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The BCCI launched the Indian Premier League (IPL) on the lines of English Premier League and the National Basketball League (NBA) of the US.


The IPL is a professional Twenty20 cricket league created and promoted by the BCCI and backed by the ICC. The Twenty20 league is set to debut in April 2008, with eight teams comprising a minimum of 16 players each. The league will last for 44 days and will involve 59 matches. The IPL works on a franchise-system based on the American style of hiring players and transfers. These franchises were put for auction, where the highest bidder won the rights to own the team, representing each city. The auction for the same took place on January 24, 2008 and the total base price for the auction was $400 million. The auction went on to fetch $723.59 million. The Mumbai franchise owned by Mukesh Ambanis Reliance Industries Limited (RIL) was the most expensive franchise - fetching $111.9 million closely followed by Vijay Mallyas United Breweries which paid $111.6 million for the Bangalore franchise. Media house Deccan Chronicle won the Hyderabad chapter of the IPL for $107 million, while India Cements Chennai franchise cost $91 million. Bollywood also made its presence felt with two of its leading stars bagging the ownership of their respective teams - Shah Rukh Khan and Juhi Chawlas Red Chillies Entertainment buying out Kolkata for $75.09, while Preity Zinta and her beau Ness Wadia bought the Mohali team for $76 million. GMR , the infrastructure development group which who are involved in a project for revamping the Delhi airport, bagged the ownership of the Delhi team for $84 million and the Emerging Media , consisting of its CEO Fraser Castellino, Manoj Badale and Lachlan Murdoch and other investors won the rights for the Jaipur franczhise for $67 million.

IPL and ICL are two products that were able to create an impact in the marketing industry by providing services to an industry which was very hungry for products like that. Both this products created a value by offering the best entertainment possible. The definition provided by Kotler proves right in case of these products. Marketing is a social and managerial process by which individuals and groups obtain what they want and need through creating, offering and exchange products of value with others -(Kotler,1991). Marketing is the most important factor for any industry. There are different ways in which different industry uses the marketing strategy for the effectiveness of their success. Marketing is a very wide concept it starts when we think of product, then we plan, and then create the product and finally we sell the product. It uses different strategies to accrue competitive edge in the market( Porters,1997).This strategies are widely used in this report to understand the different kinds of approaches this companies have adopted to target the customers. SWOT and PEST analysis is used in the report to understand the macro forces that are currently active in the industry. Kotlers and Porters analysis is used throughout the report to understand the marketing mix, marketing strategies and macro forces.



The winning bidders for the eight franchises were announced on 24 January 2008. While the total base price for auction was US $400 million, the auction fetched US $723.59 million. On 21 March 2010, Pune and Kochi were unveiled as the two new franchises for the fourth edition of the Indian Premier League. The base price was $225 million. While Pune was bought by Sahara Adventure Sports Group for $370 million, the Kochi franchise was bought by Rendezvous Sports World Limited for $333.3 million. The process was to have been completed on March 7 but was postponed by two weeks after many bidders and the BCCI objected to stiff financial clauses. The second franchise auction fetched total $703 million.

IPL TEAMS Bangalore Royal Challengers: The Bangalore team was bought by Vijay Mallyas UB Group for $111.6 million to own the team for 10 years. Icon player Rahul Dravid is the captain of Bangalore Royal Challengers. Team Indias bowling coach, Venkatesh Prasad is the coach of the team. Kings XI Punjab: The Mohali team was bought by Bollywood diva Preity Zinta, her industrialist beau Ness Wadia, along with renowned industrialists Karan Paul and Mohit Burman for $76 million for a period of 10 years. Icon player Yuvraj Singh is the captain of Kings XI Punjab. Australias Tom Moddy is the coach of the team. 3) Chennai Super Kings: The Chennai team was bought by India Cements for $91 million to own the team for 10 years. Team India ODI and T20 skipper Mahendra Singh Dhoni is the captain of Chennai Super Kings. Former South Africa cricket team captain Kepler Wessels is the coach of the team. 4) Kolkata Knight Riders: The Kolkata team is owned by Bollywood actor Shah Rukh Khan, actress Juhi Chawla and her husband Jay Mehta for $75.09 million for a 10-year period. Icon player Sourav Ganguly is the 7 captain of Kolkata Knight Riders. Australias John Buchanan is the coach of the team.

5) Deccan Chargers: The Hyderabad team was bought by Deccan Chronicle, a media house, for $107 million for a 10-year period. Team Indias Test player VVS Laxman is the captain of Deccan Chargers. Indias fielding coach, Robin Singh is the coach of the team. 6) Mumbai Indians: The Mumbai team is owned by Mukesh Ambanis Reliance Industries Limited for $111.9 million for a period of 10 years. Icon player Sachin Tendulkar is the captain of Mumbai Indians. Former Team India manager, Lalchand Rajput is the coach of the team. 7) Delhi Daredevils: The Delhi team is owned by GMR Holdings for $84 million for a period of 10 years. Icon player Virender Sehwag is the captain of Delhi Daredevils. Australias Greg Shipperd is the coach of the team. 8) Rajasthan Royals: The Jaipur team was bought by UK-based company Emerging Media for $67 million to own the team for a period of 10 years. Former Australian spin bowler Shane Warne is both the captain and coach of Rajasthan Royals ADDITIONAL TWO TEAM WERE SELECTED FOR IPL FOURTH SEASON

The auction for expanding the initial 8 franchises for the IPL was held on March 22, 2010. The involved in the auction were Pune, Ahmedabad, Nagpur, Kanpur, Dharamsala, Vizag,Rajkot, Cuttack, Vadodara, Kochi, Indore and Gwalior. Two new teams were selected out of 12 teams, which bid for 2011 IPL matches. Sahara Group made the highest bid in the auction and chose to base its team in Pune, at the cost of Rs.1,702 crore. Rendezvous Sports World made the second highest bid of Rs.1533.32 crores, and elected to base its team in Kochi. The two new franchises were sold for a combined sum of money, which was greater than the combined purchase price of all the original eight IPL franchises.

Rules There are five ways that a franchise can acquire a player. In the annual auction, buying domestic players, signing uncapped players, through trading and buying replacements. In the trading window the player can only be traded with his consent. The franchise will have to pay the difference between the old contract price and the new contract price. If the new contract is worth more than the older one then the difference will be shared between the player and the franchise selling the player. Some of the Team composition rules are:

Minimum squad strength of 16 players plus one physio and a coach. No more than 8 foreign players in the squad and at most 4 in the playing XI. For the 2009 edition franchises are allowed 10 foreign players in the squad. The number allowed in the playing XI remains unchanged at 4. As this is domestic cricket so minimum of 8 local players must be included in each squad. A minimum of 2 players from the BCCI under-22 pool in each squad.Some of the differences to international Twenty20 cricket: A difference to international cricket is a timeout. It gives the players an opportunity to strategise and take a drink during the strict 2 minutes, 30 seconds time limit. Each team is awarded two timeouts per innings totalling to four timeouts for the whole game. The teams can take the timeout when instructed, but is necessary to take it at the end of 9th and 16th over. IPL is also known for having commercials during the game, hence there is no time limit for teams to complete their innings. However, there may be a penalty if the umpires find teams misusing this privilege at their own choice.

The total spending cap for a franchisee in the first player auction was US $5 million. Under-22 players are to be remunerated with a minimum annual salary of US $20,000 while for others it is US $50,000. The most expensive players in the IPL3 to date is Kieron Pollard at US 2.75 million . Kieron Adrian Pollard (born 12 May 1987) is an international cricketer who plays for the West Indies. An aggressive all-rounder, Pollard provides medium-fast pace bowling and big-hitting from the middle-order. After shining during the 2009 Champions League Twenty20, he was signed by both the Southern Red backs and the Somerset Sabres for their domestic Twenty20 campaigns. He was the joint highest paid player in the 2010 Indian Premier League, playing for Mumbai Indians. Pollard's impressive performance in the 2009 Champions League Twenty20 and the Big Bash led to him being one of the most sought after players at the 2010 IPL auction. After some aggressive bidding,

the Chennai Super Kings, Kolkata Knight Riders, Mumbai Indians and Royal Challengers Bangalore all bid the maximum allowed; $750,000. A 'silent-tiebreaker' was won by the Mumbai Indians.


In the Indian Premier League, an icon player is a player who can only play for his home city in the competition. Each team is assigned at most one icon player. Unlike all the other players initially recruited by teams, the icon players were not bid for in the player auction of 20 February 2008. The salary of each icon player is 15% more than the next highest earner in their team. As of the 2010 season, the clause pertaining to icon players has been removed on account of complaints by franchises with icon players that having these players was a handicap in the player auction. Initially there were four Icon Players designated by the Indian Premier League organizing committee. Sachin Tendulkar for Mumbai Indians, Sourav Ganguly for Kolkata Knight Riders,Rahul Dravid for Royal Challengers Bangalore, and Yuvraj Singh for Kings XI Punjab. Later, on the request of Delhi Daredevils, Virender Sehwag's name was added to the list. Deccan Chargers also asked for Icon Player status to be given to VVS Laxman, but he declined the offer in order to allow the franchise to spend more money on other players and still not breach the US$5 million salary cap. The purpose behind designating the Icon Players is to ensure that top draw players will represent their respective city sides, which is important for the league to increase fan support and interest among the locals. It has been reported that all the franchises with icon players felt that having the icon player was a handicap in the player auction, as the money spent on the icon resulted in less room under the salary cap to purchase other players. For example, the presence of Sachin Tendulkar as an icon was cited as the main reason why Mumbai Indians could not compete with Chennai Super Kings for Mahendra Singh Dhoni


Sachin Tendulkar for Mumbai Indians ( $ 1,121,250) Rahul Dravid for Royal Challengers Bangalore ($1,035,000) Sourav Ganguly for Kolkata Knight Riders ($1,092,500) Yuvraj Singh for Kings XI Punjab ($1,063,750) Virender Sehwag for Delhi Daredevils ($833,750)

*Icon players get 15 percent higher pay than the top player in the sq

MORE ON IPL * Title Sponsorship Rights: On February 13 2008, Indian real estate developer DLF Universal secured exclusive rights to the IPL title sponsorship worth Rs 200 crore (over $50 million) for five years. * Television Rights: On January 14 2008, it was announced that a consortium consisting of Indias Sony Television network and Singapore-based World Sports Group secured the rights of the IPL. The record deal has a duration of ten years at a cost of $1.026 billion. * On February 20 2008 , the auction of 77 players took place in Mumbai. Team India ODI and Twenty20 skipper Mahendra Singh Dhoni and Australian all-rounder Andrew Symonds emerged the costliest Indian and overseas players respectively. * Each team will play the other seven teams home and away, the top four teams at the end of the group stages will proceed through to the semi-finals. The first match is slated for April 18 between Team Bangalore and Team Kolkata. * Team Composition: All teams must have at least four players from their respective Catchment Areas and four Under-22 players. The players from Catchment Areas could be an iconic player, a Ranji player or an U-22 player. Each team can buy a maximum of eight overseas players but only four would be able to take the field in a match.


English cricketers wanting to play in the Indian Premier League next year may be asked to give away their central contracts by an adamant ECB, which has made it clear that international engagements are top priority. England team Managing Director Hugh Morris has categorically stated that the England Cricket Board (ECB) can release the interested cricketers for only two weeks as scheduled Tests and ODI programmes cannot be altered. And those wanting to go for the full event may be asked to forego central contracts. We will be playing Test matches in the early part of May and clearly that will have an impact on the amount of time that players may or may not go to IPL. My understanding is that the ICC, IPL and the ECB have made it very clear from the word go that international cricket takes precedence over domestic tournaments and I think that will be the case. Thats the very clear message we get from ICC. I understand that is what IPL think as well, Morris was quoted as saying by The Daily Telegraph. English players are yet to sign this years central contracts with the ECB, but there is every possibility of a standoff between players and the Board. I think weve made it very clear that we are very happy for the players to have a window of opportunity for the players to play in the IPL, said Morris. Last year at the IPL, the Australians were only there for 25 per cent of the time because they had a Test series in the West Indies, he added. As per IPL rules all cricketers participating in the Twenty20 tournament need a No Objection Certificates from their respective boards. Kevin Pietersen has said he did not stay up all night in Jamaica, where he was on tour with the England side, awaiting the results of the IPL auction on February 6. Pietersen emerged the big winner along with team-mate Andrew Flintoff at the event in Goa, earning annual contracts worth US$1.55 million each, making them the highestearning players in the league. However, Pietersen said he was wary of flaunting around his dollars while his friends were coping with the global economic crisis.


Academy Award-winning actor Russell Crowe and friend Peter Holmes are all set to buy a franchise in the newly launched Indian Premier League (IPL) cricket event, a report said here yesterday. Crowe and Holmes, who own the South Rugby League Club, may well hire players like Australian captain Ricky Ponting and fiery paceman Brett Lee to play for the Rabittohs cricket side in Indian city of Mumbai next year, a report in the Sun-Herald reported. The proposed alliance between Souths and the IPL continues a fresh approach to sporting investment by Crowe and Holmes a Court. They have announced a plan to abolish poker machines inside the Souths football club and the Rabbitohs have been the subject of a six-part documentary. The Souths, a football club of considerable merit, is tinkering with the idea of launching a cricket side to take part in IPL, which commences with a Twenty20 event next year in April. Earlier this year the club formed a global partnership with English club Leeds. The two clubs will play a trial match in Jacksonville, Florida, on Australia Day next year. Crowes global appeal as an Academy Award winning actor has allowed Souths to try things other clubs could only dream about. He had prime time on ESPNs top rating Monday Night Football show to talk about his efforts to rebuild the Rabbitohs and their US trial match, the report added. Organisers of the IPL are seeking applications by potential owners or investors in franchises, which will contest a Twenty20 tournament in India next April. The top two teams from the IPL, as well as those from Twenty20 competitions in Australia, England and South Africa will enter an international Champions Twenty20 league. That league will offer $5m in prize money to the winners.


2008 Indian Premier League FIRST SEASON The 2008 Indian Premier League season was the debut season of the Indian Premier League, established by the BCCI in 2007. The season commenced on the 18 April 2008 with the final match held on 1 June 2008.The competition started with a double round robin group stage, in which each of the 8 teams played a home match and an away match against every other team. These matches were followed by two semi-finals and a final. In a match which went down to the last ball, Rajasthan Royals defeated Chennai Super Kings in the final to win the title, withYusuf Pathan named the player of the match and Shane Watson adjudged the player of the tournament. Sohail Tanvir won the purple cap for being the top wicket-taking bowler while Shaun Marsh won the orange cap for leading run-scorer in the tournament. Shreevats Goswami was awarded the best under-19 player award and the special award for Fair Play was won by the Mahendra Singh Dhoni-led Chennai Super Kings.

2009 Indian Premier League - SECOND SEASON The 2009 Indian Premier League season, abbreviated as IPL 2 or the 2009 IPL, was the second season of the Indian, established by the Board of Control for Cricket in India (BCCI) in 2007. The tournament was hosted by South Africa and was played between 18 April and 24 May 2009. IPL 2 was the second biggest cricket tournament in the world, after the Cricket World Cup, and was forecast to have an estimated television audience of more than 200 million people in India alone. Concerns were raised in India that the tournament was the prime target of terrorists. Because the second season of the IPL coincided with multi-phase 2009 Indian general elections, the Government of India refused to commit security by Indian paramilitary forces. As a result, the BCCI decided to host the second season of the league outside India. On 24 March 2009, the BCCI officially announced that the second season of the IPL will be held in South Africa. Though India did not host the second season, the format of the tournament remained unchanged from the 2008 season format. Relocating the tournament posed extreme logistical challenges for the BCCI since more than 10,000 cricketers and other staff members needed to be flown from India to South

Africa within a span of a few weeks. The IPL injected approximately US$100 million into South Africa's local economy. In addition, the BCCI signed a Rs. 8,200 crores(US$1.63 billion) contract with Multi Screen Media to broadcast matches live from South Africa to India. The IPL was hosted successfully in South Africa and was hailed as an "extraordinary" accomplishment. The tournament was particularly praised for globalizing cricket and had set record television viewership. The tournament was won by Deccan Chargers while the Bangalore Royal Challengers were declared as runners-up.

2010 Indian Premier League -Third season The 2010 Indian Premier League season, abbreviated as IPL 3 or the 2010 IPL, was the third season of the Indian Premier League, established by the Board of Control for Cricket in India (BCCI) in 2007. The tournament was hosted by India and had an estimated television audience of more than 200 million people in the country. It was played between 12 March and 25 April 2010. It was also the first ever cricket tournament that was broadcast live on YouTube. The final four matches of the tournament were screened in 3D across movie halls in India. The tournament was won by the Chennai Super Kings, who defeated the Mumbai Indians in the final played at Navi Mumbai. The purple cap went to Pragyan Ojha of Deccan Chargers, while the orange cap and the player of the tournament award was awarded to Sachin Tendulkar of the Mumbai Indians. Saurabh Tiwary was declared the U-23 success of the tournament, while the Chennai Super Kings won the Fair Play Award.

Fourth season On 21 March 2010, it was announced at Chennai that 2 new teams from Pune and Kochi will be added to the IPL for the coming season. However, the bid around the Kochi franchisee turned controversial resulting in the resignation of minister, Shashi Tharoor from the Central Government and investigations by various departments of the Government of India into the financial dealings of IPL and the other existing franchisees. Later, Lalit Modi was also removed from IPL chairmanship by BCCI. In October 2010, the Rajasthan Royals and Kings XI Punjab had their franchises terminated for breaching ownership rules. The new Kochi franchise was also issued a warning to resolve all their ownership disputes.

The addition of teams representing Pune and Kochi was to have increased the number of franchises from 8 to 10. The BCCI originally considered extending the tournament format used in previous season to ten teams, which would increase the number of matches from 60 to 94. Instead, the round-robin stage of the tournament was to have been replaced by a group stage with two groups of five, limiting the number of matches to 74. However, with the expulsion of the Rajasthan royals and Kings XI Punjab teams, the format of the fourth season of the IPL remains in flux.

Fifth season The fifth season featured nine teams after the termination of the Kochi franchise and the players auction was held on 4 February 2012. The season saw an increase in the allowed maximum number of players in each squad from 30 to 33. The season of 76 matches began and ended in Chennai, Tamil Nadu with the opening match on 4 April and the final on 27 May.The Delhi Daredevils, Kolkata Knight Riders, Mumbai Indians and Chennai Super Kings qualified for the playoffs. The final of the season was played at the Chidambaram Stadium on 27 May, where the defending champions Chennai Super Kings played against Kolkata Knight Riders. Kolkata Knight Riders won the match in the last over riding on the backs of Manoj Tiwary and Shakib Al Hasan with 5 wickets and 2 balls to spare, This edition of the IPL was the most competitive with 14 matches producing results in the last over, and a couple in the last ball.Towards the end of the league, the season faced various hurdles including a spot fixing case, which allegedly included 5 players caught on a sting operation carried on by a local news channel; India TV. The fifth season is often considered as the most controversial Indian Premier League organized.


POPULARITY OF IPL From the trend we see that popularity of IPL is decreasing from the 1st year. 2nd year IPL was shifted to south Africa due to security reason. That is why TRP of IPL decreases from 6.23% to 5.16%. Third IPL was again organised in India then also TRP of IPL reduces. From that we can conclude that popularity of IPL is reducing. This may be due to increased number of matches in IPL. Year: 2008 2009 5.72% 2010 TRP 6.23% 5.16%

Television rights and sponsorships


The IPL is predicted to bring the BCCI income of approximately US$1.6 billion, over a period of five to ten years. All of these revenues are directed to a central pool, 40% of which will go to IPL itself, 54% to franchisees and 6% as prize money. The money will be distributed in these proportions until 2017, after which the share of IPL will be 50%, franchisees 45% and prize money 5%. The IPL signed up Kingfisher Airlines as the official umpire partner for the series in a 106 crore (US$ 24.06 million) (approximately 15 million) deal. This deal sees the Kingfisher Airlines brand on all umpires' uniforms and also on the giant screens during third umpire decisions.

Television rights On 15 January 2008 it was announced that a consortium consisting of India's Sony Entertainment Television network and Singapore-based World Sport Group secured the global broadcasting rights of the Indian Premier League. The record deal has a duration of ten years at a cost of US $1.026 billion. As part of the deal, the consortium will pay the BCCI US $918 million for the television broadcast rights and US $108 million for the promotion of the tournament. This deal was challenged in the Bombay High Court by IPL, and got the ruling on its side. After losing the battle in court, Sony Entertainment Television signed a new contract with BCCI with Sony Entertainment Television paying 8,700 crore (US$ 1.97 billion) for 10 years. One of the reasons for payment of this huge amount is seen as the money required to subsidize IPL's move to South Africa which will be substantially more than the previous IPL. IPL had agreed to subsidize the difference in operating cost between India and South Africa as it decided to move to the African nation after the security concerns raised because of its coincidence with India's general elections. 20% of these proceeds would go to IPL, 8% as prize money and 72% would be distributed to the franchisees. The money would be distributed in these proportions until 2012, after which the IPL would go public and list its shares (But recently in March 2010, IPL decided not to go public). Sony-WSG then re-sold parts of the broadcasting rights geographically to other companies. Below is a summary of the broadcasting rights around the world. On 4 March 2010 ITV announced it had secured the United Kingdom television rights for the 2010 Indian Premier League. ITV will televise 59 of the 60 IPL matches on its ITV4 free to air channel.


WINNING BIDDER Sony/World Sport Group ONE HD Sky Network Television PCCW StarHub SuperSport

Regional Broadcast Rights India

Terms of Deal 10 years at 8,700 crore (US$ 1.97 billion)(revised) SD 5 years at AUD 10-15 Million. Terms not released

Australia: Free-to-air HD and television. Owned by Network TEN. New Zealand

Hong Kong: Broadcast on Now Sports. Singapore: Broadcast on Cricket Extra. South Africa Niger

2 years, terms not released. Terms not released Terms not released

GEO Super Willow TV


Terms not released

Rights to distribute 5 years, terms not released on television, radio, broadband and Internet, for the IPL in North America. United States: Exclusive broadcast rights Terms not released on CricketTicket.



India's biggest property developer DLF Group paid US$50 million to be the title sponsor of the tournament for 5 years from 2008 to 2013.

Other five-year sponsorship agreements include a deal with motorcycle maker Hero Honda worth $22.5-million, one with PepsiCo worth $12.5-million, and a deal with beer and airline conglomerate Kingfisher at $26.5-million.

Revenue and Profits

The UK-based brand consultancy, Brand Finance, has valued the IPL at 18,500 crore (US$ 4.2 billion) in 2010.It was valued at U$2.01 billion in 2009 by the same consultancy. There are disputed figures for the profitability of the teams. One analyst said that four teams out of the eight made a profit in 2009.While the London Times said that all but Kings XI Punjab made a profit. In 2010, the IPL expects to have 80 official merchandising deals. It has signed a deal with Swiss watchmaker Bandelier to make official watches for the IPL. According to a recent study by a UK-based brand valuation consultancy, the brand value of the IPL has more than doubled to USD 4.13 billion (over 18 crore (US$ 4.09 million)) from USD 2.01 billion in 2009. The franchises have been a part of this growth. Chennai Super Kings, who were ranked fourth last year, has emerged the most valued franchise in 2010. The CSK franchise has moved up the ladder to number one with a valuation of USD 48.4 million. The Kolkata Knight Riders co-owned by Bollywood actor Shah Rukh Khan comes in second with a valuation of USD 46 million and the Rajasthan Royals, co-owned by Bollywood actress Shilpa Shetty comes in third with USD 45.2 million. The Royal Challengers Bangalore, owned by Vijay Mallya, is ranked fourth with a valuation of USD 41.9 million and is followed by the Mumbai Indians (USD 40.8 million), Delhi Daredevils (USD 40.5 million) and Kings XI Punjab ( USD 36.1 million). The Deccan Chargers are at the base with a


valuation of USD 34.4 million.



Brand Value

Chennai Super Kings

$ 48.4 m

Kolkata Knight Riders

$ 46 m

Rajasthan Royals

$ 45.2 m

Royal Challengers Bangalore

$ 41.9 m

Mumbai Indians

$ 40.8 m

Delhi Daredevils

$ 40.5 m

Kings XI Punjab

$ 36.1 m

Deccan Chargers

$ 34.4 m


Mobile applications

DCI Mobile Studios (A division of Dot Com Infoway Limited), in conjunction with Sigma Ventures of Singapore, have jointly acquired the rights to be the exclusive Mobile Application partner and rights holder for the Indian Premier League cricket matches worldwide for the next 8 years (including the 2017 season). Recently, they have released the IPL T20 Mobile applications for iPhone, Nokia Smartphones and Blackberry devices. Soon it will be made available across all other major Mobile platforms including the Android, Windows Mobile, Palm& others. Official website

The IPL negotiated a contract with the Canadian company Live Current Media Inc. to run and operate its portals and the minimum guarantee has been negotiated at US $50 million over the next 10 years. The official website of the tournament is Incorporating popular forms of social media into the third season of the IPL, the website now contains a more holistic presence across all online mediums. The website apart from featuring new additions to empower user interaction, has encouraged a wider range of websites around IPL like IPL Tracker and IPL Mag amongst other more traditional reporting websites.

Global following

In India, the IPL has become one of the most popular events of the year [39]. In the first season, games were played every night (including weekdays) during Indian primetime and were broadcast live. The IPL was the most watched TV program in India. IPL drew positive reactions from the rest of the world also. In Pakistan, the reception was described as "massive". The matches were telecast live in GEO Super. The matches also generated interest in Sri Lanka and Bangladesh, despite only one Bangladeshi player being involved. The following in the subcontinental nations was aided by the prime time telecast of the matches as they belong to adjacent time zones. The IPL became a big hit in South Africa due to a large composition of South Asians in their population.Another reason for the success is that the second edition of IPL was

hosted atSouth Africa drawing massive crowds from the country as well as the other countries in the subcontinent. The IPL did not garner much interest in Australia and New Zealand due to time differences. However, in recent times the IPL has gained a much larger fan-base in these two countries. Snap polls indicated that more than 48 million people watched the telecast of the IPL 2008 final between Rajasthan Royals and Chennai Super Kings, more than 40 million people saw the Rajasthan Royals vs Delhi Daredevils match, whereas the second semifinal between Chennai Super Kings and Kings XI Punjab attracted an audience of 29 million. The third season of IPL saw interest rise dramatically in the United Kingdom. This was, in part, due to TV coverage switching to free to view channel ITV4. Previous editions of IPL were aired on the now defunct channel Setanta (pay to view channel), which entered administration in 2009. James Macleod stated, "We are delighted with the viewing figures for the IPL so far. The ratings for ITV4s coverage have been around seven or eight times those achieved by Setanta last year, and we're delighted to be bringing the competition to a wider audience". Lalit Modi, former Chairman and Commissioner of IPL, also expressed immense satisfaction on the way IPL has been accepted by the British audience. "ITV beats Sky Sports over the weekend in number of viewers. This is great going. The ITV numbers are double that of rugby league. This is huge by all imaginations. UK figures for viewership on ITV already 10 times that of last year. This is just fantastic news," he said.



The Indian Premier League, which will wrap up its inaugural season on June 1, is just the first step of a grand vision that will eventually lead to the birth of a network of similar franchise-based models across the major cricket-playing nations culminating in the annual Champions League that will rival its football counterpart in terms of quality, money and glamour, a top IPL official has said. England is working on developing their Twenty20 model; South Africa is convinced by the success of IPL and is already reviewing their current franchise format; Cricket Australia may launch their IPL version as soon as next year; and even Pakistan is thinking seriously about starting their edition of IPL.

This is the grand vision, IS Bindra, an influential member of the IPL governing council, told Cricinfo. The vision is to move cricket to the next level, and get each league in each country to resemble the English Premier League with an exciting mix of international and national players. And then you have the grand Champions League, like the UEFA model which has taken football to such heights.

The immediate task is to start the Champions League as planned from this year. Officials of the BCCI-backed IPL are understood to be meeting a team from Cricket Australia in Mumbai on May 30 to explore whether the event, involving the top two domestic Twenty20 teams from five countries, can be held in England between September 28, when the ICC Champions Trophy in Pakistan ends, and October 9, when the Indias home Test series against Australia starts.

The problem is the four-day practice match on October 2-5. We will try to work out a solution with Cricket Australia because the IPL franchises who will be part of the Champions League will want to have their best players available, Bindra said.


Bindra, who recently returned from a trip to Melbourne where he briefed the directors of Cricket Australia on the mechanics of organising a franchise-based league there, said one of his focus areas after taking over as the principal advisor to ICC in July would be to ensure that cricket moves to the next level in world sport in this direction.

The concept, Bindra said, is backed by senior officials of the major cricket boards. Giles Clarke, chairman of the English and Wales Cricket Board (ECB), has expressed interest in the model after being briefed by Lalit Modi, the IPL chairman, last month; James Sutherland, the chief executive of Cricket Australia, has confirmed interest in staging an IPL-style competition the following season; and Nasim Ashraf, the chairman of the Pakistan Cricket Board (PCB), is very keen to launch a similar tournament there after having deputed two representatives to participate in the planning stages of the IPL last year and learn from the process.

In fact, Cricket Australia had invited Bindra last month to brief its board of directors on the concept at a resort near Melbourne on May 7-12. There was a formal brainstorming session and an informal briefing, and the concept generated a lot of interest among the audience which included former cricketers like Allan Border and Mark Taylor. What I had suggested was a franchise model similar to IPL. But there might have to be some local adjustments.

For instance, when we discussed the IPL within the BCCI, the question was whether the teams should be owned by the local state associations or private franchises. Some of us strongly suggested the franchise model because only then can you acquire top players for the teams and make the competition truly global. But the BCCI is a non-profit body and has to look after the state associations, too. So a compromise was arrived at, and we have IPL teams owned by franchises and run in collaboration with state associations. But Australia would have lesser problems since they have a corporate model of governance and have much fewer associations six, I believe, compared to 30 in India, Bindra said.



One of the most hotly debated issues in Indian cricket right now is the advent of the rebel Indian Cricket League and whether it stands a chance against its more high-profile and official cousin, the IPL. The jury is still out on whether the ICL can survive the competition, but as of now the Boses at the Essel owned Zee group are going all out to sell the ICL product. The Essel Groups Indian Cricket League or the ICL flaunting its big names Brian Lara, Chris Cairns, Marvan Atapattu and Inzamam-ul-Haq are in India gearing up for the kick off on Friday the 30th of November. Laras delayed arrival had raised speculation that he may be pulling out. But the former West Indian captain says he always intended to keep his commitment even though this league is totally unofficial and does not have the backing of the ICC. The ICC is trying to encourage new countries like China and America to play cricket. I am disappointed it is not supporting a league where so many international stars are participating, said Brian Lara. The main difference between the ICL and the soon to be launched IPL or Indian Premier League is clearly the star power. The IPL has already signed on 50 of the top current players in the world. But most cricketers believe that there will still be a place for the ICL. It is a safe haven for recently retired players and those who are on the fringes of domestic cricket in India. Cricketers have been brave to defy their national boards in seeking this opportunity to play in the ICL, said Chris Cairns. However, the biggest difference between the official IPL and the unofficial ICL is sponsorship. While the IPL hopes to raise a 1000 crores from TV rights, the Essel group backed ICL still does not have any sponsors. It has

only got partners for drinks, uniforms and travel. But maybe that is to be expected for a new venture.

Essel group has truckloads of money, said Navjot Sidhu, NDTVs cricket expert. So, the ICL is the definite underdog, but they have promised slick coverage, great action and more importantly a platform for players to earn more money.

The unabashed show of money, glamor, glitz, and power called the IndianPremier League had the entire nation in frenzy, with the recently held player auction. The show was filled with unexpected twists and turns, withmany unheralded players hitting the jackpot, and many experienced players being shown the door by franchises. The event attracted the attention of theentire cricketing fraternity across the globe with many foreign stars in thefray for IPL spots and the big bucks that accompany them. The show was an expression of the growing power of cricket in the globalsports arena. Already, the IPL is an event of global popularity, and interestlevels are growing exponentially with each passing year. Also, the CL-T20is also growing as a brand with each passing year. These are great timesindeed for the game, and India is leading the way forward in revolutionizingthe sport. The leading IPL stars would receive pay equivalent to some of thetop stars in the English Premier League. These are interesting times for cricket, and if properly marketed and branded, IPL and CL T-20 can becomeglobal brands that can widen the reach of cricket to unexplored regions, andcan help in realizing the dream of all true cricket fans; that of seeing cricket become a truly global sport one day.Already, we have seen the unique marketing strategies that the IPL has usedin the last three years which have led to the ever rising popularity of theevent. Along with showcasing world class athletes competing at full tilt, anIPL match features many other sources of fun. These include cheerleadersswinging to the tunes being played, while pumping up the crowd along with them. We also have bands playing exciting music, energizing the publicgathered. These are some of the marketing gimmicks that have beenemployed to make cricket even more fun. And these have borne fruit too.IPL matches have attracted audiences across all age groups includingyoungsters, children and women too. It has been publicized as a three hour fun event where youngsters have a wholesome fun experience along withquality cricket, and it has clicked big time.


The success of the IPL experiment in India provides clues to all buddingmarketers interested in the field of sports marketing, regarding theimportance of innovative strategies and tools that can help in selling any brand.

And sport is emerging as one of the biggest entertainment sectors in the 21st There were some suggestions earlier of organizing a T-20 event in USA withinternational stars to help popularize the sport there. However, it couldntmaterialize. century. It will fight with cinema, theme parks, malls and many others as the prime source of entertainment. Currently, football is the leadingsport in the world. In this competitive scenario, cricket has to come up withcontinuous innovation and changes to carve a niche for itself. It is here thatthe youngest version of cricket, called T-20 can help in transforming cricketinto a globally watched sport. As a true cricket fanatic, I sometimes dream of the day when cricket will be played all across the globe in the US, China, Japan, and indeed everywhere.That dream can only materialize if those at the helm of cricketing affairsformulate the right kind of marketing strategies to promote cricketaggressively across the seven seas, and create brands which can attract public attention across all sport loving cultures and countries; brands like theIPL. The time is ripe for the ICC to take the next big step in globalizingcricket, thus revolutionizing the world of sports. God willing, the day isntfar when cricket will become the no.1 sport in the world.

IPL - The New Marketing Cocktail The IPL auction of cricketers in February was called the 'Mumbai CattleMarket' by those horrified by the tamasha of industrialists and filmstarsthrowing dollars at players. Adam Gilchrist did say that he, for one, felt likea cow. The creme de la creme of the stars were placed for bidding andlapped up at varying prices - more for their local star attraction value rather than their cricketing skills. (A Ponting drew less than an Irfan Pathan .As a cricket aficionado, it hurt to see filmstars, who live in a fake world of make up and retakes, put a price on players who play real games in real timewith real skills. But that's the power of money. While the process did seemdistasteful, the money earned by the

stars can't be grudged - this was fair compensation for the blood, sweat and tears they give to the game and for the country.

It's not cricket, stupid! It's business! Like it or hate it, the IPL is here. Whether it will stay on or die, the performance of the first edition, which is currently on, will decide.The IPL isthe biggest marketing initiative of 2008. If five-day cricket was the creationof sports aficionados and one-day a product of the media, then the IPL is aresult of business.And as all business is ultimately marketing, it's amarketing concoction. It's about BCCI, business houses, the media and thefilm industry putting their collective might to create a brand of unprecedented proportions.From a consumer viewpoint, IPL is acocktail of four Indian diseases.First, the base: cricket. Since India won the World Cup in 1983, the disease has been spreading like an epidemic. Today,despite a surfeit of matches, interest hasn't waned. The centre of gravity of the game is today the Indian sub-continent. The BCCI is so powerful that itcan get its way on any cricketing issue - on or off the field.Add someglamour in the form of cinema. It has been the opium of the Indian masses.The arrival of television has not diminished its power. For movie,entertainment or news channels, cinema is the biggest source of TRPs.Whether it is by doing world premieres of the latest 'flop'busters or 'block'busters, hosting award shows or just covering the latest gossip aboutthe stars and their lives, cinema feeds into home entertainment just likecricket.Shake it with some celebration. Indians need an excuse to celebrate,to enjoy. Our respect for all faiths gives the average Indian a festival tocelebrate almost everyday. Each has its own rituals of the communitycoming together to dance, sing and create general cacophony, unmindful of environment pollution and civic sense.Finally, top it with Celebrity Craze.India is a country of 330 million Gods and we make heroes very easily.Cricket stars or film stars, they are easily deified and venerated. People flock in thousands just for a real life glimpse of their heroes - often it is part of thenational hobby of timepass.


IPL: The successful business of cricket India is, perhaps, the only country where a film star, just released from jail,returns to a hero's welcome and stands on his balcony waving to his fans asif he has returned from a successful accomplishment.When these four potentingredients come together, the cocktail is called the Indian Premier League .Package this in a business proposition and you have something that could re-write the rules of business, sports and entertainment.With the backing of some of the best business groups and the high-decibel promotion, it makesfor an experiment worth watching and tracking.The IPL breaks new groundin many ways.Cricket started as a competitive sport of bat-vs-ball. Themedia took it to the masses as entertainment. The IPL is now convertingcricket into a marketing show. No longer are cricketers just players on thecricket field, they are performers.And every match is not just a fight betweentwo teams but an episode in a continuous soap opera. Brands can be pluggedanywhere - in program, on cast, on television, in-stores throughmerchandise.Cricketers have their own star power, which makes the gameattractive. Now, they have the added firepower of celebrities - be it filmstarslike Shahrukh Khan or Preity Zinta , or a business tycoon like Dr VijayMallya - that makes the spectacle even grander and bigger. It brings together the appeal of two diseases cricket and films.Cricket has been a national passion. It has been difficult to separate theIndian identity from the game. The IPL makes a shift - it taps into local pride. In a global world, where integration is the key, IPL teams are built onthe counter-culture of division. Paul Harris, an eminent LSE sociologist,says local identity is an opportunity in a global world. TheIPL is, perhaps, latching onto an emerging trend.Cricket has been a teamgame - built on players knowing each other and playing alongside each other at the nets, at domestic level and national level. The IPL changes this and brings the corporate style of teamwork into play.It expects professionals tocome together for a specific project. It hinges on individual prowess addingup to a winning formula. With much cricket being played anyway, foreign players are no longer alien to any

team. Simultaneously, the mixed-culturesteam could unconsciously foster greater harmony among different nations.

Marketing Strategies
The main driver of revenues for sports these days is television, and cricket is no exception. The media has played a role in highlighting very large broadcast deals for sports like football and cricket. Such sports clubs generate substantial revenues from man channels such as sponsorship and merchandising, which runs to billions every year. Similarly, the major revenue stream for the IPL is sponsorship, sale of broadcast rights and gate receipts at matches (Website, IMR Publications). The cricket league has followed an array of marketing and branding strategies in order to popularize the franchise, most of which have been enormously successful. Some of these strategies include creating online traffic through blog published by IPL frachise owner and Bolloywood megastar Shah Rukh Khan, hiring international cheerleaders, organizing talent shows across the country and telecasting maximum advertisements during matches on prime time during evenings. For instance, Delhi Daredevils owner Religare, an investment firm has invested Rs. 40 million annually in branding and marketing its team (Website, SifySports). Its marketing strategies include selling merchandise such as the players jerseys. The tournaments official advertising and marketing strategies are planned and executed by Ogilvy and Mather, worlds premier advertising firm. With television, radio, print and outdoor advertisements like the Cricket ka Karmayudh, the creators have managed to generate more hype and a loyal fan base. Sponsorship from some of the worlds most popular brands such as Nokia, Tag Heuer, The Telegraph and Belmonte has also managed to create an advertising blitzkrieg. For instance, Nokia has followed a 360-degree approach with a judicious mix of print, electronic and digital media. It has also carried out road shows in cities like Kolkata in April 2010 (Website, SifySports).


Overall, some of the marketing strategies adopted by IPL in its three years of existence can be listed as follows:

Auctioning the different radio and TV channels.

Advertising the important thing that is talked about in which the foreign girls attracting a huge crowd [Bosscher V D, 2006].

Worldwide telecast.

Auctioning the players participating in the tournament of IPL.

The locations or the place chosen for the cricket matches is a strategic choice of places which are named after the franchisees which helped to attract the people [Mao P, 2002].

The timing of IPL has shown its strategic application by choosing the evening time for the matches, which makes the people to watch the game comfortably and with enjoyment.

The gala of the opening ceremony is encountered with a Live Concert.

The franchises are taken by the film stars like juhi chawla, Shahrukh Khan, Preity Zinta etc are the center of attraction which makes the Bollywood stars come for the game [Boyle R, 2000].

The commentators are not less than the use of phrases that pleased the sponsors made them to pay more.

The Indian Premier League uses Bollywood stars as anchors. The promotion is done by Akshay Kumar for Delhi daredevils and Shahrukh khan for Kolkata knight riders.

The marketing strategies and strong branding initiatives have helped the tournament attain an overall brand value of USD 4.1 billion in 2010 (Website, AllBusiness). Although the English Premier League is valued much more at USD 12 billion, researchers are of the opinion that the IPL has much better prospects of growth, fuelled by audience and sponsors.

In March 2010, the tournament announced a brand new, enormous marketing campaign worth USD 30 million on promoting the league through channels such as television, newspapers, Internet and mobiles (Mint News report). The major drive behind creating the strategy was to invoke team loyalty among the audiences. It is set to be bigger, with marketing campaigns going global in the next 2 years. The strategies are formulated on positioning IPL as an entertainment arena rather than just a match.

Advertising in IPL Advertising during IPL matches is over the top the ads start as soon as the 6th ball of one over is bowled and end only during the 1st ball of the next over. It is killing cricket I have heard this over and over for the past many days. But hey, they paid big bucks for putting up their advertisements and they need to get a good return out of it dont you think that is fair? The answers might be yes, no and maybe but this article is not about the authenticity of the advertising in-between overs; rather it is about advertising within the overs. Lets look at some of the options Britannia single and a MRF two: We have also heard about DLF sixer and a Citibank four etc. Make no mistake its a very important innovation that has come through, probably only because of T20. Irritating you bet! But what about brand recall? Kingfisher Holidays IPL promotion

Well, it was for a holiday site asking to book tickets for South Africa to catch live IPL match! because it was from brand none other than Kingfisher who was promoting with call for action to book tickets NOW to catch all the live IPL matches book tickets at ,

Kingfisher Holidays had partnered with DLF IPL 2009 & were offering some exclusive tour packages for South Africa to all cricket fans. While the idea was good & Im sure they would have gained good traction out of it but then while managing their communication I think they should have taken care of implementation bit more closely. If at all they wanted to utilize the last slot too to promote their holiday portal, maybe they could have done it in a better way like a general brand message thanking all who used the portal to travel to SA or a different call for action instead of this. Hmmmexecution guys, execution! IPL Logo, Google Chrome Promotion on YouTubes IPL Channel It stated as of that day, (IPL) the Indian Premier League, is starting today and it is going to be a big hit on internet. YouTube which allows everyone to watch IPL matches online for free. The IPL excitement is also live on Indias leading social networking site This Google owned site is showing up a special logo (doodle) to celebrate the inauguration of IPL matches today.


We have seen such special logos on Orkut, YouTube and other Google services on many occasions.

Google Promoting Chrome on YouTube IPL Channel IPL is the best occasion for companies to promote their brands. Everyone wants to cash out the IPL fever including Google. Google is also promoting its browser Chrome with the tagline: "Fast cricket on a fast new browser get Google Chrome now!"

IPL The Indian premier league has taken thecricketing world by storm. It has also got itsmarketing mix spot on. Read on to discover theperfection in the marketing mix of Indian PremierLeague


PRODUCT 1. The production of IPL as a service product is exemplified by the mere volume of the production of revenue from every aspect of the game. 2. Teams, players and every small aspect related to IPL has become an IPL product. 3. Factors like material management for stadiums, players, Facilities arrangement for players, spectators, Guests, etc transportation management and allied activities require a proper management and BCCI has made all possible efforts to provide with the best facilities to everyone from spectators to players and third parties involved. 4. One of the leading products in the segment. 5. IPL stands for Indian Premier League. It is a Twenty20 tournament started by BCCI. It is the brainchild of Lalit Modi. It started in the year 2008 and comprises the players from all over the world. A perfect blend of cricket & entertainment. Its providing a stage for many youngsters to show their performance & profitable too to Advertisers and broadcasting channels.

PRICE 1. Follows a policy of price leadership strategy. 2. It also uses premium pricing strategy.

3. Gate revenues in IPL are largely dependent on stadium capacity and purchasing power of city. They are expected to vary between Rs200-Rs5, 000 premium seating.20% of tickets will go to IPL. Internationally, most of these teams own stadiums

As far as the IPL pricing structure is concern, The IPL is predicted to bring the BCCI income of approximately US$ 1.6 billion, over a period of five to ten years. All of these revenues are directed to a central pool, 40% of which will go to IPL itself, 54% to franchisees and 6% as prize money. The money will be distributed in these proportions until 2017, after which the share of IPL will be 50%, franchisees 45% and prize money 5%. The IPL signed up Kingfisher Airlines as the official umpire partner for the series in an Rs.106 Crores (1.06 billion) deal. This deal sees the Kingfisher Airlines brand on all umpires uniforms & also on the giant screens during third umpire decisions. Sony Entertainment Television signed a new contract with BCCI with Sony Entertainment Television paying a staggering Rs.8700 Crores (87 billion) for 10 years. PLACE 1. The venue chosen for the cricket matches was a strategic choice of places which are named after franchisees, which helped attract people. The first season of the Indian Premier League commenced on 18 April 2008 in India, and ended on 1 June 2008 with the victory of the Rajasthan Royals against Chennai Super Kings in the final at the DY Patil Stadium, Navi Mumbai. As the second season of the IPL coincided with multi-phase 2009 Indian general elections, the Indian Central Government refused to provide the Indian paramilitary forces to provide security, saying the forces would be stretched too thinly if they were to safeguard both the IPL and the elections. As a result, the BCCI decided to host the second season of the league outside India. All 59 matches of the second season, abbreviated as IPL 2, took place in South Africa. Ironically, South Africa were also scheduled to have elections doing the IPL, however, the South African government provided adequate security for both the South African General Elections and the IPL.

PROMOTION 1. Uses all medium of advertisement it includes TV, newspaper, internet, billboards etc.


2. It follows the principle of controversy marketing. Marketing controversy either way, the end result is unparalleled coverage; residual awareness of your product, which later most definitely translates into brand recall, and even sales. When Bollywood and cricket met, the result was IPL and it was truly entertaining to see ones favorite cricketer as well the Bollywood star on the same platform. IPL was no doubt an entertaining one. Super stars like Shah Rukh, Preity, Akshay, Katrina, Hrithik had been a source which provided a lot of glam to IPL promotion. To attract the cricket fans, even team-owners have started selling tickets personally. Preity Zinta, the co-owner of Kings XI Punjab and Australian pace man Brett Lee sold the tickets along with their autographs. 1. 2. 3. 4. Live concerts. Uses film stars like Sharuk khan, Akhsay Kumar etc for promotion. Grant opening ceremony Worldwide telecast.

PEOPLE Indian Premier League is mostly targeted for the younger generation youth. As the generations are very busy with their day to day work with IPL they get entertainment along with cricket which helps them to enjoy every aspect of the game. People are very excited towards IPL as this is only one game that brings different players of different countries at one platform, for which they tend to get attracted to see their favorite player perform. Some of the audiences are also attracted to see their favorite celebrity cheering for the team. PROCESS Indian Premier League as a whole is the biggest event of the year for which months of preparation are to be done. For instance organizing the respective 8 teams who are performing for the event and the most important of all is marketing the IPL as it has to reach the wide range of audience globally. An arrangement of stadium where this event is going to be held is also finalized well before. Finally and most important of all is execution of the Event.



Fun, Music, Entertainment & sports, where can you find that, answer for that is INDIAN PREMIER LEAGUE. People wait for this season as they get everything in a joyful bundle. IPL is also the biggest platform for advertising and promoting different product or brands which is clearly viewable during the event.

MARKETING ENVIRONMENT There are several actors and forces present in the industry that determine the fate of the product, IPL and ICL is no exception to this. We can classify those macro forces mainly into 6 groups

1. Demographic environment 2. Physical environment 3. Economic environment 4. Technological environment 5. Socio-cultural environment 6. Political and legal environment

(Marketing management 12th edition (12e) by kotler and Keller page numer-27) I have used two variables in SWOT analysis to understand the macro environment that is OPPUTUNITIES and TREATS and to understand the micro environment STREGTH and WEAKNESS is used.


Indian Premier League (IPL) teams will carry out a slew of marketingexercises after the 51-day tournament is over to build their brands and keepinterest alive before the next season.Almost all the franchises that participate in the four-year-old quick-formatcricket

tournament are hiring specialised branding firms to help themorganize sporting and nonsporting events throughout the year, particularlytargeting the youth and children.When IPL is on, the focus is on players and the matches. When cricket isnot on, we need to strengthen the brand and keep it vibrant and attractive toour target audience, said Amrit Mathur, chief operating officer of the Delhifranchise. So its going to be a comprehensive year-long activity.Mathur said the franchise management will sit down with the teams 14sponsorsincluding brands such as Coca Cola, Adidas, Panasonic,Kingfisher and Ideato draw up post-tournament promotional events oncethe IPL ends on 28 May.They are already looking at organising music concerts and crickettournaments for street children. Fans will be informed about the eventsthrough social networking websites such as Facebook and Twitter.Every team is doing this as its not just about the 45-day affair, said MehulShah, vice-chairman of the Kochi Tusker Kerala team. The show must goon for 365 days.Rajasthan Royals has hired UK-based Photolink Creative Group, which hashelped with the branding of Manchester United and Everton football clubs.Photolink will chalk out programmes for engaging fans after IPL, said HollyHarvey, director of business development at the companys India unit, butdeclined to give details of the strategy. Kolkata Knight Riders (KKR) is working with Mumbai-based MarketGateConsulting. The marketing firms director, Shripad Nadkarni, also declinedto share plans, citing client confidentiality.OPN Advertising Pvt. Ltd is planning sports-related corporate socialresponsibility initiatives for Chennai Super Kings, said S. Chockalingam,founder and director of the advertising firm. We thought of doing acorporate tournament, but its too much cricket. Thats why we want to go beyond cricket to other sports, he said.Rakesh Singh, the head of marketing at Chennai Super Kings, said thefranchise will also hold painting competitions for schoolchildren this year and has launched a monthly comic series featuring its cricketers.Pune Warriors India is planning cricket coaching camps with its players aswell as local cricket tournaments.Dhruv Jha, business head for brand experiences at the consulting firmLodestar Universal, said team sponsors also want to take IPL-relatedmarketing beyond the tournament.We are talking to a lot of clients in terms of developing plans and proposalsthat are non-IPL but yet they will grow both the teams equity and their association with them, said Jha, whose firm advised Tata Motors Ltdssponsorship deal with Delhi Daredevils and KitKat chocolates associationwith KKR.All the franchises have realized that we just come and go and dont seem tokeep it alive. Now they want to prolong and sustain this as a brand, headded.Mathur of Delhi Daredevils said it makes business sense for the franchises tocome up with year-long marketing strategies.

This year, cricket as well as the financial side of IPL have undergone phenomenal changes, he said,referring to the new players bidding that took place ahead of thetournament, the addition of two new teams and sponsorship changes for most of the teams.Franchises have signed players on three-year contracts; the sponsors are alsoon similar deals. Now things are settled to start these kinds of promotions,Mathur said.Now that the tournament has matured and the teams are in place, there will be some continued effort to market the team and build the franchises, saidShubha George, chief operating officer of media agency MEC. Television ratings of the first 26 matches of the tournament have, however, been the lowest since the IPLs inception in 2008. The average rating for the26 matches in six metrosDelhi, Mumbai, Kolkata, Chennai, Bangaloreand Hyderabaddropped to 4.3 from 5.52 last year, according to televisionaudience measurement agency TAM Media Research Pvt. Ltd.Jha of Lodestar said lower ratings should prompt franchises to carry outmore sustainable activities to build their brands.MECs George said the fall in television ratings was expected, with thenumber of matches going up from 60 last year to 74 this year.I dont think I would be alarmed by the fact that its going down, Georgesaid. It is going down as there are more matches and its not possible for viewers to watch with the same level of intensity. There will be a middle period where there will be a slackening of interest.

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to

achieve that objective. The technique is credited to Albert Humphrey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies. A SWOT analysis must first start with defining a desired end state or objective. A SWOT analysis may be incorporated into the strategic planning model. Strategic Planning has been the subject of much research. Strengths: characteristics of the business or team that give it an advantage over others in the industry. Weaknesses: are characteristics that place the firm at a disadvantage relative to others. Opportunities: external chances to make greater sales or profits in the environment. Threats: external elements in the environment that could cause trouble for the business.

Identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs. First, the decision makers have to determine whether the objective is attainable, given the SWOTs. If the objective is NOT attainable a different objective must be selected and the process repeated. The SWOT analysis is often used in academia to highlight and identify strengths, weaknesses, opportunities and threats. It is particularly helpful in identifying areas for development MATCHING AND CONVERTING.

Another way of utilizing SWOT is matching and converting. Matching is used to find competitive advantages by matching the strengths to opportunities. Converting is to apply conversion strategies to convert weaknesses or threats into strengths or opportunities. An example of conversion strategy is to find new markets. If the threats or weaknesses cannot be converted a company should try to minimize or avoid them

EVIDENCE ON THE USE OF SWOT SWOT analysis may limit the strategies considered in the evaluation. J. Scott Armstrong notes that "people who use SWOT might conclude that they have done an

adequate job of planning and ignore such sensible things as defining the firm's objectives or calculating ROI for alternate strategies." Findings from Menon et al. (1999) and Hill and Westbrook (1997) have shown that SWOT may harm performance. As an alternative to SWOT, Armstrong describes a 5-step approach alternative that leads to better corporate performance.

INTERNAL AND EXTERNAL FACTORS The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. These come from within the company's unique value chain. SWOT analysis groups key pieces of information into two main categories: Internal factors The strengths and weaknesses internal to the organization. External factors The opportunities and threats presented by the external environment to the organization. - Use a PEST or PESTLE analysis to help identify factors

The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4P's; as well as personnel, finance, manufacturing capabilities, and so on. The external factors may include macroeconomic matters, technological change, legislation, and socio-cultural changes, as well as changes in the marketplace or competitive position. The results are often presented in the form of a matrix. SWOT analysis is just one method of categorization and has its own weaknesses. For example, it may tend to persuade companies to compile lists rather than think about what is actually important in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats. It is prudent not to eliminate too quickly any candidate SWOT entry. The importance of individual SWOTs will be revealed by the value of the strategies it generates. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important. SWOT Analysis Indian Premier League (IPL) Where will you find the Mumbai Indians, the Royal Challengers, the Deccan Chargers, the Chennai Super Kings, the Delhi Daredevils, the Kings XI Punjab, the Kolkata Knight

Riders and the Rajasthan Royals? In the Indian Premier League (IPL) - the most exciting sports franchise that the World has seen in recent years, with seemingly endless marketing opportunities (and strengths, weaknesses and threats of course!).

STRENGTH IPL is based on the 20-20 format of cricket which would be completed within 3 hours. It is fast-paced and exciting, and more over it can be played in weekend or weekend afternoons. That makes it appealing like American football, Basketball and soccer. It will appeal both to TV audience and as a spectator sport. IPL structure is such that all the aspects work in great balance to maximize the Profit. India is cricket crazy nation so it is easy to promote the products like IPL and ICL.


20-20 has become so popular that it can damage the other forms of cricket that is 50 over game and test cricket. There is always a distance from fans as it is difficult for everyone to get into the ground to see the matches. It is very difficult for sports and business to go together, business needs quick results but in a team sport it might take time to get a group together. If management and team are two levels it creates problems for the players.


IPL is very attractive as a marketing communication opportunity since it has a large potential mass audience, especially for advertisers and sponsors.


If the franchisees are able to generate a large fan base then it will be able to generate a large TV revenue Fan are of different types so there will be more corporate hospitality, season tickets, away tickets, TV pay-per-view and other ways to segment the markets for IPL Opportunity for merchandising is very huge e.g. sales of shirts, credit cards and other fan memorabilia. Grounds can also sell refreshments and other services during the game. This version helps to gain more youngsters to game and this will create a long term fan base for the franchisees .Their parents and older cricket fans may still prefer older forms of cricket. Youth market will also force the other to buy the product as status symbol.

India has traditionally high inflation rate but the franchise has to pay only a fixed rate still 2017-18 means the investment is safe.

THREATS Revenue will be more for highly supported team not for the highly priced team. Franchises are highly expensive. The most expensive team was brought by MUKESH AMBANI for $111.9million and the lowest Rajasthan royal for $67million. if the fan basis does not generate enough income then it will be difficult to pay the salaries for the players. If the best invested players dont play well then you may not see the return on investment. The return on investment will have to for the long term as we cannot expect fast returns from all quarters quickly.

It is the responsibility of the board of cricket control board of India to keep the level of competition with the other boards. It is the responsibility of the board to attract the top names of cricket to India.



PEST analysis stands for "Political, Economic, Social, and Technological analysis" and describes a framework of macro-environmental factors used in the scanning component of strategic management. Some analysts added Legal and rearranged the mnemonic to SLEPT; inserting Environmental factors expanded it to PESTEL or PESTLE, which is popular in the United Kingdom. The model has recently been further extended to STEEPLE and STEEPLED, adding education and demographic factors. It is a part of the external analysis when conducting a strategic analysis or doing market research, and gives an overview of the different macro environmental factors that the company has to take into consideration. It is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations. The growing importance of environmental or ecological factors in the first decade of the 21st century have given rise to green business and encouraged widespread use of an updated version of the PEST framework. STEER analysis systematically considers Socio-cultural, Technological, Economic, Ecological, and Regulatory factors.

Political factors are how and to what degree a government intervenes in the economy. Specifically, political factors include areas such as tax policy, labour law, law, trade, tariffs, and political stability. Political factors may also include goods and services which the government wants to provide or be provided (merit goods) and those that the government does not want to be provided (demerit goods or merit bads). Furthermore, governments have great influence on the health, education, and infrastructure of a nation. Economic factors include economic growth, interest rates, exchange rates and the inflation rate. These factors have major impacts on how businesses operate and make decisions. For example, interest rates affect a firm's cost of capital and therefore to what extent a business grows and expands. Exchange rates affect the costs of exporting goods and the supply and price of imported goods in an economy

Social factors include the cultural aspects and include health consciousness, population growth rate, age distribution, career attitudes and emphasis on safety. Trends in social factors affect the demand for a company's products and how that company operates. For example, an aging population may imply a smaller and less-willing workforce (thus

increasing the cost of labor). Furthermore, companies may change various management strategies to adapt to these social trends (such as recruiting older workers). Technological factors include technological aspects such as R&D activity, automation, technology incentives and the rate of technological change. They can determine barriers to entry, minimum efficient production level and influence outsourcing decisions. Furthermore, technological shifts can affect costs, quality, and lead to innovation. Environmental factors include ecological and environmental aspects such as weather, climate, and climate change, which may especially affect industries such as tourism, farming, and insurance. Furthermore, growing awareness of the potential impacts of climate change is affecting how companies operate and the products they offer, both creating new markets and diminishing or destroying existing ones. Legal factors include discrimination law, consumer law, antitrust law, employment law, and health and safety law. These factors can affect how a company operates, its costs, and the demand for its products.

Applicability of the factors The model's factors will vary in importance to a given company based on its industry and the goods it produces. For example, consumer and B2B companies tend to be more affected by the social factors, while a global defense contractor would tend to be more affected by political factors.[Additionally, factors that are more likely to change in the future or more relevant to a given company will carry greater importance. For example, a company which has borrowed heavily will need to focus more on the economic factors (especially interest rates). Furthermore, conglomerate companies who produce a wide range of products (such as Sony, Disney, or BP) may find it more useful to analyze one department of its company at a time with the PESTEL model, thus focusing on the specific factors relevant to that one department. A company may also wish to divide factors into geographical relevance, such as local, national, and global (also known as LoNGPESTEL).


POLITICAL FACTORS Government of India was unable to provide security for the 20-20 tournament so it had to move to South Africa with immediate effect.

Terrorism and political instability still remains a problem in India.

ECONOMIC FACTORS Indian economy is facing deflation (.12) so the investment in short term is not a safer option. Recession in world economy is another major issue so the purchasing power of the customer is considerably week IPLs second edition had to move to South Africa it will cause a minimum loss of 250 crore rupees for the government of India in the form of taxes. As the stadiums in South Africa are comparatively smaller than India, it will cause the franchisees to loss another 50 crore rupees. Still Indian economy is growing at a faster rate than any other country except China and cricket is the life blood of almost every Indian. IPL is expected to bring BCCI 4500 crores in the next 10years.

SOCIAL FACTORS India is a cricket crazy nation so the promotion of cricket is not at all an issue for the franchisees.

20-20 cricket is able to attract the young population of India.


TECHNOLOGICAL FACTORS Cable television is still not available to large population of India. Live match on Matches in multiplex theatre



The success of the IPL has made it clear that something has to give to accommodate it, and on the current evidence that something will be the 50-over game .When you consider how much the Indian Premier League borrowed from World Series Cricket, its quite ironic that its success might lead to the eventual extinction of the pajama cricket that was the cornerstone of the Packer revolution. As much as World Series cricket was about fair pay, improved TV coverage and superior marketing of the sport, it was also about establishing one-day cricket as a distinct entity, played in coloured clothes, under lights, and in front of crowds that came expecting to be entertained. it was razzmatazz with some substance. Packers focus was on gladiatorial fast bowlers, and the stroke players that could take them on. Three decades later, the IPL advertised its players as warriors. When Andy Roberts fractured David Hookes jaw with a vicious bouncer, people knew that the World Series wasnt some hit-and-giggle enterprise. The IPL had a similar moment, when Zaheer Khan left Dominic Thornely looking like a young Mike Tyson had seen to him. Packer was a pioneerand an original, and the IPLs copycats succeeded because they took his blueprint, adapted it to an Indian context, and threw in a dash of Bollywood for good measure. This year, after an uninterrupted run of 28 years, Cricket Australia pulled the curtain down on the annual tri-series. Its fair to say that its decline had mirrored that of the one-day game. After the spectacular success of the ICC World Twenty20 in South Africa, and the inaugural IPL season, the one-day game is on life-support, and it may only be a matter of time before the plug is pulled. Crowds and television audiences caught in the thrall of the Twenty20 game are unlikely to shed a tear. Its amusing to hear greats of the past talking of how the IPLs success could have dire consequences for Test cricket.

Nothing could be further from the truth. The Test-cricket constituency is a distinct one, and it generally consists of people who have played the game at some level, whether thats back garden, park, first-class or international. More importantly, its a group of people that appreciate what Milan Kundera called Slowness, those not obsessed with instant gratification. Such fans will never abandon Test cricket for the crash-bangwallop thrills that Twenty20 offers. He or she may go and watch Dumb and Dumber, but its never going to replace 400 Blows or In the Mood for Love in his affections. Sadly, oneday cricket has no identity. In that respect, its like your stereotypical Bollywood movie with the hackneyed script that tries to have something for everyone, and ends up having nothing. It says much about the lack of imagination of those that administer the game that the 50-over game has evolved so little since the Packer years. Compare that with Lalit


Modi. You may not like the man or his hubris, but he has taken an existing concept, finetuned it, and ensured that the cricket world will never be the same again. After the first season Sunday nights final, which could have been scripted by Gregory Howard of Remember the Titans fame, Modi and the IPL hold all the cards, while the ICC and other boards have next to nothing to bargain with. The last World Cup in the Caribbean was a fiasco, an object lesson in how not to organize an event. Poor crowds, overpriced tickets, a lack of atmosphere and an interminable schedule all combined to make it perhaps the worst of all major competitions. In contrast, the IPLs head honchos didnt behave like stentorian schoolmasters, and the entertainment package that accompanied the games attracted everyone from five-year-olds with temporary tattoos to middle-aged women who had decided to forego a staple diet of TV soaps. Where now for the IPL? After what happened on Sunday night, theres little doubt that the second season will be huge. Despite the concerns of the ECB and others, every single one of the worlds top players is likely to take part. If they do try to prevent the likes of Kevin Pietersen from playing, they will only end up being checkmated like the Australian Cricket Board were after Packers bold gambit. What is likely to happen is this: Both England and Australia, and perhaps South Africa and Pakistan too, will Endeavour to jazz up their own T20 events so that they can at least compare to the IPL. A Champions League has resulted from it, because the stupendous Response in India has confirmed that people are ready to invest both time and money to watch the best play the best, even if its only over three hours. The franchises, none of whom are likely to be too perturbed by the huge amounts invested in the first year, also have a role to play. Manoj Badale, of the Emerging Media group that owns the Rajasthan Royals, reckoned that it would take a couple of years for the club culture to truly take root, but you can rest assured that teams like Rajasthan wont be spending the next 10 months idle. The reality is that no league can prosper if it operates only over six weeks. American Football has the shortest season of any major sport, but even that lasts 16 weeks, and then a month of play-offs. The football [soccer] seasons in Europe, the NBA in North America and Major League Baseball all last much longer, which is why they become such an integral part of fans lives. What does the Indian cricket fan do now? Next up is a tri-series in Bangladesh, followed by an Asia Cup that features teams like Hong Kong. Its the classic champagne-followed-by-flat-beer scenario and it will be interesting to see what the TV ratings are like.


Back when Doordarshan, the national broadcaster was all we had, everyone watched it. Then, with the onset of cable TV, no one bothered. The IPL has created a revolution, especially in the fan demographic, but has now left town. For the moment, the talk is of creating a four-week window, most likely in April. Its only a band-aid solution. In the long run, we are looking at a three-month season where teams play weekend games and the occasional midweek one as they do in 16 the major football leagues. Those will alternate with Champions League games featuring the top sides. A six or eight-month period might be set aside for Test cricket and other bilateral contests, but the fact is that cricket needs a 50-overs-aside game between India and Hong Kong like it needs a hole in the head. After watching McGrath against Jayasuriya and Warne against Ganguly, why would anyone settle for such mediocrity? Unless one-day cricket can reinvent itself, and four innings of 20 overs each is the best suggestion Ive heard, it has one foot in the grave, with the fact that the World Cup is the jewel in the ICC crown being the only thing keeping it alive. Its an opinion that even players share. Stephen Fleming was New Zealands finest captain, the one who led them to their only major one day triumph, the ICC Knockout in 2000. I am worried about the amount of one-day cricket, how much appeal one-day cricket is going to have with tournaments like this, he said. I think the majority feels that it could cause a problem for the international calendar. The response to the first season of World Series Cricket, with the forces of orthodoxy ranged against it, was so lukewarm that a desperate Packer was reduced to counting the cars in the parking lot. No one saw Modi doing anything similar, and the perfectly scripted final has guaranteed that all the franchises will be counting next year are even bigger gate receipts. As for one-day cricket, the message has been bellowed out through a foghorn. Transform or perish.



Here in this part, we are going to analyse the data collected through the answers given by the People to the questions in the questionnaire. For the purpose, Twenty Peoples were given the questionnaire to fill. In the course they were also asked the reasons for the particular answers to the subject questions.
The data or the answer to the questions reflects the view of the customers regarding various aspects such as : Did you Follow IPL Matches on TV Matches on TV Frequency Sustained Level of interest throught Attraction Factors Preferred Time Slot on TV Missed out on favorite program IPL for me

The following survey was conducted on 20 people and their responses are as follows



The above graph denotes 80% said yes they did follow IPL matches on TV while 20% said that they did not follow IPL matches due to their personal reasons.



The above graph denotes what were the basic factors that led the viewers to watch IPL match on TV Analysis of the graph are as follows 40% people said that they regularly watched all IPL matches on TV 10% said that they preferred to watch only the highlights of IPL matches 35% said they were only interested in watching the matches of their favourite teams 15% said that due to their busy schedule the were able to watch IPL matches only during their holidays


The above graph denotes the Sustained level of interest amongst the viewers throughout the IPL matches 60% people said yes they maintained the same level of interest throughout all IPL matches. 30% said no they could not maintain the same level of interest throughout all IPL matches. 10% said they could maintain the same level of interest throughout all IPL matches to an extent



The above graph denotes what were the ATTRACTION FACTORS that led viewers to watch IPL matches on TV. 8% people said that bollywood stars were the main reason that led viewers to watch the ipl matches throughout, while on the other hand 60% people said that bollywood stars did not play any role in their interest to watch the ipl matches Secondly, 5% people said that entertainment was the main reason that led viewers to watch ipl matches on tv, while 25% said that entertainment was not the main reason that led them to watch those matches on TV.



The above graph denotes time slot on TV that was preferred by viewers to watch IPL matches 5% people said that they preferred the time slot of 7 to 8pm 8% people said that they preferred the time slot of 8 to 9 pm 62 % people said they would love to watch ipl matches during their leisure time slot of 9 to 10 pm 12% people said that they preferred the time slot of 10 to 11 pm. 12% people said that they had no specific time slot.



The above graph denotes the percent of people who missed out their favorite program on account of ipl 75% people said that yes they did miss out their favorite programs on account of ipl as they had to watch the ipl matches instead of them. 25% said that the ipl matches did not bother their favorite programs on tv.



The above graph denotes what I thought about IPL matches

30% people said that ipl was complete 45 days of masala pourri for them 30% said that ipl was futuristic strategy for them 30% said that ipl was only aggressive marketing for them 10% said that ipl was a substitute like a theatre to tv and cinema.


FINDINGS FROM THE RESEARCH A research was conducted among 20 people in the Mumbai city. In this servey many question was asked related to IPL and their response was recorded. 83% people follow IPL and 17% dont follow IPL. 44% did not miss a single match, 38% favourite teams matches only, 12% match highlights, and 6% only on holidays, Sundays and weekends. 58% found a sustained interest level throughout the match, 34% surfed through the channels and 8% are not interested. 63% because of crisp timing, 29% others factors attract them, 5% said that Bollywood stars tempted them to watch, and 3% found entertainment value. 62% preferred 8 to 11 pm, 12% no specific time to watch TV and equal number preferred to watch TV after 11 pm, 9% preferred afternoon slot of 2 to 5 pm, and 5% preferred morning time of 7 to 9 am Only 24% did miss out on their favourite TV programs, and 76% answered negatively 37% feel that IPL is all about aggressive marketing, 31% said that great futuristic strategy, 26% feel that IPL is just a 45 days of masala, and 6% feel it is threat to TV and cinema.

Counclsion and Recommendation


The whopping success of IPL has not only ensured that teams like Jaipur, Kolkata and Mohali are likely to break even in the first year itself, but also transformed the fortunes of its telecaster Sony Set Max. The biggest gainer, though, is arguably BCCI which is projected to rake in a profit of Rs 350 crore from IPL in the first year itself. This would be more than BCCIs profit of Rs 235 crore for all of 2007. In all, IPL will bring revenue of Rs 1,200 crore a year into cricket, more than double the governments entire sports budget of Rs 490 crore. The Set Max channels revenue marketshare has risen from a pre-IPL level of 5.7% to 28.8%. Its share of prime time has gone up to 29%, higher than the cumulative marketshare of the top nine Hindi general entertainment channels. From next year, Sony is projected to gross about Rs 650 crore in advertising revenue for about 45 days of IPL, which would be 7% of the entire estimated TV ad revenue of around Rs 9,000 crore for the whole year. Ad rates for 10-second spots, which were at Rs 2 lakh per 10 seconds at the start of the tournament, have climbed rapidly to Rs 5 lakh and look set to rise further to Rs 10 lakh for the final, says the report. This would be even more than the Rs 8 lakh per 10 second rate for the nailbiting T20 World Cup final between India and Pakistan last year. IPLs success has also rubbed off on the franchisees. According to the report, teams like Jaipur, Kolkata and Mohali, which have not spent much on franchisee fees, are likely to break even in the first year itself. From this we can conclude that IPL is now a global event and it has taken cricket to the next level. Some of the critics criticise IPL. They say that players are not playing only for money and when players playing in IPL matches they dont feel that they are playing for the country. In spite of having some negative point of IPL, there are many advantages. So looking at positive side we can say that IPL is becoming a global event. Now Indian economy is growing at a rapid pace, so much that people from all over the world are now looking towards India.


As we all know that Ipl is a successful business today.But too many games makes it boring.For example,if Mr Shahrukh Khan is seen in every film then people would get bored of him. Similarly,IPL management should cut the number of matches being played on field to make it fresh andentertaining.


Marketing management 12th edition (12e) by kotler and Keller page numer-27 Philip Kotler and Kevin Lane Keller, 2006, Marketing Management-12th edition, Pearson Education, Inc, Upper Saddle River, New Jersey. Kotler, Philip, Keller, Lane (2005) "Marketing Management", Prentice Hall

ONLINE REFERENCES ases/rssarticleshow/3013080.cms,prtpage-1.cms