Everyone remembers the 2004-05 NHL lockout, the one that eventually cancelled the entire hockey season, the only time this has occurred in the modern era of professional sports. Now that the NHL has recovered reasonably well from the turmoil and uncertainty that surrounded that work stoppage, observers can look back in hindsight and consider it a cautionary tale. The league now has cost certainty to keep salaries from spiraling out of control and revenue sharing to help the lower income teams. Yet, it never needed to go as far as canceling an entire season. If cooler, future-oriented minds within the league and union had prevailed 10 years prior, the chain of events that led to the 2004-05 lockout may never have happened.
Bob Goodenow was hired as head of the NHLPA in 1992. His tenure spanned three CBAs and included a 10-day players strike (1992), an owners’ lockout in 1994 that took out nearly half of the season, and the 2004 lockout that cost the entire season. During the 2004 lockout, Goodenow was fired.
Gary Bettman became NHL commissioner during the 1992 offseason, coming over from a stint as a deputy to David Stern in the NBA. Bettman was brought in to help the league control costs, namely through the institution of a salary cap. The salary cap became the key issue in negotiations between the league and union, eventually leading to all three work stoppages. NHL owners looked at the its leading competitor in the NBA and saw that basketball had a cap in place for nearly twenty years.
Throughout it all, neither side budged much. The league brought in former SEC chair Arthur Levitt to determine how much the league was losing annually, which amounted to $273 million in 2003. Forbes looked at the numbers and found that the owners were hiding revenue here and there, yet the league was still losing money overall, $123 million for the same period. Either way, the situation was unbalanced and required significant financial restructuring.
To help bring the league back into the black, existing owners accepted new expansion teams in several US West and South markets, including the Bay Area and Atlanta, where the NHL had failed previously (Golden Seals and Flames, respectively). While a market like San Jose has been a success, many of the other non-traditional markets such as South Florida, Nashville, and Phoenix have struggled. Seeing this, some abandoned cities (Winnipeg, Quebec City) and upcoming cities (Hamilton) have expressed interest in landing some of the struggling teams. In the mid 90’s, no one would have thought Winnipeg would be able to have an NHL team again, but now it has a modern, if small arena in place with a capacity of 15,015. Taking a page from MLB, there appears to be a movement to “right-size” arenas for each market. What’s better, 5,000 empty seats and dozens of empty suites in a Southern arena that seats 19,000, or a packed, intimate, 15,000-seat arena north of the 48th parallel?
A Bureau of Labor Statistics article (PDF) published in December 2005 analyzed the circumstances that led up to the lockout and the subsequent CBA. Its opinion generally agreed with virtually every media outlet and even the players in saying that the owners dominated the new agreement. The owners got a salary cap, floor, and revenue sharing. The players were thrown bones here and there, in the forms of earlier free agency triggers throughout the CBA and a greater percentage of revenues if certain targets were reached by the league.
While both sides have lived in relative labor peace over the last several years, both sides are gearing up for at least a little conflict. Rich teams such as the Original Six want to be able to go over the cap since their revenue easily outstrip the cap. Low revenue teams, which make up around two-thirds of the NHL, have no interest in this. Of course, the have-nots would also love to lower the salary floor, which sits at $43 million this season. Both sides could grant concessions to soften both the cap and the floor, but there’s a slippery slope in doing that as it could practically negate the parity effects of having a cap/floor in the place. There’s also a quirk in the revenue sharing agreement in which have-nots which are in markets larger than 2.5 million households cannot qualify for a handout, even if they are in dire straits. This has caused a teams like the Ducks, Islanders, and Devils to make severe cuts over the past several years (the Devils have stabilized after moving into Prudential Center).
The union would love for these revenue sharing matters to become wedge issues among the owners, as they could bolster their case to soften the cap. As mentioned previously, Donald Fehr has been brought in to head the NHLPA, and he’s just as difficult to deal with as Bob Goodenow. Another issue is the players being forced to put 12% of their salaries in an escrow account to guard against revenue shortfalls. That escrow money essentially acts as an extra tax on them, and it will be an important negotiating item come 2012.
In the end, the NHL and the players benefited most from two events that were completely out of their control. The rise of the Canadian dollar to near parity with the US dollar brought the Canadian teams closer to financial equality with their south-of-the-border counterparts. Had this occurred in the mid-90’s instead of five years ago, there might not have been an exodus of teams like the Quebec Nordiques and Winnipeg Jets, and expansion could have happened in Denver and then fewer southern markets.
The other factor is the advent of HDTV, which has been key to increased viewership even though the NHL is no longer on ESPN. No sport has benefited more from an enhanced and far superior viewing experience than hockey. HDTV broadcasting en masse didn’t start happening until 2006.
It seems hard to imagine that hockey, with all of its labor strife over that past 20 years, could so easily shoot themselves in foot once again. You’d think they’d have run out of feet at this point. As badly as the NHLPA lost in the last round, prior to Fehr they had been rudderless, so it was imperative they had someone leading them with a coherent strategy and direction. The issue that remains is whether or not that direction is off a cliff.