead to higher research and development costs, higher marketing expenses, lower customer loyalty, etc.
Weighted SWOT Analysis of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 Template, Example
Not all factors mentioned under the Strengths, Weakness, Opportunities, and Threats quadrants in the SWOT Analysis are equal. Managers in the HBR case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 needs to zero down on the relative importance of each factor mentioned in the Strengths, Weakness, Opportunities, and Threats quadrants.
We can provide the relative importance to each factor by assigning relative weights. Weighted SWOT analysis process is a three stage process –
First stage for doing weighted SWOT analysis of the case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 is to rank the strengths and weaknesses of the organization. This will help you to assess the most important strengths and weaknesses of the firm and which one of the strengths and weaknesses mentioned in the initial lists are marginal and can be left out.
Second stage for conducting weighted SWOT analysis of the Harvard case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 is to give probabilities to the external strategic factors thus better understanding the opportunities and threats arising out of macro environment changes and developments.
Third stage of constructing weighted SWOT analysis of The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 is to provide strategic recommendations includes – joining likelihood of external strategic factors such as opportunities and threats to the internal strategic factors – strengths and weaknesses. You should start with external factors as they will provide the direction of the overall industry. Secondly by joining probabilities with internal strategic factors can help the company not only strategic fit but also the most probably strategic trade-off that Cable 2009 needs to make to build a sustainable competitive advantage.
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