Wednesday, February 29, 2012


Acquisition Motivation: The Effect on Performance After Being Traded in the NHL

Late in February the NHL becomes all hyped when the Trade Deadline looms closer and closer to see which players leave for new teams and which players stay put. The question after every trade is made is, “Was it worth it to give up this player for this player?” According to the article by Philip White and William McTeer writers of, “The Effect on Performance of Being Traded During The Season: The Case of The National Hockey League”, traded players are likely to increase their performance post-trade with the new team then prior to trade when on the their original team.
The article goes through the method of how they got there, the discussion of the data they received and finally a graph that shows the data they received. How they measured performance by the players was by average number scoring (goals and assists), because of this they only used centers and wingers in the study. The centers and wingers were then split up into three categories: all the players, players who had played 269 or fewer games and players who have played 270 or more games. They also split up the data into four time periods: season prior to the trade, partial season before the trade, remainder of the season after the trade, and finally the following season after the trade.
What White and McTeer found was that all the players performed poorly before the trade than the season before the trade. After the trade, performance increased .071 in the all players category from .225 and .296. In comparison their performance dipped in the season before they were traded from the previous season, but then their average shot up after being traded, and then went back to about same performance before the season they were traded. According to White and McTeer, “These players improved in the post-trade period by a rate of almost a goal a game but reverted to their "normal" level of performance the following year.” This data suggests that players' performance increases after being traded in both the dip of performance before the trade and then the large increase after being traded. From the findings White and McTeer discuss why this data could have happened.
White and McTeer go on to discuss why players would play so much better with the team they were originally on at the start of the season than the new team at the end of the season. Both writers seem to point to the motivation theory that players who are traded to new teams seem to respond to the change with increased effort resulting in improved performance. First, before a trade a player may under perform because he is unhappy or mistreated in a given team situation. Coaching staff could be using the player less because of bad play, personal reasons or even contractual reasons. In these instances the player has less opportunity to score, reducing the performance of the player in goals and assists. After a trade, the player is in a new place with new people and maybe even the season is going well for the team, removing that former stress, and likely motivating the player, causing him to be more productive. With this new environment the player could get extra opportunities to score giving more playing time than normal which could boost his numbers. Or take the opinion of an attribution theorist (Rosenbaum,Weiner), who has his own reason for why players have increased performance after being traded. They take first an experienced player before the trade, who usually played well his career and will likely blame his uncharacteristic poor performance on external problems such as bad luck or his teammates or coaches. These attributes may have negative consequences on the players' effort and motivation. He may perceive that he's putting in the maximum effort but may not improve his performance because of a lack of a good supporting cast around him. After a trade, the player may reassess his chances for success, being liberated from being moved from an unproductive environment to a brand new one which could make him more optimistic and more motivated. For inexperienced players, they are more likely to blame their performance more on themselves then others around them. This could explain why there numbers are little lower in performance before and after trades, as they lower expectancies for success following the trade because of the numbers they had before the trade. This proves the players perform much better after being traded generally saying they are more motivated and more optimistic in their new environment than in their old one; which will likely increase there performance on the new team.
With the findings found in this article by White and McTeer, we can assume that hockey players perform much better after a trade than prior to a trade when on their original team. In conclusion, when players play better comes down to fact that they are more motivated in an new environment, which results in increased performance of the player. So next time your unsure that the player your favorite team traded for will be either a stud or a dud think about this word motivation.







White, Phillip G., and William G. McTeet. "THE EFFECT ON PERFORMANCE OF BEING TRADED DURING THE SEASON: THE CASE OF THE NATIONAL HOCKEY LEAGUE*." Journal of Sport Behavior 14 (1991).

Tuesday, February 21, 2012



Response to Reconciling managers’ strategic vision
with fans’ expectations

Have you ever felt left like you are the only person who may be a fan, but not as dedicated as those around you at the game? Ever wonder if you are the only one, and does the team recognize you as a fan? In order to look into the subject deeper, Andre Richelieu and Frank Pons, both Assistant Professors of Marketing at the Universite Laval and University of San Diego respectively, conducted a study that presented a multi-method based approach by matching fan expectations to a franchise's strategic vision. They had fans fill out a questionnaire and participate in an in-depth interview with the marketing vice president of the National Hockey Leagues’ Montreal Canadiens. What they found is that sports teams can increase their fan support and attendance by broadening their marketing strategy to those outside of the fan base. First, we will go over their study’s findings, followed by what teams can improve upon from these findings.
There are many different sub-groups of fans that constitute the whole fan base. From the questionnaire it was concluded that there are four different kinds of sports fans including Super-fans, Social Fans, Experimental fans, and Contextual fans. Super-fans made up about 31% percent of the people in the questionnaire and they were people attend the most games and spend the most money sports products and memorabilia. Super-fans were found to be the oldest group of the four. This suggests that these fans are more stable in their life and have a higher income than the other groups. The Social fans represent about 29% of the sample. These fans still watched the games and bought sports products, but not in the same amount as the super fans. These fans also scored higher in social aspects such as talking to other people at the game, and talking about the team in general. Social fans scored lower on team aspects, such as thinking you are expert on the team, and knowing a lot about the game. The Experimental Fan came out to about 29% of the sample, and was the youngest group in age at about 22 years old. These fans tend to watch a lot of games on TV or in person but don't spend much money on sports products or memorabilia. Richelieu and Pons concluded that these people are thrill seekers who just like the excitement and experience of the game. The final group was the Contextual Fan, who were people who occasionally go to games but don't but any sports products or memorabilia they make-up the last 11% percent of the sample.
After the questionnaire Richelieu and Pons the fans went to interview the vice-president of marketing of the Canadiens. What the vice-president wants to do with the marketing of the team is explore four main attributes: the long winning tradition, authentic nature of French-Canadian, the professionalism of being a winning franchise, and the dynamism trying to improve the entertainment experience for the fans at the games. They found that the Canadiens are in the midst of renewing their brand, and moving towards marketing to a younger audience. There are many different fan bases that the Canadiens can market to in order to help bring more people into the arena. Mostly though, market to those who are still on the fence of going to games all the time such as the social, experimental or contextual fans.
Next, let us go over ways not only Montreal, but other sports teams can do to improve their attendance. Some ways to get Social fans through the gate would be to make games more like a community, and belonging to make it an experience to talk about. Teams could try making prices cheaper for groups, and create discussion groups outside of the game on websites, or designate places to meet for away games. For experimental Fans, the key is to find more ways to make games more exhilarating by introducing more entertainment into the stands, or change the atmosphere of the arena in another way. Finally, some ways to get the Contextual Fans would be to have giveaway days or themed days to bring people in or even just make admission more. By introducing new ways to get fans excited, more people will fill the seats of arena, and the team can expand their brand.
As I stated before this case was about seeing the different types of fans there are at sporting events, and what teams can do about making each of these groups happy at the games. As my thesis was stated before sports teams can increase their fan support and attendance by broadening their marketing strategy to those outside of the fan base.



Richlieu, Andre, and Frank Pons. "Reconciling Managers’ Strategic Vision with Fans’ Expectations." International Journal of Sports Marketing & Sponsorship (2005): 150-63. EBSCOhost. EBSCOhost, 1 Apr. 2005. Web. 17 Feb. 2012. <http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=29&hid=13&sid=58a7952e-26ee-4339-9910-20aff0bccd46%40sessionmgr13>.

Friday, February 3, 2012


Isn't funny that there are only 7 hockey franchises in Canada and 23 franchises in United States and hockey is considered Canada's Pastime and also was created in Canada? Hockey has always been known as Canada's pastime (its on the money for goodness sake!) and broadcast every Saturday to everyone in the country much like Football is here. So then why is there more U.S. Franchises then there are Canadian franchises? The reason why the NHL has more franchises here in America than the Canada is solely due to financial gain.
What this article talks about is why the NHL looks more at the larger U.S. Markets that may not have as large fan bases instead of smaller Canadian markets that would house large fan bases. When the study happened they found that locations in Canada would be much better place to house new franchises which resulted in the merger with the declining WHA (World Hockey Association) and let former WHA franchises as the Edmonton Oilers, the Quebec Nordiques (Which was located in Quebec City), and the Winnipeg Jets breath new life in the NHL. It also explained why the NHL expansion franchise The Flames relocated from Atlanta, Georgia to Calgary in 1980. Seredynski, Jones, and Fergurson(the ones doing the study) determined profitability of existing franchises in other locations by estimating attendance and operating costs and finding even though Canadian cities such as Hamilton, Saskatoon and Ottawa would be more viable places in the early 80's then U.S Cities St. Louis and Washington D.C, even better places than those Canadian cities would be U.S. Cities such as Denver, Houston and even Tampa Bay. The reason all comes down to money. If a Weak U.S. Franchise moved to Canada they would be subjected to unequal television revenue and tax laws that are not as nice looking than those back in the United States. Small-Market Franchises are also more vulnerable to financial disadvantages due attendance numbers from small and far locations and would the media revenues from those of larger markets. Because of this smaller market teams will have higher ratio of salary to non-salary costs.
There are four options that these small market franchises have: revenue sharing, a salary cap, government subsidization, and finally relocation. With revenue sharing with small market franchises, big markets would find ways from there revenues and profits being redistributed from them to these teams that can't afford to play at there level. A Salary cap works in favor for Owners but the players and there union would oppose it since its less money for them unless it could tie into sharing the revenue which owners appose, you can see that is not going anywhere. Government subsidy is difficult to defend purely on economic criteria as it says in the article. So that only leaves only relocation as you read in the last paragraph, the United States would be much better to relocate a franchise than Canada with the tax laws and television revenue so it be much more profitable to move to the United States than Canada. Examples of this Include the move of the Winnipeg Jets to Phoenix and also The Quebec Nordiques move to Denver, Colorado.

Works Cited
http://books.google.com/books?hl=en&lr=&id=VoNVyCcZuhsC&oi=fnd&pg=PA49&dq=National+Hockey+League&ots=26ww-xVlOX&sig=kt-0xFXj6q3AGJ6n9KtHIuLQcN4#v=onepage&q&f=true