Warriors & Dodgers owner Guber on the business of sports
Fri, 16 Nov 2012|
Peter Guber, owner of the Golden State Warriors and part-owner of the Los Angeles Dodgers, joined CTL Friday to discuss the business of sports and what the Ricketts might do about Wrigley Field - 11/16
If you're looking for good book about leadership styles just got this one hell to win connect persuaded triumph with. The hidden power a story to New York Times that dollar written by a man who knows it's got quite well. Data Mandalay Entertainment Group the owner of the Golden State Warriors as well what the lord that he LA Dodgers he's. Peter -- joins us now but Chicago Tribune live. Okay baseball -- senator stage because the Florida Marlins twelve months almost to the day. Spend a ton of money they get Ozzie Guillen Mark Burly Jose Reyes. Twelve months later they are all gone. As a fellow baseball owner does that bother you visit by the -- here people critical of the game allowing that to happen. Well you know it's all part of the dialogue it's all part of what happens. When you're in this sport -- different owners have different strategies different tactics some cut their losses quickly some. Hopefully they can turn their losses and the profits. May admit this summer immune to criticism and some welcome that as part of the process. And think that as long as a successful whatever the journey was it's an important. So much different philosophies I can't speak for why they'd do it or why they don't do it when I would say is they've won. And lost with the all the different strategies -- no one clear path to success certainly in sports or life but one thing's for certain is. You've got a big -- be acutely sensitive to the fact. That if you -- failing. You have to make a change and the question isn't really a failure or just the speed bump and for them. They they decided they weren't gonna get -- so they would cut there losses. Let me take you back October 2009. The rickets family closes their purchase at the end of that month. The by the Cubs for 845. Million dollars and a lot of people let all my goodness we will never see prices like that again. While they were right. We never gonna see 845 because you guys made over two billion for the Dodgers and who knows where this thing maybe had it when you started in those negotiations with your partners. Magic Johnson and you looked at this and you wet. Out two billion plus for a baseball team and assorted other things that came with the DL are you stunned it's gotten that level this quickly. Well the trajectory the angle and trajectory is pretty amazing for sure but you know change today is different than it was when we grew up in changes. It is not only non Lydia. It's exponential. And that rate of change is so fast you have to have a different blossoming out and suddenly you realize the media assets are worth something. You know exponentially different than they were two years ago. So you suddenly you realize that the field the play is no longer level in your particular. He had been business or enterprise sports or movies or television or whatever so you have to adapt to and adaptability is important. That attitude is -- -- critical to success somewhat surprised that -- I told my son. I'll damage the guy who just spent you know I screen that guys can go with me was a -- when I grew up it's five dollars now what's going on here. What's going on here is the future. The future means that is -- going to be a change that's a market driven economy if people think they can make money at a higher level of cost they'll know it. If people think they win by buying a -- level of players and that can make them more profitable. They'll do it if they lose they'll be on the dustbin of as sports history or if they win they'll -- venerated as some real dropping them so I think that's the process. You guys have a historic stadium not anywhere near as old as Wrigley Field. When you look at Wrigley and you look at Dodger Stadium what is your philosophy on renovating an old stadium that has so much its history about it. Looking at Wrigley Field same deal or do you believe you know what you build a new one rather than trying to renovate the old. That's a really Powell full intriguing question because of the center of all our conversations always. Because that's what you have to do and the reality is you know. People say they don't go to the stadium go to the team of the stadium on location based entertainment for the stadium that's wrong. They do that's part of the process so today what's happened is. More intimacy and the -- is -- Phillies went from I think 60000 of the 46000. In this stadium it's about creating an environment that's intimate it's unique and different. And all of look at cool excellence in the stadium a crucial. You have to think about whether it's the food. The concessions. How -- digitally fifth stadium why -- they come these fans are coming ends in mobile enabled. You have to service them definitely the sponsors are completely different you're competing against home entertainment which is robust 3-D to. You have to have to compete -- the debate entertainment environment company a unique venue a I really vital venue that people love to go to any experience. The team the game in the hole. -- -- somewhat of the experience and a wonderful atmosphere. That's what they were quiet and so when you look at the stadium where the -- palm course is a very recent narrow where it is not good parking. Where the sight lines that has great with the seats I'm comfortable where it's not enabled it's hard to compete when everybody says. Staying in on the sitting in my underwear -- my friends I can interact and have a clear I want. Got to watch out for that. Tell me about the -- you've dealt in the movie industry with the biggest stars not here in the sports world with the biggest stars. Who were the toughest -- a deal -- a what was the motivation for you to put this all into a book like this. Well the toughest people to deal with is anybody who's an adversary. A competitor and a who who is is is -- a participate in your journey. You have to deal with them whether it's a collaborate even so the -- there isn't what what I put into the book was a conceit that. The secret sauce the success is to move -- action. Whether it's players on the field where it's media whether it's fans whether it's customer is where there's a church where it's a philanthropy with the job -- boss. Your employee to move them to actually improve and be able to action and -- look at from all these people in the highest. And across the spectrum and activities political social. What connected all of them. They all were able to narrate their call to action create an emotional transportation that people. To become advocates and apostles for they're offering high do you do that. You give meaning to important facts figures and information you give it meaning and you may get -- important to them and then they own it. And they can pay it forward because you can't depend on making new testament and new client every time. He got the pen and then telling your story forward that water cooler expression and today's digital social networking and social graph. But you don't all of us are still -- -- -- not digital so those same tools work. Perfectly in the socialist in the social scene on line and off line so my view is that's. Do what you wide with you wired it. As a narrative individual the 101000 years you -- that -- to move people difficult action to -- field. Our -- is something or join your club join your team build your audience and it works across all sectors. All races religion ethnicity where all -- the same way. And so you have to utilize that tool for your success.