General And Specific Environments Of Mark Cuban

General and Specific Environments:

The general environment that Mark Cuban operates in is affected greatly by advancements in technology. Local television deals bring in a lot of money for sports organizations, so advances in the field of consumer viewing need to be seriously monitored. The Dallas Mavericks last TV deal with Fox Sports Southwest pays the Mavericks just under $20-million a year (Settimi, 2014). The deal includes a mobile streaming option for fans, a new feature that not many NBA teams have. Other advancements in technology include virtual reality courtside viewing and the NBA 2K esports league. Political and legal trends can have big effects on NBA teams in two main ways: stadium funding and state taxes. Many professional teams

Running an NBA team, teamwork is required from top to bottom. Owners, managers, coaches, players, and staff have to all communicate to push a consistent message and put a winning team on the court. Mark Cuban was very hands on when he was revamping the Dallas Mavericks and turning the team into a dream franchise. Cuban has been successful in turning the Dallas Mavericks into his dream team. “With his trademark enthusiasm and doggedness, he revamped the culture of the team and its roster, erecting a new stadium and pampering his players” (Mark Cuban Biography, 2017). When Mark Cuban became owner of the Dallas Mavericks in 2000 they hadn't had a winning season in ten years and because of that, fans didn’t show up to games. It took Cuban until 2013 to make the Mavericks profitable, but since he took over, the Mavs have made the playoffs all but two years since 2001 and have sold out every game since December 15, 2001 (How Mark Cuban turned the Dallas Mavericks franchise around by treating it like a startup, 2015). Mark Cuban’s mission was to make the Dallas Mavericks profitable, with a vision of the Mavericks stadium selling out night to night. Mark Cuban revamped the Dallas Mavericks NBA team by starting out with focusing on the customers. Cuban saw that if he could sell the upper level seats of the stadium less than a movie ticket or a night out at dinner than more people would come

Mark’s mother was a housewife who did various odd jobs, and his father did car upholstery. Mark has two younger brothers Brian and Jeff and his family was Jewish. Mark remembers his first job at age ten was flipping baseball cards for a profit. In two of his first jobs after graduating from Indiana University, Mark had big problems with his bosses for seemingly doing nothing wrong. At his first job, Cuban was chewed out by his boss for starting a newsletter and communicating directly with the CEO of the company. At his second job, after landing a huge $15,000 sale for the company, he disobeyed his boss's’ order for him not to go pick-up the check and was fired on the spot (Cuban, 2014). It was after these experiences that Cuban decided he wanted to be his own boss. Being someone who doesn’t like taking orders from others could be a threat for Mark in operation of the firm. In the sport’s industry, the performance of the team can correlate directly to ticket and merchandise sales. Not being able to listen to others when it comes to finding talent could be a threat for Mark. Mark Cuban’s first company was a PC consulting firm named Micro-Solutions and his second company was a first of its kind audio streaming website named Broadcast.com. Cuban’s large interest in technology offers his firm a large opportunity to stay on the pulse and test out new technologies in the industry.