Ever since WWF bought out WCW a decade ago, wrestling has needed a marketplace. Back when the rivalry was in it's thick, there was always another option for wrestlers wanting to sell themselves into the mainstream. Once the rivalry died, so too did the wrestling marketplace. WWF was it. There were no other options. When TNA launched in 2002, it was an independent company put together by men who loved this business and the fans alike. Almost 10 years later, TNA is a national organization and, on a small scale, a global promotion, outshining the re-branded WWE in the UK.
When there was competition, there was restlessness and some of the best stories were able to be told. A wise man once said that necessity is the mother of invention. No truer words were ever spoken than in the Monday Night War. When TNA tried to go to Monday Nights, it didn't work, and critics will speak their mind about the alleged folly of such an action. Why couldn't history have repeated itself? TNA seemed to have some confidence that their merits would pay off. Unfortunately, TNA never let their merits shine during it's brief Monday night tenure.
Despite the failed effort to divide a loyal WWE audience, TNA did do one thing right in it's time on Monday night television. They let people know there was something else out there. WWE now had a rival, albeit, a smaller one. While Eric Bischoff and company may have been wanting a live format, the cost of the Monday night endeavor may have convinced them to play things a little bit safer this time, whereas WCW's promotion already had a following with a proud and historical lineage.
The value of competition in the marketplace is tremendously high because it gives rise to a new generation of stars to take the reins of a business with a new life and personality. Characters like CM Punk, Matt Morgan, Ken Anderson, Alberto Del Rio, and Wade Barrett are making their path to household fame, leading the way for this new crop of talents. Unfortunately, however, unless WWE fans can recognize the need for competition in the landscape of this business, the product will remain the stagnant, predictable, second rate product it has been since 2010.