Carsten Schmidt, CEO of Sky Deutschland, needs to prepare for the auction of German soccer rights. Much was at stake. Not only was soccer the most widely watched sport in Germany, the company had long advertised that only Sky showed "every game, every goal." In evaluating his company's bid, Schmidt had to consider not only the intrinsic value of the media rights but also how his bidding strategy would influence competition in the German media industry. Was it a good idea to keep OTT players out of the market? What was the right amount to bid?
Carsten Schmidt, CEO of Sky Deutschland, needs to prepare for the auction of German soccer rights. Much was at stake. Not only was soccer the most widely watched sport in Germany, the company had long advertised that only Sky showed "every game, every goal." In evaluating his company's bid, Schmidt had to consider not only the intrinsic value of the media rights but also how his bidding strategy would influence competition in the German media industry. Was it a good idea to keep OTT players out of the market? What was the right amount to bid?
In 2015, Dietmar Hopp, owner of Germany's Bundesliga football team TSG Hoffenheim and co-founder of the global enterprise software company SAP, was considering how to ensure long-term sustainability and competitiveness for TSG Hoffenheim. While historically a small team from bottom rungs of the league, TSG Hoffenheim, with revenues of €60 million to €70 million, reached the top division of the Bundesliga in the 2008-2009 season thanks to a deliberate strategy focused on enhanced scouting, strong youth programs, and innovative technology and analytics that improved player development. In 2014 Hopp, who had personally invested €300 million in the club, built a "footbonaut," an automated training environment that collected data on players' skills and strengths. The tool, one of three in the world, helped scouts and coaches better assess and develop each player. Yet some managers felt the technology was a distraction, an investment too expensive for a team that was not yet cash-flow positive. The team finished the 2014-2015 season in eighth place, below the top division, and Hopp wondered whether the focus on technology and analytics was the right strategy to grow the club. He wondered if the "moneyball" approach-when a smaller team competed with wealthier teams by using statistical analysis to buy undervalued assets and sell overvalued assets-could work in football and if investments in technology could lead the team to financial independence.
NBA Superstar Dirk Nowitzki was unsure whether the 2018-19 season would be his last as an NBA player. He had not faced such uncertainty since 1998, when he had navigated a difficult decision regarding the timing of his move to the NBA. He also did not know what he would do when he ultimately retired, as playing basketball was all he had known for his entire adult life. His foundation in Dallas and in Germany provided grant money and strategic support to youth programs; he could become more directly involved in the foundation's work. The Dallas Mavericks had made it clear that they would be open to Nowitzki transitioning to a role as some type of executive or coach, helping the Mavericks make decisions and/or develop their young players. Nowitzki was also intrigued by the idea of becoming an independent mentor for young, amateur players; after all, his mentor, Holger Geschwindner, had been instrumental in his development, and he liked working with young people. Keeping his various options in mind, how should Nowitzki plan for the next phase of his life and career?
In 2015, German football club Bayern Munich is considering how to enter the Chinese market. Should it build its own infrastructure or rely on third-party partnerships to reach this massive football fanbase?
After years of ups and downs, Germany won its fourth World Cup in 2014.This case examines the national team's recent history and the changes they made to set themselves up for success.
In 2015, Dietmar Hopp, owner of Germany's Bundesliga football team TSG Hoffenheim and co-founder of the global enterprise software company SAP, was considering how to ensure long-term sustainability and competitiveness for TSG Hoffenheim. While historically a small team from bottom rungs of the league, TSG Hoffenheim, with revenues of €60 million to €70 million, reached the top division of the Bundesliga in the 2008-2009 season thanks to a deliberate strategy focused on enhanced scouting, strong youth programs, and innovative technology and analytics that improved player development. In 2014 Hopp, who had personally invested €300 million in the club, built a "footbonaut," an automated training environment that collected data on players' skills and strengths. The tool, one of three in the world, helped scouts and coaches better assess and develop each player. Yet some managers felt the technology was a distraction, an investment too expensive for a team that was not yet cash-flow positive. The team finished the 2014-2015 season in eighth place, below the top division, and Hopp wondered whether the focus on technology and analytics was the right strategy to grow the club. He wondered if the "moneyball" approach-when a smaller team competed with wealthier teams by using statistical analysis to buy undervalued assets and sell overvalued assets-could work in football and if investments in technology could lead the team to financial independence.