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Mkt 6308 Maximizing Customer Value Case

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ESPN Case
Joe Jasso
Case 6-15
BMKT 6308 Maximizing Customer Value
Fall I 2015 Dr. Ryan Lunsford

Abstract ESPN has marketed itself as the “Worldwide Leader in Sports”. Today, ESPN is available to approximately 94 million television households in the United States and broadcasts in more than 200 countries (Wikipedia, 2015). When ESPN was launched in 1979, the first program offered was SportCenter, which has become ESPN’s flagship program. When ABC purchased ESPN this provided leverage to expand its brand and increased the company’s ability to compete for major sports contracts, giving credibility within the sports broadcasting industry. ESPN has been able to diversify its brand into several areas and continues to dominate the world of sports with effective target marketing and positioning strategies.

ESPN
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In today’s business, the “media landscape has dramatically shifted in the last few years due to digital innovations, many have called upon traditional news outlets to evolve with the technology (Adario, 2012). The initiative ESPN took in 2012 was to create its own ESPN Developer Center, which would help reinvent how its content is used and distributed (Adario, 2012). This strategy was implemented in order to create new mobile apps for smartphones and tablets that would connect with the company’s application interface and in turn be able to reach more fans with ESPN content. This technology has allowed ESPN to connect to each segment and target a specific market. For example, on ESPN mobile the user can pick a city that they want to follow sports such as New York, Boston, Chicago, Dallas or Los Angeles. In doing so, they are able to see, listen and read about sports for that particular city or geographic area. This has allowed ESPN to reach more viewers and listeners no matter where they are across the

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To the contrary, one could more persuasively argue that an athlete is exploited when he is expressly disallowed from realizing his value while his reputation and skill are being used to realize a profit for others. - Jay Bilas (2010), former Duke and pro basketball player, current ESPN and CBS sports analyst According to the NCAA, its version of amateurism is all that is needed to prevent the commercial exploitation of college athletes. The protectionist rationale for its concept of amateurism that has served as the foundation for the NCAA’s position on issues related to revenue-generating player compensation is imbedded in the notion that the NCAA is attempting to, in their words, “maintain a clear line of demarcation between collegiate athletics and professional sports” so as to prevent the undue exploitation of college athletes (NCAA Amateur and Membership Staff, 2010, p. 1). Note the linguistic nuance, as if simply labeling “collegiate athletics” as being distinctive from “professional sports” would be a sufficient barricade to the commercial interests that now include, in modest estimation, a 14 year, $10.8 billion contract to broadcast NCAA Division I men’s college basketball annually with CBS and Turner Sports (Schlabach, 2011); a 15-year

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