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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

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.

Authors :: George Foster, Norm O'Reilly

Topics :: Sales & Marketing

Tags :: , SWOT Analysis, SWOT Matrix, TOWS, Weighted SWOT Analysis

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 - – talent flight as more people leaving formal jobs, technology disruption, digital marketing is dominated by two big players Facebook and Google, supply chains are disrupted by pandemic , central banks are concerned over increasing inflation, banking and financial system is disrupted by Bitcoin and other crypto currencies, increasing transportation and logistics costs, increasing energy prices, cloud computing is disrupting traditional business models, etc



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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 -

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.

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.

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.

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.

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.

Diverse revenue streams

– Cable 2009 is present in almost all the verticals within the industry. This has provided firm in The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 case study a diverse revenue stream that has helped it to survive disruptions such as global pandemic in Covid-19, financial disruption of 2008, and supply chain disruption of 2021.

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.

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.

Cross disciplinary teams

– Horizontal connected teams at the Cable 2009 are driving operational speed, building greater agility, and keeping the organization nimble to compete with new competitors. It helps are organization to ideate new ideas, and execute them swiftly in the marketplace.

Strong track record of project management

– Cable 2009 is known for sticking to its project targets. This enables the firm to manage – time, project costs, and have sustainable margins on the projects.

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.

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 -

Need for greater diversity

– Cable 2009 has taken concrete steps on diversity, equity, and inclusion. But the efforts so far has resulted in limited success. It needs to expand the recruitment and selection process to hire more people from the minorities and underprivileged background.

Skills based hiring

– The stress on hiring functional specialists at Cable 2009 has created an environment where the organization is dominated by functional specialists rather than management generalist. This has resulted into product oriented approach rather than marketing oriented approach or consumers oriented approach.

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.

Increasing silos among functional specialists

– The organizational structure of Cable 2009 is dominated by functional specialists. It is not different from other players in the Sales & Marketing segment. Cable 2009 needs to de-silo the office environment to harness the true potential of its workforce. Secondly the de-silo will also help Cable 2009 to focus more on services rather than just following the product oriented approach.

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.

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.

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.

High cash cycle compare to competitors

Cable 2009 has a high cash cycle compare to other players in the industry. It needs to shorten the cash cycle by 12% to be more competitive in the marketplace, reduce inventory costs, and be more profitable.

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.

Interest costs

– Compare to the competition, Cable 2009 has borrowed money from the capital market at higher rates. It needs to restructure the interest payment and costs so that it can compete better and improve profitability.




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 -

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.

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.

Learning at scale

– Online learning technologies has now opened space for Cable 2009 to conduct training and development for its employees across the world. This will result in not only reducing the cost of training but also help employees in different part of the world to integrate with the headquarter work culture, ethos, and standards.

Increase in government spending

– As the United States and other governments are increasing social spending and infrastructure spending to build economies post Covid-19, Cable 2009 can use these opportunities to build new business models that can help the communities that Cable 2009 operates in. Secondly it can use opportunities from government spending in Sales & Marketing sector.

Leveraging digital technologies

– Cable 2009 can leverage digital technologies such as artificial intelligence and machine learning to automate the production process, customer analytics to get better insights into consumer behavior, realtime digital dashboards to get better sales tracking, logistics and transportation, product tracking, etc.

Remote work and new talent hiring opportunities

– The widespread usage of remote working technologies during Covid-19 has opened opportunities for Cable 2009 to expand its talent hiring zone. According to McKinsey Global Institute, 20% of the high end workforce in fields such as finance, information technology, can continously work from remote local post Covid-19. This presents a really great opportunity for Cable 2009 to hire the very best people irrespective of their geographical location.

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.

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.

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.

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.

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.

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.

Buying journey improvements

– Cable 2009 can improve the customer journey of consumers in the industry by using analytics and artificial intelligence. The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009 suggest that firm can provide automated chats to help consumers solve their own problems, provide online suggestions to get maximum out of the products and services, and help consumers to build a community where they can interact with each other to develop new features and uses.




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.

Increasing wage structure of Cable 2009

– Post Covid-19 there is a sharp increase in the wages especially in the jobs that require interaction with people. The increasing wages can put downward pressure on the margins of Cable 2009.

Aging population

– As the populations of most advanced economies are aging, it will lead to high social security costs, higher savings among population, and lower demand for goods and services in the economy. The household savings in US, France, UK, Germany, and Japan are growing faster than predicted because of uncertainty caused by pandemic.

Easy access to finance

– Easy access to finance in Sales & Marketing field will also reduce the barriers to entry in the industry, thus putting downward pressure on the prices because of increasing competition. Cable 2009 can utilize it by borrowing at lower rates and invest it into research and development, capital expenditure to fortify its core competitive advantage.

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.

Learning curve for new practices

– As the technology based on artificial intelligence and machine learning platform is getting complex, as highlighted in case study The Rise of the Regional Sport Network Content Ownership in an Ever-Changing World: The YES Network in 2009, Cable 2009 may face longer learning curve for training and development of existing employees. This can open space for more nimble competitors in the field of Sales & Marketing .

Barriers of entry lowering

– As technology is more democratized, the barriers to entry in the industry are lowering. It can presents Cable 2009 with greater competitive threats in the near to medium future. Secondly it will also put downward pressure on pricing throughout the sector.

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.

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.

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.

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 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.




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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