Download Free Two Sided Network Effects And Competitive Balance In Professional Team Sports Book in PDF and EPUB Free Download. You can read online Two Sided Network Effects And Competitive Balance In Professional Team Sports and write the review.

This revised and updated edition of The Economic Theory of Professional Team Sports elaborates on the themes of the successful first edition of this book.
Applied Sport Management Skills, Second Edition With Web Study Guide, uses the four management functions of planning, organizing, leading, and controlling to teach students how to become strong leaders and managers in the world of sport. This comprehensive and fully updated text provides an overview of management topics with a unique focus on developing the skills necessary for managing sport organizations. The text’s how-to approach and unmatched learning tools help students put into practice what they will be doing as sport managers—including creative problem solving, strategic planning, and developing the skills to lead, organize, and delegate. By taking principles and concepts presented in the text and applying them to professional practice, students will be able to assess how their interests and skills can contribute to the growing field of sport management. Applied Sport Management Skills, Second Edition, has been thoroughly updated to enhance the educational experience. Two new features have been added to the second edition. Social Media Exercises expose students to the expanding role of social media in managing a sport organization, and Starting a Sport Business features encourage students to explore the real-world needs of sport entrepreneurship, such as developing an organizational structure, formulating ideas on leading employees, and controlling the financial aspects of their sport business. These new tools complement popular features from the first edition to help students understand leadership and management in the sport industry: • Reviewing Their Game Plan chapter-opening scenarios, revisited throughout each chapter, provide a cohesive thread to keep students focused on how sport managers use the concepts on the job. • Chapter-closing case studies, questions, and exercises help students apply knowledge to specific situations. • Applying the Concept question boxes provide an opportunity for critical thinking by asking how specific concepts are relevant to a sport situation. • Time-Out boxes demonstrate how text concepts relate to students’ actual experience in sports, including part-time, full-time, and summer jobs. • Self-assessment exercises offer insight into students’ strengths and weaknesses. • Behavior models provide step-by-step guidance on handling day-to-day situations that students will face in the sport setting. • Developing Your Skills features, learning outcomes, and key terms are revisited throughout the chapter to reinforce key points. Instructor resources have been updated with this edition, and the expanded instructor guide provides advice on using the student web study guide with the book material to better engage students. The web study guide is better organized and integrated with the text to help students use the learning activities in a dynamic and interactive setting. Exercises appearing in the book are correspondingly numbered in the web study guide, where students may test their understanding with quizzes and other activities that further reinforce important concepts. Many activities in the web study guide can be completed as graded class assignments, whereas others provide immediate correct or incorrect feedback to students. Applied Sport Management Skills, Second Edition, provides readers with a thorough understanding of the management principles and concepts used in sport organizations and the challenges that managers face. This understanding is enhanced by the application of that knowledge and by the focus on developing management skills, allowing students to build a solid foundation toward a fulfilling career in sport management.
With the rise of digital platforms and the natural tendency of markets involving platforms to become concentrated, competition authorities and courts are more frequently in a position to investigate and decide merger and abuse cases that involve platforms. This report provides guidance on how to define markets and on how to assess market power when dealing with two-sided platforms. DEFINITION Competition authorities and courts are well advised to uniformly use a multi-markets approach when defining markets in the context of two-sided platforms. The multi-markets approach is the more flexible instrument compared to the competing single-market approach that defines a single market for both sides of a platform, as the former naturally accounts for different substitution possibilities by the user groups on the two sides of the platform. While one might think of conditions under which a single-market approach could be feasible, the necessary conditions are so severe that it would only be applicable under rare circumstances. To fully appreciate business activities in platform markets from a competition law point of view, and to do justice to competition law’s purpose, which is to protect consumer welfare, the legal concept of a “market” should not be interpreted as requiring a price to be paid by one party to the other. It is not sufficient to consider the activities on the “unpaid side” of the platform only indirectly by way of including them in the competition law analysis of the “paid side” of the platform. Such an approach would exclude certain activities and ensuing positive or negative effects on consumer welfare altogether from the radar of competition law. Instead, competition practice should recognize straightforwardly that there can be “markets” for products offered free of charge, i.e. without monetary consideration by those who receive the product. ASSESSMENT The application of competition law often requires an assessment of market power. Using market shares as indicators of market power, in addition to all the difficulties in standard markets, raises further issues for two-sided platforms. When calculating revenue shares, the only reasonable option is to use the sum of revenues on all sides of the platform. Then, such shares should not be interpreted as market shares as they are aggregated over two interdependent markets. Large revenue shares appear to be a meaningful indicator of market power if all undertakings under consideration serve the same sides. However, they are often not meaningful if undertakings active in the relevant markets follow different business models. Given potentially strong cross-group external effects, market shares are less apt in the context of two-sided platforms to indicate market power (or the lack of it). Barriers to entry are at the core of persistent market power and, thus, the entrenchment of incumbent platforms. They deserve careful examination by competition authorities. Barriers to entry may arise due to users’ coordination failure in the presence of network effect. On two-sided platforms, users on both sides of the market have to coordinate their expectations. Barriers to entry are more likely to be present if an industry does not attract new users and if it does not undergo major technological change. Switching costs and network effects may go hand in hand: consumer switching costs sometimes depend on the number of platform users and, in this case, barriers to entry from consumer switching costs increase with platform size. Since market power is related to barriers to entry, the absence of entry attempts may be seen as an indication of market power. However, entry threats may arise from firms offering quite different services, as long as they provide a new home for users’ attention and needs.
In this in-depth look at major league sports, Eric Leifer traces the growth and development of major leagues in baseball, football, basketball, and hockey, and predicts fundamental changes as the majors pursue international expansion. He shows how every past expansion of sports publics has been accompanied by significant changes in the way sporting competition is organized. With each reorganization, the majors have created teams closer in ability, bringing repetition to competition across time, only to expand and energize the public's search for differences between teams and for events that disrupt the repetitive flow. The phenomenal success of league sports, Leifer writes, rests on their ability to manufacture inequalities for fans to latch on to without jeopardizing the equalities that draw fans in. Leifer supports his theory with historical detail and statistical analysis. He examines the special concerns of league organizers in pursuing competitive balance and presents a detailed analysis of how large-city domination has been undermined in the modern era of Major League Baseball. Using games from the four major league sports, he then shows how fans can themselves affect the course of competition. In NFL football, for example, fans account for nearly all of the persisting inequality in team performance. The possibility of sustaining inequality among equals emerges from the cross-pressures that fans and leagues place on competition. With substantial data in hand, Leifer asks the essential question facing the leagues today: how can they sustain a situation that depends entirely on simultaneous equality and contention, one in which fan involvement may evaporate as soon as one team dominates? His answer has significant implications for the future of major league sports, both nationally and internationally.
For decades, sports economics has been set within the framework of equilibrium economics, in particular when modelling team sport leagues. Based on a conviction that this does not reflect real life, this book addresses a gap in the literature and opens up a new research area by applying concepts drawn from disequilibrium economics. It is divided into two parts, the first of which focuses on economic disequilibrium in sports markets and competitive imbalance in sporting contests. The second part concentrates on soft budget constraints and their consequences for club governance and management.
If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.
The economics of the NCAA Division I men's basketball league are peculiar because it fails to hire the best college-aged players and does little to enhance competitive balance within the league. The league's policy decisions and its ability to remain economically viable, despite its short-sighted governance decisions, are discussed.
This unique book delves into a number of intriguing issues and addresses several pertinent questions including, should gambling markets be privatized? Is the ‘hot hand’ hypothesis real or a myth? Are the ‘many’ smarter than the ‘few’ in estimating betting odds? How are prices set in fixed odds betting markets? The book also explores the informational efficiency of betting markets and the prevalence of corruption and illegal betting in sports.