Raphael Stevens

Sir Alex FergusonScott Mlyn | CNBC What was it about Liverpool? Why were ‘geese’ and ‘shipyards’ in his team talks? And why did he keep Gary Neville on for so many years? Sir Alex Ferguson explains his management secrets…You used to always mention ‘shipyards’ in your team talks. Why was being grounded so important?The players I had to deal with then were probably not from the working class that I was from. So I had to try and instil that part in them – that working hard is a real talent.I referred to shipyard workers, to miners, to steel workers, and I think that you may not have been the working class but your fathers or grandfathers were. I really put great importance on everybody working hard – even your best player, although he might be the most talented player – he has to show that he’s prepared to work as hard as every other player. I think we got that.I was lucky that the players bought into the very fact that working hard is a talent.How did you get United to keep doing it again and again?It’s a sacrifice. When I became a manager, I’d been a decent player, I became a manager at 32, I thought this would be easy. I was thinking about other managers I’d worked for. I lost my first away game 5-2, I went home in the car that night and I was saying to myself ‘I didn’t expect this’. I realised then that if I didn’t get a working mentality, a mental strength in my players, I had no chance.After one league triumph, the first team talk I had the next year was about the geese. I bet the players were sat there thinking ‘what’s this guy talking about?’ But it’s a great story. A friend of mine – his cousin had a farm in Canada. He was telling me this story about geese in Canada flying 4,000 miles for a bit of heat. I said to the players, ‘all I’m asking you to do is play 38 games to win the league’.I’d be lying in my bed at night thinking about ways to motivate players because if you’re at a club like United for 27 years, you don’t want players to feel ‘here we go again’.Read more stories from Sky SportsFury: Wilder wants $20m | WBO plan AJ-UsykGilmour, Turnbull, Patterson in Scotland Euros squadJoshua vs Usyk ‘awaits approval’ from WBOYou don’t believe in psychology, you believe in management. What do you mean by that?Psychology, I’ve never considered part of my job. The management thing is based on communication, loyalty and trust. When I went to Aberdeen, you have to give your trust to the players and you hope in time you get it back. I did exactly the same at United.My communication was really important to me, recognising and valuing my staff. I would never let anyone pass me in the corridor or in the dining room without saying ‘good morning’. If you think back to when we won the league or the cup or whatever, I had all the staff in the dining room on the Monday. It was their cup. If you value them and give your consideration to the job they’re doing, they’ll pay you back.You kept me on for three or four years at the end when I wasn’t doing great. Why did you keep players who weren’t necessarily performing for you, or weren’t the most talented? How did you make them win?Through Eric Harrison (former United youth coach), and myself, we brought players where we developed a good mental strength, a toughness that they could play in front of 75,000. We used to say to the parents, I said it to your mother and father, ‘I hope Gary and Phil play in front of 75,000, that’s the aim’. They don’t all make it but the amazing thing is a lot of those players are still playing today for different clubs so the preparation and education they got as they were built up at United is really important.Alex Ferguson celebrates with the Premier League trophyMatthew Peters | Man Utd | Getty ImagesOn the subject of great players and hard-working players, this is something I thought an awful lot about players like Bryan Robson, Steve Bruce and yourself. They had something inside them that drove them to be as good as Paul Scholes, Ryan Giggs, Eric Cantona, Cristiano Ronaldo and Wayne Rooney. There’s something inside them that drives them on, forces them to bring out everything they can put into a game. I was fortunate to see that develop.Darren Fletcher is a great example, Steve Bruce, yourself. You started as a centre-half and we realised quickly that you weren’t going to be a centre-half in our first-team, so you developed yourself into a right-back. That was through your self-determination and having the fire inside you – that made the likes of Bryan Robson, Roy Keane, Steve Bruce all competitive players. The players who are so talented, like Cantona, Ronaldo, Giggs, Scholes, Michael Carrick, they have to show that they are prepared to be as hard-working as you are. That’s what gets the blend.In most cases, the teams we built had these ingredients. They didn’t like losing. They were developed in that way. I like to see myself in the players. Of course, when I lost a game you know how I reacted. You know why? Because my expectation was bigger than theirs. I wanted to win all the cups, all the games, that was my attitude every morning.The other word I always refer to with you is ‘risk’…You’re down 1-0, what’s the point in sitting with your back four, your regular midfield, and two strikers? The risk is shove people in the box, because the other team reacts to that. You shove three or four in the box, get the ball in there, that’s the risk because you could lose on the breakaway quite easily.We lost games that way, I remember Ole Gunnar Solskjaer getting sent off at Newcastle and they played it down the last kick of the ball. But the value is you score in the last minute of injury time, remember the dressing room? It was electric, absolutely electric. The fans go home and can’t wait to get to the pub to talk about it, to get home and tell their wife or kids what it was like at Old Trafford to score in the last minute. That’s the value.If you’re playing for our club – that risk should always be there. There’s no point in faffing about in the midfield with a few passes and not taking the risk and getting the ball in the box, because you’re not going to score from 40 yards. I can’t remember many players trying to score from 40 yards.It felt like you were offended by the club being beaten by Liverpool at any level, and it made you angry. Was it a dislike, the rivalry? What made you feel that way?It’s my respect to Liverpool. When I was the manager of St Mirren I went to Liverpool’s training for a week. I saw the intensity of their training, the consistency they had. When I came to United and they’d been winning all the titles, I made that point.When I was at Aberdeen – there are only two clubs you need to beat to win everything, Rangers and Celtic. At the time I came to United there was only one team you needed to beat to win the league – that’s Liverpool.That was my intention, that was what I put everything into producing a team that could beat them. Not necessarily beat them every game, but winning the leagues. I always said to the players, when we played Liverpool, if you don’t turn up we’re going to be beaten. We’d go there with our best team – Keane, Scholes, Giggs and David Beckham, the back four was right, the front players – and sometimes if we were off just a little bit, we lost. But we had a great record there, in terms of any other club. I knew if you beat Liverpool you’re on the right path.You used to stand outside the dressing room door, and the captain couldn’t go out past you until you were there. What was the reason? Was it for your own team or the opposition?For my own team. There was one occasion, we were down 3-0 at Tottenham, I never said a word in the dressing room. I sat on the radiator, and it was burning hot too, and I said ‘next goal is the winner’.I went to the door and Teddy Sheringham, who had played with us of course, was their captain, he came out and looked at me, turned to his players and said ‘don’t let them score early’. We scored in the first minute. I thought that killed them. I looked at them, and they looked at me, I just said, ‘come on we can win this’.It’s a funny game.’Sir Alex Ferguson: Never Give In’ is in cinemas from 27 May and available on Amazon Prime Video from 29 May More

French Finance Minister Bruno Le Maire on Wednesday warned that peace, security and global stability are in danger if the world’s economic superpowers do not contribute to Africa’s economic recovery from the Covid-19 crisis.African leaders met in Paris over the past two days in a summit convened by France to strike a multibillion-dollar “New Deal” to aid the continent’s economic and health revival.The Summit on the Financing of African Economies brought together 21 heads of state from Africa and leaders of continental organizations along with European leaders and the heads of major international finance organizations. In a press conference Tuesday night, French President Emmanuel Macron said the summit had yielded “a New Deal for Africa and by Africa.”The signatories called for an additional $650 billion of IMF Special Drawing Rights to be released to close the gap between developed and emerging economies. However, only $33 billion of this has been earmarked for African countries and European leaders have vowed to donate their own shares in order to bring the total for the continent close to $100 billion.The IMF may also contribute some of its gold reserves and in a joint communique after the summit leaders suggested that “flexibility on debt and deficit ceilings” could be used to further alleviate the burden.G-7 and G-20 urged to contributeLe Maire indicated on Wednesday that the French government would be pushing for greater contributions from other major economies at the upcoming G-7 (Group of Seven) summit in the U.K. in mid-June, and would also be reaching out to the G-20.”Developed countries have invested more than 25% of their GDP to fight against the consequences of the crisis and to engage a very strong economic recovery. In Africa, it is less than 2% of their GDP,” Le Maire told CNBC’s Steve Sedgwick, adding that this trajectory risked a great divergence in the recoveries of economies and health care systems.Workers transport the second shipment of the Johnson & Johnson Covid-19 coronavirus vaccine upon its arrival at the O R Tambo International Airport in Johannesburg on February 27, 2021.Kim Ludbrook | AFP | Getty Images”This would be a very important danger not only from an economic point of view, but a real danger for security, for peace, for stability, for illegal immigration, so I really urge everybody to be aware of the current situation of the African countries and to be aware of the necessity of putting more money (into) Africa.”He suggested that rather than just deploying grants, governments should look to invest in small and medium-sized enterprises, supporting African entrepreneurs who are “at the core of the economic recovery.”Despite maintaining comparatively low Covid-19 infection and death rates compared to the rest of the world, sub-Saharan Africa is projected by the IMF to have experienced a 3.3% decline in economic activity in 2020, the region’s first recession in 25 years. GDP growth projections for 2021 also lag significantly behind the rest of the world’s 6% estimate.The drop in activity is expected to cost the region $115 billion in output losses this year and could push another 40 million people into poverty, effectively wiping out five years of progress against poverty.In Tuesday’s press conference, Macron also set a goal to vaccinate 40% of the population of Africa by the end of 2021, calling the current situation both “unfair and inefficient.”‘Vaccine apartheid’The summit has urged the World Health Organization, World Trade Organization and the Medicines Patent Pool to remove intellectual property patents blocking the production of certain vaccines.IMF chief Kristalina Georgieva cautioned on Tuesday of dire global economic consequences if the vaccine rollout fails in developing countries and the health crisis continues.South African President Cyril Ramaphosa on Wednesday told France24 that he welcomed the group’s call for major economies in the northern hemisphere to share their vaccine supplies.”They have a huge surplus and we have no access, and that to me is vaccine apartheid and it can also be characterized as vaccine imperialism,” Ramaphosa said.”We will never be able to defeat the pandemic, Covid-19, if we try to defeat it in the northern hemisphere only and not in the south.”A landmark proposal to waive intellectual property rights on Covid-19 vaccines was jointly submitted to the World Trade Organization by India and South Africa in October.Several months on, however, it continues to be stonewalled by a small number of governments. These include the U.K., Switzerland, Japan, Norway, Canada, Australia, Brazil, the EU and — until recently — the United States. More

In this articleUAAShoppers pass an Under Armour store in White Plains, New York.Scott Mlyn | CNBCUnder Armour announced Wednesday it is raising wages for hourly retail workers to $15 in the United States and Canada, impacting more than 8,000 jobs.The increases, which could be as much as 50% for some workers, will be effective June 6.The part- and full-time employees who will see a compensation bump represent about 90% of the company’s retail and distribution workforce.Under Armour has more than 3,000 roles currently open, in stores and in distribution centers, that it is looking to fill. These positions will all start at the new wage, the company said.The pay increase marks the first of a number of steps Under Armour will take to maintain and attract talent in the months ahead.”We are committed to doing the right thing, and at the center of our commitment is ensuring our teammates feel valued and appreciated,” Patrik Frisk, president and chief executive of Under Armour, said in a statement.The announcement comes as retailers and restaurant operators have been facing a huge labor crunch.Fewer people than expected are returning to the workforce, and many businesses are struggling to meet consumer demand as it comes roaring back. The hiring announcements that usually arrive in the spring and summer months have been accompanied this year by news of wage hikes, referral and retention bonuses, and other enhanced benefits.Chipotle Mexican Grill, for example, said its average wage per hour would be $15 by the end of June. And McDonald’s earlier this month announced it is raising the hourly wages for its U.S. company-owned restaurants, as the fast-food chain looks to hire 10,000 workers for those locations.Read the full press release from Under Armour here.— CNBC’s Amelia Lucas contributed to this reporting. More

A Southwest Airlines Boeing 737-73V jet departs Midway International Airport in Chicago, Illinois, on April 6, 2021.Kamil Krzaczynski | AFP | Getty ImagesSouthwest Airlines said travel demand continues to improve with booking patterns for next month looking “fairly typical” as the impact of Covid-19 in the U.S. wanes.The Dallas-based airline said leisure fares next month are getting close to 2019 levels, though a lack of business travelers will still still keep a lid on average ticket prices this quarter.But Southwest also flagged the rise in jet fuel costs for the quarter, which could weigh on its bottom line.The carrier will hold an annual shareholder meeting at 11 a.m. ET.Southwest said June revenue will likely be down 20% to 25% compared with the same month of 2019, an improvement from this month, when it expects sales to be off by as much as 40% from two years ago.”Passenger demand and booking trends remain primarily leisure-oriented and inconsistent by region,” Southwest said in a filing. “Despite recent improvements in leisure demand, the company remains cautious and continues to plan for multiple fleet and capacity scenarios.”Southwest expects its May capacity to be up 126% from last year but down 18% from two years ago, and for June, it forecast it will fly 67% more compared with 2020 and 6% less than 2019.The low-cost airline reiterated that it expects to get to breakeven core cash flow in June 2021, trimming its core cash burn to $1 million to $3 million a day on average for the second quarter from a previous estimate for $2 million to $4 million a day.Southwest shares were down 3.4% in morning trading during a broad market sell-off.Airlines have been adding flights and resuming hiring plans to cater to returning travelers this spring and summer, generally carriers’ most profitable seasons. Southwest is planning to resume hiring flight attendants in the coming weeks, CNBC reported this month. More

In this articleENI-ITEQNR-NOGEGE Renewable EnergyThe final phase of a development dubbed “the world’s largest offshore wind farm” is to use 14 megawatt versions of GE Renewable Energy’s huge Haliade-X turbine after a contract for their supply was confirmed.In an announcement Tuesday, GE said a service and warranty contract had also been finalized. All in all, 87 of its Haliade-X 14 MW turbines will be used at Dogger Bank C, a 50-50 joint venture between SSE Renewables and Equinor that will have a capacity of 1.2 gigawatts. This week’s news follows on from an announcement at the end of last year that revealed GE’s renewable energy division had been chosen as the preferred turbine supplier for Dogger Bank C. Dogger Bank C is part of the larger Dogger Bank Wind Farm and will complement Dogger Bank A and Dogger Bank B. The latter two projects are owned by SSE Renewables, Equinor and Eni, who have stakes of 40%, 40% and 20% respectively. Between them, Dogger Bank A and B will use 190 of GE’s Haliade-X 13 MW turbines.The scale of the Haliade-X turbine is considerable. It will have a tip-height of 260 meters (853 feet), 107-meter long blades and a 220-meter rotor.It is one of several large wind turbines now in development. In February, Vestas revealed plans for a 15 MW turbine. Another company, Siemens Gamesa Renewable Energy, is working on a 14 MW model, the SG 14-222 DD, which can also be boosted to 15 MW if required.Major projects, major goalsThe Dogger Bank Wind Farm will be situated off the coast of northeast England in the North Sea and have a total capacity of 3.6 GW. When fully up and running, it will be able to power millions of homes per year. Those behind the project have repeatedly described it as “the world’s largest offshore wind farm.”SSE Renewables will oversee construction and delivery of the facility, with Equinor — better known as an oil and gas major — taking responsibility for operations.If all goes to plan, Dogger Bank C’s turbines will be installed in 2025, with the entire project being completed by 2026. According to GE, an estimated 470 new jobs could be generated to support the Dogger Bank development. The U.K. is home to a mature offshore wind sector that looks set to expand in the coming years, with authorities targeting 40 GW of capacity by 2030. The European Union, which the U.K. left in January 2020, is targeting 300 GW of offshore wind by the middle of this century.Across the Atlantic, the U.S. has a long way to go to catch up with Europe. America’s first offshore wind facility, the 30 MW Block Island Wind Farm in waters off Rhode Island, only started commercial operations in late 2016.The U.S. sector did, however, take a major step forward last week after authorities gave the green light for the construction and operation of the 800 MW Vineyard Wind 1 project off the coast of Massachusetts. The U.S. Department of the Interior described the development as “the first large-scale, offshore wind project in the United States.”In March, the Departments of Energy, Interior and Commerce said they wanted offshore wind capacity to hit 30 gigawatts by 2030, a move President Joe Biden’s administration hopes will generate thousands of jobs and unlock billions of dollars in investment in the coming years.Preliminary figures from the U.S. Energy Information Administration show that, for 2020, wind’s share of utility-scale electricity generation came to 8.4%.By contrast, natural gas and coal’s shares were 40.3% and 19.3% respectively. Overall, fossil fuels had a 60.3% share while nuclear and renewables had shares of 19.7% and 19.8%. More

In this articleTGTTarget said Wednesday fiscal first-quarter sales rose 23%, as investments it made in exclusive brands and services like curbside pickup strengthened customer loyalty and kept them coming back.The retailer also said it is benefiting from rising vaccination rates, a reopening economy and busier social calendars: Customers gravitated to new merchandise, especially clothes. Some returned to browsing again inside of stores.”We are seeing a much more optimistic consumer, who is excited about getting back to the life that they haven’t lived for the last year,” CEO Brian Cornell said in an interview on CNBC’s “Squawk Box.”Buoyed by this confidence, Target offered a second-quarter forecast that was well above Wall Street’s expectations, despite facing tough year-over-year comparisons.Other retailers, including Walmart, Home Depot and Macy’s, have posted surprisingly strong first-quarter results, too. The companies have attributed sales gains, in part, to customers having more money in their pockets from stimulus checks. Walmart and Macy’s said customers are buying items like luggage and teeth whitener as they travel and go to parties again. But they haven’t stopped investing in their homes yet, which was a trend that began last year. Target, however, had unique advantages before the pandemic that kept its business humming during the health crisis. It fulfills nearly all of its online orders at stores, which improved the company’s profits. It launched and grew numerous private label brands, which set it apart from rivals. And it was ahead of other retailers in raising employee wages, which has fended off a labor crunch and kept stores tidy.Shares were up about 2% in premarket trading Wednesday.Here’s what Target reported for the fiscal first quarter ended May 1, compared with Refinitiv consensus estimates:Earnings per share: $3.69 adjusted vs. $2.25, expectedRevenue: $24.20 billion vs. $21.81 billion, expectedNet income jumped to $2.1 billion, or $4.17 per share, from $284 million, or 56 cents per share, a year earlier. Excluding items, the retailer earned $3.69 per share, higher than the $2.25 per share expected by analysts surveyed by Refinitiv.The more than sevenfold increase in net income from a year-ago was driven by several factors. In the early days of the pandemic, Target saw profits plummet and labor costs balloon as customers skipped over high-margin merchandise like apparel and accessories and employees took on new tasks from additional store cleaning to picking online orders.Shoppers are once again spending more on apparel and home goods, and Target has grown sales of its own private label brands. Total revenue rose 23% to $24.2 billion from the same period a year ago, outpacing analysts’ expectations of $21.81 billion. Zoom In IconArrows pointing outwardsGrabbing market shareThe retailer said it has continued to attract new customers and entice them to spend more. It said it picked up $1 billion in market share in the three-month period, on top of the about $9 billion in market share last fiscal year. It cited internal and third-party research.At Target’s stores and on its website, traffic grew by 17% and basket size grew by 5% in the three-month period compared with a year earlier. Its comparable sales, a key metric that tracks sales at stores open at least 13 months and online, grew 22.9% compared with a year earlier. That was significantly more than the 10.7% that analysts expected in a StreetAccount survey. Comparable store sales grew 18%, while digital comparable sales grew 50%.Curbside and in-store pickup and Shipt home delivery were popular options during the pandemic for safety reasons, but are remaining sought after for their convenience. Sales through same-day services rose more than 90% in the three-month period, led by 123% growth of Drive Up sales. In-store pickup sales rose 52%, while sales through Shipt gained 86%. Apparel was Target’s strongest merchandise category in the quarter, with sales increasing by more than 60% versus the year-ago period. Hardlines, a category that includes items like consumer electronics and sports equipment, grew in the high 30% range and home sales grew in the mid-30% range. Sales of beauty products rose by a high teens percentage rate. Food and beverage and essentials — two categories that were especially strong at the height of the pandemic — saw growth in the low-to-mid single digits.The strength of apparel was partially due to its weakness a year earlier when customers were focused on stocking up on groceries and cleaning supplies rather than buying a new outfit.A key part of Target’s strategy has been to offer products that are unique to its stores. In February, Target said its activewear brand All in Motion was its latest private label to hit $1 billion in sales. In the first quarter, sales of its own brands rose 36% from the same period a year ago — the sharpest jump in the company’s history. Ready to celebrateCornell called out other bright spots: He said Mother’s Day inspired purchases and was one of its strongest in years. He said he expects customers to have similar enthusiasm as they get ready for summer holidays, such as Memorial Day, and prepare to return to the classroom or college campus.The discounter shared a forecast for modest growth in the fiscal year, despite facing tough year-over-year comparisons because of unusually high sales during the pandemic. It said it expects comparable sales to grow by the mid-to-high single digits in the second quarter and by the single digits in the last two quarters of the year.Target Chief Financial Officer Michael Fiddelke said that the retailer is on track to invest about $4 billion this year to improve the customer experience and increase its store footprint. Among those investments, he said it will increase its labor hours to make sure its stores’ shelves are well-stocked, open 30 to 40 new stores, remodel about 150 stores and make it possible for customers to pick up wine or beer through curbside pickup at most of its stores.Read the company’s press release here. More

In this articleFBIn this photo illustration a Facebook logo seen displayed on a smartphone.Rafael Henrique | SOPA Images | LightRocket | Getty ImagesFacebook has a plan to turn its live online events product into a pay-per-view option for sports leagues broadcasting games on the platform.It’s feature Facebook says will help businesses, including sports companies, make more money in a changing content consumption landscape.The social media giant envisions high school sports teams and smaller leagues using the feature that allows users make money for virtual for attendance, and keep ticket profits – for now. And Facebook plans to invest in paid online events, the live streaming feature that lets you pay for a virtual “ticket” to watch, sort of like pay-per-view on cable.For decades, media networks like HBO and Showtime have used the pay-per-view fees, especially for boxing. WWE and mix martial arts company UFC also monetized from pay-per-view events. And the business model is precisely that – paying to watch an event, no subscription needed.”I think pay-per-view is by no means on any verge of extinction,” said Rob Shaw, Facebook director of sports media and league partnerships, in an interview with CNBC. “I think this is something that helps breathe new life into it. People are willing to pay to experience a moment.”One thing I’ve noticed, though,” he added. “I don’t think people are willing to immediately start with a subscription.”Expanding paid eventsSince launching last August, Facebook said paid online events is available in 44 markets globally, including in the U.S. In its earnings report last month, Facebook reported 2.85 billion monthly active users and 1.8 billion daily active users. Hence, Facebook has a built-in audience to make this feature work.Facebook said users request access to host an event and first have to pass integrity checks. Once approved, Facebook will also monitor events to prevent explicit content. Businesses and users can host live streams for moments, including course-like events such as cooking, gaming tournaments and introducing new products.Second and third-tier sports leagues and high schools can also use the paid feature to attract attendance. Facebook said it saw positive results in March for Challenge Miami, a professional triathlon event. Users purchased tickets for $2.99 each, and the event drew over 17,000 people. That’s more than the event draws in-person, and 70% of the people watched from outside the U.S.Yoav Arnstein, Facebook’s director of product management, said the race was when the company knew paid online events had growth potential along with the benefit of allowing event hosts to make money globally.”That goes to show the ability of sports infusion – to go and extend the reach beyond the current locale of the event, which is tremendous,” Arnstein said.And Facebook further witnessed the success of live streaming on its platforms throughout the pandemic with events like Verzuz, which pairs notable musical stars in a battle-style event on Instagram. After building the live streaming audience, Verzuz sold to streaming company Triller, which has spent over $250 million in the last six months acquiring streaming platforms and content, according an individual familiar with their acquisition. The person spoke to CNBC on condition of anonymity as they weren’t authorized to speak publicly about Triller’s deal. Also, additional platforms like OnlyFans further prove the appetite is there for users to monetize peer-to-peer content. And now Facebook is looking behind the pandemic with its live streaming products.Shaw called paid online events “another tool in our suite of monetization products that allows you to monetization your content directly.”Neil Patel is the chief marketing officer at NP Digital, a marketing agency that works with companies including Facebook, Google and NBCUniversal, the parent company of CNBC.To test paid online events, Patel said NP marketed events offering a similar live streaming product. The company targeted consumers for the same event, sending half to a third-party site and others to Facebook. He said paid online events generated 28% more revenue for content creators than third-party services.”The conversion rates are higher. It makes your [return on investment] much higher as a content creator, and you’re more likely to leverage it,” Patel said. “Who wouldn’t want 28% more revenue? This is just a better, more economical way you can reach way more people.”Paid online events also has a replay feature, allowing users who missed the live session to pay and watch later. Arnstein said Facebook needs to add more engagement features to differentiate paid online events from its free streaming products. Facebook is also testing a geofencing feature that can allow hosts to target specific regions where they want events to stream.It’s here pro sports teams can benefit on the local level one day in the future.A television video person uses an iphone and stabilizer to film for facebook live broadcast before the game between the Syracuse Orange and the Louisville Cardinals on September 9, 2016 at The Carrier Dome in Syracuse, New York.Brett Carlsen | Getty ImagesA new playbook for the future Again, Facebook sees success with smaller sports companies who use the product like an indoor soccer company (Major Arena Soccer League). Broadcast media rights restrict top sports leagues like the National Football League and National Basketball Association to live streaming games on Facebook.But while leagues are secured on the national front, locally, their clubs will need to get creative as the regional sports network business model needs to combat cable cord-cutters.Attempting to bypass TV would endure lots of red tape, and RSN fees are still crucial for a pro team’s annual revenue. But Facebook’s geofencing would help, as sports clubs could limit live streams within its market reach to help target areas beyond North America.And outside of games, clubs could monetize other content, like team practices and other behind-the-scenes videos. Shaw labels it “developing a new playbook” for future monetization.”I think this will catch on to every league and media company,” Shaw said. “It’s going to be challenging to figure out how they can thread the needle to be able to do this. But once they do, on the other side, there is an ability to engage and interact with a completely different audience than those who would watch it on television.”In the new marketer’s playbook,” he added, “it’s all about reaching and engaging with an audience which you are then able to drive business outcomes.”The logos of Google, Apple, Facebook, Amazon and Microsoft displayed on a mobile phone with an EU flag pictured in the background.Justin Tallis | AFP via Getty ImagesWhat about the fees?Content creators receive 100% of revenue from tickets to a paid event for now. But unless an extension occurs, that will end by August. Facebook doesn’t currently charge fees, as Apple and Google have put a pause on the cut they take from the events to give hosts a break during the pandemic. But Facebook expects the tech giants to eventually attach in-app charges and pass the cost to users.  Asked how charges would work, Arnstein told CNBC the company would provide updates about fees in the coming weeks, declining to elaborate further. And it’s not clear if Facebook could incorporate ads with its paid streaming. Arnstein reiterated the product is still in the early stages but said he’s “bullish” on the future of paid online events being a mainstay in sports consumption.”Facebook is pushing hard on this, and I think they’ll end up becoming the leader [in paid live streaming]. What I’m seeing is, they are trying to go directly after television networks and channels,” Patel said. “They are trying to own the attention whether it’s online or offline — they want it.” More