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Published by:
Stanford Business School (2007)
Version:
3 August 2007
Length:
37 pages
Data source:
Published sources

Abstract

Describes the International Fight League''s (IFL) formation and growth, the mixed-martial arts (MMA) industry in 2007, and culminates in the dilemma of what the company should do strategically in order to survive. After going public, the company faced competition from various new small players like itself, and from dominant player UFC (Ultimate Fighting Championship). As the company fell below break-even, its challenge became to search for one or more types of revenue streams to ''salvage'' itself before burning through its remaining cash reserves. Evaluates the typical revenue streams of sports companies, such as: (1) television; (2) team sponsorship; (3) league sponsorship; (4) advertising; (5) merchandising; and (6) live arena events. Each strategic direction is evaluated, given its corresponding operational model, cost of ramp-up (particularly considering UFC''s position), and sustainable barriers to entry. Looks at typical challenges faced by management of a publicly traded company caught in a strategic pinch by looking at the IFL''s situation.

Topics

Sports; Entertainment; International business; Strategic market planning; Managing publicly-traded companies; Monopoly; Competitive advantage; Mergers & acquisitions (M&A); International strategy; Employee retention

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