WNBA:Half empty or half full?
As the 13 year-old WNBA kicks off this weekend, many supporters and critics are taking close notice of the various factors that define success for this professional women’s basketball league. Will this league survive the recession and find significant profitability to exist five years from now? The WNBA is the premier women’s professional sport in America and based on its historical attendance numbers there is supporting evidence to the notion that our society may still not be ready to accept women competing in sport. Why else would men and women not find enjoyment in watching tremendous athletes play America’s favorite pastime (sorry baseball fans — reality bites)? Or maybe we do appreciate Naismith’s game being played at its most fundamental level, without the commercialism, air-time above the rim and showboating of the male professional counterpart, but are just not willing to pay for the experience?
Critics need only point to the numerous cost-cutting measures implemented by the league itself to argue that the curtain is closing on the WNBA. The original business model of league ownership has now evolved into individual ownership in certain cities. Anybody want a pro team on their balance sheet? Also, the rosters have been reduced from 13 to 11,an assistant coach position has been eliminated from the staff and the once popular and championship Houston franchise folded. Top players move from franchise to franchise each year and it is difficult for fans to keep up with the transactions. How does a Tina Thompson end up playing with archrival Lisa Leslie in L.A.? Lindsay Harding and Alana Beard in the same backcourt in Washington? Unique sponsorships have emerged such as Phoenix and L.A.’s contracts with corporations desiring their logos on the front of jerseys. That’s just not your typical sponsorship negotiation for professional basketball. The cup is half empty.
Supporters would ask one to consider the popularity of the game at all levels. Girls are practicing year-round and we now see a similar challenge faced by boys concerning loyalty: should one commit the development and guidance to the high school or the AAU club coach? Attendance and website tracking numbers are up. The WNBA identifies the family as one of the key target markets; fathers accompanied by their daughters are very visible in arenas. Stars from collegiate programs are entering the league with their own fan base and help create new WNBA fans each year. What true basketball fan (men’s or women’s) doesn’t know about Candace Parker and the numerous players that come from premier programs like UConn and Tennessee? And lastly and most importantly, the WNBA was able to secure an eight-year television broadcast contract with ESPN/ABC that will help to pay the bills. Ticket sales and broadcast sponsorships define the success of professional sports. Period. The cup is half full.
Professional women’s basketball is exciting and can be a profitable asset. The right marketing mix and presentation of the sport product require intensive research, pilot studies, implementation of new media (i.e., e-marketing) and the willingness to take risks. Founding president Val Ackerman set the stage by providing the foundation for opportunity and national exposure. President Orender must continue to seek innovative marketing and funding strategies that will unfortunately and inevitably attract naysayers. Perspective is personal. Little time should be spent on those who lack the vision to see the benefits of women’s professional basketball in American society. Embrace those “who get it” and raise that half full cup in celebration!
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