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SBJ/Feb. 17-23, 2014/Opinion
‘Perverse incentives’ have impact on Winter Classic
Published February 17, 2014, Page 22
First, let’s see how the revenue-sharing system helps us to interpret the 2014 Winter Classic. While the game/event is rightly being hailed as another astounding success, perhaps amid the beautiful falling snow on New Year’s Day we momentarily lost sight of the puck, as it were. Revenue sharing makes it hard for owners to make a “profit” on a yearly basis. The Winter Classic shows us clearly why this is.
The Jan. 13 edition of SBJ cited an NHL source in stating that the 2014 “Big House” edition of the Classic pulled in a $20 million profit. But when is $20 million not really $20 million? Answer: When you have to share 50 percent of revenue with players — who share ZERO of the costs of production. Therefore, the true profit to the NHL is actually $5 million (50 percent of $30 million in total revenue = $15 million, minus $10 million in expenses, leaves $5 million in profit). While most laud the Classic as marketing genius and a huge success, the reality is that this is likely the first year that it has actually turned a profit for the NHL. (The 2012 version in Philadelphia earned a reported $15 million versus $10 million in expenses, leaving a deficit for the NHL of $2.5 million, using the same formula as above.)
Understanding this concept has to make owners think long and hard about investments intended to “grow the game.” In most settings, getting a 100 percent return on an investment would be fantastic … but not in the NHL. If a team spending $2 million on a marketing campaign yields $4 million in new revenue, the team only breaks even, since 50 percent of the new revenue ($2 million) goes directly to player salary. However many millions the Winter Classic and the NHL’s Stadium Series in total cost to stage, they need to generate collectively more than double that amount in revenue to be worthwhile from the owner’s perspective. So why am I spending that money? This creates a fairly difficult operating environment for teams when they must earn more than 100 percent return on any investment that they make in order for it to be even minimally profitable. One that, if I’m an owner, makes me very hesitant to invest in anything but the most sure bets.