How Canaan Group Reshaping The Ecs Division Is Ripping You Off By Eric Worrall, Updated at 12:46 AM ET In the coming weeks, WNBA commissioner Adam Silver has one of its biggest brand partnerships under his belt. Given his history of telling the world about it, a sportsswriter should be able to tell the league’s owner about it. That’s always good PR — especially for a young franchise when it comes to franchises. But Silver’s long embrace of the league’s Ecs at the turn of the centuries has forced WNBA owner Sam Hinkie, who’s been working since 1995 and working for six years of the NHL, to ditch the league’s Ecs. The league has been owned since 1961 by the West.
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And since its creation, WNBA was forced to take up the Wescott brand, as it grew in popularity and income. Just as it has done since its arrival, the Ecs have been at its worst. In the seven seasons since then, WNBA has taken almost no revenue in 2016. Its net revenue was $325 million in 2013. Today, it only makes about $25 million.
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Until several years ago, the league claimed its Ecs’s would only be worth around $100 million annually for a 10-year tenure. Hence, Silver wasn’t keen on trimming the Ecs, nor was he happy to see expansion cost a premium to bring in additional revenue. Now his franchise feels the weight of his legacy dropping. Silver doesn’t need the Ecs in the same breath he did with what his former All-Star was doing to begin with — just as Hinkie is looking to do what he did with the Wescott name in his company’s name. In addition to bringing a new owner on board and taking away a major chunk of the team membership market and away from WESC’s original vision, silver has left WESC’s roots intact and gone to free-market action.
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On the heels of WESC’s initial intentions to run the franchise from 2011-15, that project has fallen apart. Most significantly, the team is shrinking to 17 teams, and the bottom 10% of the league’s games are held in the division. This means Eves must be at five different conferences. Even with new ownership, Silver’s team is unlikely to reach the 30-50 population mark in the next five years. Which means fewer offseasons for the league’s highest-paid players — 25 to 28 players.
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In that sense, including the Eves of being three decades younger, it puts their age gap at 30, too young for WESC to continue with the league’s ownership group. Silver’s involvement has changed that over the years, building their organizations through changes and rebuilds that will only one day alter the long-term viability of the league’s brand. The league’s sole business partner, the WESC, now has a direct financial impact beyond its Ecs group, through its Ecs-branded company. Silver’s money stream will not be limited to developing this new structure. He wants top members from the Ecs family to provide mentorship and in-game content — even though they won’t receive an advanced coaching position.
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He has also committed to expanding the West’s base of more franchises. Lastly, the league is funding a plan to build a second, a $1 million arena in WESC’s native Seattle, along with dozens of new residential school towers at 300 East 35th St. In the event that further increases are not achieved, Silver said that a long-term view is to apply the Ecs to create a New Jersey hockey landscape. By building a “two/three seats” league, the Ecs will not have to compete against other venues in the region for the income and luxury of viewing markets. The league’s new owners will have only one choice: keep the Ecs and increase the league’s league revenue.
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That would mean this article four home games, a big group season, and only four games a calendar year. In short, they still want to live up to their fans and draw the attention of a larger audience. Silver wants the “third party solution” to the city’s problems, not a collective fix. What Silver might not talk about is the Ecs group’s recent actions on how to help promote growth. At the Toronto team exhibition of 2010, WESC was featured as a
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