The profile can vary from Peter O'Malley to George Steinbrenner. Passion and an open pocketbook are vital,Canada goose but there is no perfect way. Arte Moreno of the Angels gets high marks.
Soon after he bought the Angels in 2003, Arte Moreno endeared himself to fans by going on a $146-million free-agent shopping spree and lowering prices for beer and merchandise.
Former Dodgers owner Peter O'Malley was beloved for the family atmosphere he created,Canada goose jacka his first-class treatment of players and buying his staff ice cream every day the team was in first place.
George Steinbrenner ruled the New York Yankees with an iron fist,Canada goose parka engaged in bitter public feuds with managers and players and popularized the phrase, "You're fired!" long before Donald Trump.
But in the eyes of Yankees General Manager Brian Cashman,Expedition parka who worked 23 years under "the Boss," the bombastic Steinbrenner was "the greatest owner in all of sports. He was second to none."
Beauty, when it comes to major league baseball owners, is definitely in the eye of the beholder.
O'Malley received high praise from executives and former players who, in light of Frank McCourt's upcoming sale of the Dodgers, were asked what makes a good baseball owner.
"An owner needs to care about and listen to the fans, be passionate about the game and involved in the community, know the importance of his brand," Arizona General Manager Kevin Towers said. "As a kid growing up in the Bay Area, the O'Malleys had a brand."
Former Dodgers first baseman Eric Karros said O'Malley was "great in some respects," noting he spared no expense when it came to travel accommodations for players and their families.
"The way we were treated was a joke as far as how good it was," Karros said.
But Karros, whose Dodgers tenure (1992-2002) spanned the end of the O'Malley regime and the beginning of News Corp. ownership, stopped short of deifying O'Malley.
"We had an opportunity to get Robin Ventura during a pennant race in 1995, and he didn't want to take on salary," said Karros, now a Fox Sports commentator.
"Other teams spent more money. Our trade-deadline deals were getting guys like Chad Curtis. We never got that big blockbuster guy. As a player, you want an owner who will spare no expense to put the best product on the field."
That's what separated Steinbrenner, who bought the Yankees for $8.7 million in 1973, from most. Steinbrenner, who died in 2010, spent lavishly on free agents, and those investments helped fuel five World Series championships since 1996.
The Yankees started a television network and built a stadium, and Forbes magazine now values the club at $1.7 billion.
"The bottom line is he put great players on the field, and he delivered championships," Cashman said. "He built something the fans can be proud of, and that's what a great owner does."
Even if there was a madness to his methods. Steinbrenner meddled in team affairs, fumed when the Yankees lost three games in a row and churned through 11 managers from 1974 to 1990, firing or forcing out the equally fiery Billy Martin five times.
"George was very passionate; he wanted to go 162-0," said Pat Gillick, who was the Yankees' farm director from 1974 to 1976 and went on to become a general manager in Toronto, Baltimore, Seattle and Philadelphia. "But I don't know … he wouldn't be the best guy I ever worked for."
Did Steinbrenner's bluster contribute to the Yankees' success?
"No, but it made things more interesting," Cashman said. "He had a football mentality, but from the owner's box, he couldn't apply it as easily. If you're Bill Belichick on the sidelines, you can apply it, because you can directly interact with players."
2011年11月8日星期二
Dish Upping Focus on Streaming Content
Ergen, who last year brought in Joe Clayton from Sirius Satellite Radio to run Dish’s day-to-day operations as CEO,Canada Goose has gained a reputation talking off the cuff and following it up with action.
In 2010, he spearheaded the acquisition of bankrupt packaged-media rental icon Blockbuster for less than its salvage cost — a move that helped drive 12% revenue growth for Dish in the most recent fiscal quarter.
In a Nov. 7 call with analysts, Ergen said the Blockbuster brand helps Dish separate itself from a competitive Canada Goose Jakker landscape that he believes offers ubiquitous content.
“Everybody sells the same thing, everybody’s [bundled subscription] packages are generally the same,” Ergen said.
The executive said that sameness, coupled with the ongoing economic troubles, is what has prompted some subscribers to ditch MVPDs in favor of lower-cost subscription-based video-on-demand platforms, such as Netflix.
Ergen said cable and satellite TV operators continue to take hits on premium video subscribers due to emerging over-the-top video providers such as Netflix, Hulu Plus and Amazon Prime. He said 50% of every lost Canada Goose Parka cable/satellite subscriber is “probably” a Netflix member. Ergen said 20% of Dish subscribers are also Netflix members.
“When someone can buy Netflix for $7.99 [a month], do they really want to pay $14.99 for HBO?” he said. “I think all of us in the video business are looking at streaming video.”
Ergen said ongoing changes in technologies delivering home entertainment add to the challenges and opportunities afforded the proposed merger between AT&T and T-Mobile — a union, if allowed, that would Trillium Parka propel him to seek a merger with No. 1 satellite TV operator DirecTV.
“There’ll probably be a lot of mergers that could happen that people never thought could happen,” he said.
Indeed, Dish made a bid for Hulu.com that reportedly approached $2 billion but was rejected when Hulu’s owners decided not to sell the online repurposed content aggregator.
“From an acquisition point of view we look at a lot of different things,” Ergen said, adding that partnering with third parties is the most prudent course of action in today’s economy. “It’s a great time to change your business for when the economy does change a bit.”
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