By James Caldwell, Torch columnist

"Yes, I'd like to order the T-N-A Hard Justice PPV," I said over the phone to my unfriendly cable service provider in May 2005.

A pause.

A snicker.

"Enjoy your show!" the customer service agent said with hardly a trace of sincerity.

Maybe you've been in that situation before. Heck, maybe you find yourself in that situation every month when you put the letters "T-N-A" before the name of each generic TNA PPV name. It doesn't have to be that way. Not so much for the benefit of wrestling fans, who are the subject of the mainstream culture turning its collective nose down on wrestling, and TNA complicating the issue by naming the promotion after a "wink, wink" culturally significant phrase. However, more so for the benefit of a promotion that lacks identity.

The first benefit - only nominal in value - involves TNA putting an end to the Phil Collins album references, which resemble a bad marketing strategy for a youth life convention or a ride at Disneyland.

"Against All Odds, you can still live a successful life!"

"Destination X now open to the public!"

However, the real benefit is stepping out of the doldrums of PPV buyrate figures and to start competing with WWE single-brand PPVs. At first blush, the latter is unrealistic considering TNA's current structure and current champion. However, there is a concept that could improve the core segment of TNA's revenue-driving operations.

Wade Keller discussed the concept in his audio update today. The idea is to distinguish anywhere from one to four individual PPVs per year. WWE has WrestleMania, Royal Rumble, Summerslam, and Survivor Series. TNA has, well, Slammiversary and Bound for Glory. Everything else is a jumbled mix of interchangeable PPV names.

Sure, TNA is behind the curve. WWE has put in over twenty years of work establishing these name brand PPVs that have become as much a part of the fabric of wrestling as Vince McMahon. However, TNA's current approach lacks the fundamental aspects of successful business marketing.

When TNA began the monthly Sunday series of PPVs in late 2004, the goal should have been to establish one or two "destination" PPVs where the top feuds culminate in epic match-ups. Instead, every PPV feels the same - an incrementally "more exciting PPV than even last month," as Don West unproductively screams.

Even if TNA drew 100,000 buys for two PPVs and only 10,000 buys for the remaining ten, there would at least be a separation for what is a "must buy" PPV. TNA could continue to build on the foundation of the two major PPVs while forming and shaping a distinct and recognizable set of brand names.

I'm a firm believer in quality over quantity. Apple has been successful promoting two distinct products: the iPod and the iMac. They have other products that make money such as Quicktime Pro, Xserve servers, and Final Cut video software. However, the core brands are the ones that are most associated with Apple and receive the most promotion. They're the ones that drive revenues.

When companies form a model for their business, they focus on a quality product. It takes time to realize a substantial return on the investment, but a long-term strategy allows the company to reap benefits for years following.

Imagine if Apple tried to sell a thrifty portable mp3 player to collect quick sales rather than building the iPod brand name, add features, and develop a product beyond any other player on the market. Now, Apple can charge a higher price for the new line of video iPods and still sell a large quantity because they've created demand for a quality product. The company has set the market standard, has entered every corner of mainstream culture, achieved Kleenex status, - the generic name of the product has become interchangeable with the company which supplies the product - and continues to make the iPod a "destination" consumer product.

Under TNA's current PPV model, establishing a "destination" PPV is impossible. WrestleMania is a "destination" PPV that sells itself because of the brand recognition. Summerslam, Survivor Series, and Royal Rumble are the other "destination" PPVs that are sold on name value alone with the Rumble being more like WrestleMania because of the unique match quality of the Rumble match.

Along with creating clear brand separation for TNA PPVs, there is an opportunity to enhance the overall PPV product. Hand-in-hand with creating a distinguishable "big four" PPV series where a top-level PPV is featured each quarter is the culmination of top feuds that have been building for months. It's a tiered structure where the "blow-off" match of key feuds occurs every three, six, or nine months.

By no means would the other eight PPVs resemble bottom-level, throwaway shows. Rather, they would be second-level PPVs where mid-card stars can gain more exposure in PPV main events. Instead of being relegated to the opening six-man tag match every month, Sonjay Dutt, Chris Sabin, and Matt Bentley could have a significant role in the final hour of a second-level PPV.

Three-fourths of the roster is not receiving that frontline exposure right now. With the same wrestlers in the main event matches every month, there's no opportunity for the future stars to get the experience of being in the spotlight. How can TNA find the fourth wheel of the X Division - with Joe, Styles, and Daniels the clear top three - when there's no opportunity to break out? Part of the problem is TNA's passive aggressive approach to scheduling PPV matches.

The "everyone needs a payday" concept is a short-term and small-thinking philosophy. Wrestlers have an opportunity to collect a substantially larger check wrestling a main event-caliber match every three months compared to the combined total of working the undercard on three straight PPVs. Sonjay Dutt could walk away from Orlando with a $1,000 pay-off for wrestling in the semi-main event every three months rather than collecting a total of $300 for three straight $100 opening PPV matches.

Of course, the idea of developing long-term strategies is beyond the realm of TNA's philosophy. It has translated to the on-air product. The "screwball finish," which has become as much of a regular fixture on TNA PPVs as Jeff Jarrett's guitar, is the result of management failing to think three months down the road to determine how a losing wrestler can get his heat back next month or in two months.

TNA is booking month-to-month without considering where specific programs are going. Part of that is TNA constantly changing the top players in the promotion by depending on new stars each month rather than settling on what the company has at its disposable - a group of motivated and hungry X Division stalwarts.

Of course, this entire column comes with the caveat that TNA management is often more concerned about having a fun weekend in Orlando rather than building a successful wrestling promotion. Bob Carter is content spending the money out of his bank account, which is greater than the GDP of some countries, on wrestling rather than a yacht or beach house. As long as he controls the promotion, he'll let the kids have a fun time at the park spending his money.

If Jarrett's on top and stinking up the main event, who cares? TNA financial losses are chump change compared to how much he makes with Panda Energy. As long as cows keep dropping manure and his company continues turning that into energy, the checkbook will remain open. Based on the stench I had to endure driving from Los Angeles to Houston in December, there's definitely no shortage of energy opportunity.

I am often critical of TNA for thinking too small and accepting status quo. Creating "destination" PPVs every three months is one step in the right direction. Sure, some wrestlers might not receive a PPV pay-off for two months. However, those same wrestlers will be better off not wrestling on two consecutive PPVs, participating in a two-minute skit backstage to promote a long-term storyline, and not taking up valuable PPV time wrestling a throwaway eight-minute match. Every three months, the pay envelope will be a little heftier and there will be a more rewarding match to look forward to.

With more time available to focus on five or six quality matches rather than nine insignificant matches every month, the bookers can look to the long-term and stop worrying about this month trying to stretch limited resources to book nine matches.

It starts with one change to alter a philosophy that has yet to yield results. Sure, Sting's return will spike the January PPV ratings. However, that's a short-term band-aid. Establishing a tiered system of long-term feuds and distinguishing four quarterly "destination" PPVs is one move that will give TNA an identity that is otherwise unattainable with you-know-who on top.

Next time TNA's technical department uploads a podcast to the iTunes store, someone in the office needs to take note of how Apple established name-brand recognition for its core product. They didn't create an iPod, uPod, wePod, theyPod, tuPod, yoPod, and nosotrosPod. Apple developed a distinguishable, identifiable product - something TNA hasn't done. The company, the wrestlers, the booking committee, and - most importantly - the product will benefit as a result.

James Caldwell writes from Houston, Texas, but all his exes live in California. Have a thought on TNA's PPV branding strategy and the patented TNA "Three-Tier" system? Drop a quick line at jamescaldwell@pwtorch.com.

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