Abl Wnba Case Study Essay Example

absence of substitute products and rivalry among existing firms at the onset of operations further reinforced this security. Initially, the ABL operated with no competitors in 1996. However, they faced significant competition after their first year.

During the NBA off-season, a league was established by NBA commissioner David Stern which played in NBA arenas. This league comprised of eight teams and had better markets and facilities as compared to the ABL. The WNBA became superior to the ABL as it emerged as the leading women's professional basketball league. Unlike the ABL, players were not bound by contracts preventing them from playing in other leagues, allowing them to participate in other leagues such as playing overseas during winter and returning for the summer WNBA season.

Comparatively, the WNBA provided women with greater potential earnings than they would have received through a contract with the ABL. In their debut season, the WNBA outperformed any previous year of the ABL. This was reflected in higher average attendance figures at WNBA games - three times that of ABL games - with 9,669 attendees compared to 3,536. Moreover, players in the WNBA enjoyed an average annual salary of $80,000 while those in the ABL were offered an average salary of $30,000.

The ABL possessed a significant competitive edge with eight contracted players from the 1996 Olympic team, whereas the WNBA only had four players under contract. Nevertheless, three of the four players the WNBA had under contract were starters on the Olympic team. Despite the ABL's marketing shortcomings, the WNBA thrived by utilizing the NBA's established media outlets to promote their league effectively.