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This book examines how the emergence of new media brings brought challenges to the North American sport industry, discussing challenges in terms of a shift from an information economy to an attention economy perspective. Historically, the arrival of new forms of media, including radio and television, were not universally supported by sports leagues, wary of existing industry relationships with stakeholders, and new media have made the multi-sided market model of professional sports leagues – which has focused on protection and exploitation of league content – inefficient, and calls for a new model to integrate new media into the market. By integrating platform theory with the Service Dominant Logic (SDL) of marketing we describe how the multi-sided market of professional sports is evolving into a platform ecosystem, and the role of its most important customers – the fans – will also evolve from end users, to value co-creators, complementors and innovators.

This book will create a new way of understanding the evolution of professional sports leagues and future growth of the industry, and lay the foundation for new research within the academic realm of sport management and sports marketing.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Sport, Information, and the Attention Economy

Professional sport in North American remains a valuable form of content for media providers. However, the emergence of new media brings challenges to the industry; to further evolve and develop it must acknowledge and abide by two fundamental premises: (1) the more openly and widely sport is distributed as content, the higher its value will be; and (2) the more liberally sport, as content, is allowed to flow, the more difficult it will be to control by its producers (the sports leagues); however, ultimately the greater its value will be to them. These are discussed in terms of a shift from an information economy to an attention economy perspective, which reveals the need for the industry to integrate both multisided market and platform ecosystem perspectives.
Jingxuan Zheng, Daniel S. Mason

Chapter 2. The Evolution of Professional Sport as a Multisided Market

Once media technologies emerged, the industry developed into a multisided market, with fans on one side of the market, the media on the other, and growth on either side benefitting both. Historically, the arrival of new forms of media, including radio and television, was not universally supported by sports leagues, wary of existing industry relationships with stakeholders. Despite this, the National Football League was well placed to take advantage of advances in television, and emerged as the dominant professional league. However, the arrival of new media has made the multisided market model of professional sports leagues—which has focused on protection and exploitation of league content as intellectual property—inefficient, and calls for a new model to integrate new media into the market.
Jingxuan Zheng, Daniel S. Mason

Chapter 3. Building a Brand Platform Ecosystem for the Future Development of the Professional Sports Industry

This chapter applies the strategy and technology management perspectives of platform theory to the professional sports context in order to address the issues of platform evolution and platform innovation, by integrating platform theory with the Service Dominant Logic (SDL) of marketing. With the advent of new media, the multisided market of professional sports is evolving into a platform ecosystem, and the role of its most important customers—the fans—will also evolve from end users, to value cocreators, complementors, and innovators. Designing an open platform to invite the largest possible number of platform constitutive agents (such as fans, television networks, corporate sponsors, and new media technologies) to innovate, while at the same time effectively protecting professional sports content as Intellectual Property (IP), is discussed.
Jingxuan Zheng, Daniel S. Mason

Chapter 4. Creating a Combined Multisided Market and Brand Platform Ecosystem

This chapter describes a combined multisided market and brand platform ecosystem model, designed to balance both value creation (through a brand platform ecosystem) and value appropriation (through the multisided market). Under this integrated framework, the product platform can be understood as a value proposition based on which stakeholders can participate in the value co-creation process. And this value proposition itself is delivered by the producers through offering their specific skills and knowledge as service. Thus, sports leagues should no longer be considered as goods or products, but as platforms that can be exploited by various actors, such as sports organizations, fans, and other stakeholders to provide their own value propositions hence co-create value within a network ecosystem.
Jingxuan Zheng, Daniel S. Mason

Backmatter

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