Goldschmidt carried the Cardinals offense to the playoffs. He had a weighted runs created plus of 146, meaning he was 46% better than an average hitter. No other Cardinal was even close. Goldschmidt's 146 wRC+ was 25 percentage points better than his next-closest teammate, Brad Miller, at 121 (and Miller didn't hit at all down the stretch in September). Besides Goldschmidt, Miller and Harrison Bader (113 wRC+) were the only Cardinals who performed better than league average in 2020. None of the other first basemen on the AllMLB ballot were the best hitter on their team by so wide a margin, or had to hit in a lineup with so few above-average hitters. Goldschmidt was all the Cardinals had.
Goldschmidt carried the Cardinals offense to the playoffs. He had a weighted runs created plus of 146, meaning he was 46% better than an average hitter. No other Cardinal was even close. Goldschmidt's 146 wRC+ was 25 percentage points better than his next-closest teammate, Brad Miller, at 121 (and Miller didn't hit at all down the stretch in September). Besides Goldschmidt, Miller and Harrison Bader (113 wRC+) were the only Cardinals who performed better than league average in 2020. None of the other first basemen on the AllMLB ballot were the best hitter on their team by so wide a margin, or had to hit in a lineup with so few above-average hitters. Goldschmidt was all the Cardinals had.
Baseball owners still 'reserving' right to underpay minor leaguersAdam Glazer
During spring training last year, this column detailed a class-action suit filed by three ex-minor leaguers alleging Major League Baseball paid them less than fast-food workers.
Unrepresented by a labor union, minor leaguers toil 50 to 70 hours per week through a five-month season for subminimum wage with no overtime and no compensation during spring training, instructional leagues or winter leagues.
Minor leaguers must serve a minimum of seven seasons to gain eligibility for free agency. And the few ballplayers who hang around long enough to meet this criterion are unlikely to have a major league future, inherently reducing their value.
InstructionsAnalyzing a Case StudyBargaining Strategy .docxmaoanderton
Instructions
Analyzing a Case Study
Bargaining Strategy in Major League Baseball
Review Case 4: Strategy in Major League Baseball from the textbook, Negotiation: Readings, Exercises, and Cases. After reading the case, address the following prompts:
Assess the issues of conflict between the players and management during the history of the sport.
Analyze mistakes made in negotiations and the effect of mistakes on the processes and outcomes of negotiations.
Evaluate the interests and goals of each of the parties.
Analyze the best solution and strategy for all parties involved, including each party’s best alternative to a negotiated agreement (BATNA).
Submission Details:
Submit your answers in a 3 page
Case 4 Bargaining Strategy in Major League Baseball
Introduction During the winter of 2005–2006, Donald Fehr was faced with some monumental decisions. As the head of the Major League Baseball Players Association (MLBPA), he had been arduously preparing for the upcoming round of negotiations between his union and the owners of the 30 major league baseball clubs (collectively known as Major League Baseball, or MLB). Being the representative of the labor force in a multi-billion dollar business was no easy task, even for a seasoned negotiating veteran. The health—even the very survival—of his union had hung in the balance each time a new basic agreement (the uniform contract between the two sides) was negotiated, and Fehr couldn’t help but remember past work stoppages, which hurt both sides tremendously. Fehr knew that hard bargaining with the ownership group might cause another strike or lockout, but with attendance levels at the highest they had ever been in the history of the sport, he needed to gauge his constituents’ (and his opposition’s) resolve to decide how to approach the process. History The Early Years Tumultuous labor relations in professional baseball were almost as old as the sport itself. What started as a “gentlemen’s game” in the mid-1800’s quickly turned into business when the general public started taking interest in the sport. Throughout the second half of the 19th century, different leagues were formed by American industrialists whose intentions were to capitalize financially on the sport’s growing popularity. Only two leagues stood the test of time, the National League, formed in 1875, and the American League, formed in 1901. In 1903 the two leagues merged to become Major League Baseball, which quickly became the most profitable sports business in America. When players began to realize that their unique skills could be marketed to the highest bidder, nervous owners began to seek ways to ensure that their moneymakers would not jump ship. In the most controversial move in baseball’s early history, the “reserve clause” was developed and implemented into player contracts. In a move that some considered a form of outright collusion, owners agreed amongst themselves that after each season, each club was able to “re.
Baseball owners still 'reserving' right to underpay minor leaguersAdam Glazer
During spring training last year, this column detailed a class-action suit filed by three ex-minor leaguers alleging Major League Baseball paid them less than fast-food workers.
Unrepresented by a labor union, minor leaguers toil 50 to 70 hours per week through a five-month season for subminimum wage with no overtime and no compensation during spring training, instructional leagues or winter leagues.
Minor leaguers must serve a minimum of seven seasons to gain eligibility for free agency. And the few ballplayers who hang around long enough to meet this criterion are unlikely to have a major league future, inherently reducing their value.
InstructionsAnalyzing a Case StudyBargaining Strategy .docxmaoanderton
Instructions
Analyzing a Case Study
Bargaining Strategy in Major League Baseball
Review Case 4: Strategy in Major League Baseball from the textbook, Negotiation: Readings, Exercises, and Cases. After reading the case, address the following prompts:
Assess the issues of conflict between the players and management during the history of the sport.
Analyze mistakes made in negotiations and the effect of mistakes on the processes and outcomes of negotiations.
Evaluate the interests and goals of each of the parties.
Analyze the best solution and strategy for all parties involved, including each party’s best alternative to a negotiated agreement (BATNA).
Submission Details:
Submit your answers in a 3 page
Case 4 Bargaining Strategy in Major League Baseball
Introduction During the winter of 2005–2006, Donald Fehr was faced with some monumental decisions. As the head of the Major League Baseball Players Association (MLBPA), he had been arduously preparing for the upcoming round of negotiations between his union and the owners of the 30 major league baseball clubs (collectively known as Major League Baseball, or MLB). Being the representative of the labor force in a multi-billion dollar business was no easy task, even for a seasoned negotiating veteran. The health—even the very survival—of his union had hung in the balance each time a new basic agreement (the uniform contract between the two sides) was negotiated, and Fehr couldn’t help but remember past work stoppages, which hurt both sides tremendously. Fehr knew that hard bargaining with the ownership group might cause another strike or lockout, but with attendance levels at the highest they had ever been in the history of the sport, he needed to gauge his constituents’ (and his opposition’s) resolve to decide how to approach the process. History The Early Years Tumultuous labor relations in professional baseball were almost as old as the sport itself. What started as a “gentlemen’s game” in the mid-1800’s quickly turned into business when the general public started taking interest in the sport. Throughout the second half of the 19th century, different leagues were formed by American industrialists whose intentions were to capitalize financially on the sport’s growing popularity. Only two leagues stood the test of time, the National League, formed in 1875, and the American League, formed in 1901. In 1903 the two leagues merged to become Major League Baseball, which quickly became the most profitable sports business in America. When players began to realize that their unique skills could be marketed to the highest bidder, nervous owners began to seek ways to ensure that their moneymakers would not jump ship. In the most controversial move in baseball’s early history, the “reserve clause” was developed and implemented into player contracts. In a move that some considered a form of outright collusion, owners agreed amongst themselves that after each season, each club was able to “re.
SCOTUS Launches New Economy with Legalized Sports BettingMSL
In a 6-3 decision in the case Murphy vs. National Collegiate Athletic Association, SCOTUS ruled that because Congress exceeded its constitutional authority when it passed PAPSA. In essence, Congress tried to prohibit state legislatures from repealing their existing statues that outlawed sports betting. Under a line of Supreme Court precedent known as the anti-commandeering doctrine, federal efforts to coerce states into enforcing federal law are unconstitutional violations of the Tenth Amendment.
To say this is just the beginning would be cliché, but what SCOTUS has wrought with its decision will have lasting consequences that go far beyond sports betting.
1. Fraser v. Major League Soccer Study Guide
I. Standard Player Agreement
Like the other major leagues studied in this course, all players in the MLS sign a
Standard Player Agreement upon entering the league. Under the Standard Player
Agreement, the League had several powers not seen in the other leagues:
1. The League has the right to unilaterally renew the agreement for two
additional years (with a five percent annual increase) upon expiration of
the negotiated term; and
2. The player assigns to the League the exclusive right to license on a
group basis the player’s NIL rights for merchandising, while the player
receives only two percent of their base salary in return.1
While this assignment may seem similar to what player’s in the other major
leagues do, this creates a major drawback for MLS players: assigning the league their
NIL rights, as opposed to the players’ association, removes the largest form of funding to
protect the rights of the players. More importantly than the assignment, however, is the
language naming the League the employer, rather than the team as seen in the other major
leagues.
II. MLS Salary Cap
The MLS, like the NFL and NBA, is a salary-capped league, which stood at only
$3,100,0002 in the 2014 season (compared to $63,065,0003 in the NBA and
$133,000,0004 in the NFL). Similar to the NBA salary cap, there is a major salary cap
exception in the MLS: the Designated Player Rule, allowing for MLS teams to acquire
European talent such as David Beckham,5 Robbie Keane and Thierry Henry, and
keep/bring back great American talents like Landon Donovan, Clint Dempsey and
Jermaine Jones.
III. Single Entity
Due to multiple failed professional soccer leagues in the United States, like the
American Professional Soccer League, the American Soccer League and the North
1 From Antitrust to Labor Law, “Antitrust and Players Market”
2 “MLS Roster Rules and Regulations” (http://pressbox.mlssoccer.com/content/roster-rules-and-
regulations)
3 “Salary Cap for 2014-15 Jumps to $63 Million” (http://www.nba.com/2014/news/07/09/salary-
cap-increases/)
4 “Salary Cap Rise to $133 MillionShows How New CBA is Working,” Albert Breer
(http://www.nfl.com/news/story/0ap2000000331237/article/salary-cap-rise-to-133-million-
shows-how-new-cba-is-working)
5 “Beckham Signs ‘$250M’ LA Deal”
(http://edition.cnn.com/2007/SPORT/football/01/11/beckham/)
2. American Soccer League6, the MLS did intentionally limit the competition amongst the
teams for talent, but for pro-competitive reasons, as defined in the Sherman and Clayton
Acts, that would ensure the long-term success of the league. According to MLS
Commissioner Garber, the arrangement was so vital during the early years of the league,
particularly with the league coming so close to folding on several occasions.
Claiming that the MLS violated §§1-2 of the Sherman Act and §7 of the Clayton
Act, the court dismissed the claims on summary judgment because the MLS is a single
entity. On appeal, the First Circuit agreed with the district court of Massachusetts that the
MLS functions as a single entity and affirmed summary judgment. This ruling was as
fatal an outcome as could happen for the players of the MLS; quite simply, as a single
entity the MLS cannot possibly conspire with itself, making any future antitrust claims by
the players, outside of outright collusion, virtually impossible to be successful.
IV. Market Definition and Power
Another key ingredient to the granting of summary judgment was the market
definition provided by the players themselves. Here, according to the players, the market
was defined as the competition for Division 1 soccer players in the United States, which
was rejected by the jury.7 While understandable that the players’ attorneys attempted to
prove this market, unlike in the MLB, NHL, NBA and NFL, there are many suitable (and
even better) leagues competing with the MLS for these players too! Incredibly talented
American soccer players like Tim Howard, Brad Friedel, Clint Dempsey and others have
taken their talents abroad despite any proclaimed “monopolistic power” on behalf of the
MLS.
V. Effect of Single Entity Status on American Needle
In American Needle vs. National Football League, American Needle claimed the
NFL violated the Sherman Antitrust Act because of their exclusive licensing agreement
with Reebok. The district court and the Seventh Circuit granted summary judgment for
the NFL because it functioned as a single entity, similar to the MLS in Fraser, and
therefore could not have conspired to restrict trade and violated antitrust laws.8
On appeal before the Supreme Court, the NFL argued that the NFLP functioned
as a single entity because the NFLP collectively licensed all of the teams’ trademarks
together. However, the Supreme Court unanimously reversed summary judgment and, in
an interlocutory decision, declared the NFL does not function as a single entity because
each team is an independent business competing with each other.9 Furthermore, the Court
declared the NFL’s actions to fall within concerted activity to fill within Sherman
Antitrust Act consideration and remanded the case for a Rule of Reason analysis by the
district court.10
6 “U.S. Soccer History Timeline” (http://www.ussoccer.com/about/history/timeline)
7 From Antitrust to Labor Law, “Fraser v. Major League Soccer”
8 “NFL Lawyers Lose Again In American Needle; Case Likely Header For Trial,” Marc Edelman
9 American Needle v. NFL
10 Id.
3. VI. Questions For Review
1. Hypothetically, what if Fraser had succeeded in overturning summary
judgment in the First Circuit and the case had gone to trial -- discuss with your
group and determine which side would have won before the jury and why?
2. How does Fraser reconcile with American Needle? Discuss with your group
and determine if the NFLP was a single entity in light of Fraser or not.
Leagues have historically negotiated exclusive licensing agreements, but with
the American Needle ruling are they all going against antitrust laws? Are any
of the leagues safe from such Rule of Reason scrutiny?
3. In American Needle was the district court and Seventh Circuit ruling or the
Supreme Court ruling better reasoned and why? Please prepare a memo stating
whether or not your group would have granted or denied the NFL’s request for
summary judgment.
4. In light of the Supreme Court decision in American Needle, discuss the
arguments of both sides. Now, as the District Court of Northern Illinois,
prepare a memo explaining your ruling on remand.