PART 3-CRITICAL THINKING CASE DALLAS MAVERICKS—THE TOTAL ENTERTAINMENT EXPERIENCE Mark Cuban, ranked as number 327 on Forbes magazine's list of the world’s richest people, paid $280 million for a losing product when he bought the Dallas Mavericks in January 2000. At the time, he described the sports franchise as a beaten organization, but one that had a culture of survival. As the new owner, Cuban began immediately to revitalize the product by changing the face of the organization. His objective was to transform Mavericks games into a total entertainment experience that would offer much more than just a basketball game. Internal changes paved the way for enhancing the customer’s experience. Cuban immediately tripled the size of the sales staff. Every sales representative was required to make 100 cold calls per day until games began to sell out. The new mantra was, “Every minute of every day, it’s selling time.” More important, however, was what these sales reps were selling. Cuban told them that they no longer sold basketball—they were selling fun, throats sore from yelling, and hands sore from clapping. Within three years, Mavericks fans had a sense of pride in their team, which had developed into a winning basketball franchise. Once a perpetual loser, the team was winning games, making the playoffs, and boasting
This is the end of the preview. Sign up
access the rest of the document.