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  • 1
    UID:
    (DE-627)1834262550
    Format: 1 Online-Ressource (22 p)
    Content: An examination of possible expansion or relocation sites for the NBA is undertaken using a two-equation system requiring two-stage probit least squares to estimate. The location model forecasts the best cities for an NBA team based on the underlying characteristics of current NBA teams. The results suggest that Louisville, San Diego, Baltimore, St. Louis, and Norfolk appear to be the most promising candidates for relocation or expansion
    Note: In: Journal of Sport Management, Vol. 18, 2004
    Language: English
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  • 2
    UID:
    (DE-627)1791390668
    Format: 1 Online-Ressource
    Content: Given the changing landscape of Division I athletic competition, determining the most advantageous commitment to athletic programs is an important issue in sport and university policy. With the recent autonomy granted to select Division I Football Bowl Subdivision conferences and pending antitrust litigation vying for college athlete compensation, many universities are considering alternative courses of action in reducing their existing commitment to Division I athletics. Accordingly, this study sought to examine the impact of de-escalating Division I commitment — specifically discontinuing a Division I football program — on the status and reputation of the university and athletic department. In considering the entire population of universities which have discontinued their Division I football program from 1981 to 2010 (N = 21), the results revealed that football program discontinuation had little positive or negative impact on academic status and reputation, and a slight negative impact on athletic status. The implications of this research contributes important information on assessing previous decisions to discontinue a Division I football program and what became of those decisions
    Note: Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments May 28, 2016 erstellt , Volltext nicht verfügbar
    Language: English
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  • 3
    Online Resource
    Online Resource
    [S.l.] : SSRN
    UID:
    (DE-627)1790610834
    Format: 1 Online-Ressource (5 p)
    Content: For reasons described, the use of Price-to-Revenue ratios is the generally accepted approach to valuing sports franchises
    Note: Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments July 1, 2018 erstellt
    Language: English
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  • 4
    Online Resource
    Online Resource
    [S.l.] : SSRN
    UID:
    (DE-627)1834450616
    Format: 1 Online-Ressource
    Content: This paper considers a multi-firm analysis of a cartel. It examines the individual owner's choice of labor, the primary factor of production, and the cartel's choice of revenue sharing and salary cap policies in both a profit maximizing model and a utility maximizing model. The effect of decision making outcomes on labor market issues such as talent distribution and wages is explored. Cartel innovation and stability are discussed, especially the likelihood of adoption of institutional policies. The effect of the degree of the salary cap restriction (from unbinding to partially binding to completely binding) is examined. The optimal revenue sharing agreement and salary cap level are generally found to be 100% and 0%, respectively, from the owners' perspective. Wages are found to decrease with increases in revenue sharing and decreases in the salary cap level
    Note: In: ADVANCES IN THE ECONOMICS OF SPORT, Vol. 2, 1997 , Volltext nicht verfügbar
    Language: English
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  • 5
    UID:
    (DE-627)1791390587
    Format: 1 Online-Ressource
    Content: What if a zero-income NBA franchise only had sportsmen ownership value (utility value) because it consistently produced zero profit? If so, then a Hybrid Income and Market Approach method that adjusts for the weaknesses in the comparables would take the $320 million as the zero-profit value of owning an NBA franchise (because of the utility value of owning it) and add to it the capitalization of earnings value of the $50 million in income (which is just a purely financial value of owning a franchise, the same as owning a black box that produces $50 million each year). At a discount rate of 9% and annual growth rate in earnings of 3%, this implies an “income-driven” value of $833 million which would be added to the utility value of $320 million to get $1.15 billion in value (this is a simplification given that no other adjustments have been made)
    Note: Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments January 18, 2017 erstellt , Volltext nicht verfügbar
    Language: English
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  • 6
    UID:
    (DE-627)1790610842
    Format: 1 Online-Ressource (4 p)
    Content: In recent years, there are some sports franchises that have reportedly begun to produce extraordinary net income (e.g., Manchester United, Real Madrid, Dallas Cowboys, Los Angeles Lakers). Simply relying on a multiple of revenue would miss the real differences in net income of these franchises compared to the comparables in their leagues. This article introduces a hybrid approach to financial valuation of highly profitable sports franchises that values both the sportsmen owner effect portion of value and the pure income value
    Note: Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments July 1, 2018 erstellt
    Language: English
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  • 7
    Online Resource
    Online Resource
    [S.l.] : SSRN
    UID:
    (DE-627)1791390579
    Format: 1 Online-Ressource
    Content: There are many approaches used to value an asset or business. They can all be categorized into one of the following three conceptually distinct methods. One method, the market approach, relies on what similar assets sell for in the marketplace. A second method, the income approach, uses income or cash flow as the basis for the value of the business or asset. The third method, the cost or asset approach, determines what it would cost to recreate the business or asset. Some businesses are more readily valued using certain approaches, whereas others may be valued using all three approaches. Sports franchises typically lend themselves to being valued using the market approach
    Note: Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments January 17, 2017 erstellt , Volltext nicht verfügbar
    Language: English
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  • 8
    UID:
    (DE-627)183656841X
    Format: 1 Online-Ressource (56 p)
    Content: All three sections in this chapter are interrelated. Expansions and relocations, especially in the early years of a league, are often the response to upstart rival leagues. More recently, relocations have occurred because another city offers a better facility lease regardless of whether the league as a whole is better off or not. Relocations, more so than expansions, often end up in court whether as an antitrust case accusing the league of monopolistically restricting business or as an eminent domain suit attempting to prevent a team from relocating. Recent rulings have allowed a league to enforce a relocation fee that is commensurate with the harm caused to the rest of the league because of the move. Rivalries often begin with a few teams in major cities competing head-to-head with the existing dominant league. Inevitably, the sport ends up with one major league providing top level play, begging the question of whether sports leagues are natural monopolies. This occurs either with a merger, a partial merger, an acquisition or, most commonly, a failed rival league. Often the incumbent league emerges from the rivalry a stronger, more stable business, having been forced to address a weakness exploited by the rival (e.g., MLB failing to recognize the western markets). Additionally, the new locations of franchises have often been vetted by the upstart rival to determine which few are most profitable and sustainable
    Note: Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments October 2, 2007 erstellt
    Language: English
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  • 9
    UID:
    (DE-627)179061077X
    Format: 1 Online-Ressource (11 p)
    Content: How those in academia can bridge the gap:(1) Reach out to the obvious consumers of your research (beyond other faculty, of course), discuss their issues, write a proposal, and in order to build a personal brand, over-deliver at a fair price.(2) Develop relationships in the sport community. While this is obvious, it may not be clear what type of project will emerge from that.(3) Let your industry contacts know what you are up to, in terms of topics you are teaching, research you are conducting, and any industry projects you are working on.(4) Say yes. If you can make time and are asked, it really can lead to unknowable future research and projects.(5) Don't be afraid. I will let you in on a secret. Prior to most of the projects I work on, I have a fear of not knowing how I am going to actually do the work. What methods should I use? What if the data is insufficient? What even are the questions that are trying to be answered? (Most clients only have a vague idea about what they really need until we are already down the road into the project). The fear of the unknown is there, but trust your training, and partner-up with others if you need skills outside of your areas of expertise
    Note: Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments February 1, 2019 erstellt
    Language: English
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  • 10
    Online Resource
    Online Resource
    [S.l.] : SSRN
    UID:
    (DE-627)1836619669
    Format: 1 Online-Ressource (58 p)
    Content: This paper considers a multi-firm analysis of a cartel. It examines the individual owner's choice of labor, the primary factor of production, and the cartel's choice of revenue sharing and salary cap policies in both a profit maximizing model and a utility maximizing model. The effect of decision making outcomes on labor market issues such as talent distribution and wages is explored. Cartel innovation and stability are discussed, especially the likelihood of adoption of institutional policies. The effect of the degree of the salary cap restriction (from unbinding to partially binding to completely binding) is examined. The optimal revenue sharing agreement and salary cap level are generally found to be 100% and 0%, respectively, from the owners' perspective. Wages are found to decrease with increases in revenue sharing and decreases in the salary cap level
    Language: English
    Library Location Call Number Volume/Issue/Year Availability
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