CBS8 ASSIGNMENT 2 2025
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM MANCOSA. THE REPORT
IS NOT PREPARED NOR APPROVED BY MANCOSA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF CBS8
ASSIGNMENT 2. THIS REPORT IS INTENDED TO ASSIST STUDENTS IN
GETTING STARTED WITH THEIR ASSIGNMENT, AND IN NO CASE THIS
DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE THIS WILL BE A
GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT
WAS PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY
EXISTING THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE
AUTHORS HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE
MODIFICATION OF THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT
BE PROHIBITED AS IT CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR
ANY FURTHER GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND
THE MODULE IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or email
,CBS8 ASSIGNMENT 2 2025
Introduction
The landscape of NCAA college football is undergoing a significant transformation,
marked by widespread realignment and shifting conference dynamics. The Big 12
Conference finds itself at a pivotal juncture, having recently completed a substantial
expansion that will see its membership grow to 16 institutions starting in the 2024-25
athletic season. This strategic move follows the departure of key programs to rival
conferences and occurs against the backdrop of challenging times for others, notably
the Pac-12, which struggled with its recent media rights negotiation. As a member of
the steering committee tasked with providing strategic guidance, this analysis aims to
navigate these complex industry dynamics and ensure the Big 12 is not only stable
after recent changes but is also strategically positioned for sustained growth and
relevance beyond 2030. Drawing upon an assessment of the current environment,
including the implications of the recent Four Corners school additions, Arizona,
Arizona State, Utah, and Colorado, this document presents a comprehensive look at
the competitive pressures and strategic opportunities facing the conference. The
objective is to outline specific recommendations designed to leverage the expanded
footprint, maximize the conference's value, and solidify its standing among the nation's
elite athletic leagues.
1.1 Assess what were the pitfalls that led to the departure of Big 12’s flagship
schools over the years. 10
Assessing Pitfalls Leading to Flagship School Departures in the Big 12
The landscape of NCAA college football has been marked by significant realignment
in recent years, fundamentally altering conference structures and competitive
dynamics (Nuseir & Aljumah, 2020). Amidst this flux, conferences like the Big 12 have
faced challenges, including the departure of their prominent flagship institutions. Alves
and Gama (2020) suggest that these departures can be understood through the lens
of strategic missteps and failures to adapt effectively to evolving industry dynamics,
particularly concerning media rights and conference stability.
Pitfalls Leading to Flagship Departures
One of the most significant pitfalls contributing to the departure of flagship schools,
such as Texas and Oklahoma leaving for the SEC, appears to be a failure to secure a
compelling long-term strategic position in the rapidly changing media rights
, CBS8 ASSIGNMENT 2 2025
environment. The case study does not explicitly detail the Big 12's media rights
situation at the time of Texas and Oklahoma's departure; the broader context of
conference realignment heavily emphasizes media deals as a primary driver. Peng
and Meyer (2011) note that the Pac-12's proposed media rights deal was not received
positively, leading to schools like Colorado, Arizona, Arizona State, and Utah seeking
alternatives in the Big 12. This highlights how the perceived value and structure of a
conference's media deal can directly influence its members' decisions to stay or leave.
It is plausible, based on the industry dynamics described, that the Big 12 faced similar
challenges in providing a media rights package attractive enough to retain its most
valuable assets, Texas and Oklahoma. A conference's inability to generate competitive
revenue through media deals can weaken its overall value proposition to its top-tier
members, who have greater market leverage individually.
Furthermore, Bitkowska (2020) suggest a reactive rather than proactive strategic
approach by the Big 12 following these departures. The Big 12 initially only intended
to expand back to 14 members after Texas and Oklahoma left. However, they later
entered deep discussions about adding the Four Corners schools (Arizona, Arizona
State, Colorado, Utah) after USC and UCLA departed the Pac-12 for the Big Ten. This
reactive stance, waiting for competitor actions (Pac-12's struggles, Big Ten's
expansion) before aggressively pursuing new members, suggests a lack of foresight
or a delayed strategic response to the industry's instability. A failure to anticipate or
quickly counter moves by rival conferences can leave an organization vulnerable to
the poaching of its key members (Awalluddin, 2020). The departure of flagship schools
itself weakens the remaining conference, potentially triggering further instability as
other members assess their options in the reshaped landscape.
In essence, the pitfalls leading to the departure of Big 12 flagship schools appear to
stem from strategic challenges related to maintaining competitive advantage in an
industry defined by the value of media rights and the strategic manoeuvres of rival
conferences. A perceived weakness in financial positioning (potentially linked to media
deals) and a reactive strategic posture may have rendered the conference less
appealing to its most valuable members, ultimately leading to their decision to seek
opportunities elsewhere states Schmitt and Florian (2024).
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM MANCOSA. THE REPORT
IS NOT PREPARED NOR APPROVED BY MANCOSA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF CBS8
ASSIGNMENT 2. THIS REPORT IS INTENDED TO ASSIST STUDENTS IN
GETTING STARTED WITH THEIR ASSIGNMENT, AND IN NO CASE THIS
DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE THIS WILL BE A
GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT
WAS PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY
EXISTING THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE
AUTHORS HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE
MODIFICATION OF THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT
BE PROHIBITED AS IT CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR
ANY FURTHER GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND
THE MODULE IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or email
,CBS8 ASSIGNMENT 2 2025
Introduction
The landscape of NCAA college football is undergoing a significant transformation,
marked by widespread realignment and shifting conference dynamics. The Big 12
Conference finds itself at a pivotal juncture, having recently completed a substantial
expansion that will see its membership grow to 16 institutions starting in the 2024-25
athletic season. This strategic move follows the departure of key programs to rival
conferences and occurs against the backdrop of challenging times for others, notably
the Pac-12, which struggled with its recent media rights negotiation. As a member of
the steering committee tasked with providing strategic guidance, this analysis aims to
navigate these complex industry dynamics and ensure the Big 12 is not only stable
after recent changes but is also strategically positioned for sustained growth and
relevance beyond 2030. Drawing upon an assessment of the current environment,
including the implications of the recent Four Corners school additions, Arizona,
Arizona State, Utah, and Colorado, this document presents a comprehensive look at
the competitive pressures and strategic opportunities facing the conference. The
objective is to outline specific recommendations designed to leverage the expanded
footprint, maximize the conference's value, and solidify its standing among the nation's
elite athletic leagues.
1.1 Assess what were the pitfalls that led to the departure of Big 12’s flagship
schools over the years. 10
Assessing Pitfalls Leading to Flagship School Departures in the Big 12
The landscape of NCAA college football has been marked by significant realignment
in recent years, fundamentally altering conference structures and competitive
dynamics (Nuseir & Aljumah, 2020). Amidst this flux, conferences like the Big 12 have
faced challenges, including the departure of their prominent flagship institutions. Alves
and Gama (2020) suggest that these departures can be understood through the lens
of strategic missteps and failures to adapt effectively to evolving industry dynamics,
particularly concerning media rights and conference stability.
Pitfalls Leading to Flagship Departures
One of the most significant pitfalls contributing to the departure of flagship schools,
such as Texas and Oklahoma leaving for the SEC, appears to be a failure to secure a
compelling long-term strategic position in the rapidly changing media rights
, CBS8 ASSIGNMENT 2 2025
environment. The case study does not explicitly detail the Big 12's media rights
situation at the time of Texas and Oklahoma's departure; the broader context of
conference realignment heavily emphasizes media deals as a primary driver. Peng
and Meyer (2011) note that the Pac-12's proposed media rights deal was not received
positively, leading to schools like Colorado, Arizona, Arizona State, and Utah seeking
alternatives in the Big 12. This highlights how the perceived value and structure of a
conference's media deal can directly influence its members' decisions to stay or leave.
It is plausible, based on the industry dynamics described, that the Big 12 faced similar
challenges in providing a media rights package attractive enough to retain its most
valuable assets, Texas and Oklahoma. A conference's inability to generate competitive
revenue through media deals can weaken its overall value proposition to its top-tier
members, who have greater market leverage individually.
Furthermore, Bitkowska (2020) suggest a reactive rather than proactive strategic
approach by the Big 12 following these departures. The Big 12 initially only intended
to expand back to 14 members after Texas and Oklahoma left. However, they later
entered deep discussions about adding the Four Corners schools (Arizona, Arizona
State, Colorado, Utah) after USC and UCLA departed the Pac-12 for the Big Ten. This
reactive stance, waiting for competitor actions (Pac-12's struggles, Big Ten's
expansion) before aggressively pursuing new members, suggests a lack of foresight
or a delayed strategic response to the industry's instability. A failure to anticipate or
quickly counter moves by rival conferences can leave an organization vulnerable to
the poaching of its key members (Awalluddin, 2020). The departure of flagship schools
itself weakens the remaining conference, potentially triggering further instability as
other members assess their options in the reshaped landscape.
In essence, the pitfalls leading to the departure of Big 12 flagship schools appear to
stem from strategic challenges related to maintaining competitive advantage in an
industry defined by the value of media rights and the strategic manoeuvres of rival
conferences. A perceived weakness in financial positioning (potentially linked to media
deals) and a reactive strategic posture may have rendered the conference less
appealing to its most valuable members, ultimately leading to their decision to seek
opportunities elsewhere states Schmitt and Florian (2024).
